Fiscal Command

Finance / Personnel Bureau
Goals Accomplishments Division / Unit / Section Responsible Party - Lead Funding Status
Dec-20 Jan-21 Feb-21
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
    •
    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.

    Providing weekly updates in Executive Staff.

    Providing weekly updates in Executive Staff.
  • 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.

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

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

    Fiscal Month 5 forecast complete. The city budget process kicks off March 25.
  • 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
    •
    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
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  • 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 17 requests, 1 requests was cancelled, 20 travel expense statements were processed, and no travel requests were denied.

    This is occurring. Due to COVID travel ban, PCAS processed 13 requests, 6 requests were cancelled, 15 travel expense statements were processed, and no travel requests were denied.

    This is occurring. Due to COVID travel ban, PCAS processed 44 requests, 3 requests were cancelled, 5 requests were postponed, 7 travel expense statements were processed, and no travel requests were denied.
  • 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 27 with no per diem advance, submitted zero for per diem due to COVID travel ban, and four travel advances were submitted too late.

    PCAS processed 13 with no per diem advance, submitted zero for per diem due to COVID travel ban, and one travel advances were submitted too late.

    PCAS processed 27 with no per diem advance, submitted 11 for per diem, 3 requests were submitted too late, and two requests are on hold until they are 30 days out.

  • 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.

    1 reimbursements were processed in December.

    4 reimbursements were processed in January.

    0 reimbursements were processed in February.
  • Procurement and Contract Management Section (P)
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  • Section Manager
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  • 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 are developed and provided for distribution purposes.

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

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

    40% of Program Support Division employees received one or more training opportunities.

    33% of Program Support Division employees received one or more training opportunities.

    72% 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
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  • 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.

    Goal complete and ongoing. Vetted 14 grants, 2 grants in the application process.

    Goal complete and ongoing. Vetted 14 grants, 2 grants submitted, and 2 grants in the application process.

    Goal complete and ongoing. Vetted 4 grants,  grants submitted, and 0 grants in the application process.
  • 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. 

    Processing a reclass/reorganization that will assimilate additional grants into the Unit (Task Forces and LEOSE).  This will change the data reporting.
  • 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.

    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
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  • 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.

    No updates during this period. 

    Request for Qualifications was submitted to Purchasing for Release.

    Request for Qualifications was submitted to Purchasing for Release.
  • Grant and Program Management Unit (O)
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  • Unit Staff
    •
  • No Funding Needed
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    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
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  • No Funding Needed
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    O7-FPB Support job training and cross-training opportunities, as well as, leadership development among at least two staff each year.

    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 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)
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  • Section Manager
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  • 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 month and typically responds within one day. Staff also processes multiple departmental and City requests for data.

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

    Staff responds to multiple open records requests each month 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 went live in October. In the interim, FWPD has updated the content and overall look of the current website. Strategic Plan implementation 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 went live in October. In the interim, FWPD has updated the content and overall look of the current website. Strategic Plan implementation 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 went live in October. In the interim, FWPD has updated the content and overall look of the current website. Strategic Plan implementation 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
    •
  • 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 gate repair project.

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

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

    Provide updates to the Budget Unit. 

    Provide updates to the Budget Unit. 

    Provide 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.

    Collected data for 1st quarter CCPD Program Performance Report.

    Finalized the 1st quarter CCPD Program Performance Report.

    Began collecting data for 2nd quarter CCPD Program Performance Report.
  • 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. 

    Hiring freeze implemented.

    Hiring freeze implemented.
  • 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.

    7 new technologies reviewed in FY21.

    9 new technologies reviewed in FY21.

    10 new technologies reviewed in FY21.
  • 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 reviewed staffing, attrition and promotional information for PD Executive Staff.  The Civilian Employment Specialist processed 2 resignations, 1 retirement, 2 transfers, 1 rehire, and 1 voluntary demotion.  The Polygraph Examiner conducted 1 civilian and 1 Police Trainee exam; consulted with the Background Unit Lieutenant to formulate consistent testing procedures; consulted with Sgt. Yates to discuss future Police Trainee testing and the last cycle results; and consulted with outside examiners on the increased number of inconclusive exams. 

    Section Manager provided the weekly staffing status update to PD Executive Staff on behalf of the AD.  Section Manager & Employment Specialists met with PD Finance to discuss a USDOJ grant requiring creating civilian overage positions and requesting a waiver of recruitment.  Employment Specialists processed 8 civilian separations and filled 4 vacancies; and are working with HR to prep for the entry level Civil Service Exam in February.  The Polygraph Examiner conducted 9 exams for the Civilian Response Specialists candidates.

    Section Manager provided the Personnel/Assets & Fiscal Command AD's with the monthly Attrition Report; prepared a salary proposal for the newly appointed sworn for the F/P Bureau Chief; and provided the weekly staffing status update to PD Executive Staff on behalf of the AD.  Section Manager and Employment Specialists held a conference call with City HR, Talent Acquisition regarding the new job application system.  Employment Specialists requested the eligibility lists for Feb and March promotions; processed 11 sworn promotions/appointments/rehires; processed 6 civilian vacancies and filled 7; consulted with hiring managers on internal recruitments, reclassifications, reorganizations, interview questions, and the selection process.  
  • Employment Services Section (S)
    •
  • Employment Services Unit
    •
  • No Funding Needed
    •
    S2-FPB Ensure that Employment Services’ staff stay up to date with State and Federal laws and regulations by performing an annual review of new and revised materials, and ensuring that all staff is trained prior to implementation of those changes.

    Section Manager participated in the Introduction to Records Management training WebEx.  Section Manager provided Reserve Officer M&C Training to Section supervisory staff.  Civilian Employment Specialist reviewed the Civilian hiring process flow with Employment Services support staff.  Support staff received cross-training/experience on the Panel Interview process and Unemployment Claims.  Sworn Employment Specialist trained support personnel on sworn separation and reinstatements and IA requests.  A support staff took the "Headaches" City Webinar.

    One Employment Specialist attended the Purpose Webinar: and all staff either provided or received a variety of internal cross-training in the following: Tracking Education Levels; ePerformance; PeopleSoft Queries; Promotional Letters in Mail Merge; IA ORR process; processing EIP/CIP incentive pays; Wage Step progression per the Meet & Confer Agreement; auditing incentive pays; processing return notices for COVID exposures; file retention; the M&C process for Reserve Officers; and submitting the Attrition Projection Monthly Report.

    Section staff attended the MRC Training provided by City HR, ELRD. Section internal cross-training continued: Driver's License Audit, Strategic Goals, Civilian NEOP, CIP incentive pays, and promotional process tracking.  Employment Specialists participated in the NFBPA Summit, and attended an Excel Dashboard Training, and a Section Staff member attended the Developing Better Relationships at Work training.
  • Employment Services Section (S)
    •
  • Section Manager
    •
  • No Funding Needed
    •
    S3-FPB Meet with the appropriate City Human Resource Division teams at least quarterly to continually improve the consistency and congruency of communication among the work units.

    Section manager and Sworn Employment Specialist met with City Legal on sworn overpayment issues (via conference call); with City HR on Parental Leave for Sworn employees; and on EPSL and leave related to COVID after 2020.  Section Manager and AD participated in a WebEx with City HR Payroll regarding the cost of payroll processing - the allocation of time dedicated to payroll activities.  Section staff participated in the City HRC/ELRD Monthly Conference call.  Sworn Employment Specialist worked with City HR ELRD to interpret sworn Acting Pay and Holiday Pay; worked with the Commission on the promotional exam appeal process; Talent Acquisition on Police Trainee questions; Legal regarding rate of pay; and HRIS on rehire wage progression dates.  MRU Supervisor held discussions with Legal on CCHs and her testimony as a witness on an appeal. 

    Employment Specialists held a conference call with City HR- HRIS regarding the new City Incentive Pay form process; with HR-Talent Acquisition & HR-Class and Comp regarding an approved grant for an Anti-Gang Youth positions; with HR-HRIS regarding seniority dates for those who transition from civilian to sworn; and with HR regarding pay adjustments to Chief Noakes salary.  Section Manager held a conference call with City Legal to discuss the merits of a civilian disciplinary case.  The MRU Supervisor participated in a conference call with PD Sworn and City Wellness to review the Significant Event process.  Section staff participated in City HR's HRC/ELRD monthly conference call. 

    Section staff participated in the City HR, HRC Monthly Conference Call.  Medical Records Supervisor participated in a discussion with City HR, Risk Management and City Legal on upcoming contested occupational cases. Employment Specialists consulted with City HR, Talent Acquisition regarding the CJIS requirements for job applicants as part of their new Applicant Tracking System; City HR, Risk Management regarding fraudulent unemployment claims; City HR, Records regarding pending audits for sworn rehires; and City HR, Class and Comp regarding the revised Civil Service testing schedule and a job description for a newly created civilian grant funded position.  Section staff provided assistance to the City HR Civil Service Commission/Class & Comp to proctor the Civil Service entrance Exam. 
  • 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 consultation to Communications management on employee performance issues; Employment Specialists provided consultation on the interview, selection and hiring process for the Civilian Response Specialist positions; authorized strength counts; performance appraisals; and overpayment repayment options.  The MRU continued to consult with the JEOC representatives, supervisors, employees and administrative staff on COVID exposure notices, leave issues, claim issues, and testing and RTW instructions.  

    Section staff provided consultation to internal and external customers on setting up grant awarded positions; sworn specialty position selection process, incentive pay process, consideration of integrating SmartSheet or SharePoint; the Significant Event Blue Team process; background scheduling; Parental Leave; job descriptions and working titles; GO interpretations; sworn transfers; demographic information; staffing levels; promotional process review with PD Oversight Committee representative; COVID related issues.; and discussing on more efficient use of funds used for outsourced poly exams.  

    Section Manager provided consultation on two civilian employee termination cases, a sworn Grievance, PD employee Driver's License requirements, provided the PD an updated Pandemic Leave Use & RTW Guide, reviewed & advised sworn supervisors on interview questions, and provided the out-going Chief's resume to the Office of the Chief.  Section staff provided consultation to internal and external customers regarding benefits and terminal leave payouts for recently termed employees; personnel file reviews; restricted police powers; military leave; General Order requirements for sworn time in assignments; policy interpretation for CPPT; the M&C process for Reserve Officers; a facial hair waiver issue; and badge numbers for rehired officers.   The MRU supervisor continued to submit the COVID daily data/counts and consulted with employees, supervisors, and the JEOC on new exposures and positive cases; consulted with City HR on a deceased employee; and assisted employees navigate the Disability Retirement processes. 
  • Employment Services Section (S)
    •
  • Staff
    •
  • No Funding Needed
    •