Fiscal Command

Finance / Personnel Bureau
Goals Accomplishments Division / Unit / Section Responsible Party - Lead Funding Status
Mar-20 Apr-20 May-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
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    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.

    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
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    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.

    Reviewed forecast summary in executive staff.

    This month Fiscal basically produced a new forecast based on the need to scrub FY20 for COVID impact. This was presented to command staff as needed.

    The forecast is no longer being reviewed by command staff prior to submission. The review stops at the Assistant Director level.

  • 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 fiscal updates in Executive Staff.

    Providing weekly updates in Executive Staff even remotely.

    Providing weekly updates in Executive Staff even 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.

    Gathered budget spreadsheets from all divisions and attended budget kickoff. Began analyzing FY21 budget requests against budget target.

    The FY21 budget process is on hold due to COVID impact.

    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
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  • No Funding Needed
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    P4-FPB Process at least 90% of invoices within 30 days of receipt.

    This is occurring.

    This is occurring even while teleworking.

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

    City is currently not distributing cash discounts reports. 

    City is currently not distributing cash discounts reports. 

    City is still not distributing cash discount reports.

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

    This is occurring. In March PCAS processed 28 travel requests, 9 denials and 64 travel expense statements. 

    This is occurring. Due to COVID travel ban, PCAS processed 0 travel requests, denied 7 travel requests, canceled 9 travel requests after approval due to COVID19, and postponed 38 travel requests postponed to future date.   

    This is occurring. Due to COVID travel ban, PCAS processed 1 travel request, denied 1 travel request, canceled 10 travel requests, postponed 19 travel requests, and processed 8 travel expense statements.

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

    This is occurring. In March, PCAS processed 11 with no per diem advance, 5 with per diem, 1 that were received too late to submit for advance, and 1 under $100 which means no advance. There are also 10 advances on hold for being more than 30 days out.

    Due to COVID, there were zero processed. There are 11 on hold until 30 days out.

    Due to COVID, there were zero processed. There are 3 on hold until 30 days out.

      
  • Procurement and Contract Management Section (P)
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  • Section Manager
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  • No Funding Needed
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    P8-FPB Process at least 95% of travel reimbursement requests within 3 business days of receipt of complete and approved requests.

    This is occurring. 11 reimbursements processed in March.

    This is occurring. 2 reimbursements processed in April.

    This is occurring, but there were no reimbursements processed in May (COVID).
  • Procurement and Contract Management Section (P)
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  • Section Manager
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  • No Funding Needed
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    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
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    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
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    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
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  • No Funding Needed
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    N3-FPB Continue to provide job training opportunities and leadership development for at least 15% of Division staff per year.

    36% of Program Support Division employees received one or more training opportunities.

    64% of Program Support Division employees received one or more training opportunities.

    64% 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
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    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
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  • Funding Needed
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    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 March, GMU vetted 18 grants. 5 are still under review, 0 under development, and 13 were not advanced due to lack of capacity, competition, or programming. 
    ·         18 Grants vetted
    ·         1 Grants submitted
    ·         1 new applications in process

    In April, GMU vetted 8 grants. 1 is still under review, 2 under development, and 5 were not advanced due to lack of capacity, competition, or programming.

    In May, GMU vetted 3 grants. FWPD was not eligible for any of them.
  • Grant and Program Management Unit (O)
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  • Unit Staff
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  • No Funding Needed
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    O3-FPB Work to increase the overall funding from grants annually by evaluating the returns on investment.

    March has been a busy season for vetting new grant programs.  However, we have not seen significant interest from the field for those sent out for review.  

    DOJ Strategies for Policing Innovation and DOJ Anti-Gang Youth grants are under development, both are new.

    3 submissions during the period, 2 are for new funding programs.  
  • Grant and Program Management Unit (O)
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  • Unit Staff
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  • No Funding Needed
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    O4-FPB Continue to explore and seek funding in support of community oriented policing annually.

    Multiple commmunity policing grants have been released.  One (1) is under development (COPS Law Enforcement Mental Health) but is not expected to be submitted.

    No COPS Office grants were vetted during this period.  Several grants were vetted that were potentially related to programs but none advanced.

    The COPS Hiring Grant was awarded in May. The City is reviewing to determine acceptance.
  • Grant and Program Management Unit (O)
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  • Unit Staff
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  • No Funding Needed
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    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.

    Competed entering zip code data of CCPD agency participants to compare with crime data.  This has not yet been produced to anyone outside of Finance. 

    Nothing to report during this period. 

    Contract documents and applications submitted during the period.  They are being reviewed for alignment with CCPD goals. 
  • Grant and Program Management Unit (O)
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  • Unit Staff
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  • No Funding Needed
    •
    O6-FPB Evaluate the CCPD Community Based Program process and implement improvements for FY18.

    Goal completed.

    Goal complete.

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

    Team was encouraged during emergency order to review accessible educational opportunities online through professional organizations in their field.  Grants staff has access to Grant Professionals Association membership portal and CCPD staff was given some research tasks.  

    Nothing to report during this period. 

    Nothing to report during this period. 
  • Grant and Program Management Unit (O)
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  • Unit Manager
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  • 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 completed.

    Goal completed.

    Goal completed.
  • Procurement and Contract Management Section (P)
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  • Section Manager
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  • 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 received new Administrative Regulation at end of March and began reviewing.

    Staff continued to review new Administrative Regulation.

    While working remotely, staff created training presentations for each new section of the AR in preparation for online training to be delivered.
  • Procurement and Contract Management Section (P)
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  • 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 not currently distributing improper and invoice aging reports.

    City is not currently distributing improper and invoice aging 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
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  • 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
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  • 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
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  • 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
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  • 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, new property room in training shell space, and KXAS lab renovations.

    Managing several projects including new South Division facility, new SWAT vehicle storage, new property room in training shell space, and KXAS lab renovations.

    Managing several projects including new South Division facility, new SWAT vehicle storage, new property room in training shell space, and KXAS lab renovations.
  • Research & Planning Section (Q)
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  • Research & Planning Staff
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  • 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
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  • 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 2nd quarter CCPD Program Performance Report.

    Finalized the 2nd quarter CCPD Program Performance Report.

    Will begin collecting data for the 3rd quarter CCPD Program Performance Report in June.
  • Research & Planning Section (Q)
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  • Research & Planning Staff
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  • 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
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  • 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)
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  • 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)
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  • 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)
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  • 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.

    29 new technologies reviewed so far in FY20.

    29 new technologies reviewed so far in FY20.
  • Technology Services Section (R)
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  • TSS Staff
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  • 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.

    Manager met with Assistant Director to discuss the request for a bank of positions to house the Police Trainees.   Manager and Supervisory staff assisted with the Police Trainee Exam process.  Sworn Employment Specialist continued to track status of promotional testing processes - Captain assessment & Lieutenant appeals are still pending due to the COVID restrictions.  The Civilian Employment Specialist engaged in the recruitment process for 12 new vacancies; processed 21 new hires, 3 promotions, 1 voluntary demotion/transfer, and 2 rehires.  The Civilian Employment Specialist administered NEOP with Sgt. Kim for the 20 Cadets.

    Civilian Employment Specialist worked with PD AD to notify hiring managers of the hiring freeze, the exceptions, and the temporary reassignment program for those with no telework or office work options.  She processed 2 demotions/transfers and experienced 4 new vacancies due to attrition.  The Sworn Employment Specialist reports the sworn promotions are pending, along with the Captain's Assessment Center process due to COVID. 

    Section Manager submitted monthly sworn and Recruit Class Attrition Report for use in determining budget and need for size and timing of future Recruit Classes.  Sworn Employment Specialist prepared sworn vacancy tracking spreadsheet for the next round of sworn promotions scheduled for July 4, 2020.  The Civilian Employment Specialist processed 5 internal job vacancy postings. 
  • Employment Services Section (S)
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  • 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.

    Sworn Employment Specialist viewed a Polsinelli Webinar on the COVID 19 Stimulus: What Your Business Needs to Know; and received training from the Medical Records Unit on how to complete FMLA notifications in the F&E PD Portal and in Reed LeavePro. A Position Management staff member attended the Seminar: HR for Anyone with Newly Assigned Responsibilities. 

    The Sworn & Civilian Employment Specialists viewed the training webinar "Communication through Crisis" and continued to cross-train and provide assistance to the MRU.  The Sworn Employment Specialist viewed the Local Government Hispanic Network Webinar, "HR on the Front Line of the COVID-19 Pandemic." Position Management staff cross-trained with Sworn Employment Specialist on the process for promoting Class 146 (identifying vacancies, the on-loan process, report to information, and what information is needed on the ePAR submissions). 

    Sworn Employment Specialist completed the CJIS recertification and provided internal training to staff on the following: sworn promotional process, the Blue Team process for sworn Commendations; COVID travel process/procedures; and received internal training from Position Management on the auto-population of information tied to the combo codes on ePARS. The Civilian Employment Specialist and staff viewed the following training webinars: How to Give Feedback and Performance Reviews Like a Coach not a Boss, and Employee Engagement and Working Remotely.
  • Employment Services Section (S)
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  • 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 conferenced with City HR Class & Comp representative regarding the changes and updates to the job descriptions for the Sr. Crime Analyst, the Police Employment Specialist, and the Police Employment Services Manager.  Manager and other designated HRC & MRCs participated in a conference call with City HR management & Legal to discuss the requirements of the new FMLA stipulations for COVID related issues and the new Emergency Paid Sick Leave use.  The Civilian Employment Specialist attended an Unemployment Hearing. 

    Manager & MRU met with City HR Risk Management & ELRD regarding continuing communication issues the MRU team has had since the transition to the Reed Group vendor, which also involved the dynamics with Sedgewick (the workers' comp vendor).  Sworn Employment Specialist consulted with HRIS regarding the Performance Appraisal process (editing level-up assignments).  She worked with City Payroll regarding employee over-payment repayment options; reimbursements for EIP/CIP recipients; and Sedgwick to establish access to Claims Expert & Claims Reporting. 

    Section Manager consulted with Legal and the Medical Records Supervisor on a Fitness for Duty case to determine next response to an ADA request.  HRCs and MRCs participated in the monthly City HR/ELRD conference call to obtain information on new programs/processes.  The Sworn Employment Specialist consulted with City HR representatives on the new Performance Appraisal process; Records Destruction requests; Sworn Promotional back-dating; the CJIS process; and the Police Trainee medical exams.  The Medical Records Supervisor met with City Risk Management to discuss sworn occupational leave exhaustion cases.
  • 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.

    Manager met with Chief and IA representatives on Step 2 of the Fitness for Duty process for an officer. Employment Specialists conferenced with PD hiring managers regarding re-organizational plans, the TCOLE certification audit, and vacancies.  The MRCs continue to provide assistance in reporting the COVID exposure claims, use of EPSL, and other medical tracking. 

    Manager & Civilian Employment Specialist met with F&E administrative sergeant to finalize the pay corrections for Call Takers who were incorrectly hired below the established department minimum.  Manager and MRU held a WebEx meeting with the Police AD to discuss the COVID Exposure and EPSL tracking and reporting.  Manager, AD and Patrol AC held a WebEx to discuss difficulties with the on-line transfer process and the Patrol Matrix.  Manager prepared FY21 Section Budget and discussed this plan with PD AD.  The Civilian Employment Specialist met with a hiring manager to resolve a failed promotional probationary employee issue and arranged reassignment/demotion. 

    Section Manager continued to monitor the PD Employee 24/7 COVID Hotline after business hours to provide consultation/instruction to employees with possible COVID exposures and make notifications to the JEOC and Medical Records.  The Sworn Employment Specialist provided consultation to  City Payroll, FWISD, and TX Harris Health on various PD issues; and internally regarding the performance appraisals, TCOLE transcripts, unemployment claims, and injury reporting.  The Civilian Employment Specialist provided consultation to hiring managers on a termination for a failed probationary period; the use of Cadets to fill civilian vacancy roles; and temporary reassignments during the hiring freeze. 
  • Employment Services Section (S)
    •
  • Staff
    •
  • No Funding Needed
    •