Personnel/Assets Command

Finance / Personnel Bureau
Goals Accomplishments Division / Unit / Section Responsible Party - Lead Funding Status
Jun-20 Jul-20 Aug-20
C1-FPB Add one Asset Management Technician in FY18.

Goal complete.

Goal complete.

Goal complete.
  • Asset Management (C)
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  • Section Manager
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  • 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.

    This is occurring even with teleworking.

    This is occurring even with teleworking.

    This is occurring even with teleworking.
  • Budget Section (L)
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  • Division Manager
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  • 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 through forecast with Planning and Data Analytics.

    Worked through forecast with Planning and Data Analytics.

    Worked through forecast with Planning and Data Analytics.
  • Budget Section (L)
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  • Division Manager
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  • No Funding Needed
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    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 updates in Executive Staff remotely.

    Providing weekly updates in Executive Staff remotely.

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

    The FY21 budget process is being completed by the P&DA office.

    The FY21 budget process is being completed by the P&DA office.

    The FY21 budget process is being completed by the P&DA office.
  • Budget Section (L)
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  • Division Manager
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  • No Funding Needed
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    L5-FPB Conduct an adopted budget review meeting with the command staff of each Command during the month of October.

    This only happens in October.

    This only happens in October.

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

    This is occurring even with teleworking.

    This is occurring even with teleworking.

    This is occurring even with teleworking.
  • Procurement and Contract Management Section (P)
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  • Section Manager
    •
  • No Funding Needed
    •
    P5-FPB Process at least 90% of invoices offering cash discounts for prompt payment within the discount period.

    City is still not distributing cash reports.

    City is still not distributing cash reports.

    City is still not distributing cash reports.
  • Procurement and Contract Management Section (P)
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  • Section Manager
    •
  • No Funding Needed
    •
    P6-FPB Process at least 95% of travel requests within 3 business days of receipt of approved requests.

    This is occurring. Due to COVID travel ban, PCAS processed 5 requests, canceled 8 requests, and postponed 9 requests to future date.

                                              


    This is occurring. Due to COVID travel ban, PCAS processed 5 requests and canceled 3 requests. Four travel expense statements were also processes. 

    This is occurring. Due to COVID travel ban, PCAS processed 1 requests and canceled 6 requests. Seven travel expense statements were also processes. 
  • Procurement and Contract Management Section (P)
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  • Section Manager
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  • No Funding Needed
    •
    P7-FPB Process 100% of travel advances for per diem received at least two weeks prior to travel date.

    PCAS processed 4 with no per diem advance, submitted zero for per diem due to COVID travel ban, and received 1 travel advance too late to submit.

      

    PCAS did not process any per diem due to COVID travel ban. Two travel advances under $100 were submitted but they were not allowable per the new policy.

    PCAS processed 4 with no per diem advance, submitted zero for per diem due to COVID travel ban, and no travel advances were submitted.
  • Procurement and Contract Management Section (P)
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  • 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.

    This is occurring, but there were no reimbursements processed in June (COVID).

    This is occurring, but there were no reimbursements processed in July (COVID).

    This is occurring, but there were no reimbursements processed in August (COVID).
  • Procurement and Contract Management Section (P)
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  • 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)
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  • Division and Section Manager
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  • 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)
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  • Division and Section Managers
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  • 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)
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  • 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.

    43% of Program Support Division employees received one or more training opportunities.

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

    100% of Program Support Division employees received one or more training opportunities.
  • Program Support Division (N)
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  • Division and Section Managers
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  • Funding Needed
    •
    N4-FPB Increase staff by one Administrative Technician in FY19.

    Implementation anticipated in FY21. 

    Implementation anticipated in FY21. 

    Implementation anticipated in FY21. 
  • Program Support Division (N)
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  • 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)
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  • Unit Manager
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  • Funding Needed
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    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.

    In June, GMU vetted two grants. FWPD was eligible for both and they are in development.

    In July, GMU vetted 2 grants. FWPD was eligible for both.

    In August, two grants were submitted.
  • Grant and Program Management Unit (O)
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  • Unit Staff
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  • No Funding Needed
    •
    O3-FPB Work to increase the overall funding from grants annually by evaluating the returns on investment.

    No updates during this period.

    No updates during this period. 

    No updates during this period. 
  • Grant and Program Management Unit (O)
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  • Unit Staff
    •
  • No Funding Needed
    •
    O4-FPB Continue to explore and seek funding in support of community oriented policing annually.

    COPS Hiring grant was awarded; documents and M&C are pending to set up award.

    COPS Hiring grant is being implemented.

    Mental Health Training grant was processed from the Morris Foundation.  COPS Hiring grant was approved by Council.
  • Grant and Program Management Unit (O)
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  • 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.

    Will be scheduling a debriefing meeting on Community Based Programs RFP process with Purchasing. Will also be researching changes for the FY22 RFP and contract documents related to relating program activities to crime correlation.

    CCPD was renewed for 10-years and City Manager is recommending an increase in Community Based Programs funding.  We have received support for the recommendations we have given to increase contracts and institute multi-year awards.

    CCPD budget was approved including $50,000 for evaluation of PSM.
  • Grant and Program Management Unit (O)
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  • Unit Staff
    •
  • No Funding Needed
    •
    O6-FPB Evaluate the CCPD Community Based Program process and implement improvements for FY18.

    Goal complete.

    Goal complete.

    Goal complete.
  • Grant and Program Management Unit (O)
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  • 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.

    Nothing to report (COVID).

    Nothing to report (COVID).

    Nothing to report (COVID).
  • Grant and Program Management Unit (O)
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  • 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)
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  • 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 continues to wait for opportunity to deliver f2f training after COVID.

    Staff continues to wait for opportunity to deliver f2f training after COVID.

    Staff continues to wait for opportunity to deliver f2f training after COVID.
  • 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.

    City is still not distributing these reports.

    City is still not distributing these reports.

    City is still not distributing these reports.
  • Procurement and Contract Management Section (P)
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  • 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)
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  • 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)
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  • 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)
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  • 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 complete.

    Goal complete.

    Goal complete.
  • Research & Planning Section (Q)
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  • 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)
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  • 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 property room in training shell space, and KXAS lab renovations.

    Managing several projects including new South Division facility, new property room in training shell space, and gate repair project.

    Managing several projects including new South Division facility, new property room in training shell space, and gate repair project.
  • Research & Planning Section (Q)
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  • 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. 

    Provided updates to the Budget Unit. 

    Provided updates to the Budget Unit. 
  • Research & Planning Section (Q)
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  • 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 collecting data for the 3rd quarter CCPD Program Performance Report in June.

    Finalized the 3rd quarter CCPD Program Performance Report.

    Will begin collecting data for the 4th quarter CCPD Program Performance Report in October.
  • Research & Planning Section (Q)
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  • 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)
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  • 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)
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  • 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.

    28 new technologies reviewed so far in FY20.

    30 new technologies reviewed so far in FY20.

    32 new technologies reviewed so far in FY20.
  • Technology Services Section (R)
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  • 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.

    Sworn & Civilian Employment Specialists tracked and continually updated the Sworn Vacancy/Promotional tracking spreadsheet to determine next on lists, backdating, etc., to prepare for 24 promotions effective July 4th.  Both Specialists worked with the Training Division to facilitate the hiring/on-boarding of Recruit Class 149 effective July 6th.  Civilian Specialist processed 7 new hires, 1 transfer, 2 voluntary demotions, and 4 new vacancies. 

    Section Manager met with Section stakeholders (via conference) to discuss the on-boarding process for Recruit Class 149.  Employment Specialists processed Sworn promotions for 2 Captains, 3 Lieutenants, 7 Sergeants, and 11 Corporal/Detectives.  Civilian Employment Specialist processed 1 lateral transfer, and experienced 9 new vacancies (7 resignations, 1 termination, 1 promotion); and worked with hiring manager to fill a Cadet vacancy. 

    Section Manager submitted the monthly Attrition Report and fielded an inquiry from the Finance/Personnel Assistant Chief regarding our projected attrition from Oct-Mar in order to determine the need for Class 151 in FY21.  The Sworn Employment Specialist processed sworn promotions (1 Captain, 1 Lieutenant, 2 Sergeants, 2 Corporals) effective August 29.  The Civilian Employment Specialist processed 2 Resignations, 1 Promotion; 1 Transfer; and 1 Termination.
  • 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 attended four webinars: Maintaining Business Continuity Amid Disruption; How to Achieve a Better Balance Between Security and Access om Government; COVID-19 Disaster Response Time Reporting Discrepancies; and a Blue Zones Activity.  Civilian Specialist and staff attended COVID-19 Disaster Response and How to Maintain Culture Virtually.  Section Team participated in the monthly ELRD/HR Conference Call to obtain updates from City HR on programs, services & processes.  Sworn Employment Specialist attended the following webinars: CFW Employee Unity Forum & SkillPath Power Excel training.  The Employment Specialists cross-trained on sworn rehires, reinstatements, & the sworn promotional process. Medical Records Supervisor attended a Reed Group WebEx meeting regarding LeavePro.

    Section Manager attended Webinar: Moving HR & Finance to The Cloud.  Civilian Employment Specialist attended webinar: 3 Ways to Leverage Your Strength as a Leader; and staff completed Kronos/Telestaff training.  Medical Records Supervisor and staff viewed Webinars: Purpose Workshop - Lunch & Learn, and Work Smart for Smart Sheet Learning Tool.  Internal cross-training continued: sworn retroactive pay for promotees; EIP incentive pays; Reserve Officers; PIRs/IA requests; sworn interview packets. 

    Sworn Employment Specialist completed the Kronos Training and the Real Talk with OPOM webinar.  She trained her peer, staff and field administrative staff on sworn issues and accessing appraisals.  Civilian Employment Specialist and staff attended the following training: Lunch & Learn - Blue Zones; PD-Receiving Goods & Services; Kronos; CFW Employee Summit - Mutual Respect & Diversity; and Understanding Emotional Intelligence.  Section staff attended the monthly ELRD/HRC teleconference. 
  • 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 participated on an HR RFP Panel to rate/discuss/select a vendor to conduct Compensation Studies for General Employee Classification.  Section Manager consulted with City Legal on a sworn Fitness for Duty case to determine next steps.  Sworn Specialists worked with City HR Benefits on Optum pharmacy issues for an employee, and HR HRIS on ePERF evaluation issues.  Medical Records Supervisor meet with City Risk Management regarding occupational leave exhaustion; and with Risk and Legal regarding upcoming occupational contested cases.

    Section team participated in the City HR ELRD/HRC monthly conference call to review new processes; upcoming events; and ask questions of leaders in the different HR disciplines.  Sworn Employment Specialist consulted with City Legal regarding suspension/reinstatement payments when an employee is returned to active employment; consulted with City Benefits on a rehired employee's access to the Benefits Portal; and City Payroll regarding vacation used in place of suspension w/o pay for disciplinary cases.  Civilian Employment Specialist conducted NEOP for Police Trainees for City HR Records.  Medical Records Supervisor met with City Risk Management regarding Occupational Leave exhaustion; and with both Risk and Legal on upcoming occupational cases. 

    Section Manager and Civilian Employment Specialist worked with PD Executive Staff and City HR to create and implement the Department's RIF Plan, Matrix, and implement the identified RIFs.  Section Supervisory Team and AD participated in a conference call with City HR, Class & Comp to discuss the proposed new civilian job classification - Community Service Officer.  Section Supervisory staff participated in a joint meeting regarding the PD Out Processing forms; and badge access for our contracted cleaning service.  Employment Specialists consulted with City HR, Risk Management and Legal regarding tuition reimbursement, on-boarding a Reserve Officer, the Meet & Confer, officer reinstatements, performance appraisals, and the Holiday Schedules.  MRU Supervisor met with City Risk Management and City Legal regarding Occupational Leave exhaustion and upcoming Occupational Case Hearings. 
  • 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 continuing assistance/consultation to PD employees & supervisors via the PD ESS 24-hour COVID Hotline (after hours and weekends).  Employment Specialists and staff provided assistance to the MRU on COVID exposures, tracking, and notices. Employment Specialists provided daily consultation to supervisors & employees on retirements, interns, transfers, rehires, terminal leave payouts, sworn out-processing, probationary employee leave benefits, and sworn education tracking.  Civilian Specialist met with a hiring manager about his need for temporary assistance in his Section.  Medical Records Supervisor met with F&E Bureau Administrative Sergeant to discuss Significant Event proposed policy changes. 

    Team provided daily consultation with employees, supervisors, managers and executive staff on a variety of HR issues: COVID policy/instruction; discipline/corrective actions; vendor for statement reconciliation; unemployment hearing chargeback; employee off-duty death; holiday schedules; performance appraisals; separations/retirements/demotions/transfers; and Acting Pay. 

    Section Manager meet with AD to discuss the implementation process for the changes in new Sworn Meet & Confer Agreement.   Employment Specialists provided consultation on the following HR issues: Position and Personnel RIFs; Personal History BG for Recruits; Requesting a File Review; EPSL; changes to the Meet & Confer; Retirements; Performance Evaluations; Terminal Leave Payouts; COVID issues & Sworn Interview processes. 
  • Employment Services Section (S)
    •
  • Staff
    •
  • No Funding Needed
    •