Investigative & Support Command

Support Bureau
Goal Accomplishments
Dec-18 		Accomplishments
Jan-19 		Accomplishments
Feb-19 		Division / Unit / Section Responsible Party - Lead Funding Status
M1-SB Increase participation in volunteer programs by 5% each year: Citizens on Patrol, Ministers Against Crime, Clergy and Police Alliance, Citizens Police Academy.

Clergy and Police Alliance (CAPA) / Ministers Against Crime (MAC) Christmas dinner event held.    

Met with Bishop George concerning MAC group and participation.

Met with MAC ministers and coordinating new training and getting them new identification placards.
  • Community Programs Division (M)
    •
  • Community Programs Captain
    •
  • No Funding Needed
    •
    M2-SB Outsource the Crossing Guard Program to a Private Vendor to increase efficiency.

    Outsource to ACMS completed.

    Outsource to ACMS completed.

    Outsource to ACMS completed.
  • Community Programs Division (M)
    •
  • Investigative & Support Deputy Chief
    •
  • Funding Needed
    •
    M3-SB Obtain a long-term jail services contract.

    Completed.

    Completed.

    Completed.
  • Community Programs Division (M)
    •
  • Support Bureau Assistant Chief
    •
  • Funding Needed
    •
    M4-SB Each SRO will provide at least one presentation to students in the classroom or at an after-school program each semester.

    SROs provided 12 presentations, with over 400 students included.  SRO's responded to five separate incidents in schools, and followed up with several counseling / guidance meetings with students.  STAT team responded to six reported school threats.

    SROs provided 17 presentations, with over 500 students included.  SRO's responded to eighteen separate incidents, and followed up with several counselling / guidance meetings with students.  STAT team responded to five reported school threats. 

    SROs presented 13 presentations with over 400 students at 6 different schools.  SRU responded to six reported school threats.
  • Community Programs Division (M)
    •
  • SRU Lieutenant
    •
  • No Funding Needed
    •
    M5-SB All SROs will be TCOLE certified instructors and Mental Health Peace Officers by FY18.

    N/A

    N/A

    N/A
  • Community Programs Division (M)
    •
  • SRU Lieutenant
    •
  • Funding Needed
    •
    N1-SB Each CID unit will have a detective or sergeant attend at least one Patrol Roll Call per month.

    CID units attend roll calls as needed to clarify investigative duties and responsibilities or share call out criteria.

    CID units attend roll calls as needed to clarify investigative duties and responsibilities or share call out criteria.

    CID units attend roll calls as needed to clarify investigative duties and responsibilities or share call out criteria.
  • Criminal Investigations Division (N)
    •
  • CID Captain
    •
  • No Funding Needed
    •
    N2-SB Create a detective development program in which detectives/officers from other divisions can spend a month on loan to one of the CID Units.

    Program is developed; CID units.     

    Program is developed; CID units.     

    Program is developed; CID units.     
  • Criminal Investigations Division (N)
    •
  • CID Captain & Lieutenants
    •
  • No Funding Needed
    •
    N3-SB Develop a basic Detective Training Manual for use Department-wide.

    Complete.

    Complete.

    Complete.
  • Criminal Investigations Division (N)
    •
  • CID
    •
  • Captain
    •
  • No Funding Needed
    •
    N4-SB Create an audit process to ensure all detectives work their cases in a timely, thorough manner.

    Completed audit process. Will continue to review audit process for effectiveness.

    Completed audit process. Will continue to review audit process for effectiveness.

    Completed audit process. Will continue to review audit process for effectiveness.
  • Criminal Investigations Division (N)
    •
  • Support Bureau Assistant Chief
    •
  • No Funding Needed
    •
    N5-SB Organize and host a monthly regional CID meeting w/ all internal CID Units, surrounding agencies, federal, state and local partners.

    Robbery, Sex Crimes, Fraud, and Major Case/HT Units currently participate in regional CID meetings.

    Robbery, Sex Crimes, Fraud, and Major Case/HT Units currently participate in regional CID meetings.

    Robbery, Sex Crimes, Fraud, and Major Case/HT Units currently participate in regional CID meetings.
  • Criminal Investigations Division (N)
    •
  • Support Bureau Assistant Chief
    •
  • No Funding Needed
    •
    O1-SB Evaluate new training opportunities and recommend at least one course/class for each Homicide investigator.

    New training opportunities have been identified and scheduled.  

    New training opportunities have been identified. Awaiting funding source for training needs.

    New training opportunities have been identified. Awaiting funding source for training needs.
  • Homicide Unit (O)
    •
  • Homicide Sergeant
    •
  • Funding Needed
    •
    O2-SB Increase staffing by a total of five detective positions in order to keep pace with ever more complicated and difficult investigations (FY19-FY22).

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Homicide Unit (O)
    •
  • Investigative & Support Deputy Chief
    •
  • Funding Needed
    •
    P1-SB Create a habitual runaway detail by adding a total of three detectives from FY19-FY21.

    Implementation not expected until FY2019. Awaiting funding.

    Implementation not expected until FY2019 or later. Awaiting funding.

    Implementation not expected until FY2019 or later. Awaiting funding.
  • Major Case Unit (P)
    •
  • Major Case Sergeant
    •
  • Funding Needed
    •
    P2-SB Evaluate new training opportunities and recommend at least one course/class for all Major Case Detectives, and Missing Persons Officers and Civilians.

    New training opportunities have been identified. Awaiting funding source for training needs.

    New training opportunities have been identified. Awaiting funding source for training needs.

    Evaluated need for additional officers. Awaiting funding for needed increases.
  • Major Case Unit (P)
    •
  • CID Captain
    •
  • Funding Needed
    •
    P3-SB Expand Human Trafficking efforts by adding an officer in FY18, a civilian in FY19, a total of four detectives in FY20-FY22 to handle high-profile investigations, and Critical Police Incidents.

    Implementation not expected until FY2019. Awaiting funding.

    Implementation not expected until FY2019. Awaiting funding.

    Implementation not expected until FY2019. Awaiting funding.
  • Major Case Unit (P)
    •
  • Support Bureau Assistant Chief
    •
  • Funding Needed
    •
    P4-SB Add total of three detectives; one in FY19 and two in FY21

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Major Case Unit (P)
    •
  • Support Bureau Assistant Chief
    •
  • Funding Needed
    •
    Q1-SB Annually evaluate the need for additional officers in an effort to keep up with ever-increasing demand.

    Evaluated need for additional officers. Awaiting funding for needed increases.

    Evaluated need for additional officers. Awaiting funding for needed increases.

    Evaluated need for additional officers. Awaiting funding for needed increases.
  • Fugitive Unit (Q)
    •
  • Fugitive Sergeant
    •
  • Funding Needed
    •
    Q2-SB Create a detail within the unit to specifically address and apprehend family violence and protective order offenders.

    Grant funding not available. Assigned officer to make DV and PO Violation warrants a priority.

    Grant funding not available. Assigned officer to make DV and PO Violation warrants a priority.

    Grant funding not available. Assigned officer to make DV and PO Violation warrants a priority.
  • Fugitive Unit (Q)
    •
  • Fugitive Sergeant
    •
  • Funding Needed
    •
    R1-SB Add two detectives to the unit every year (total 10) to make the unit more efficient, productive, and effective.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Robbery Unit (R)
    •
  • Investigative & Support Deputy Chief
    •
  • Funding Needed
    •
    S1-SB Aggressively investigate all crimes against children and present cases to the District Attorney within 90 days.

    215 cases assigned/175 cleared. When evidence/cases allow, it is presented to the District Attorney within 90 days.

    223 cases assigned/193  cleared. When evidence/cases allow, it is presented to the District Attorney within 90 days.

    227 cases assigned/214  cleared. When evidence/cases allow, it is presented to the District Attorney within 90 days.
  • Crimes Against Children Unit (S)
    •
  • CACU Sergeant
    •
  • No Funding Needed
    •
    S2-SB Add three detectives each year in FY18-FY20, and four detectives in FY21 and FY22 for a total of 17, and two sergeants to ensure that there is sufficient time dedicated to each case to put together the best cases possible.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Crimes Against Children Unit (S)
    •
  • Investigative & Support Deputy Chief
    •
  • Funding Needed
    •
    S3-SB A supervisor will contact complainant families within 48 hours, and monthly until case adjudication (documentation required).

    Sgt. Dehoyos is currently completing this goal.

    Sgt. Dehoyos is currently completing this goal.

    Sgt. Dehoyos is currently completing this goal.
  • Crimes Against Children Unit (S)
    •
  • CACU Sergeant
    •
  • No Funding Needed
    •
    T1-SB Add two detectives each year in FY18-FY20, and one detective in FY21 and FY22 for a total of eight officers and one sergeant (FY20) to keep up with a growing demand created by a rapidly growing city and Department.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Domestic Violence Unit (T)
    •
  • Investigative & Support Deputy Chief
    •
  • Funding Needed
    •
    T2-SB Evaluate advanced training and recommend at least one training class/course for each investigator.

    Training opportunities have been identified and will be attended when funding is allocated and operationally efficient.

    Training opportunities have been identified and will be attended when funding is allocated and operatioanally efficient.

    Training opportunities have been identified and will be attended when funding is allocated and operationally efficient.    
  • Domestic Violence Unit (T)
    •
  • DV Sergeant
    •
  • Funding Needed
    •
    T3-SB Use Focused Deterrence principles and work with community partners to decrease domestic violence homicides by 5% each year.

    Focused deterrence principles are being used by One Safe Place, Detectives, and NPO's to achieve this goal.

    Focused deterrence principles are being used by One Safe Place, Detectives, and NPO's to achieve this goal.

    Focused deterrence principles are being used by One Safe Place, Detectives, and NPOs to achieve this goal.
  • Domestic Violence Unit (T)
    •
  • SVS Lieutenant
    •
  • Funding Needed
    •
    T4-SB Aggressively investigate and present cases to the district attorney’s office within 30 days.

    When evidence/investigations allow, cases are presented to the District Attorney within 30 days.

    When evidence/investigations allow, cases are presented to the District Attorney within 30 days.

    When evidence/investigations allow, cases are presented to the District Attorney within 30 days.
  • Domestic Violence Unit (T)
    •
  • DV Sergeant
    •
  • No Funding Needed
    •
    T5-SB Create a high-risk checklist to educate officers, citizens and victims about factors that may indicate a greater threat.

    Sgt. Coleman has been sharing information and has incorporated information into family violence education packet.

    Sgt. Coleman has been sharing information and has incorporated information into family violence education packet.

    Sgt. Coleman has been sharing information and has incorporated information into family violence education packet.
  • Domestic Violence Unit (T)
    •
  • SVS Lieutenant
    •
  • No Funding Needed
    •
    T6-SB Apply for grant funding to create a program based on Focused Deterrence principles to aggressively pursue and prosecute abusers, and direct lower level offenders to services available to help end their destructive behavior.

    Grant was not funded. Will continue to seek funding.

    Grant was not funded. Will continue to seek funding.

    Grant was not funded. Will continue to seek funding.
  • Domestic Violence Unit (T)
    •
  • SVS Lieutenant
    •
  • Funding Needed
    •
    T7-SB Detectives will accept and investigate each domestic violence case. At a minimum, each report will receive telephone follow-up.

    568 cases assigned. Detectives are tasked with making contact on every report. Sgt. Coleman is monitoring.

    604 cases assigned. Detectives are tasked with making contact on every report. Sgt. Coleman is monitoring.

    546 cases assigned/319 cases filed. Detectives are tasked with making contact on every report. Sgt. Coleman is monitoring.
  • Domestic Violence Unit (T)
    •
  • SVS Sergeant
    •
  • No Funding Needed
    •
    U1-SB Evaluate advanced training opportunities and recommend at least one course/class for each investigator.

    New training opportunities identified. Internal training only; no outside training.

    New training opportunities identified. Internal training only; no outside training.

    New training opportunities identified. Internal training only; no outside training.
  • Sex Crimes Unit (U)
    •
  • Sex Crimes Sergeant
    •
  • Funding Needed
    •
    U2-SB Add a total of ten detectives from FY19-FY22, and one sergeant in FY21.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Sex Crimes Unit (U)
    •
  • Investigative & Support Deputy Chief
    •
  • Funding Needed
    •
    U3-SB Purchase recording equipment to be installed in interview rooms at One Safe Place.

    Current system (Avigilon) in the process of being replaced by AXON.

    Current system (Avigilon) in the process of being replaced by AXON.    

    Current system (Avigilon) in the process of being replaced by AXON.    
  • Sex Crimes Unit (U)
    •
  • SVS Lieutenant
    •
  • Funding Needed
    •
    U4-SB Add one investigator in FY19 to seek out and arrest internet predators, increasing those arrests by at least 100%.

    ICAC unit currently housed in CACU; 1 detective and 1 officer.

    ICAC unit currently housed in CACU; 1 detective and 1 officer.    

    ICAC unit currently housed in CACU; 1 detective and 1 officer.    
  • Sex Crimes Unit (U)
    •
  • CID Captain
    •
  • Funding Needed
    •
    U5-SB Add one Administrative Assistant by FY21.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Sex Crimes Unit (U)
    •
  • CID Captain
    •
  • Funding Needed
    •
    V1-SB Evaluate advanced training opportunities and recommend at least one class/course for each officer and detective.

    New training opportunities identified. Internal training only; no outside training.

    New training opportunities identified. Internal training only; no outside training.

    New training opportunities identified. Internal training only; no outside training.
  • Sex Offender Registration and Monitoring Unit (V)
    •
  • Sex Crimes Sergeant
    •
  • Funding Needed
    •
    V2-SB Maintain a 100% conviction rate for cases filed by the officers and the detectives of the unit.

    Conviction rate (DA stat) is meeting standards.

    Conviction rate (DA stat) is meeting standards.

    Conviction rate (DA stat) is meeting standards.
  • Sex Offender Registration and Monitoring Unit (V)
    •
  • Sex Crimes Sergeant
    •
  • No Funding Needed
    •
    V3-SB Create a public education program regarding the prevention of sexual assaults and have each officer provide the training to at least one group annually.

    Working with Tarrant County Re-entry First Stop Center to use their resources.

    Working with Tarrant County Re-entry First Stop Center to use their resources.

    Working with Tarrant County Re-entry First Stop Center to use their resources.
  • Sex Offender Registration and Monitoring Unit (V)
    •
  • CID Captain
    •
  • Funding Needed
    •
    W1-SB Develop a Community Outreach Program that works to educate the community and law enforcement about domestic and sexual violence through community outreach activities on dating violence, domestic violence, sexual violence, the effects of domestic violence on children, and victim sensitivity including culturally sensitivity training.

    Community Outreach Program completed by Shelby Hopson in Victims Assistance.

    Community Outreach Program completed by Shelby Hopson in Victims Assistance.

    Community Outreach Program completed by Shelby Hopson in Victims Assistance.
  • Victim Assistance Section (W)
    •
  • CID Captain
    •
  • No Funding Needed
    •
    W2-SB Expand the volunteer/intern program by adding at least one position each year to provide comprehensive services to domestic violence and sexual assault victims and their families in a safe, comforting, and supportive environment.

    Volunteer/intern program is in developing stages; all positions are currently funded positions.

    Volunteer/intern program is in developing stages; all positions are currently funded positions.

    Volunteer/intern program is in developing stages; all positions are currently funded positions.
  • Victim Assistance Section (W)
    •
  • CID Captain
    •
  • No Funding Needed
    •
    W3-SB Establish performance measures, evaluate services, and make adjustments or improvements as necessary.

    Shelby Hopson evaluating performance.

    Shelby Hopson evaluating performance.

    Shelby Hopson evaluating performance.
  • Victim Assistance Section (W)
    •
  • CID Captain
    •
  • No Funding Needed
    •
    W4-SB Add two staff members to complete assessments, provide safety planning, assist with access to benefits, assist with the criminal justice system, and facilitate referrals to social services agencies.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Victim Assistance Section (W)
    •
  • Investigative & Support Deputy Chief
    •
  • Funding Needed
    •
    X1-SB Add five detectives per year (FY20-FY22) to investigate the multitude of economic crimes properly.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Economic Crimes Unit (X)
    •
  • Investigative & Support Command Deputy Chief
    •
  • Funding Needed
    •
    X2-SB Evaluate advanced training opportunities and send each investigator to at least one advanced class/course.

    New training opportunities identified. Internal training only; no outside training.

    New training opportunities identified. Internal training only; no outside training.

    New training opportunities identified. Internal training only; no outside training.
  • Economic Crimes Unit (X)
    •
  • Economic Crimes Sergeant
    •
  • Funding Needed
    •
    X3-SB Continually work with partners (U.S. Secret Service, FBI, Postal Inspectors, area agencies) to identify new economic crime trends, and develop investigative responses to disseminate public education materials within thirty days of discovering new scams/threats.

    Continue to partner with other agencies.

    Continue to partner with other agencies.

    Continue to partner with other agencies.
  • Economic Crimes Unit (X)
    •
  • Forensic / Economic Crimes Lieutenant
    •
  • No Funding Needed
    •
    Y1-SB Add total of three detectives by FY22 to create a 24/7 COBRA Unit.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Commercial Auto Theft Unit (Y)
    •
  • Investigative & Support Command Deputy Chief
    •
  • Funding Needed
    •
    Y2-SB Recommend training courses in heavy equipment thefts, tracking technologies, and cargo thefts for each detective.

    Implementation expected once funding becomes available.

    Implementation expected once funding becomes available.

    Implementation expected once funding becomes available.
  • Commercial Auto Theft Unit (Y)
    •
  • Forensic / Economic Crimes Lieutenant
    •
  • Funding Needed
    •
    Y3-SB FWPD will host industry training on cargo theft, heavy equipment theft, and commercial vehicle specialties.

    Implementation expected FY19. Awaiting funding.

    Implementation expected FY19. Awaiting funding.

    Implementation expected FY19. Awaiting funding.
  • Commercial Auto Theft Unit (Y)
    •
  • Forensic / Economic Crimes Lieutenant
    •
  • Funding Needed
    •
    Z1-SB Determine new location for Crime Scene Search Unit personnel since currently in leased building.

    Awaiting funding for a permanent solution.

    Awaiting funding for a permanent solution.

    Awaiting funding for a permanent solution.
  • Crime Scene Unit (Z)
    •
  • Support Bureau Assistant Chief
    •
  • Funding Needed
    •
    Z2-SB Annually evaluate the need for additional Crime Scene personnel based on call load and advances in evidence collection techniques.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Crime Scene Unit (Z)
    •
  • Investigative & Support Command Deputy Chief
    •
  • Funding Needed
    •
    Z3-SB Increase staff by two Crime Scene Technicians by FY18.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Crime Scene Unit (Z)
    •
  • Investigative & Support Command Deputy Chief
    •
  • Funding Needed
    •
    AA1-SB Create incentives, such as certification pay, to keep highly trained examiners from leaving the Department.

    Incentives approved by Chief, but awaiting funding.

    Incentives approved by Chief, but awaiting funding.

    Incentives approved by Chief, but awaiting funding.
  • Digital Forensics Lab Unit (AA)
    •
  • DFL Sergeant
    •
  • Funding Needed
    •
    AA2-SB Establish an actual line-item training budget for the Unit to keep examiners current on the latest forensic methodologies.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Digital Forensics Lab Unit (AA)
    •
  • Forensic / Economic Crimes Lieutenant
    •
  • Funding Needed
    •
    AA3-SB Reduce the case backlog to less than 30 days for any piece of evidence submitted for examination.

    Implementation expected in FY20. Working on backlog. October backlog is 69 phones and 47 computers.

    Implementation expected in FY20. Working on backlog. January backlog is 84 phones and 39 computers.

    Implementation expected in FY20. Working on backlog. February backlog is 81 phones and 17 computers and 2 videos.
  • Digital Forensics Lab Unit (AA)
    •
  • DFL Sergeant
    •
  • No Funding Needed
    •
    AA4-SB Increase lab personnel by three examiner positions, adding one position each year in FY18, FY19, and FY20.

    Awaiting funding.

    Awaiting funding.

    Awaiting funding.
  • Digital Forensics Lab Unit (AA)
    •
  • Investigative & Support Command Deputy Chief
    •
  • Funding Needed
    •
    AB1-SB Increase staffing to two additional Chemists, one additional Forensic Scientist/Biology, one Forensic Scientist/DNA, one Biology Technician/Admin, one Firearm Technician, and one Forensic Scientist Firearm and Toolmark position to provide timely delivery of results and maintain manageable backlogs.

    Implementation expected FY22. Awaiting funding.

    Implementation expected FY22. Awaiting funding.

    Implementation expected FY22. Awaiting funding.
  • Forensic Science Division (AB)
    •
  • Investigative & Support Command Deputy Chief
    •
  • Funding Needed
    •
    AB2-SB Provide training and development of employees annually to become eligible for and to maintain licensure.

    We had 15 different entries in the Laboratory’s Professional Development Log for the month of December. The Crime Laboratory has met with budget and grant personnel; funding was located on the 2016 JAG Grant to fund training for FY19.  The funding is currently available, and the Crime Laboratory has begun to schedule training venues in 2019 utilizing the 2016 JAG Grant funds.

    We had 11 different entries in the Laboratory’s Professional Development Log for the month of January. The Crime Laboratory has already sent some personnel to different training venues and has begun to schedule other training venues for later in the year.

    We had 7 different entries in the Laboratory’s Professional Development Log for the month of February.

    The Crime Laboratory has already sent some personnel to different training venues and has begun to schedule other training venues for later in the year.

  • Forensic Science Division (AB)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AB3-SB Acquire new and replacement equipment, technology and software annually in order to become more efficient and to stay on the cutting edge of forensic science.

    The DANI instrument has been returned to the vendor, DANI refunded the cost of the equipment to the City, and the DOJ has given us permission to apply the refunded money to the purchase of new equipment.   The City has submitted an invitation to bid on a GC-FID-MS & on a GC-FID.  Both of these instruments will be for BAC analysis.  The GC-FID-MS will be paid for with funds from the 2016 JAG Grant.  The GC-FID will be paid for with the refunded money from DANI, money from the 2016 JAG Grant and from the Crime Laboratory’s existing budget.

     We are also currently in the process of purchasing a remote firing cart, three Hydrogen Generators, a Mideo training system and a new digital camera to replace an old digital camera on a comparison microscope.

     The Crime Laboratory is actively acquiring new and replacement equipment, technology and software in order to become more efficient and to stay on the cutting edge of forensic science. 

     

    On track for purchasing new equipment and software this FY.  There has been a delay in acquiring the BAC equipment.

    On track for purchasing new equipment and software this FY.  There has been a delay in acquiring the BAC equipment.
  • Forensic Science Division (AB)
    •
  • Investigative & Support Command Deputy Chief
    •
  • Funding Needed
    •
    AB4-SB Develop and submit a plan to use new personnel, equipment, and technology to expand the scope of services provided by the Crime Lab.

    The Crime Laboratory is still scheduled to receive grant funding that will allow us to begin the process of validating Y-screening for sexual assault kit examinations.  We will also receive grant funding to validate STRMIX (probabilistic genotyping).  These are both new services.         

    The Crime Laboratory has grant funding that will allow us to begin the process of validating Y-screening for sexual assault kit examinations this calendar year.  We also have grant funding to validate STRMIX (probabilistic genotyping); however, because of new software updates that will be necessary for this project, and while awaiting additional guidance from the Texas Forensic Science Commission regarding STRMIX (probabilistic genotyping), this project will be pushed back to the end of this calendar year or the beginning of the next calendar year.          

    The Crime Laboratory has grant funding that will allow us to begin the process of validating Y-screening for sexual assault kit examinations this calendar year.  We also have grant funding to validate STRMIX (probabilistic genotyping); however, because of new software updates that will be necessary for this project, and while awaiting additional guidance from the Texas Forensic Science Commission regarding STRMIX (probabilistic genotyping), this project will be pushed back to the end of this calendar year or the beginning of the next calendar year.          
  • Forensic Science Division (AB)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AB5-SB Explore a possible revenue stream by marketing and providing laboratory services to smaller agencies.

    The Crime Laboratory does not currently have the personnel resources to permit us to in-source cases.  Any additional casework that we take on without the addition of new personnel, will increase the Laboratory’s turnaround time.  We have approved Needs Requests for additional personnel; however, no funding for the positions have been found.  This objective shows that funding would be needed to complete.  If we in-sourced cases without adding personnel, the Crime Laboratory’s turnaround time would increase, which would be contrary to the Strategic Goal of reducing Unit turnaround times.

    The Crime Laboratory does not currently have the personnel resources to permit us to insource cases.  Any additional casework that we take on without the addition of new personnel, will increase the Laboratory’s turnaround time.  We have approved Needs Requests for additional personnel; however, no funding for the positions have been found.  This objective shows that funding would be needed to complete.  If we insourced cases without adding personnel, the Crime Laboratory’s turnaround time would increase, which would be contrary to the Strategic Goal of reducing Unit turnaround times.

    The Crime Laboratory does not currently have the personnel resources to permit us to insource cases.  Any additional casework that we take on without the addition of new personnel, will increase the Laboratory’s turnaround time.  We have approved Needs Requests for additional personnel; however, no funding for the positions have been found.  This objective shows that funding would be needed to complete.  If we insourced cases without adding personnel, the Crime Laboratory’s turnaround time would increase, which would be contrary to the Strategic Goal of reducing Unit turnaround times.
  • Forensic Science Division (AB)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AC1-SB Reduce turnaround time for routine cases to 30 days and rush cases to a maximum of two weeks.

    November 29 to Dec 31 stats:

     414 cases in queue

    86 cases total reported

    172 CS cases completed

    0 BAC cases completed (all BAC outsourced due to instrument broken)  


    64 rush cases 

    100% RUSH cases < 14days

    99% cases <30 days  

    100% cases < 60days          

     Average 5 days to complete    

    January 1 to January 29 status:

    419 cases in queue

    177 CS cases completed and reported

    0 BAC cases completed (all BAC’s outsourced due to instrument being broken) 

    71 rush cases

    100% rush cases < 14 days

    100% cases < 30 days   

    Average 3.5 days to complete     

    January 30 to February 26 stats:

    44 cases in queue* 253 CS cases completed and reported O BAC cases (all BAC outsourced due to instrument being broken)  

    88 rush cases

    100% rush cases < 14 days

    100% cases < 30 days

     Average 5.1 days to complete case

    *Terminated from Unit queue, 362 possible marihuana misdemeanor cases, if case is needed at later date, investigator can make a request.

  • Chemistry Unit (AC)
    •
  • Forensic Lab Manager
    •
  • No Funding Needed
    •
    AC2-SB Chemists will receive the required training and development licensure.

    Seven (7) analysts completed the CJIS Security and Awareness Training.  One (1) analyst attended the Agilent Technologies presentation on GC-LC-MS technologies.

    No Chemists received training in January.

    Forensic Supervisor Elizabeth Van attended the AAFS Conference in Baltimore, Maryland.      
  • Chemistry Unit (AC)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AC3-SB Acquire new and replacement instrumentation, technology and software as needed and in a timely manner.

    The Laboratory is currently working through the procurement process in order to purchase one (1) GC-FID-MS instrument that will be used for BAC examinations, and one (1) GC-FID instrument that will be used as a backup for the new GC-FID-MS.  The long term plan is to secure funding to be able to add a MS component to the GC-FID so that we will have two identical instruments that can be used for BAC analyses.  Because our current BAC instrument is broken, we are outsourcing all of our BAC cases.  It is our long term goal to have a redundant system in place so that if we experience an instrument failure, we will not be forced to outsource cases.   We are also currently working through the procurement process in order to purchase three (3) Hydrogen Generators in order to supply Hydrogen (carrier gas) to our analytical instruments.   

    The Crime Laboratory is actively involved in the procurement process to purchase one GC-FID-MS for BAC analyses, and one GC-FID as a backup to the new GC-FID-MS.  The Lab is also in the process of purchasing three hydrogen generators.  The City’s procurement process is a slow and laborious, and it will most likely be the summer of this year before we can begin to conduct BAC casework again.

    The Crime Laboratory is actively involved in the procurement process to purchase one GC-FID-MS for BAC analyses, and one GC-FID as a backup to the new GC-FID-MS.  The Lab is also in the process of purchasing three hydrogen generators.  The City’s procurement process is a slow and laborious, and it will most likely be the end of this year before we can begin to conduct BAC casework again.
  • Chemistry Unit (AC)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AC4-SB Expand capacity in the Chemistry Unit to process bold alcohol testing as part of soliciting as many as 1,000 cases annually from local police departments.

    At our current staffing level and with the difficulties that we have with our current BAC instrumentation, no in-sourcing of blood alcohol cases from external agencies will be feasible at this time.  We have approved Needs Assessments for two additional chemists and one BAC analyst; however, no funds have been allocated.  If we in-sourced cases without adding personnel, the Unit’s turnaround time would increase, which would be contrary to the Strategic Goal of reducing Unit turnaround time.

    At our current staffing level and with the difficulties that we have with our current BAC instrumentation, no insourcing of blood alcohol cases from external agencies will be feasible at this time.  We have approved Needs Assessments for two additional chemists and one BAC analyst; however, no funds have been allocated.  If we insourced cases without adding personnel, the Unit’s turnaround time would increase, which would be contrary to the Strategic Goal of reducing Unit turnaround time.

    At our current staffing level and with the difficulties that we have with our current BAC instrumentation, no insourcing of blood alcohol cases from external agencies will be feasible at this time.  We have approved Needs Assessments for two additional chemists and one BAC analyst; however, no funds have been allocated.  If we insourced cases without adding personnel, the Unit’s turnaround time would increase, which would be contrary to the Strategic Goal of reducing Unit turnaround time.
  • Chemistry Unit (AC)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AD1-SB Reduce turnaround time for routine cases to 30 days and rush cases to a maximum of two weeks.

    December 1- December 30, 2018

    8 Cases completed. Average total turnaround time 152 days. 37.5% of cases had a turnaround time less than 90 days.  (The average time that it took to complete a case once it got into the Unit was 10.62 days)

    *It should be noted that Firearm & Toolmark Unit is the last Unit in the Crime Laboratory to receive evidence when that evidence needs to go to multiple Units.  8 (100%) of 8 cases were in the Firearm Unit less than 90 days

    238 entries into NIBIN & 14 NIBIN hits.

    1 CPI worked during this time frame.  The turnaround time on the case was 295 days; the case was delayed due to a request for DNA swabs.  Once the case arrived in the Unit it was completed in only 3 days.

    January 1 - January 30, 2019

    7 cases completed. Average turnaround time 26.25 days. All  cases had a turnaround time of less than 90 days.

    *It should be noted that Firearm & Toolmark Unit is the last Unit in the Crime Laboratory to receive evidence when that evidence needs to go to multiple Units.

    All 7 (100%) of these cases were in the unit less than 90 days. Average time in the unit was 20 days. 185 entries into NIBIN and 21 NIBIN hits (11.35% hit rate).     
                         
    2 CPI's were completed during this timeframe.  The average turnaround time for the two CPIs is 19.5 days; with an in Unit time of 10 days.      

                                     

    February 1 – 27, 2019

    9 Firearm Cases completed.  Average turnaround time 249 days.  Six of the nine cases (66.66%) had a turnaround time of less than 90 days.  The average time in the Unit for the cases was 36 days.

    *It should be noted that Firearm and Toolmark Unit is the last Unit in the Crime Laboratory to receive evidence when that evidence needs to go to multiple units.


    There were no CPI’s completed during this time frame.

    177 entries into NIBIN and 33 NIBIN hits (18.6% hit rate)

  • Firearms Unit (AD)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AD2-SB All Firearms examiners will receive required training and development to qualify for licensure.

    No one in the Firearm Unit attended any training venue during December 2018.

    Forensic Supervisor Jerek Brown and Senior Forensic Scientist Paul Slocum attended the 2019 Shot Show in Las Vegas, Nevada.

    No one in the Firearm Unit attended training in February.
  • Firearms Unit (AD)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AD3-SB Submit a plan to increase the capacity of the Firearms Unit.

    The Crime Laboratory officially began the trial phase of its new NIBIN process on August 21, 2018.  Since starting the new process, the Crime Laboratory is compliant with the new ATF MROS standards of entering all appropriate firearms evidence within 48 business hours.  There have been a few firearms that were not entered in the 48 hour time frame, but that was due to specific requests from detectives for some type of additional processing that prevented the immediate entry into NIBIN.  It should be noted that the ATF gave local jurisdictions until 2020 to become MROS compliant.

    The Crime Laboratory officially began the trial phase of its new NIBIN process on August 21, 2018.  Since starting the new process, the Crime Laboratory is compliant with the new ATF MROS standards of entering all appropriate firearms evidence within 48 business hours.  There have been a few firearms that were not entered in the 48 hour timeframe, but that was due to specific requests from detectives for some type of additional processing that prevented the immediate entry into NIBIN, or an issue with getting the evidence from the Property Control Unit.  It should be noted that the ATF gave local jurisdictions until 2020 to become MROS compliant. On January 15, 2019, an IOC was submitted to the chain of command requesting that the changes made in our trial NIBIN protocols be made permanent. 

    On February 21, 2019, Police Chief Joel Fitzgerald approved the Crime Laboratory’s IOC on changes made to NIBIN protocols.  
  • Firearms Unit (AD)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AE1-SB Reduce turnaround time for routine cases to 30 days and rush cases to a maximum of two weeks.

    The average turnaround time for all cases completed during December was 55 days.  All rush cases were completed within 10 days or less.

    The average turnaround time for all cases completed during December was 64 days. All rush cases were completed within 5 days or less.

    The average turnaround time for all cases completed during February was 37 days. The average turnaround time for all rush cases was 13 days.
  • Latent Print Unit (AE)
    •
  • Forensic Lab Manager
    •
  • No Funding Needed
    •
    AE2-SB All Latent Print examiners will receive required training and development to maintain certifications.

    Latent Print Supervisor Deborah Smith successfully completed the 4th semester of the MSFS program at OSU.  She completed three classes this semester: Forensic Statistics, Molecular Biology for Forensic Scientists, and Criminalistics.  

    Latent Print Supervisor Deborah Smith has started her 4th semester of the MSFS program, and provided Quality Assurance training to other latent print examiners.  Latent Print Technician Jamie Mueller again provided information about the Latent Print Unit during the Detective course and the Intermediate Crime Scene Investigation course at the FWPD Academy again.

    Latent Print Supervisor is currently in the 5th semester of the MSFS program, and the Latent Print Unit provided a tour for a group of defense attorneys.
  • Latent Print Unit (AE)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AE3-SB Submit a plan to expand the services of the Latent Print Unit.

    The Latent Print Unit has volunteered to provide in-depth training to all CSSU officers on techniques for taking good quality major case prints.

    The Latent Print Unit has volunteered to provide in-depth training to all CSSU officers on techniques for taking good quality major case prints.

    The Latent Print Unit volunteered to provide in-depth training to all FWPD officers during their standard Academy training.
  • Latent Print Unit (AE)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AF1-SB Reduce turnaround time for routine cases to under 3 months, for case assignment to report, and reduce the total turnaround time to under one year.

    As of 12-20-18, the average total turnaround time for December 2018: 254 days.  Case assignment to report average turnaround time: 196 days.  The Biology Unit backlog as of 12-20-18 is 569 case records and 8 requests pending approval.     

    As of 1-29-19, the average total turnaround time for January 2019: 560 days.  Case assignment to report average turnaround time: 265 days.   The Biology Unit backlog as of 1-29-19 is 573 case records and 16 requests pending approval.     

    As of 2-25-19: Average total turnaround time for February 2019: 381 days.  Case assignment to report average turnaround time: 130 days.   The Biology Unit backlog as of 2-25-19 is 557 case records. As of 02-27-19 there are 6 requests pending approval.    
  • Biology Unit (AF)
    •
  • Forensic Lab Manager
    •
  • No Funding Needed
    •
    AF2-SB Biologists will receive required training and development to qualify for licensure.

    As of 12-20-18: Forensic Supervisor Cassie Johnson & Sr. Forensic Scientist Uvonna Alexander attended the 24th Annual National CODIS Conference.  Forensic Supervisor Cassie Johnson also attended the National DNA Technical Leader Symposium.  Forensic Scientist Alisha Lagrini participated in 4 web-based trainings regarding SWGDAM recommendations on communicating likelihood ratios, interpreting YSTR data, Y screen assay, and the CJIS security awareness training.  Forensic Supervisor Cassie Johnson also completed the CJIS security awareness training.  Forensic Scientist Amanda Schaffner completed 6 web-based trainings regarding topics such as probabilistic genotyping, methylation patterns, ASCLD DNA standards, Y screen assays, interpreting YSTR data, and NGS.

    As of 1-29-19: Biology Unit members have not participated in any continuing education during January 2019.  

    Forensic Scientist Amanda Rickerd and Senior Forensic Scientist Trisa Crutcher will be attending the AFDAA (Association of Forensic DNA Analysts and Administrators) 2019 Winter Workshop on 2-28-19.  
  • Biology Unit (AF)
    •
  • Forensic Lab Manager
    •
  • Funding Needed
    •
    AF3-SB Validate Global filer DNA test kit with expanded Combined DNA Index System (CODIS) loci.

    Quantifier Trio and Global Filer are actively being used in casework.

    Quantifier Trio and Global Filer are actively being used in casework.

    Quantifier Trio and Global Filer are actively being used in casework.
  • Biology Unit (AF)
    •
  • Forensic Lab Manager
    •
  • No Funding Needed
    •
    AG1-SB Submit a plan to eliminate multiple identifying numbers for individuals listed in the Records Management System.

    No change.  MNI's will be processed once Data Conversion happens.  No ETA yet from the software company.

    No change.  MNI's will be processed once Data Conversion happens.  No ETA yet from the software company.    

    No change.  MNI's will be processed once Data Conversion happens.  No ETA yet from the software company.    
  • Warrants and Identification Unit (AG)
    •
  • Property & Records Manager
    •
  • Funding Needed
    •
    AG2-SB Improve the Laserfiche jail records project to make the process easier to accomplish and look at a way to electronically send records to Laserfiche and file instead of printing and rescanning.

    Same-no change. Funding needed for more licenses for Laserfiche at $75 a person x 12.   $900 needed for licensing and $1500 for additional scanners.  

    Same- no change- Funding needed for more licenses for Laserfiche at $75 a person x 12.  $900 needed for licensing and $1,500 for additional scanners.  

    Same- no Change- Funding needed for more licenses for Laserfiche at $75 a person x 12.   $900 needed for licensing and $1500 for additional scanners.  
  • Warrants and Identification Unit (AG)
    •
  • Property & Records Manager
    •
  • Funding Needed
    •
    AG3-SB Conduct workload analysis and evaluate staffing needs annually to determine if additional staff is needed.

    Warrant/ID is fully staffed.  Still have one position on needs assessment that needs to be funded and is still needed.    

    Warrant ID is one position down.  Position to be filled on February 25th.  Still waiting on one position to be filled and still needs to be funded.  

    Warrant ID is one position down.  Position to be filled on February 25th.  Still waiting on one position to be filled and still needs to be funded.  
  • Warrants and Identification Unit (AG)
    •
  • Property & Records Manager
    •
  • Funding Needed
    •
    AG4-SB Increase staff by one Identification Technician.

    Same-no change.  Needs assessment is still on the books for this position.  Need funding.  

    Same- no change.  Needs assessment is still on the books for this position.  Need funding.  

    Same- no change.  Needs assessment is still on the books for this position.  Need funding.  
  • Warrants and Identification Unit (AG)
    •
  • Property & Records Manager
    •
  • Funding Needed
    •
    AH1-SB Evaluate staffing needs annually to ensure personnel are able to adequately handle call load, averaging less than 10 calls being held to pass on to the following shift.

    Implemented Autoreturn which is helping to level out staffing and we are caught up on online reporting.  Online reporting was taken down in November and DRU staff are taking on more calls because of this.  .  We currently have 2 openings and 2 retirements coming up in January.    Needs assessments were sent to DC Kamper for Budget discussions.

    Met with software companies regarding online reporting.  It looks like we will not be able to do online reporting for 6 to 8 months when new version of software will be implemented.  Staff will be meeting with Lexis Nexis to more streamline approval process with online reports.  DRU has 4 vacancies.  Interviews occurring Feb 13th and 14th.  6 confirmed for interviews

    Met with software companies regarding online reporting.  Staff will be meeting with Lexis Nexis to more streamline approval process with online reports.  We will start with "Theft" reports.  DRU has 2 applicants processing for start dates and interviews scheduled for 2 more techs occurring week of March 12th.   
  • Data Reporting Unit (AH)
    •
  • Property & Records Manager
    •
  • Funding Needed
    •
    AH2-SB Implement training program to increase staff retention.

    Completed.

    Completed.

    Completed.
  • Data Reporting Unit (AH)
    •
  • Property & Records Manager
    •
  • No Funding Needed
    •
    AJ1-SB Implement bar coding system for property and evidence taken in.

    Bar coding system implemented with new RMS system.    

    Bar coding system implemented with new RMS system.    

    Bar coding system implemented with new RMS system.    
  • Property Records Management Unit (AI)
    •
  • Property & Records Manager
    •
  • Funding Needed
    •
    AI2-SB Finalize the Accident Report contract to sell accident reports online and include in kiosks that would be available in all divisions for citizens to purchase reports from the kiosk or online.

    Same- Waiting for funding from IT to fund Kiosk and software to run Kiosk.  Reports are available online for citizens to purchase.  

    Same- Waiting for funding from IT to fund Kiosk and software to run Kiosk.  Reports are available online for citizens to purchase.  

    Same- Waiting for funding from IT to fund Kiosk and software to run Kiosk.  Reports are available online for citizens to purchase.  
  • Property Records Management Unit (AI)
    •
  • Property & Records Manager
    •
  • Funding Needed
    •
    AJ2-SB Upgrade security camera system.

    No change-need funding. Cameras needed in Auction room, file room, supply room, and vestibule per IAD audit
    No change-  Need funding- Cameras needed in Auction room, file room, supply room, and vestibule per IAD audit.    

    No change-  Need funding- Cameras needed in Auction room, file room, supply room, and vestibule per IAD audit.    
  • Property Records Management Unit (AI)
    •
  • Property & Records Manager
    •
  • No Funding Needed
    •
    AJ3-SB Obtain additional storage for the property and evidence room to include new refrigeration for blood/DNA evidence and warehouse space for long term homicide/sexual assault DNA evidence.

    Meetings being held/Architect to be hired for planning of facility enhancements to include Fire training expansion, FWPD property room and Arson property room/sleeping quarters  No updates or additional meetings have been scheduled.  Went to City Council for funding.

    Architect to bid for RFP and will be picked this coming summer to start planning of this project.  

    Architect to bid for RFP and will be picked this coming summer to start planning of this project.  
  • Property Records Management Unit (AI)
    •
  • Property & Records Manager
    •
  • Funding Needed
    •