3-YEAR STRATEGIC PLAN 2023-2025
WHITE SETTLEMENT POLICE DEPARTMENT ______________________________________________________________
CHIEF'S MESSAGE
I am extremely proud to present our multi-year strategic plan for 2023-2025. I have a great deal of pride in sharing the extraordinary work that our public safety employees provide to the City of White Settlement. While we have experienced a tremendous amount of success over the past 8 months since my arrival in April 2022, it is important that our employees, residents, business owners and elected officials have a road map moving forward on how we will continue to fight crime, improve quality of life, and build a stronger community.
The men and women of the White Settlement Police Department demonstrate courage through a high level of commitment every single day Our sworn officers, detectives, and supervisors look for opportunities to deter criminal activity and hold offenders accountable. Our professional staff team members, along with our Dispatch Services employees, provide the much needed support to position our police officers to be successful in crime suppression activities and community engagement efforts.
Your executive leadership team is wholly committed to ensuring our employees have the best tools, equipment, and training as they engage in public service to our hometown. Each day, I am inspired to share the stories of heroism, service, and community partnerships. Our public safety team cares for this community and goes above and beyond as public servants
This Strategic Plan 2023-2025 is a living document that will guide our activities and serve as a foundation for creating a stronger and healthier community The seven articulated pillars representing the acronym "RESPECT" will help our team stay focused on what is important as it relates to the delivery of service to White Settlement.
Relat ionships
Enforcem ent
Service
Part nerships
Em ployees
Crim e
Technology
On behalf of Team WSPD, I invite you to review this Strategic Plan. We value and welcome your feedback as we evaluate our performance and develop the next generation of police officers. Your partnership will enable our team to achieve many more successes in the coming years, while also bringing about a better quality of life for all residents, business owners, and visitors to White Settlement.
Christopher Cook CHRISTOPHER COOK Chief of Police
MISSION STATEMENT
It is t he m ission of t he Whit e Set t lem ent Police Depart m ent t o prot ect , serve, and problem solve w it h our com m unit y t hrough proact ive pat rols, effect ive enforcem ent , and com m unit y engagem ent .
VISION
Excellence In Everyt hing We Do.
VALUES
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Honor
- Giving our w ord as a bond and guarant ee t o prot ect and serve.
-
Service
- Out st anding people providing except ional service t o one anot her and t he com m unit y.
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Int egrit y
- Adherence t o honest , m oral, and et hical principles w it h t he highest nobilit y of charact er.
PROTECT AND SERVE
"To Protect and Serve" is a motto that has followed law enforcement agencies for decades What does this phrase really mean? What do community members think about our department protecting and serving them?What emotional aspects come to mind when someone sees our police car rolling down the street?
All of these questions warrant a brief discussion on the commitment of policing here in White Settlement. Law enforcement at its core foundation is about providing public safety services to the community. Policing in America is done by consent of the people, which essentially means that the prestigious badge worn by our officers is on loan from the community.
Protecting our residents, businesses, and visitors is the primary function of our police department. Protection can come from many different forms, including proactive patrols, partnering with the community to report suspicious activity, and conducting effective enforcement through high visibility traffic stops and arrests of offenders. While officers sometimes take reports from victims, detectives are tasked with the responsibility of solving crime and holding offenders accountable through the filing of cases with the Tarrant County Criminal District Attorney's Office
Serving also has a special meaning for our employees and can be everything from changing a flat tire to helping locate a missing person We strive to provide excellent service to all community members. When we fall short in the expectation of service, we seek out ways to become better through continual improvement.
Rest assured that the men and women of the White Settlement Police Department protect and serve this community.
GOALS - R.E.S.P.E.C.T.
The Whit e Set t lem ent Police Depart m ent w ill RESPECT and provide equal prot ect ion under t he law t o all individuals. RESPECT is a w ay of t reat ing som eone and som et hing w it h kindness and care.
Relat ionships
1 2 Enforcem
WSPD will build positive relationships within the community, across North Texas, and nationally. Internally, employees will treat each other with respect and build camaraderie with the team Externally, all persons will be treated with dignity and respect.
3 Service
WSPD will strive to provide excellent service across all departmental operations, including general customer service, crime reporting, investigations, and patrol duties. Service will also be provided during situations where criminal justice intervention is unnecessary.
ent
WSPD will conduct effective enforcement activities to deter criminal activity, prevent crime and disorder, and elevate quality of life for all community members. Enforcement will follow the DDACTS model (Data-Driven Accountability for Crime and Traffic Safety)
4 Part nerships
WSPD will create and maintain positive partnerships with area law enforcement agencies. In addition, national defense partnerships with Air Force Plant #4 and the Naval Air Station Joint Reserve Base will be paramount Partnerships with citizens through robust community engagement efforts will be key.
GOALS - R.E.S.P.E.C.T.
Em ployees 5 6
The strength of the department comes from the value of its employees. Supervisors will look for opportunities to challenge employees and ensure appropriate employee development occurs through training. Employee wellness initiatives will be a priority to ensure healthy culture
7 Technology
WSPD will strive to have the best equipment, tools, and technology to appropriately address crime and quality of life issues, while also maintaining the highest levels of officer and community safety. Technology acquisitions should improve processes and enhance department strategies to achieve goals.
Crim e
Crime reduction strategies through community partnerships, intelligence sharing, peer agency collaboration, and effective enforcement will seek to reduce crime and the fear of crime. Regular progress will be analyzed during crime review meetings to ensure appropriate deployment of resources
OBJECTIVES - GOAL 1 - RELATIONSHIPS
KEYACTIVITY
Reinvigorate community engagement programs
Create a Chief's Advisory Council
Support West Tarrant Chiefs Alliance, West Tarrant Investigators, North Texas Police Chiefs Association, Tarrant County Law Enforcement Executives Association and Peace Officers Angels Foundation
Strengthen trust through community-police interactions
MILESTONE LEAD
- Increase department volunteers, COPactivities, Public Safety Cadets, Dog Walker Watch, Astronomy Club, Investigators Club, Citizens Police Academy, and Take Me Home registrants
- Establish a process for appointments and quarterly reporting schedule
Executive Team
Chief
- Attend and participate in various executive organizations Chief
- Establish method to measure community sentiment towards police through annual surveys or interactions
Strengthen police-media relationships
Build better relationships with business community
Support Peace Officers Angels Foundation
Seek out opportunities to reflect the diversity of the community through recruitment processes
Increase opportunities to create face to face interactions in the community
- Continue establishing proactive relationships
- Attend Convention and Visitors Bureau meetings
Patrol & Support
Chief
Executive Team
- Look for opportunities to support the POAF Chief
- Review recruiting and hiring process to ensure quality applicants are being recruited
- Consider implementing bicycle and foot patrols during events and at community parks
ADM SGT
Patrol & Support
OBJECTIVES - GOAL 2 - ENFORCEMENT
KEYACTIVITY
Reduce traffic-related crashes investigated by department
Increase impaired driving arrests
Curb street racing
Reduce speeding in neighborhoods
MILESTONE LEAD
- Achieve a 5%reduction of injury-related crashes year over year Patrol
- Increase DWI-related arrests to 24 annually Patrol
- Respond timely to complaints and in-progress racing Patrol
Elevate compliance with speed laws on major roadways and highways under FWPD agreement
Develop a critical incident management guidebook for supervisors
Conduct high visibility traffic enforcement in high crime areas
Develop a crime reduction plan to address motel/hotel issues and quality of life complaints
Implement Comprehensive Step Grant
- Conduct two speed surveys monthly, respond to complaints, and increase traffic enforcement Patrol
- Conduct two team enforcements monthly and increase patrols on major roads and highways Patrol
- Ensure all supervisory vehicles have a command board and guidebook/training Chief
- Review DDACTSmodel and assign resources to problem areas Patrol
- Review crime stats and develop a plan to address issues Patrol
- Focus on speeding, seat belt compliance, and impaired driving through overtime enforcement efforts Patrol
Increase solvability of reported crimes and clearance rates
- Increase monthly warrants, cases filed, and achieve higher clearance rates that are better than state average Support/CID
OBJECTIVES - GOAL 3 - SERVICE
KEYACTIVITY
Seek out training opportunities that enhance traffic safety
Seek out training opportunities that enhance DWI detection, enforcement and prevention activities
Deter and reduce panhandling activities
Incorporate training and shared responsibilitiIes to support homeless engagement efforts
Explore homeless diversion options and identify resources
Promote department through education and transparency
Expand resources for at-risk youth
MILESTONE LEAD
- Certify/re-certify all officers in LIDARand RADAR operations ADM SGT
- Certify/re-certify all officers in SFST and impaired driving initiatives ADM SGT
- Increase patrols of problematic intersections and remove violators through education and/or enforcement
Patrol
- Train officers in resource management of vulnerable homeless populations ADM SGT
- Create resource guide and join with homeless outreach groups ADM SGT
- Utilize social media to bolster transparency and educate community
- Create programs for at-risk youth and work with schools to create a multi-disciplinary threat assessment team
Chief
Support/CID
Create public reports on topics of interest for the community
Improve response times to calls for service
Keep patrol skill sets and impart leadership and investigative knowledge onto patrol operations
- Publish annual report, use of force report, pursuit summary, and other relevant reports
- Measure and set goals to increase response times
- Create quarterly street commander schedule and implement CID into patrol operations
Chief
Patrol
Executive Team
Support/CID
OBJECTIVES - GOAL 4 - PARTNERSHIPS
KEYACTIVITY
Obtain full NAS-JRB FW base access for sworn employees
MILESTONE LEAD
- Military access cards for all sworn Patrol
Obtain full Air Force Plant #4/Lockheed Martin access for sworn employees
Create regional training in-service plan
Support the International Association of Chiefs of Police
- Lockheed access cards for all sworn Patrol
- Invite neighboring agencies to participate in standardized in-service training Chief
- Attend and offer expertise in relevant topic areas Chief
Support the Texas Police Chiefs Association
- Attend and offer expertise in relevant topic areas Chief
Develop major case response plan
- Operationalize either in-house or regional concept to deal with major cases
Develop deadly force review team
Build positive relationships with Fort Worth Police Department
Share intelligence with peer agencies and military branches
Establish outreach to Spanish-speaking community
Support/CID
- Develop investigative skill sets and peer agency relationsgips to manage and investigate deadly force Chief
- Look for ways to integrate into their operations and training Patrol
- Join the Fort Worth Fusion Center and share bulletins and intelligence through Evertel
- Consider establishing UNIDOS, Hispanic Citizens Police Academy, and other outreach programs for primarily Spanish-speaking residents
Support/CID
ADM SGT
OBJECTIVES - GOAL 5 - EMPLOYEES
KEYACTIVITY MILESTONE LEAD
Implement physical fitness standard for recruiting process
Implement physical fitness standard for all sworn employees
Host training on financial literacy and retirement planning
- Work with Civil Service Commission to develop industry standard fitness standards
- Work with Civil Service Commission and labor group to develop industry standard recurring fitness standards
- Create training program that regularly visits these topics along with a resource document for new employees
Reinvigorate training on employee wellness and mental fitness
Support employee wellness initiatives
- Create training program on employee wellness, mental health, and positive mindset
- Look for innovative ways to encourage positive employee wellness initiatives such as quarterly days off for benchmarks reached (physical and wellness related)
Establish multi-agency training with key stakeholders in community
Develop performance management process for all employees
Redefine Procedural Justice principles
Highlight department's commitment to Constitutional Policing
Develop next generation of department leaders
Design strategies to encourage healthy culture and development of employees (civilian and sworn)
- Create training classes to incorporate NASJRB, Air Force Plant #4, WSISD, and other stakeholders
- Annual performance reviews tied to compensation for sergeants and higher and ensure employee rating and selection processes incorporate department standards
- Enhance Procedural Justice training and promote department fairness and efficiency
- Provide training on bias-free policing and ABLEby-stander training
- Focus on leadership training for Corporals, Sergeants, Lieutenants, and executives
- Promote employee wellness through corporate communications and encourage healthy work-life balance
Chief
Chief
ADM SGT
ADM SGT
Chief
ADM SGT
Chief
ADM SGT
ADM SGT
Chief
Chief
OBJECTIVES - GOAL 6 - CRIME
KEYACTIVITY
Produce monthly crime reports
Seek national best practices for crime reduction strategies
Reduce overdoses in community
Reduce violent crime in community
Reduce property crime in community
Reduce overall crime in city
Expand department's National Integrated Ballistic Information Network (NIBN) entries
Analyze Use of Force trends to make informed decisions
Analyze Pursuit Engagement to make informed decisions
MILESTONE LEAD
- Review UCRand NIBRSreports to determine actual crime picture and guide resource deployment strategy
- Look for innovative strategies to address crime trends and achieve lower crime rates
- Analyze root causes of overdoses in community and work on strategy to combat illicit flow of drugs
- Reduce White Settlement's violent crime rate by 10% annually
- Reduce White Settlement's property crime rate by 10% annually
- Reduce overall crime by 5%annually
- Collect recovered guns and have them tested Also have every projectile and casing properly analyzed in NIBN
- Seek deescalation options, when appropriate, in addition to training
- Revise pursuit policy to remove ambiguity and empower officers and supervisors to make best decision
Suppress gun violence
Create a Violent Crimes Task Force to focus on violent crime trends in city
- Consider filing gun crimes through federal agencies, where appropriate, and reduce gun violence by 5% annually
- Review crime trends and develop team, supported by overtime, to conduct high visibility enforcement in problem areas
Records
Executive Team
Support
Patrol & Support
Patrol & Support
Patrol & Support
Patrol & Support/CID
ADM SGT
Chief
Patrol & Support/CID
Patrol
OBJECTIVES - GOAL 7 - TECHNOLOGY
KEYACTIVITY
Acquire software to assist in crime analysis
Fully implement Benchmark Analytics
Implement Motorola FLEXRMS, CAD, and MOBILE
MILESTONE LEAD
- Pursue Crime Disruptor
Support & Records
Deploy Motorola WatchGuard Body-Worn Cameras
Replace aging speed measuring equipment
Implement intelligence-sharing and messaging application
Leverage social media platforms and website to broaden community awareness and partnerships
Procure ballistic shields, door breaching equipment, electronic control weapon replacements and thermal imaging for department
Look for ways to leverage technology to modernize fleet operations
Launch an aerial drone team to support public safety efforts
- Leverage all modules that are relevant to departmental operations or find alternative vendor
ADM SGT
- Implement successful procurement and roll-out of large scale system Support
- Implement successful procurement and roll-out of new devices and cloud storage
- Replace aging radar units and procure handheld LIDAR devices
- Roll-out EVERTEL department-wide
- Completely overhaul website Develop master calendar for social media posts and innovate in content creation
- Purchase shields, door equipment, ECWs, and thermal technology to assist patrol operations
- Find better way to manage fleet procurements, routine maintenance, and deal with mechanical issues
- Develop a program within strict airspace requirements to support departmental patrol operations
Support
Chief
Chief
Chief
Chief
Chief
Chief
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