• Fort Worth Police Department Home Page
  • Strategic Direction
  • Patrol Bureau
  • Support Bureau
  • Finance / Personnel Bureau
  • 1. Professionalism and Organizational Excellence
  • 2. Community Engagement and Partnerships
  • 3. Operational Improvements
  • 4. Technology Development and Infrastructure Expansion
  • Goal 1: Promote a culture of mutual respect within the Fort Worth Police Department.
  • Goal 2: Improve the interactions of members of the FWPD and the community.
  • Goal 3: Build relationships with diverse populations within the City of Fort Worth.
  • Goal 4: Represent the population that the Fort Worth Police Department serves.
  • Goal 5: Recruit, hire, promote, and retain the best candidates to serve the Fort Worth community.
  • Goal 6: Ensure the department’s organizational structure is appropriate to respond to community needs.
  • Goal 1: Promote positive interactions with the public.
  • Goal 2: Improve external communication.
  • Goal 3: Enhance community partnerships.
  • Goal 4: Increase the number of volunteers involved in Fort Worth Police Department programs.
  • Goal 5: Continue to research innovative, community-oriented programs to engage the public.
  • Goal 1: Reduce, solve, and prevent crime.
  • Goal 2: Expand Intelligence-Led Policing (ILP).
  • Goal 3: Reduce calls for service response times.
  • Goal 4: Strengthen internal communication.
  • Goal 5: Create additional Patrol Divisions.
  • Goal 6: Identify and prioritize highest funding needs.
  • Goal 7: Promote Crime Control and Prevention District (CCPD).
  • Goal 1: Replace aging and out-of-date equipment and technology.
  • Goal 2: Improve/expand existing systems or solutions that aid investigations.
  • Goal 3: Determine technology infrastructure needs for Police Department facilities.
  • Goal 4: Revise Disaster Recovery Plans for mission-critical systems and create business continuity plans for Police Department facilities.
  • Goal 5: Ensure Police facilities are adequate for the department’s operations to serve the community.
  • Goal 1: Promote a culture of mutual respect within the Fort Worth Police Department.
  • Goal 2: Improve the interactions of members of the FWPD and the community.
  • Goal 3: Continuously build relationships with diverse populations within the City of Fort Worth to create and expand the future recruiting base.
  • Goal 4: Represent the population that the Fort Worth Police Department serves.
  • Goal 5: Recruit, hire, promote, and retain the best candidates to serve the Fort Worth Community.
  • Goal 6: Ensure the department's organizational structure is appropriate to respond to community needs.
  • Goal 1: Promote positive interactions with the public during every contact with a great attitude, positivity, and guardian mentality.
  • Goal 2: Improve external communication.
  • Goal 3: Enhance community partnerships.
  • Goal 4: Increase the number of volunteers involved in Fort Worth Police Department programs.
  • Goal 5: Continue to research innovative, community-oriented programs to engage the public.
  • Goal 1: Reduce, solve, and prevent crime.
  • Goal 2: Expand Intelligence-Led Policing (ILP).
  • Goal 3: Reduce calls for service response times.
  • Goal 4: Strengthen Internal Communication.
  • Goal 5: Create additional Patrol Divisions.
  • Goal 6: Identify and prioritize highest funding needs.
  • Goal 7: Promote Crime Control and Prevention District (CCPD).
  • Goal 1: Replace aging and out-of-date equipment and technology.
  • Goal 2: Improve/expand existing systems or solutions that aid investigations, improves operations, or increases data access or transparency.
  • Goal 3: Determine technology infrastructure needs for Police Department facilities.
  • Goal 4: Revise Disaster Recovery Plans for mission-critical systems and create business continuity plans for Police Department facilities.
  • Goal 5: Ensure Police facilities are adequate for the department's operations to serve the community.
  • FY2017
  • 1.1-P Establish detailed expectations of professionalism, accountability, and transparency through all ranks, require sign back through PowerDMS, and share with the public.
  • 1.2-P Establish system by the end of 2016 for personnel to submit innovative ideas to enhance departmental efficiencies and suggest improvements. Create process for Executive Staff to review submissions and provide feedback.
  • 2.1-P Implement at least one new best practice each year.
  • 2.2-P Require annual professional development training program for all personnel including leadership and team building exercises.
  • 2.3-P Require annual cultural diversity training for all personnel to improve relationships within the community.
  • 2.4-P Implement key recommendations related to training from the Final Report of the President’s Task Force on 21st Century Policing in FY20.
  • 2.5-P Implement recommendations related to training from the National Initiative for Building Community Trust and Justice Report, expected to be final in FY19.
  • 3.1-P Create an annual list of at least five diverse events for the department to participate.
  • 3.2-P Engage with organizations, i.e., Women in Law Enforcement, LIFE (LEMIT), etc.
  • 3.3-P Engage with local school districts and local colleges quarterly.
  • 3.4-P Engage with youth communities at every FWPD youth function and receive at least 10 contact cards from youth per event.
  • 3.5-P Actively recruit in minority communities at every meeting/function.
  • 4.1-P Create a Diversity Journey Plan to increase diversity over the next five years.
  • 4.2-P Increase the number of diverse recruits graduated.
  • 5.1-P Market the department at a diverse group of colleges, universities, community colleges, and other institutions locally and nationally each quarter.
  • 5.2-P Improve and streamline the process for potential recruits in 2017.
  • 5.3-P Match hiring demands associated with expansion and attrition by graduating at least 100 recruits each year.
  • 5.4-P Create an Attrition Plan in 2017.
  • 5.5-P In 2017, expand the City Wellness Plan for all FWPD personnel to include designing and mandating an emotional wellness training.
  • 5.6-P Develop a plan to implement (1:1) FWPD: off-site testing, by 2018.
  • 5.7-P Ensure department personnel are operating efficiently by utilizing an early intervention and self-auditing system by FY18.
  • 5.8-P By FY18, implement 360-degree critiques of Field Training Officers, performance-based assessments, and interviews with Command Staff, etc. to ensure training programs are positive, results-oriented, and focused programs.
  • 6.1-P Annually review the department’s organizational chart and consider revisions to the department structure to ensure focus areas are appropriate.
  • 6.2-P Consider adding a fourth bureau to the organizational chart.
  • 1.1-C Create a Community Outreach Team with existing resources by FY18 to assist in educating the community about various public safety initiatives and attending and organizing community events.
  • 1.2-C Increase monthly face-to-face interactions between the community and police personnel through neighborhood park and ride patrols, community service walks, and at various community events. Encourage cross-trained beat officers to ride bicycles.
  • 1.3-C Create a Police Athletic League in FY17 to encourage youth engagement activities throughout the community.
  • 1.4-C Create a mentorship program in FY17 in elementary and middle schools where School Resource Officers and other police officers serve as student mentors.
  • 1.5-C Research and implement other best practices for engaging youth in FY17.
  • 1.6-C Establish and coordinate annual programs for the community such as Secret Santa, Operation Thanksgiving, Back-to-School Programs, etc.
  • 1.7-C Recruit youths to join and diversify the Police Explorers Post. Collaborate with JROTC for youths considering a reserve military career.
  • 1.8-C Increase the number of explorers by 10% and make the Explorer program one of the most diverse programs we have.
  • 2.1-C Provide quarterly educational and informational outreach materials (patrol division newsletters, etc.) to the community in paper form and online to show how the department operates while highlighting the decision-making process.
  • 2.2-C Utilize the department website, YouTube channel, and social media platforms to provide the community information when significant and high profile public safety issues occur in the community in English and Spanish.
  • 2.3-C Utilize all methods of communication annually to improve public perception, address misinformation, provide crime prevention tools, and actively educate and engage with the public in English and Spanish.
  • 2.4-C Create informational videos from the Chief of Police and Executive Staff to inform the public about crime and crime prevention tools in English and Spanish.
  • 2.5-C Establish educational outreach efforts for English and Spanish speaking residents to inform them about crime prevention tools and participation opportunities.
  • 2.6-C Ensure public awareness-training programs are presented to the public each quarter. Utilize school districts to help get the word out to the community. (e.g., What to do at a traffic stop, how Priority 1, 2, and 3 calls for service are adjudicated, and Non-emergency number training). (English and Spanish)
  • 2.7-C Ensure appropriate federal, state, local law enforcement partners, and officials meet at Executive Staff meetings quarterly, and receive information in advance about events with regional, statewide, or national significance to ensure the appropriate level of support.
  • 2.8-C Initiate use of programs similar to Facebook Live and Skype to communicate crime related press releases directly with the public.
  • 3.1-C Maintain an email and mailing list of all community, religious institutions, and business partnerships for each patrol division, updated quarterly in English and Spanish.
  • 3.2-C Increase partnership contacts overall in the community by 15% each year.
  • 3.3-C Ensure personnel from all divisions and ranks attend at least one community meeting per quarter to expand interactions with neighborhood associations and other groups to increase community connections. Maintain a list of meetings attended.
  • 3.4-C Ensure Neighborhood Police Officers continue to attend monthly neighborhood and community meetings in their assigned beats.
  • 3.5-C Continue to strengthen relationships with law enforcement agencies and other entities including the District Attorney’s Office, School Districts, Safe City Commission, etc.
  • 3.6-C Continue implementation of a Community Camera Program so residents and business owners can collaborate with the Department. This interconnects with a Technology Development goal.
  • 4.1-C Recruit 5% more Code Blue Program volunteers annually.
  • 4.2-C Implement Citizens on Patrol Strategic Plan within five years.
  • 4.3-C Increase number of active Citizens on Patrol members to 850.
  • 4.4-C Seek CODE Blue volunteers in high schools and colleges to encourage more interest from all age groups.
  • 4.5-C Create annual incentives for volunteers by FY18.
  • 4.6-C Increase membership by 5% in the Code Blue Program for Spanish speaking residents.
  • 5.1-C Coordinate speakers to present best practices for anti-crime strategies annually at All Staff.
  • 5.2-C Research and present best practices to engage youth at-risk of committing crimes in order to reduce juvenile crime annually.
  • 5.3-C Establish partnerships with other agencies on juvenile and adult diversion programs. Present ideas/findings at an All Staff meeting.
  • 5.4-C Market ride-along programs quarterly.
  • 5.5-C Research and evaluate implementation of Crime Prevention through Environmental Design (CPTED) principles for Fort Worth by FY19. Work with the Planning and Development Department to determine feasibility.
  • 5.6-C Work with NPOs to identify areas of blight and coordinate with other city departments to address those conditions in every police division.
  • 1.1-O Reduce Fort Worth’s crime rate by 8% annually.
  • 1.1.a-O Establish a system by the end of 2016 for personnel to submit innovative ideas to enhance departmental efficiencies and suggest improvements. Create process for Executive Staff to review submissions and provide feedback.
  • 1.1.b-O Suppress crime rate in FY17 for Crimes Against Persons below 3-year average of 1,551.08 offenses per 100,000 population.
  • 1.1.c-O Suppress crime rate in FY17 for Crimes Against Property below 3-year average of 5,374.06 offenses per 100,000 population.
  • 1.1.d-O Develop and implement Crime Suppression Plans as well as other tactical tools and approaches to reduce crime each year.
  • 1.1.e-O Ensure Homicide clearance rate is above the three-year average of 82 percent annually.
  • 1.1.f-O Increase clearance rate of robbery cases incrementally each year to 40% by FY21.
  • 1.2-O Enhance Community Policing in Fort Worth each year.
  • 1.2.a-O Restructure patrol divisions in FY17 to a true beat concept to improve efficiency, increase visibility in neighborhoods, and give patrol officers ownership of a geographic area.
  • 1.2.b-O Continuously work with the community on creative, innovative ways to reduce, solve, and prevent crime especially in identified high crime areas.
  • 1.3-O Monitor emerging trends, social issues, and law enforcement programs each year.
  • 1.3.a-O Assign details and units to focus on emerging crime trends.
  • 1.3.b-O Evaluate the creation of a Mental Health Unit to focus on mental health issues in the community in FY18.
  • 1.3.c-O Create a Violent Crimes Task Force to focus on violent crime trends in FY18.
  • 1.3.d.-O Partner with local agencies to identify best practices for deterrence and re-entry programs for paroled individuals annually.
  • 1.4-O Work closely with federal agencies to investigate interstate drug trafficking and to advance the involvement of FWPD personnel in Fort Worth federal and state investigations during the next five years.
  • 1.5-O Immediately collaborate with Adult and Juvenile Parole and Probation agencies and local youth workers to design responses to youth violence, i.e., impact player lists, improve the frequent home visits, and scheduling annual offender notification meetings over the next five years.
  • 2.1-O Research best practices to continue to implement Intelligence-Led Policing in Fort Worth annually.
  • 2.2-O Consider expanding and enhancing Real Time Crime Center in FY18.
  • 2.3-O Attend conferences and seminars on ways to expand Intelligence-Led Policing over the next five years.
  • 2.4-O Track population growth and major developments throughout Fort Worth and determine its implication on policing each year.
  • 2.5-O Implement recommendations from the National Initiative (NI) for Building Community Trust and Justice Report, expected to be final in FY18.
  • 2.6-O Expand and enhance Citywide Camera Program and License Plate Readers by FY18.
  • 3.1-O Decrease Priority 1 Response Time (time call received to on scene) citywide average to below 8:50 minutes.
  • 3.2-O Ensure less than three percent of calls are in queue for more than 15 seconds.
  • 3.3-O Conduct monthly analysis of call response times to determine trends in each patrol division and present findings at COMPSTAT.
  • 3.4-O Annually evaluate call types within each priority 1, 2, 3, etc. and analyze trends that could reduce call response times. Submit an Annual report through the chain of command to the Chief.
  • 4.1-O Enhance internal communication methods from Executive Staff to front line employees, and develop additional channels of communication for supervisors and employees.
  • 4.2-O Encourage open communication within the organization.
  • 4.3-O Create internal Public Service Announcements (PSA), interactive videos, face-to-face accessibility to chain of command, utilize FWPD portal to provide information and encourage its use by personnel, implement Ask the Chief/Executive Staff tool.
  • 4.4-O Create informational tools about divisions and units in the department such as handbooks, newsletters, etc. annually.
  • 5.1-O Establish a Sixth Patrol Division in FY18 to respond to significant population and development growth in north Fort Worth.
  • 5.2-O Establish a Seventh Patrol Division by FY20 to respond to anticipated growth on the west side of Fort Worth (toward Parker County).
  • 5.3-O Establish an Eighth Patrol Division by FY21-22 to respond to anticipated growth in southern portions of Fort Worth (toward Johnson County).
  • 6.1-O Utilize the department Needs Assessment System and Budget Committee to conduct overall annual prioritization of funding.
  • 6.2-O Reference the 2014 Police Executive Research Forum Staffing Study, the strategic plan, the needs assessment system and future studies to refine staffing needs.
  • 6.3-O Identify most appropriate funding source for departmental needs (General Fund, Crime Control and Prevention District, Asset Forfeiture, Grants).
  • 6.4-O Utilize the Needs Assessment System, Budget Committee and Executive Staff to identify and implement the highest staffing priorities annually.
  • 6.5-O Use best practice analysis tools and models to determine staffing numbers in patrol and detective units annually.
  • 7.1-O Continue to educate the community annually about the Crime Control and Prevention District and identify which items receive funding through the District.
  • 7.2-O Prepare and plan for the 2019 Renewal Election.
  • 1.1-TI Complete the City of Fort Worth annual Five-Year Capital Improvement Plan that identifies equipment and technology needs.
  • 1.2-TI Conduct annual review of equipment and technology for inadequacies and/or end of life.
  • 1.3-TI Utilize the annual Needs Assessment process to identify priority technology needs.
  • 1.4-TI Continuously research the market for the latest technology and equipment.
  • 1.5-TI Invite vendors to provide the department with demonstrations of new technology and equipment (Quarterly All Staff meetings).
  • 1.6-TI Continuously identify predictive analytical tools for crime prevention.
  • 1.7-TI Work with the IT Solutions Department to enhance the City’s Open Data site for public access to crime mapping data.
  • 1.8-TI Review the department’s Computer Aided Dispatch (CAD) and Records Management Software (RMS) in FY17. Work with IT and Fire to plan for overall system replacement (FY19).
  • 1.9-TI Improve efficiencies within the department to use less paper and utilize more digital retention methods.
  • 1.10-TI Begin in-car video system replacement.
  • 1.11-TI Finish Mobile Data Computer (MDC) replacement.
  • 2.1-TI The department’s existing Website Working Group should continue to meet monthly or quarterly as needed to monitor and assess website effectiveness.
  • 2.2-TI Develop a Standard Operating Procedure by FY20 for developing, reviewing, and approving content on the website.
  • 2.3-TI Benchmark websites of other agencies annually.
  • 2.4-TI Review FWPD website weekly to ensure content is up-to-date.
  • 2.5-TI Identify and utilize programs similar to FaceTime and Skype to communicate with the public.
  • 2.6-TI Expand citywide surveillance camera program to enhance officer and public safety, and aid in investigations annually.
  • 2.7-TI Expand License Plate Reader (LPR) network annually.
  • 2.8-TI Continue promoting and marketing Community Camera Program each year.
  • 2.9-TI Expand WiFi infrastructure to support expanded camera projects and connectivity to City network annually.
  • 2.10-TI Purchase 400 additional body camera systems in FY17.
  • 2.11-TI Expand data available on Omega CrimeView Dashboard quarterly.
  • 2.12-TI Initiate and expand the Public Service Kiosk program.
  • 2.13-TI Incorporate additional data on the Open Data portal quarterly.
  • 2.14-TI Purchase gunshot detection software in FY18.
  • 2.15-TI Initiate and expand E-Citation solution in FY20.
  • 2.16-TI Present biometric solutions technology that integrates with Computer Aided Dispatch (CAD).
  • 3.1-TI Conduct audit of existing police facilities to confirm assets and technology capacity every two years.
  • 3.2-TI Create a checklist of technological needs for new and leased police facilities annually.
  • 3.3-TI Create a Technology Readiness Report for facilities in FY20.
  • 4.1-TI Review and revise Technology Disaster Recovery Plan (TDRP) in FY21.
  • 4.2-TI Identify necessary equipment and software needed to implement the TDRP in FY20.
  • 4.3-TI Create assignments and test the TDRP in FY20.
  • 4.4-TI Visit all facilities and identify user groups and resources required for operations annually.
  • 4.5-TI Develop business continuity plans for each location annually.
  • 5.1-TI Ensure top priority facility projects are included in the City of Fort Worth Five-Year Capital Improvement Plan (CIP), and updated annually.
  • 5.2-TI Analyze and make recommendations for the realignment of patrol boundaries, including the creation of a 7th and 8th Patrol Division, to ensure the effective allocation of resources and personnel to address crime prevention and reduction efforts.
  • 5.3-TI Design facilities to accommodate existing and future growth and service needs allowing for flexibility and future expansion.
  • 5.4-TI As resources are limited, consolidate facilities as feasible and/or combine police facilities with other city functions if joint-use facilities support planning goals to fulfill neighborhood and police service needs.
  • 5.5-TI Work with the Property Management Department to identify sites for potential acquisition for future Police facilities.
  • 5.6-TI Ensure all future facility design sustains operations for more than 25 years. New facilities must function efficiently, be located in optimal areas, and have the opportunity for future expansion in order to effectively serve the community, encourage police and community interaction, and limit the need for new capital dollars.
  • 5.7-TI Seek co-location opportunities with other departments and entities, as appropriate.
  • 5.8-TI Evaluate the use/effectiveness of all storefronts, and recommend whether their use should continue in the future, discontinue, or relocate to different locations.
  • 5.9-TI Utilize leased facilities only when necessary for operational effectiveness, and where possible, reduce the number of leased facilities by FY21.
  • 5.10-TI Ensure that future police facilities are designed to maintain critical operations in the event of a disaster.
  • 5.11-TI Review security of existing Police Department facilities and make improvements as necessary to implement best practices and comply with Criminal Justice Information Systems (CJIS) standards.
  • 5.12-TI Determine technology infrastructure needs for future Police Department facilities.
  • 5.13-TI Procure Uninterrupted Power Source and new backup Generator as part of the Phase II Public Safety Complex Improvement Project.
  • 6.1-O Create draft assessment by FY17 and finalize in FY18.
  • 6.2-O Research and implement best practices for assessing law enforcement agencies in FY17.
  • 6.3-O Determine if assessment should be annual or biennial.
  • 6.4-O Determine if assessment should be an internal review process or conducted by an external consultant.
  • 6.5-O Provide completed report to the department, City officials, the City Council, and the community in FY19.

3. Operational Improvements

Strategic Direction
Goals
Goal 1: Reduce, solve, and prevent crime.
Goal 2: Expand Intelligence-Led Policing (ILP).
Goal 3: Reduce calls for service response times.
Goal 4: Strengthen internal communication.
Goal 5: Create additional Patrol Divisions.
Goal 6: Identify and prioritize highest funding needs.
Goal 7: Promote Crime Control and Prevention District (CCPD).