• Finance / Personnel Goals Bureau
  • Strategic Direction
  • Patrol Bureau
  • Support Bureau
  • Finance / Personnel Bureau
  • Policy Management and Safety
  • Police Administration
  • Program Support Division
  • Employment Services
  • Financial Management
  • Communications Division
  • Professional Standards
  • Training Division
  • Personnel/Assets Command
  • Operational Command
  • Fiscal Command
  • A1-FPB Ensure an effective and timely response to community requests and complaints received by the Office of the Chief of Police. Staff will make contact with residents or complainants within 24 hours.
  • A2-FPB Improve communication and enhance the relationship between the Police Department and members of the City Council and staff by attending weekly City Communications meetings at City Hall.
  • A3-FPB Professionally and thoroughly complete all special tasks and initiatives as directed by the Executive Staff.
  • B1-FPB Establish a video production component of the Public Relations Office Team to include broadcasts in Spanish.
  • B2-FPB Produce and disseminate a quarterly internal informational video series originating from the Office of the Chief of Police.
  • B3-FPB Increase followers on Department's social media sites such as Facebook, Twitter, and YouTube, to include Spanish-speakers.
  • C1-FPB Add one Asset Management Technician in FY18.
  • D1-FPB Build an internal and external infrastructure to facilitate, promote sustainability, and expand operational abilities of focused deterrence strategies initialized during the National Initiative project.
  • D2-FPB Continue to develop and maintain a proactive relationship with academic institutions, originated during the National Initiative, to facilitate internal and external periodic evaluations of police legitimacy, operational tactic efficiency and effectiveness, and to obtain community feedback on police policies.
  • D3-FPB Develop an internal system of recognition for officers and command leadership who consistently exhibit the principles espoused within the Procedural Justice Training provided during the National Initiative to include recognition for external and internal modeling of behaviors.
  • E1-FPB Ensure every member of the FWPD seeks and receives TCOLE certification for each level that they are qualified.
  • E2-FPB Ensure sufficient amount of TCOLE eligible classes are available for personnel to qualify for certifications.
  • E3-FPB Introduce a 3-part supervisor leadership series.
  • E4-FPB Introduce a 3-part corporal leadership series.
  • E5-FPB Expand outside training and continue to host leadership courses for all ranks.
  • E6-FPB Pursue the viability of developing the new training building into a Regional Training Facility.
  • F1-FPB Continue providing exceptional firearms training to recruits and LEOs.
  • F2-FPB Implement proactive programs to improve qualification scores and reduce remedial training.
  • F3-FPB Implement structured firearms drill sessions across all shifts to improve firearms performance and decision-making.
  • F4-FPB Over a 5-year period, acquire 400 additional carbine rifles and train personnel.
  • F5-FPB Increase staff by one Administrative Technician.
  • G1-FPB Expand the driver-training unit to allow continuous and consistent driving courses.
  • G2-FPB Purchase a multi-screen use of force simulator and staff it to provide training across all shifts.
  • G3-FPB Develop patrol drills for mock village and conduct training across all shifts.
  • G4-FPB Conduct Advanced Law Enforcement Rapid Reponse Training (ALERRT) and other force-on-force training in realistic scenario-based evolutions.
  • H1-FPB Streamline application process for out-of-town applicants.
  • H2-FPB Move to a digital application, testing, and scoring process.
  • H3-FPB Increase frequency of civil service exams.
  • H4-FPB Amend the minimum hiring standards to match benchmark studies of other Texas agencies.
  • I1-FPB Increase diversity within the Fort Worth Police Department by recruiting and testing at selective locations.
  • I2-FPB Increase the participation in the Explorer Program and adopt formal methods to try to recruit members to become lifelong employees.
  • I3-FPB Test off site a minimum of 2 times per year to reach more diverse and qualified individuals.
  • I4-FPB Fort Worth Police Training Division will establish a committee for the purpose of identifying and selecting citizens to serve as Oral Review Board members
  • J1-FPB Design and implement an officer Early Intervention Program.
  • J2-FPB Add four public information specialists.
  • J3-FPB Upgrade the IA Pro software system with new software extensions.
  • J4-FPB Acquire TPCA Accreditation in 2017.
  • J7-FPB Update use of force policy and add de-escalation and excessive force (levels I, II, and III) policies in the General Orders.
  • J5-FPB Acquire CALEA Accreditation within five years.
  • J6-FPB Obtain 100% compliance with Recognition Program Monthly Audits.
  • T5-FPB Utilize PowerDMS for testing purposes each quarter.
  • K1-FPB Assist Municipal Court with establishing their own Criminal Justice Agency for CJIS.
  • K2-FPB Install 5-7 new consoles each year through 2020.
  • K3-FPB Develop a “needs assessment/ funding” plan to build a new back-up location.
  • K4-FPB Install a new phone system.
  • L1-FPB Provide timely communication to internal customers, field personnel, by responding to email requests within one business day at least 95% of time.
  • L2-FPB Gather variance information required for quarterly financial forecasts prior to the end of the reporting period and have final draft forecasts ready for review by command staff two business days prior to submission to the Budget Office.
  • L3-FPB Provide monthly status reports to command staff within two weeks of the month end close for all periods that are not covered by the quarterly forecasting process.
  • L4-FPB Conduct a budget development meeting with the command staff of each Command prior to the submission of the proposed budget to the Budget Office.
  • L5-FPB Conduct an adopted budget review meeting with the command staff of each Command during the month of October.
  • P4-FPB Process at least 90% of invoices within 30 days of receipt.
  • P5-FPB Process at least 90% of invoices offering cash discounts for prompt payment within the discount period.
  • P6-FPB Process at least 95% of travel requests within 3 business days of receipt of approved requests.
  • P7-FPB Process 100% of travel advances for per diem received at least two weeks prior to travel date.
  • P8-FPB Process at least 95% of travel reimbursement requests within 3 business days of receipt of complete and approved requests.
  • P9-FPB Monitor accounts for compliance regularly to ensure at least 90% of journal entries are complete by month end closing and at least 97% of required journal entries are completed by the month end closing of the following month of the affected transaction.
  • N1-FPB Work with Human Resource Department to identify and implement a plan to ensure that five key positions are aligned with the complexity of the position responsibilities and/or duties in FY17.
  • N2-FPB Provide quarterly reports/updates internally and externally for Command staff, City Management, CCPD Board and the public.
  • N3-FPB Continue to provide job training opportunities and leadership development for at least 15% of Division staff per year.
  • N4-FPB Increase staff by one Administrative Technician in FY19.
  • O1-FPB Increase the number of Grant and Program Management personnel by two positions in FY18 and FY19 to increase capacity to apply for and manage additional grant funding opportunities as directed by the Chief and Command staff.
  • O2-FPB Maximize grant funding opportunities to meet the needs of the department and/or assist to advance the department’s mission to be a national leader in law enforcement. Increase number of applications submitted by at least 10% each year once staffing levels have increased to ensure the funding can be managed in compliance with all requirements and program guidelines.
  • O3-FPB Work to increase the overall funding from grants annually by evaluating the returns on investment.
  • O4-FPB Continue to explore and seek funding in support of community oriented policing annually.
  • O5-FPB Annually evaluate the Crime Control and Prevention District, Partners with a Shared Mission programs to ensure programs align with District goals and are accomplishing the desired outcome as indicated by the Board of Directors and the Chief of Police.
  • O6-FPB Evaluate the CCPD Community Based Program process and implement improvements for FY18.
  • O7-FPB Support job training and cross-training opportunities, as well as, leadership development among at least two staff each year.
  • P1-FPB Increase the number of Contract and Procurement personnel by two staff to ensure the appropriate amount of resources are provided to execute and manage approximately 250+ agreements and procurement responsibilities assigned to this Section in FY18.
  • P2-FPB Provide quarterly training sessions and materials to the field so that departmental staff are aware of the procurement and contract execution process, how to plan ahead of time, who to contact and how to start the procurement and/or contract execution process.
  • P3-FPB Continue to monitor the improper purchasing report and invoice aging report (in collaboration with other Police work groups providing similar services) monthly to keep the Police Department in good standing with City Policy and continue to build good relationships with City Purchasing.
  • Q1-FPB Provide quality customer service to the public by providing accurate and timely information to the public and to staff as requested.
  • Q2-FPB Assist Technology Services Section with revamping the website to align under the City of Fort Worth website structure and to make crime data enhancements to the City’s open data initiative in FY17.
  • Q3-FPB Facilitate, implement, and/or track initiatives and goals at least quarterly as outlined and assigned in the Strategic Plan, the Business Plan, and CCPD as well as annual Chief driven initiatives as assigned.
  • Q4-FPB Create a Five-Year Strategic Plan implementation database showing status of all action items using City Clear Point software in FY17.
  • Q5-FPB Facilitate formal process to prioritize facility needs and develop a more formal procedure or policy for work group/facility moves in FY17.
  • Q6-FPB Assist Property Management annually with the implementation of facility projects once funding is available to ensure facilities are meeting operational need.
  • Q7-FPB Continue to provide annual facility-related recommendations for incorporation into the Capital Improvement Plan.
  • Q8-FPB Provide support to the Crime Control and Prevention District Board of Directors by continuing to make improvements to the data provided and by assisting with the educational efforts leading to the next renewal election in 2019.
  • Q9-FPB Maintain departmental GIS layers monthly on behalf of the Department, and incorporate improvements as appropriate.
  • Q10-FPB Analyze workload and provide justification for one additional senior planner position to support departmental growth (FY19).
  • Q11-FPB Increase staff by one senior planner in FY19.
  • R1-FPB Continue to analyze workload and provide justification for three additional positions (FY19-FY21) in support of department growth and technological advancements to increase capacity and efficiencies.
  • R2-FPB *Continue to implement technological advancements to increase officer capabilities, increase efficiencies and provide improved customer service to the community each year.
  • R3-FPB *Continue to conduct research to advance the department in the use of technology in support of law enforcement each year.
  • S1-FPB Work to recruit and hire a qualified workforce that reflects the diversity of the population of Fort Worth as defined by the City Human Resource Department.
  • S2-FPB Ensure that Employment Services’ staff stay up to date with State and Federal laws and regulations by performing an annual review of new and revised materials, and ensuring that all staff is trained prior to implementation of those changes.
  • S3-FPB Meet with the appropriate City Human Resource Division teams at least quarterly to continually improve the consistency and congruency of communication among the work units.
  • S4-FPB Provide timely and professional counsel and guidance to employees and supervisors in all areas of human resource management by responding to requests by the appropriate method within period of time set for by the applicable regulation, i.e. FMLA.
  • J8-FPB Update disciplinary policy, procedure, and matrix
  • T1-FPB Move forward to obtain accreditation through the Texas Police Chiefs Association Best Practices Recognition Program.
  • D4-FPB Provide Procedural Justice training to all sworn personnel and provide Procedural Justice training to community members.
  • T2-FPB Continue to conduct research to advance the department with innovative programs and policies in support of law enforcement.
  • G5-FPB Implement additional use of force and de-escalation training.
  • T3-FPB Continue to provide comprehensive support services to the Chief, Executive Staff, and department personnel in the areas of policy development and employee safety by communicating responsively with accurate and timely information.
  • T4-FPB Continue the process to provide educational seminars and materials to both sworn and non-sworn personnel so department staff remain up-to-date on new departmental policies, procedures and safety issues.
  • A1-FPB Ensure an effective and timely response to community requests and complaints received by the Office of the Chief of Police. Staff will make contact with residents or complainants within 24 hours.
  • A2-FPB Improve communication and enhance the relationship between the Police Department and members of the City Council and staff by attending weekly City Communications meetings at City Hall.
  • A3-FPB Professionally and thoroughly complete all special tasks and initiatives as directed by the Executive Staff.
  • B1-FPB Establish a video production component of the Public Relations Office Team to include broadcasts in Spanish.
  • B2-FPB Produce and disseminate a quarterly internal informational video series originating from the Office of the Chief of Police.
  • B3-FPB Increase followers on Department's social media sites such as Facebook, Twitter, and YouTube, to include Spanish-speakers.
  • C1-FPB Add one Asset Management Technician in FY18.
  • D1-FPB Build an internal and external infrastructure to facilitate, promote sustainability, and expand operational abilities of focused deterrence strategies initialized during the National Initiative project.
  • D2-FPB Continue to develop and maintain a proactive relationship with academic institutions, originated during the National Initiative, to facilitate internal and external periodic evaluations of police legitimacy, operational tactic efficiency and effectiveness, and to obtain community feedback on police policies.
  • D3-FPB Develop an internal system of recognition for officers and command leadership who consistently exhibit the principles espoused within the Procedural Justice Training provided during the National Initiative to include recognition for external and internal modeling of behaviors.
  • E1-FPB Ensure every member of the FWPD seeks and receives TCOLE certification for each level that they are qualified.
  • E2-FPB Ensure sufficient amount of TCOLE eligible classes are available for personnel to qualify for certifications.
  • E3-FPB Introduce a 3-part supervisor leadership series.
  • E4-FPB Introduce a 3-part corporal leadership series.
  • E5-FPB Expand outside training and continue to host leadership courses for all ranks.
  • E6-FPB Pursue the viability of developing the new training building into a Regional Training Facility.
  • F1-FPB Continue providing exceptional firearms training to recruits and LEOs.
  • F2-FPB Implement proactive programs to improve qualification scores and reduce remedial training.
  • F3-FPB Implement structured firearms drill sessions across all shifts to improve firearms performance and decision-making.
  • F4-FPB Over a 5-year period, acquire 400 additional carbine rifles and train personnel.
  • F5-FPB Increase staff by one Administrative Technician.
  • G1-FPB Expand the driver-training unit to allow continuous and consistent driving courses.
  • G2-FPB Purchase a multi-screen use of force simulator and staff it to provide training across all shifts.
  • G3-FPB Develop patrol drills for mock village and conduct training across all shifts.
  • G4-FPB Conduct Advanced Law Enforcement Rapid Reponse Training (ALERRT) and other force-on-force training in realistic scenario-based evolutions.
  • H1-FPB Streamline application process for out-of-town applicants.
  • H2-FPB Move to a digital application, testing, and scoring process.
  • H3-FPB Increase frequency of civil service exams.
  • H4-FPB Amend the minimum hiring standards to match benchmark studies of other Texas agencies.
  • I1-FPB Increase diversity within the Fort Worth Police Department by recruiting and testing at selective locations.
  • I2-FPB Increase the participation in the Explorer Program and adopt formal methods to try to recruit members to become lifelong employees.
  • I3-FPB Test off site a minimum of 2 times per year to reach more diverse and qualified individuals.
  • I4-FPB Fort Worth Police Training Division will establish a committee for the purpose of identifying and selecting citizens to serve as Oral Review Board members
  • J1-FPB Design and implement an officer Early Intervention Program.
  • J2-FPB Add four public information specialists.
  • J3-FPB Upgrade the IA Pro software system with new software extensions.
  • J4-FPB Acquire TPCA Accreditation in 2017.
  • J7-FPB Update use of force policy and add de-escalation and excessive force (levels I, II, and III) policies in the General Orders.
  • J5-FPB Acquire CALEA Accreditation within five years.
  • J6-FPB Obtain 100% compliance with Recognition Program Monthly Audits.
  • T5-FPB Utilize PowerDMS for testing purposes each quarter.
  • K1-FPB Assist Municipal Court with establishing their own Criminal Justice Agency for CJIS.
  • K2-FPB Install 5-7 new consoles each year through 2020.
  • K3-FPB Develop a “needs assessment/ funding” plan to build a new back-up location.
  • K4-FPB Install a new phone system.
  • L1-FPB Provide timely communication to internal customers, field personnel, by responding to email requests within one business day at least 95% of time.
  • L2-FPB Gather variance information required for quarterly financial forecasts prior to the end of the reporting period and have final draft forecasts ready for review by command staff two business days prior to submission to the Budget Office.
  • L3-FPB Provide monthly status reports to command staff within two weeks of the month end close for all periods that are not covered by the quarterly forecasting process.
  • L4-FPB Conduct a budget development meeting with the command staff of each Command prior to the submission of the proposed budget to the Budget Office.
  • L5-FPB Conduct an adopted budget review meeting with the command staff of each Command during the month of October.
  • P4-FPB Process at least 90% of invoices within 30 days of receipt.
  • P5-FPB Process at least 90% of invoices offering cash discounts for prompt payment within the discount period.
  • P6-FPB Process at least 95% of travel requests within 3 business days of receipt of approved requests.
  • P7-FPB Process 100% of travel advances for per diem received at least two weeks prior to travel date.
  • P8-FPB Process at least 95% of travel reimbursement requests within 3 business days of receipt of complete and approved requests.
  • P9-FPB Monitor accounts for compliance regularly to ensure at least 90% of journal entries are complete by month end closing and at least 97% of required journal entries are completed by the month end closing of the following month of the affected transaction.
  • N1-FPB Work with Human Resource Department to identify and implement a plan to ensure that five key positions are aligned with the complexity of the position responsibilities and/or duties in FY17.
  • N2-FPB Provide quarterly reports/updates internally and externally for Command staff, City Management, CCPD Board and the public.
  • N3-FPB Continue to provide job training opportunities and leadership development for at least 15% of Division staff per year.
  • N4-FPB Increase staff by one Administrative Technician in FY19.
  • O1-FPB Increase the number of Grant and Program Management personnel by two positions in FY18 and FY19 to increase capacity to apply for and manage additional grant funding opportunities as directed by the Chief and Command staff.
  • O2-FPB Maximize grant funding opportunities to meet the needs of the department and/or assist to advance the department’s mission to be a national leader in law enforcement. Increase number of applications submitted by at least 10% each year once staffing levels have increased to ensure the funding can be managed in compliance with all requirements and program guidelines.
  • O3-FPB Work to increase the overall funding from grants annually by evaluating the returns on investment.
  • O4-FPB Continue to explore and seek funding in support of community oriented policing annually.
  • O5-FPB Annually evaluate the Crime Control and Prevention District, Partners with a Shared Mission programs to ensure programs align with District goals and are accomplishing the desired outcome as indicated by the Board of Directors and the Chief of Police.
  • O6-FPB Evaluate the CCPD Community Based Program process and implement improvements for FY18.
  • O7-FPB Support job training and cross-training opportunities, as well as, leadership development among at least two staff each year.
  • P1-FPB Increase the number of Contract and Procurement personnel by two staff to ensure the appropriate amount of resources are provided to execute and manage approximately 250+ agreements and procurement responsibilities assigned to this Section in FY18.
  • P2-FPB Provide quarterly training sessions and materials to the field so that departmental staff are aware of the procurement and contract execution process, how to plan ahead of time, who to contact and how to start the procurement and/or contract execution process.
  • P3-FPB Continue to monitor the improper purchasing report and invoice aging report (in collaboration with other Police work groups providing similar services) monthly to keep the Police Department in good standing with City Policy and continue to build good relationships with City Purchasing.
  • Q1-FPB Provide quality customer service to the public by providing accurate and timely information to the public and to staff as requested.
  • Q2-FPB Assist Technology Services Section with revamping the website to align under the City of Fort Worth website structure and to make crime data enhancements to the City’s open data initiative in FY17.
  • Q3-FPB Facilitate, implement, and/or track initiatives and goals at least quarterly as outlined and assigned in the Strategic Plan, the Business Plan, and CCPD as well as annual Chief driven initiatives as assigned.
  • Q4-FPB Create a Five-Year Strategic Plan implementation database showing status of all action items using City Clear Point software in FY17.
  • Q5-FPB Facilitate formal process to prioritize facility needs and develop a more formal procedure or policy for work group/facility moves in FY17.
  • Q6-FPB Assist Property Management annually with the implementation of facility projects once funding is available to ensure facilities are meeting operational need.
  • Q7-FPB Continue to provide annual facility-related recommendations for incorporation into the Capital Improvement Plan.
  • Q8-FPB Provide support to the Crime Control and Prevention District Board of Directors by continuing to make improvements to the data provided and by assisting with the educational efforts leading to the next renewal election in 2019.
  • Q9-FPB Maintain departmental GIS layers monthly on behalf of the Department, and incorporate improvements as appropriate.
  • Q10-FPB Analyze workload and provide justification for one additional senior planner position to support departmental growth (FY19).
  • Q11-FPB Increase staff by one senior planner in FY19.
  • R1-FPB Continue to analyze workload and provide justification for three additional positions (FY19-FY21) in support of department growth and technological advancements to increase capacity and efficiencies.
  • R2-FPB *Continue to implement technological advancements to increase officer capabilities, increase efficiencies and provide improved customer service to the community each year.
  • R3-FPB *Continue to conduct research to advance the department in the use of technology in support of law enforcement each year.
  • S1-FPB Work to recruit and hire a qualified workforce that reflects the diversity of the population of Fort Worth as defined by the City Human Resource Department.
  • S2-FPB Ensure that Employment Services’ staff stay up to date with State and Federal laws and regulations by performing an annual review of new and revised materials, and ensuring that all staff is trained prior to implementation of those changes.
  • S3-FPB Meet with the appropriate City Human Resource Division teams at least quarterly to continually improve the consistency and congruency of communication among the work units.
  • S4-FPB Provide timely and professional counsel and guidance to employees and supervisors in all areas of human resource management by responding to requests by the appropriate method within period of time set for by the applicable regulation, i.e. FMLA.
  • J8-FPB Update disciplinary policy, procedure, and matrix
  • D4-FPB Provide Procedural Justice training to all sworn personnel and provide Procedural Justice training to community members.
  • G5-FPB Implement additional use of force and de-escalation training.
  • T1-FPB Move forward to obtain accreditation through the Texas Police Chiefs Association Best Practices Recognition Program.
  • T2-FPB Continue to conduct research to advance the department with innovative programs and policies in support of law enforcement.
  • T3-FPB Continue to provide comprehensive support services to the Chief, Executive Staff, and department personnel in the areas of policy development and employee safety by communicating responsively with accurate and timely information.
  • T4-FPB Continue the process to provide educational seminars and materials to both sworn and non-sworn personnel so department staff remain up-to-date on new departmental policies, procedures and safety issues.

Employment Services

Finance / Personnel Bureau
Goals Accomplishments Division / Unit / Section Responsible Party - Lead Funding Status
Sep-20 Oct-20 Nov-20
S1-FPB Work to recruit and hire a qualified workforce that reflects the diversity of the population of Fort Worth as defined by the City Human Resource Department.

Section Manager submitted the monthly Attrition Report to stakeholders to provide the status of sworn attrition and the placement of Recruit class start and graduation dates.  Civilian Employment Specialist issued the RIF layoff letters to impacted staff, and processed two resignations and two transfers.  Sworn Employment Specialists updated the sworn vacancy spreadsheet for promotions to occur October 10.

Sworn Employment Specialist processed 6 Corporal/Detective promotions as a result of the positions added to the sworn authorized strength effective October 1 (new fiscal year).  Section manager and Civilian Employment Specialist met with the AD to discuss the recommended changes for the next Cadet Job Posting.  The Civilian Employment Specialist worked with the Patrol Bureau AC to finalize the new Civilian Response Specialist position job posting, screening, and selection processes.  The Civilian Employment Specialist noted 18 new vacancies and filled 4 positions (3 from voluntary demotions and 1 promotion). The Section Polygraph Examiner conducted 13 exams (11 Police Trainees and 2 civilian).

The Section Manager prepared the monthly Attrition Report to assist in Recruit Class planning.  The Polygraph Examiner was scheduled for 54 exams.  She completed 47 Police Trainee exams and one (1) civilian exam.  Six (6) Trainees were eliminated or withdrew from the  process prior to their exam.  Exam reports were completed and forwarded to the Background Unit within one (1) business day.  The Civilian Employment Specialist processed 12 new hires, 1 rehire, 1 promotion, and 4 separations.  The Civilian Specialist met with the Patrol Bureau Assistant Chief to screen & select applicants to interview for the new Civilian Response Specialist positions. The Sworn Specialist monitored the progress with the Sergeant Promotional List - tested 10/29; test questions in the appeal/review process. 

  • Employment Services Section (S)
  • Employment Services Unit
  • No Funding Needed
  • S2-FPB Ensure that Employment Services’ staff stay up to date with State and Federal laws and regulations by performing an annual review of new and revised materials, and ensuring that all staff is trained prior to implementation of those changes.

    Team completed the required Security Awareness Training; MRU Supervisor and staff attended The Communication Compass WebEx; and staff attended Team Excellence WebEx.  Staff also received cross-training to assist with processing invoices for the Procurement & Contracts Section, data entry for Kronos/Telestaff, and archiving and destruction of files.  

    Section manager participated in the City's Virtual Team Excellence WebEx training.  The Sworn and Civilian Employment Specialists continued internal cross-training on incentive pay forms; implementing promotions after a sworn appeal is won after a by-pass; on-loan processes; and documentation for the sworn promotional process.  Support staff attended the following training webinar/City WebEx training: The Golden Rule. 

    Support staff attended the Blue Zone Wellness project workshop; the Position Management Civilian Support Admin Asst cross-trained with the Specialist on the civilian NEOP process.  The Position Management Sworn Admin Asst cross-trained with the Specialist on the sworn promotional process, the tuition reimbursement process, and the new NEOP process.  The newest support staff member received more intensive training in medical records and on Secondary Employment.

  • Employment Services Section (S)
  • Section Manager
  • No Funding Needed
  • S3-FPB Meet with the appropriate City Human Resource Division teams at least quarterly to continually improve the consistency and congruency of communication among the work units.

    Manager worked with ELRD and PD Executive staff on complaints from sworn officers to ELRD.  Manager and Team supervisory staff participated in the City HR/ELRD monthly conference.  Civilian Employment Specialist assisted City HR on an unemployment claim.  Sworn Employment Specialist consulted with ELRD on a disciplinary document and interpretation of an item in the new Meet & Confer; City HRIS regarding LEO Class step progression errors; HR Records regarding reinstated incentive pays for sworn returning from suspension; City Records Management regarding resuming file destruction; and City Legal regarding the LEO salary increase process.  MRU Supervisor met with Risk Management and Legal regarding occupational leave exhaustion, and upcoming occupational cases.  

    Section Manager and team supervisors participated in the City HR monthly HRC/ERLD conference.  The Sworn Employment Specialist worked with City HRIS regarding progressive reporting used by that team and drafting a reporting tool to assist with commission dates and incentive payment dates.  She also discussed POA/TMPA deductions; the new bilingual tester for the City; and EIP payments for newly commissioned officers with other HR staff and ELRD.  The Civilian Employment Specialist met with HR Talent Acquisition regarding the screening criteria for the Civilian Response Specialists. 

    Section Manager and Employment Specialists held a meeting with City HR Classification and Compensation to discuss the Police Command Staff Salaries in relation to the increases proposed for the tested ranks in the newest Meet and Confer.  Manager & supervisory staff participated in the City HRC/ELRD Monthly Conference to review City plans, changes, and policies.  The Civilian Specialist participated in the City's WebEx discussion on the virtual NEOP and Onboarding Activity Guide.  The Sworn Specialist consulted with City HR, ELRD Manager for clarification on vacation sell-back, and with City HR Records on recent audits and the PeopleSoft Query used to find pay errors. 

  • Employment Services Section (S)
  • Staff
  • No Funding Needed
  • S4-FPB Provide timely and professional counsel and guidance to employees and supervisors in all areas of human resource management by responding to requests by the appropriate method within period of time set for by the applicable regulation, i.e. FMLA.

    Section Manager provided guidance/consultation to first line supervisors on three disciplinary actions and two Expectation Memo's.  Civilian Employment Specialist consulted with management on a proposed MA reclassification.  Sworn Employment Specialist provided consultation to employees, supervisors, external entities regarding pre-employment medical screening questions; file reviews, FWEU transcripts; repayment agreements; the COPS Grant hiring process; Meet & Confer interpretations; and sworn attending out-of-town funerals. 

    Section Manager provided consultation to supervisors/managers on performance appraisals, performance concerns, and disciplinary actions.  Team supervisors provided consultation on pre-employment out-of-state fingerprinting; obtaining badges for new Officers; parental leave; overpayment issues; an unemployment claim hearing; the acting pay provisions in the Meet and Confer; the impact of Telestaff/Kronos on ESS processes; employees' unsuccessful transition from Call Taker to Dispatcher; and communication issues between a supervisor and employee.  The MRU staff continues to provide hourly consultation to employees, supervisors, City medical vendors, and the JEOC team regarding COVID exposures/testing/RTW information. 

    Polygraph Examiner consulted Training Division personnel on reasonable accommodations to administer exams on persons with disabilities; consulted with supervisors regarding prioritizing Trainee and civilian exams; and daily correspondence with background investigators to address any concerns with Trainee candidates after being referred, prior to retest, and to discuss post-test concerns.  Specialists and support staff consulted with the AFS vendor and PD stakeholders regarding issues with contractor badges and with hiring mangers regarding new hire documents.  The Sworn Specialist provided consultation on out-of-state fingerprinting; meal breaks; Use It or Lose It leave; and an overturned suspension.  A majority of Section staff are continuing to support the MRU's efforts with COVID response issues (collecting, sorting, logging notices/data; submitting reports to management and the JEOC; sending RTW notices to employees/supervisors; fielding calls for information/instruction). 

  • Employment Services Section (S)
  • Staff
  • No Funding Needed