Far More is Happening Here

Police Hero

Strategic Plan

Goals will serve the FPD for the next three to five years and are reviewed every year by the Executive Staff. They serve as a link from annual planning to long-term planning.

Objectives describe what the FPD wants to happen with an issue. What would constitute success in observable or measurable terms? They indicate a direction – increase, expand, decrease, reduce, consolidate, abandon, all, distribute, none. Objectives have a three to five-year timeframe and are reviewed every year by the Executive Staff with department input.

Priority Levels

    • Critical (C): Work on this strategy must be completed in the coming year.
    • Immediate (IMM): Work on completing this strategy must occur in the coming year.
    • Intermediate (INTER): Work on this strategy should occur in the coming year, if possible.
    • Later (L): Work on this strategy can wait until subsequent year if necessary.
    • Ongoing and Continuous (OC): Continual goals/objectives of the Department.
    • Completed (COMP): This item has been completed.

Goal A - Department Wellness

  1. Objective 1 - Expand Department Wellness Program
    • Publish final policy — C
    • Train staff on policy — C
    • Implement full program — IMM
    • Evaluate and sustain program — IMM
    • Research rifle back plates and carriers — IMM
    • Implement cleaning methods for internal/external vests — INTER
    • Attend IACP Officer Safety and Wellness (OSW) Conference — OC
    • Collaborate with HR and Employee Health — OC
    • Identify needed resource — COMP
    • Contract and budget to obtain needed resources — COMP
    • Run pilot program as appropriate — COMP
    • Hire Wellness Coordinator — COMP
  2. Objective 2 - Expand Badges of Unity into a Police Foundation
    • Work with Badges of Unity to create stand-alone police foundation — C
    • Obtain comfort dog — IMM

Goal B — Community Policing & Response

  1. Objective 1 - Reduce CFS and Increase Efficiencies
    • Solve redundancy between evidence tracker and RMS — C
    • Develop electronic memo system — C
    • Train more personnel in CSI—consider CSO’s — IMM
    • Cage cars for SCU — IMM
    • Increase use of internal transcription or implement transcription service — IMM
    • Identify non-police related CFS and eliminate/refer to appropriate entity — OC
    • Review and update department policy/SOP’s for efficiency — OC
    • Implement online reporting — COMP
    • Review and adjust CFS priority level protocols — COMP
    • Review and implement improved dispatch model (areas, etc.) — COMP
    • Eliminate officer response to animal calls except exigent circumstances — COMP
  2. Objective 2 - Increase Traffic Safety/Enforcement
    • Purchase necessary equipment for motorcycles — C
    • Implement Traffic Safety Unit (TSU)—Q3 2024 — C
    • Create motorcycle replacement plan — IMM
    • Implement replacement purchase plan for motorcycles — IMM
    • Research and implement new technology re: fleeing vehicles --IMM
    • Work with state legislators to implement owner responsibility law for fleeing vehicles — IMM
    • Provide overtime for special traffic safety unit operations —OC
    • Utilize motorcycles more — OC
    • Hire five new officers and one sergeant approved in 2023 budget specifically for TSU — COMP
    • Implement training for pursuit driving and update policy — COMP
  3. Objective 3 - Increase Mental Health Response Collaborations
    • Work with city and state elected officials to develop needed mental health residential treatment facility — C
    • Partner to expand mobile crisis response — OC
    • Work with regional and community partners to improve response and outcomes — OC
  4. Objective 4 - Increase Response to the Overdose Issue
    • Enhance prosecutions and charging decisions for drug traffickers — IMM
    • Enhance drug trafficking investigative efforts both state & federal via CCDTF — OC
    • Collaborate with other service providers to address addiction — OC
  5. Objective 5 - Increase Perception of Safety in Downtown/Business Area
    • Increase downtown police presence — C
    • Track and follow up on prosecutor charging and judicial bail decisions for repeat/violent offenders — INTER
    • Increase mental health/addiction collaborations — OC
    • Open DT sub-station—increase presence — COMP
    • Implement designated transportation pick up locations (taxi, uber/lyft, etc.) — COMP
    • Identify repeat mental health users/challenges — COMP
  6. Objective 6 - Reduce Violent Crime and Serious Property Crime Offenses
    • Expand NIBIN Program into Regional Gun Crime Intelligence Center — C
    • Implement Real Time Crime Center — IMM
    • Create a formal CSI structure, training, and evaluations —INTER
    • Research in-house DNA processing — L
    • Homicide, Rape (GSI, etc.), Aggravated Assault (Shootings/Shots Fired), Robbery — OC
    • Burglary, Arson, Motor Vehicle Theft — OC
  7. Objective 7 - Expand Community Relationships, Trust, and Collaboration
    • Enhance and expand Community Engagement Team efforts citywide — IMM
    • Deploy bicycle unit to specific areas — IMM
    • Continue training and education of Police Advisory and Oversight Board — OC
    • Host community meetings to better educate and grow community knowledge and participation in public safety — OC
    • Increase community partnerships and outreach—in person/social media, etc. — OC

Goal C – Recruitment and Retention

  • Objective 1 - Increase Recruitment
    • Create and maintain list of eligible officer candidates — IMM
    • Enhance recruitment website — IMM
    • Expand recruitment reach to recruit lateral hires — OC
    • Continue two academies per year — OC
    • Expand department diversity through 30x30 Program — OC
    • Graduate and hire minimally 20 sworn personnel from academy class — COMP
    • Purchase laptops for Records Unit personnel — COMP
  • Objective 2 - Expand Retention and Reduce Attrition
    • Research shift differential — IMM
    • Enhance longevity pay — IMM
    • Enhance CSO training and certifications — IMM
    • Work with City Administration and HR regarding pay study — IMM
    • Sick leave incentive or monetary value towards healthcare premium upon retirement — INTER
    • Restructure Records work area — INTER
    • Research Corporal and Master Patrol rank options — INTER
    • Research retirement benefits for more years of service — INTER
    • Succession planning for executive and command staff — OC
    • Increase opportunities to participate in Department decision-making via committees, etc. — OC
    • Improve teamwork between teams, shifts, and divisions — OC
    • Create culture of positive coaching and personnel development — OC
    • Improve consistent communication up and down — OC
    • Increase internal opportunities for special duty assignments — OC
    • Create paid Recruit Officer position via budget request — COMP
  • Objective 3 - Increase Investigative Staffing as Needed
    • Add FTE Detective/Investigator positions incrementally with total FTE additions in Goal C (1) — IMM
    • Conduct 2022 study of case loads — COMP
  • Objective 4 - Increase Sworn Staffing to 1.6 per Thousand Residents
    • Add 6 sworn FTE positions in each of the next 3 year budget cycles (2025, 2026, 2027) — C
    • Enhance FTE SRO position as supported financially by FSD — L
  • Objective 5 - Increase Civilian Positions & Enhance Community Responsiveness
    • Train CSO’s as CSI’s — IMM
    • Create civilian position to supervise evidence and quartermaster positions — IMM
    • Research Expansion of CSI Program and Training — IMM
    • Create a grant writing position — INTER
    • Establish a civilian FTE for DORS position — INTER
    • Create a victim advocate position — COMP
  • Objective 6 - Implement Career and Leadership Development Programs
    • Implement partnership with ND POST & IACP to host two LPO & FLL classes per year — OC
    • Send members to the Northwestern School of Police Staff and Command (SPSC) — OC

Goal D — Enable Operational Growth and Innovation

  • Objective 1 - Expand Specialized Services Unit into a full Division
    • Establish an additional Captain position — INTER
    • Establish an additional Sergeant position — INTER
  • Objective 2 - Increase Tactical/Strategic/Administrative Intelligence and Analysis Presentation/Meeting, etc.
    • Implement Real Time Crime Center — IMM
    • Develop 72 hour report — IMM
    • Develop ability to track traffic stop data — IMM
    • Enhance tactical and strategic crime intelligence to line staff — OC
    • Enhance monthly regional criminal intelligence and analysis meetings — OC
    • Develop monthly executive staff strategic/administrative presentations — OC
    • Complete onboard and training of new analysts by end Q1 2023 — COMP
  • Objective 3 - Increase Investigative Clearance Rates for: Homicide, Rape, Aggravated Assault (Shootings/Shots Fired), Robbery, Burglary, Arson and Motor Vehicle Theft
    • Increase certification training for detectives — IMM
    • Enhance investigative training — IMM
    • Enhance Intelligence and Analysis Unit capacity to a regional State-Local Intelligence Center (SLIC) — L
    • Utilize federal and state partners — OC
    • Enhance crime analytics and link analysis to target repeat offenders — OC
    • Research and implement a bona fide case management system for investigations — COMP
  • Objective 4 - Expand and Build a Police HeadQuarters and/or Substations That Meet the Needs of the Department and Community
    • Build a south side substation — C
    • Obtain sufficient evidence storage for vehicles — C
    • Develop 5-year plan utilizing facilities management plan approved by Commission on January 8, 2024 — IMM
    • Identify funding and collaborate with Commission, Finance, and City Administration — IMM
    • Create a regional training facility with a range in concert with overall plan — IMM
  • Objective 5 - Expand Headquarters into a More Functional Facility
    • Vacate 24th St. N—100 Block — C
    • Enclose personnel parking area — C
    • Establish appropriate work area for the Record Unit — C
    • Establish appropriate work area for the CAC Unit — C
    • Add a booking station — C
    • Establish appropriate work area for a Real Time Crime Center — IMM

Master Facility Plan

The Fargo Police Department has also recently completed and presented to City Commission the first ever Department Master Facility Plan. The plan was completed by national experts who focus on public safety facilities and involved a review of internal and external facility needs for all units and divisions within the Department. This includes a review of geographic response as the city continues to grow in both population and area.