Personnel/Assets Command

Finance / Personnel Bureau
Goal Accomplishments
Jul-19 		Accomplishments
Aug-19 		Accomplishments
Sep-19 		Division / Unit / Section Responsible Party - Lead Funding Status
C1-FPB Add one Asset Management Technician in FY18.

Goal complete.

Goal complete.

Goal complete.
  • Asset Management (C)
    •
  • Section Manager
    •
  • Funding Needed
    •
    L1-FPB Provide timely communication to internal customers, field personnel, by responding to email requests within one business day at least 95% of time.

    There is not an accurate way to measure this percentage so this needs to be reworked. However, I have not received any complaints about timeliness of communication. 

    There is not an accurate way to measure this percentage so this needs to be reworked. However, I have not received any complaints about timeliness of communication.

    There is not an accurate way to measure this percentage so this needs to be reworked. However, I have not received any complaints about timeliness of communication.
  • Budget Section (L)
    •
  • Division Manager
    •
  • No Funding Needed
    •
    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.

    Worked on new projections based on Q3.

    Verified forecast with every pay period.

    Verified forecast with every pay period.

  • Budget Section (L)
    •
  • Division Manager
    •
  • No Funding Needed
    •
    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.

    Providing weekly reports in Executive Staff.  

    Providing weekly reports in Executive Staff.  

    Providing weekly reports in Executive Staff.  
  • Budget Section (L)
    •
  • Division Manager
    •
  • No Funding Needed
    •
    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.

    Began preparing for new year budget meetings based on proposed budgets.

    Began preparing for new year budget meetings based on proposed budgets. Successfully presented and passed CCPD budget with the CCPD Board.

    Began preparing for new year budget meetings based on adopted budgets. GF and CCPD budgets passed.
  • Budget Section (L)
    •
  • Division Manager
    •
  • No Funding Needed
    •
    L5-FPB Conduct an adopted budget review meeting with the command staff of each Command during the month of October.

    This only occurs in October.  

    This only occurs in October.  

    This only occurs in October.  
  • Budget Section (L)
    •
  • Division Manager
    •
  • No Funding Needed
    •
    P4-FPB Process at least 90% of invoices within 30 days of receipt.

    Process ongoing; Purchasing Division will revise methods to field.

    Process ongoing; Purchasing Division will revise methods to field.

    Process ongoing; Purchasing Division will revise methods to field.
  • Procurement and Contract Management Section (P)
    •
  • Section Manager
    •
  • No Funding Needed
    •
    P5-FPB Process at least 90% of invoices offering cash discounts for prompt payment within the discount period.

    On target at 90% on average.

    On target at 90% on average.

    On target at 90% on average.
  • Procurement and Contract Management Section (P)
    •
  • Section Manager
    •
  • No Funding Needed
    •
    P6-FPB Process at least 95% of travel requests within 3 business days of receipt of approved requests.

    Process ongoing; Purchasing Division will revise methods to field.

    Process ongoing; Purchasing Division will revise methods to field.

    Process ongoing; Purchasing Division will revise methods to field.
  • Procurement and Contract Management Section (P)
    •
  • Section Manager
    •
  • No Funding Needed
    •
    P7-FPB Process 100% of travel advances for per diem received at least two weeks prior to travel date.

    Process ongoing; Purchasing Division will revise methods to field.

    Process ongoing; Purchasing Division will revise methods to field.

    Process ongoing; Purchasing Division will revise methods to field.
  • Procurement and Contract Management Section (P)
    •
  • Section Manager
    •
  • No Funding Needed
    •
    P8-FPB Process at least 95% of travel reimbursement requests within 3 business days of receipt of complete and approved requests.

    These have been done at approximately 90%.

    These have been done at approximately 90%.

    These have been done at approximately 90%.
  • Procurement and Contract Management Section (P)
    •
  • Section Manager
    •
  • No Funding Needed
    •
    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.

    All accounts were monitored and reconciled regularly and timely. Journal entries were submitted and posted within deadlines of month end closing.

    All accounts were monitored and reconciled regularly and timely. Journal entries were submitted and posted within deadlines of month end closing.

    All accounts were monitored and reconciled regularly and timely. Journal entries were submitted and posted within deadlines of month end closing.
  • Procurement and Contract Management Section (P)
    •
  • Division and Section Manager
    •
  • No Funding Needed
    •
    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.

    Goal complete.

    Goal complete.

    Goal complete.
  • Program Support Division (N)
    •
  • Division and Section Managers
    •
  • No Funding Needed
    •
    N2-FPB Provide quarterly reports/updates internally and externally for Command staff, City Management, CCPD Board and the public.

    CCPD Quarterly Report and Quarterly Crime Reports were developed and provided for distribution purposes.

    CCPD Quarterly Report and Quarterly Crime Reports were developed and provided for distribution purposes.

    CCPD Quarterly Report and Quarterly Crime Reports were developed and provided for distribution purposes.
  • Program Support Division (N)
    •
  • All Division Staff
    •
  • No Funding Needed
    •
    N3-FPB Continue to provide job training opportunities and leadership development for at least 15% of Division staff per year.

    27% of Program Support Division employees received one or more training opportunities.

    50% of Program Support Division employees received one or more training opportunities.

    85% of Program Support Division employees received one or more training opportunities.
  • Program Support Division (N)
    •
  • Division and Section Managers
    •
  • Funding Needed
    •
    N4-FPB Increase staff by one Administrative Technician in FY19.

    Implementation anticipated in FY19. 

    Implementation anticipated in FY19. 

    Implementation anticipated in FY19. 
  • Program Support Division (N)
    •
  • Division Manager
    •
  • Funding Needed
    •
    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.

    Goal completed.

    Goal completed.

    Goal completed.
  • Grant and Program Management Unit (O)
    •
  • Unit Manager
    •
  • Funding Needed
    •
    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.

    We had one project vetted during the month.  It was the State Coverdell and the Crime Lab indicated that they were unable to respond this year.  There were fewer grant opportunities released this month than previous months, however, we applied for one grant during July that we have not previously attempted. 

    • 1 vetted
    • 2 new applications (CJD ICAC & Federal Victim Assistance)

    1 application in process

    All new opportunities were vetted but this is the slow season.

    • 2 vetted (Gulf States and FEMA Border)
    • 0 new applications submitted

    1 new application in process (Gulf States)

    This was a very slow month for releasing grants as it is at the end of the FY.  We continue to record every opportunity that is released. 

    • 0 Grants vetted
    • 0 Grants submitted

    1 new application in process (Gulf States)
  • Grant and Program Management Unit (O)
    •
  • Unit Staff
    •
  • No Funding Needed
    •
    O3-FPB Work to increase the overall funding from grants annually by evaluating the returns on investment.

    We are in the process of reviewing SOP’s for completion and implementation into the database.  Also, we will begin working on training during August.  I have determined that addressing ‘how the field works with us’ and ‘what a grant ready project looks like’ will be our focus.  This will increase the number of projects that make it to the needs assessment and are ready to be evaluated against existing opportunities. 

    We continue to update our processes to ensure we can respond when new opportunities are released.

    Received a new award DOJ Law Enforcement Victim Specialist.  Has not previously been received.  Did not receive FMCSA High Priority due to late submission (IOC routing).  All other awards received as scheduled.
  • Grant and Program Management Unit (O)
    •
  • Unit Staff
    •
  • No Funding Needed
    •
    O4-FPB Continue to explore and seek funding in support of community oriented policing annually.

    The COPS Hiring grant is expected to be released soon.  It is also our hope that we can meet with individuals who oversee existing community oriented policing programs to determine their grant readiness.

    The COPS Hiring grant is expected to be released soon.  It is also our hope that we can meet with individuals who oversee existing community oriented policing programs to determine their grant readiness.

    The COPS Hiring grant is expected to be released soon.  It is also our hope that we can meet with individuals who oversee existing community oriented policing programs to determine their grant readiness.
  • Grant and Program Management Unit (O)
    •
  • Unit Staff
    •
  • No Funding Needed
    •
    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.

    • Completed evaluation of measures during July
    • Completed a debrief of Community Based Program RFP process to identify improvements
    • Updating CCPD Financial Policy
    • Evaluation Contract language approved
    • RFR Rules and Orientation Training under development for October

    No new activity

    Discussing the possibility of dong a survey with CCPD grantees that would be issued to participants in programs.  It could be based on a DOJ Community Policing survey.
  • Grant and Program Management Unit (O)
    •
  • Unit Staff
    •
  • No Funding Needed
    •
    O6-FPB Evaluate the CCPD Community Based Program process and implement improvements for FY18.

    This goal was complete as of year end FY18. 

    This goal was complete as of year end FY18. 

    This goal was complete as of year end FY18. 
  • Grant and Program Management Unit (O)
    •
  • Unit Staff
    •
  • No Funding Needed
    •
    O7-FPB Support job training and cross-training opportunities, as well as, leadership development among at least two staff each year.

    Weekly SOP draft review meetings are enabling us to discuss areas of development in both pre-award and post-award activities.

     

    CCPD SOP’s are in process that should enable some cross training in the future.

    Doing a database challenge during the month of August.  Whoever records the most tasks and activity trackers will receive lunch.  The purpose is to further adoption of key elements of the database but also helps evaluate initiative, enthusiasm, and teamwork. 

    Weekly SOP draft review meetings are enabling us to discuss areas of development in both pre-award and post-award activities.

     

    CCPD SOP’s are in process that should enable some cross training in the future.

     

    Scheduled travel for two staff that will be attending Grant Professionals Association training next month.
  • Grant and Program Management Unit (O)
    •
  • Unit Manager
    •
  • Funding Needed
    •
    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.

    Goal complete.

    Goal complete.

    Goal complete.
  • Procurement and Contract Management Section (P)
    •
  • Section Manager
    •
  • Funding Needed
    •
    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.

    Staff is developing training materials and working with training division to host a class.

    Staff is developing training materials and working with training division to host a class.

    Staff is developing training materials and working with training division to host a class.
  • Procurement and Contract Management Section (P)
    •
  • Section Manager
    •
  • No Funding Needed
    •
    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.

    Staff is developing training materials and working with training division to host a class.

    Staff is developing training materials and working with training division to host a class.

    Staff is developing training materials and working with training division to host a class.
  • Procurement and Contract Management Section (P)
    •
  • Section Manager
    •
  • No Funding Needed
    •
    Q1-FPB Provide quality customer service to the public by providing accurate and timely information to the public and to staff as requested.

    Staff responds to multiple open records requests each week and typically responds within one day. Staff also processes multiple departmental and City requests for data.

    Staff responds to multiple open records requests each week and typically responds within one day. Staff also processes multiple departmental and City requests for data.

    Staff responds to multiple open records requests each week and typically responds within one day. Staff also processes multiple departmental and City requests for data.
  • Research & Planning Section (Q)
    •
  • Research & Planning Staff
    •
  • No Funding Needed
    •
    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.

    FWPD website will have a similar platform as a new City website that is in development. In the interim, FWPD has updated the content and overall look of the current website. Strategic Plan progress, patrol division information, and crime data are included on the redesigned site.

    FWPD website will have a similar platform as a new City website that is in development. In the interim, FWPD has updated the content and overall look of the current website. Strategic Plan progress, patrol division information, and crime data are included on the redesigned site.

    FWPD website will have a similar platform as a new City website that is in development. In the interim, FWPD has updated the content and overall look of the current website. Strategic Plan progress, patrol division information, and crime data are included on the redesigned site.
  • Research & Planning Section (Q)
    •
  • Research & Planning Staff
    •
  • No Funding Needed
    •
    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.

    Staff created a Strategic Plan Implementation Dashboard in ClearPoint for monthly reports; provided monthly updates for Business Plan, and finalized quarterly CCPD Performance Reports.

    Staff created a Strategic Plan Implementation Dashboard in ClearPoint for monthly reports; provided monthly updates for Business Plan, and finalized quarterly CCPD Performance Reports.

    Staff created a Strategic Plan Implementation Dashboard in ClearPoint for monthly reports; provided monthly updates for Business Plan, and finalized quarterly CCPD Performance Reports.
  • Research & Planning Section (Q)
    •
  • Research & Planning Staff
    •
  • No Funding Needed
    •
    Q4-FPB Create a Five-Year Strategic Plan implementation database showing status of all action items using City Clear Point software in FY17.

    Goal completed.

    Goal complete.

    Goal complete.
  • Research & Planning Section (Q)
    •
  • Research & Planning Staff
    •
  • No Funding Needed
    •
    Q5-FPB Facilitate formal process to prioritize facility needs and develop a more formal procedure or policy for work group/facility moves in FY17.

    Strategic Plan includes prioritized list of major facility needs. Worked with Executive Staff and CMO to prioritize all facility projects.

    Strategic Plan includes prioritized list of major facility needs. Worked with Executive Staff and CMO to prioritize all facility projects.

    Strategic Plan includes prioritized list of major facility needs. Worked with Executive Staff and CMO to prioritize all facility projects.
  • Research & Planning Section (Q)
    •
  • Research & Planning Staff
    •
  • No Funding Needed
    •
    Q6-FPB Assist Property Management annually with the implementation of facility projects once funding is available to ensure facilities are meeting operational need.

    Managing several projects including new South Division facility, new SWAT vehicle storage, Bob Bolen lobby improvements, multi-purpose room improvements, new property room in training shell space, and KXAS lab renovations.

    Managing several projects including new South Division facility, new SWAT vehicle storage, Bob Bolen lobby improvements, multi-purpose room improvements, new property room in training shell space, Communications improvement, K9 obstacle course, and KXAS lab renovations.

    Managing several projects including new South Division facility, new SWAT vehicle storage, Bob Bolen lobby improvements, multi-purpose room improvements, new property room in training shell space, Communications improvement, K9 obstacle course, and KXAS lab renovations.
  • Research & Planning Section (Q)
    •
  • Research & Planning Staff
    •
  • No Funding Needed
    •
    Q7-FPB Continue to provide annual facility-related recommendations for incorporation into the Capital Improvement Plan.

    Provided updates to the Budget Unit. Updates included in Strategic Plan Two-Year Progress Report

    Provided updates to the Budget Unit. Updates included in Strategic Plan Two-Year Progress Report

    Provided updates to the Budget Unit. 
  • Research & Planning Section (Q)
    •
  • Research & Planning Staff
    •
  • No Funding Needed
    •
    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.

    Continued gathering data for the 3rd quarter CCPD Program Performance Report.

    Finalized the 3rd quarter CCPD Program Performance Report.

    Finalized the 3rd quarter CCPD Program Performance Report.
  • Research & Planning Section (Q)
    •
  • Research & Planning Staff
    •
  • No Funding Needed
    •
    Q9-FPB Maintain departmental GIS layers monthly on behalf of the Department, and incorporate improvements as appropriate.

    Senior Planner reviews and makes updates to city limits, Neighborhood Police Officer (NPO) names, facility updates, and other data monthly as needed.

    Senior Planner reviews and makes updates to city limits, Neighborhood Police Officer (NPO) names, facility updates, and other data monthly as needed.

    Senior Planner reviews and makes updates to city limits, Neighborhood Police Officer (NPO) names, facility updates, and other data monthly as needed.
  • Research & Planning Section (Q)
    •
  • Research & Planning Staff
    •
  • No Funding Needed
    •
    Q10-FPB Analyze workload and provide justification for one additional senior planner position to support departmental growth (FY19).

    Continue to review. 

    Continue to review. 

    Continue to review. 
  • Research & Planning Section (Q)
    •
  • Section Manager
    •
  • Funding Needed
    •
    Q11-FPB Increase staff by one senior planner in FY19.

    Continue to review. 

    Continue to review. 

    Continue to review. 
  • Research & Planning Section (Q)
    •
  • Section Manager
    •
  • Funding Needed
    •
    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.

    Due to consolidation; need to resubmit with business process title description.

    Due to consolidation; need to resubmit with business process title description.

    Due to consolidation; need to resubmit with business process title description.
  • Technology Services Section (R)
    •
  • Section Manager
    •
  • Funding Needed
    •
    R2-FPB *Continue to implement technological advancements to increase officer capabilities, increase efficiencies and provide improved customer service to the community each year.

    Technology needs reviewed as needed.

    Technology needs reviewed as needed.

    Technology needs reviewed as needed.
  • Technology Services Section (R)
    •
  • TSS Staff
    •
  • Funding Needed
    •
    R3-FPB *Continue to conduct research to advance the department in the use of technology in support of law enforcement each year.

    27 new technologies reviewed so far in FY19.

    27 new technologies reviewed so far in FY19.

    30 new technologies reviewed so far in FY19.
  • Technology Services Section (R)
    •
  • TSS Staff
    •
  • Funding Needed
    •
    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, supervisors and Position Management met with Patrol Bureau regarding sworn transfers, assignments and processes issues.  The MRU Supervisor assisted with interviews in the Procurement & Contracts Section.  Civilian Employment Specialist processed six internal & external job postings; five promotions/transfers; 12 new hires; and assisted on an interview panel in Purchasing. 

    Manager and Employment Specialist met with Hiring Manager regarding a Planner candidate's requesting pay upon their return to PD.  Manager, Employment Specialists, & Position Management Team met with Patrol DC and Admin staff to discuss position management process changes for Patrol.  The Sworn Employment Specialist processed 3 Corporal/Detective and 2 Sergeant promotions.   The Civilian Employment Specialist processed 10 job postings; 9 promotions/transfers; 6 new hires; and met with 2 hiring managers to assist them with their selection processes. 

    Section Manager and Assistant Director met with Training Division management to review the pre-employment screening process for Police Trainee applicants.  Sworn Employment Specialist submitted requests for Captain, Lieutenant, and Corporal promotional exams.  Medical Records Unit Supervisor participated on an interview panel/selection team for the Sections Administrative Technician vacancy.  The Civilian Employment Specialist created 11 job postings, and processed 4 promotions/transfers, 3 demotions/transfers, and sat on two interview panels. 
  • 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.

    Section Manager and Civilian Employment Specialist attended the PD's Active Shooter Training (CRASE & Stop the Bleed).  Staff attended the City's Laserfiche User Group Update/Training.  The MRU Supervisor attended City Training: Discover the Power of Your Breath. New Employment Specialist completed mandatory new employee trainings (CJIS, Defensive Driving, 20 PowerDMS documents).  Other staff took the City's Safety courses and 4 Ways to Build Collaboration.   

    Section MRCs and HRCs attended the Annual HRC/MRC City HR Training. Staff attended Data Visualization training; Employment Specialist attended Stop the Bleed training.  New Civilian Employment Specialist completed NIMS - IS100, 200, and 700; Drug & Alcohol Training for Supervisors; ERP Training; PowerDMS - PD General Orders; and staff attended Adult & Pediatric First Aid Training.   MRC Supervisor provided Workers' Comp training to  Recruit Class 146.

    Section Manager attended Data Visualization Training and two Employment Law webinars.  All supervisors and the MRU participated in the City HR/ELRD monthly conference call.  Sworn Employment Specialist conducted Employee Engagement training for Section staff; completed the Security Awareness Training; and her staff completed the NIMS training.  MRU Supervisor participated in a training webinar - Patient Brokering Laws.  The Civilian Employment Specialist completed new supervisor training, NIMS IS800, and two webinars.  Staff completed Adult & Pediatric 1st Aid, Creating a Positive Workplace Culture, and a webinar. 
  • 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.

    Section Manager and Sworn Employment Specialist held a conference call regarding the process to screen sworn promotional candidates' eligibility to test.   Section Manager, Employment Specialists & MRU participated in City HR's ELRD/HRC Monthly Conference Call to obtain process updates.   The MRU Supervisor participated in the Legal Proceedings meeting regarding pending workers' comp CCH.  The MRU Supervisor attended the City's CMO Breakfast.   The MRU Supervisor met with City HR and an EE regarding Employee Options benefits.  Civilian Employment Specialist conferenced with Records Management and Talent Acquisition regarding the recruitment process. 

    Manager, Assistant Director & AC met with Legal and HR ELRD to review the ADA case management process, the role of the vendor, and next steps on three sworn cases.  Manager & Employment Specialist held a conference call with City HR Talent Acquisition and Records to discuss the Taleo and ePAR processes. Manager, Employment Specialist, Assistant Director and PD Executive Staff met with Legal and HR ELRD staff regarding sworn comp time issues.  Manager participated in the planning session for the City's What Works Cities (WWC) facilitated by the Performance and Budget Office & City IT.  Employment Specialist held a conference call with City HR Class & Compensation & Talent Acquisition regarding the Education Verification process for Police Trainees. 

    Supervisors held conference call with Communications Division managers to discuss the Communications staff pay increases.  MRU Supervisor participated in the City Legal Legal Meeting regarding Benefit Review Conferences and Contested Case Hearings. Initiated meetings with City IT to determine a source for electronic filing for medical records. 
  • 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 met with an employee regarding her concerns about the selection of a new Crime Analyst; and, met with this employee's supervisor to share their concerns and created a plan to address it.  This situation was also discussed with the Acting Lieutenant as a follow-up.  The MRU Supervisor provided Workers' Comp/LD/Leave training to the LEO Class #6.  Civilian Employment Specialist consulted with PD employee & supervisors on various personnel matters. 

    The Sworn Employment Specialist consulted with City HR Class & Comp, and the Training Division regarding the TCOLE verification process for LEO candidates, years in service, and rate of pay.  The Civilian Employment Specialist conferenced with employees and supervisors regarding personnel matters/concerns; reclassification requests, bilingual pay, etc.  MRC Supervisor facilitated the scheduling of a civilian IME. 

    Sworn Employment Specialist consulted with the Professional Standards Captain and our fingerprinting vendor to successfully schedule/complete the fingerprinting process for the City's Legal team.  MRU Supervisor worked with medical facility and employee to schedule Independent Medical Exam appointments for an ADA assessment.  The Civilian Employment Specialist consulted daily with managers regarding vacancies, reclassifications, personnel matters, & the LEO Class graduation. 
  • Employment Services Section (S)
    •
  • Staff
    •
  • No Funding Needed
    •