Fiscal Command

Finance / Personnel Bureau
Goal Accomplishments
Sep-19 		Accomplishments
Oct-19 		Accomplishments
Nov-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)
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  • 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.

    Verified forecast with every pay period.

    Continued to verify forecast with year end actuals. Came in under forecast in both funds.

    No update this month. Next forecast will be FM5 (Feb).

  • Budget Section (L)
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  • 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)
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  • 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 adopted budgets. GF and CCPD budgets passed.

    Held annual OT summit.

    No update on specific objective since it only happens in the spring. Continuing to develop training for new supervisors.

  • 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.  

    We have moved to an OT summit and then training-on-demand for command staff.

    Continuing to develop training for new supervisors.

  • 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)
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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.

    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)
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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)
    •
  • 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)
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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.

    85% of Program Support Division employees received one or more training opportunities.

    21% of Program Support Division employees received one or more training opportunities.

    71% 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 FY21. 

    Implementation anticipated in FY21. 

    Implementation anticipated in FY21. 
  • 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.

    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)

    One new application submitted during October: DOJ Gulf States.

    This was a productive month with 1 grant submitted (UASI FY20) and 2 Applications in process (TxDOT)
    ·         13 Grants vetted
    ·         1 Grants submitted
    ·         2 new applications in process
  • 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.

    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.

    Baseline data pending.

    No new awards to report but the Unit completed its first annual Strategic Planning session that yielded a list of opportunities that will be tracked.
  • 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.

    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.

    Completing and preparing to deliver grant readiness training to units that will support this goal.

    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.

    Discussing the possibility of doing a survey with CCPD grantees that would be issued to participants in programs.  It could be based on a DOJ Community Policing survey.

    No new activity.

    We expect a new CCPD Specialist to start in December.  Also, changes to Partners with Shared Mission contract and RFP processes should continue to facilitate great mission alignment.
  • 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. 

    Goal complete.
  • 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.

    Scheduled travel for two staff that will be attending Grant Professionals Association training next month.

    2 staff scheduled for training during November.

    Two staff members attended training in Washington DC. Completed a training plan during the first Annual Strategic Planning session.
  • 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.

    Process on-going; Purchasing Division will revise reporting methods to field

    Process on-going; Purchasing Division will revise reporting methods to field

    Process on-going; Purchasing Division will revise reporting methods to field
  • 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 complete.

    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, 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.

    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. 

    Provided updates to the Budget Unit. 

    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.

    Began collecting data for the 4th quarter CCPD Program Performance Report.

    Continued collecting data for the 4th quarter CCPD Program Performance Report.

    Finalized the 4th 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.

    30 new technologies reviewed so far in FY19.

    2 new technologies reviewed so far in FY20.

    3 new technologies reviewed so far in FY20.
  • 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 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. 

    Manager and civilian Employment Specialist met with HR Staff and Executive Staff to discuss the job posting plan for the Cadet Program.  Sworn Employment Specialist worked with HR to obtain the Sergeant's final Eligibility list; processed sworn promotions (Lt, Sgt. & Corp.); coordinated the requests for captain and corporal tests; and sat on a civilian interview panel.  Civilian Employment Specialist assisted hiring managers with 13 job postings, 6 new hires, 9 promotions, 2 transfers, and 1 demotion. 

    Sworn Employment Specialist finalized promotions (1 Lt., 14 Sgt., 16 Cpl.).  Civilian Employment Specialist processed 27 job postings; 2 new hires; 4 promotions/transfers; & 1 rehire.  Sworn testing for Captain is 02/04/20, for Lt. on 02/25/20, and Cpl. On 01/15/20).  Medical Records Supervisor processed an ADA Reassignment offer moving a PSC I to a CSR I.
  • 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 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. 

    Manager & Supervisors attended the City's Summit on Respect in the Workplace/Diversity & Inclusion, and participated in the ELRD/HRC Monthly Teleconference. Staff took the following training: Taking the Fear out of Feedback, Crucial Conversations, Data Visualization, Young Professionals, Disabilities Rights Summit, MRC, CJIS, and NIMS.

    Two supervisors attended the Data Visualization workshop.  Support staff members participation in the Customer Service Communication class series (Oct-Dec); CFW Young Professionals Tour; and a new support staff member attended ERP training and Active Shooter; the Sworn Employment Specialist attended Being the Leader People Need and a Teleconference w/the Laserfiche User Group.
  • 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.

    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. 

    Manager & Supervisor met with City HR Class and Comp regarding a reclassification request.  Manager & Civilian Supervisor met with Division manager & City HR Talent Acquisition to plan the Forensic Scientist job posting  - recruiting for different levels.  Employment Specialists participated in joint meetings with HR regarding the Incentive Pay Program for Communications; Legal regarding a sworn reinstatement; IT regarding a Laserfiche system issue; HR Class and Comp regarding a City of Austin Survey; and Wellness Program manager regarding a drug screen.  MRU Supervisor coordinated Open Enrollment meetings with City HR Benefits.

    Section Manager and team supervisors participated in the ELRD/HRC monthly conference to receive updates on programs, rules, and  processes.  Sworn Employment Specialist consulted with HR regarding the Police Monitor candidate's transportation, future City training opportunities, and Civil Service SOP for processing Police Trainees.
  • 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.

    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. 

    Manager provided training to future Sergeants/Supervisors on HR topics.  Manager participated on the Major City Chief's Association's HR Committee at their fall conference to address First Responder/Police Suicide.  Employment Specialists worked with HR on an unemployment claim; worked with IA on a promotional bypass process; and various HR issues with internal stakeholders.

    Section Manager and team supervisors held 30+ Civilian Pay for Performance Calibration meetings with supervisors of civilian employees in the first two weeks of November as directed by the City Performance Office.  Employment Specialist consulted daily with hiring managers regarding job postings; selection and pay; rehire; proximity cards; authorized strength; retiree badges; sworn interview process; employee excessive use of sick leave; and sworn step progression increases.
  • Employment Services Section (S)
    •
  • Staff
    •
  • No Funding Needed
    •