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FARGO POLICE DEPARTMENT STRATEGIC PLAN Goals, Objectives & Strategies 2025 (updated 04/11/2025)

Goals will serve the Department 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 we want 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.

Strategies describe how the Department will commit its resources to accomplishing the goal. They bring focus to operational allocation of resources and indicate an activity – redesign, refine, create, identify, revise, develop, improve, enhance, implement, establish. Strategies set strategic priorities for divisions, units, committees, staff, and all other work groups.

  • Priority Levels:
    • Critical (C): Work on this strategy must be completed in the coming year
    • Immediate (IMM): Work on 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

Goal A - DEPARTMENT WELLNESS

  1. Objective 1: Expand Department Wellness Program

    • Strategies:
      • Implement and train all staff on final wellness policy—C
      • Create reintegration plan for members involved in officer-involved critical incidents (OICI), returning from any form of extended military, FMLA leave or transitioning positions between divisions—C
      • Establish an EIP (Early Intervention Program) — C
      • Refine and research rifle back plates and carriers – IMM
      • Refine and implement annual MPAT (Montana Physical Assessment Test) — IMM
      • Expand membership in PSWT (Peer Support and Wellness Team) — IMM
      • Implement additional supportive services like massage/chiropractic services, comfort dog, etc. — INTER
      • Develop a pilot nutrition program for officers — INTER
      • Develop and add in family wellness components/events — INTER
      • Implement health monitoring devices for new officers — INTER
      • Develop internal cleaning methods at the FPD for internal/external vests – INTER
      • Expand attendance at the IACP (International Association of Chiefs of Police) OSW (Officer Safety and Wellness) Conference –OC
      • Enhance collaboration with HR and Employee Health –OC
      • Expand training regarding OICI and each role/responsibility—OC
      • Revise and sustain overall wellness and peer support program—OC
  2. Objective 2: Expand the PSD (Professional Services Division) to Create a Wellness Unit

    • Strategies:
      • Create an additional sergeant FTE (Full Time Employee) position to supervise the Wellness Unit – C
      • Expand the role and scope of the Wellness Coordinator – C
      • Obtain a GAN (Grant Adjustment Notice) to utilize all grant money for current position--C
      • Create an additional Civilian FTE position in fiscal year (FY) 2026 to make grant position permanent--C
      • Enhance individualized wellness programs and screenings for high-risk teams, such as CAC (Crimes against Children), etc.--IMM

Goal B — COMMUNITY POLICING AND RESPONSE

  1. Objective 1: Reduce CFS and increase efficiencies
    • Strategies:
      • Create a new FTE civilian Police Service Specialist and assign to the DORS (Department Online Reporting System)—C
      • Implement a technology platform that coordinates all disparate databases and intelligence information within the Department—C
      • Develop a drone first responder capacity—C
      • Develop training for CSO's (Community Service Officer) as CSI's (Crime Scene Investigator)—C
      • Train CSO’s as CSI’s — IMM
      • Identify non-police related CFS (Calls for Service) and eliminate/refer to appropriate entity – OC
      • Revise and update department policy and standard operating procedures for content, best practice, and efficiency –OC
      • Redesign the DORS to add non-hit and run property damage accidents—INTER
  2. Objective 2: Increase Traffic Safety/Enforcement
    • Strategies:
      • Create a new Sergeant FTE position to supervise the TST (Traffic Safety Team)--C
      • Expand the purchase of necessary equipment for motorcycles –C
      • Revise bill language and collaborate with state legislators during the 2025 legislative session to implement an owner responsibility law for fleeing vehicles—IMM
      • Create and implement motorcycle replacement plan --IMM
      • Research and implement new technology re: fleeing vehicles --OC
      • Enhance special traffic safety unit operations through the use of grants & overtime—OC
      • Develop and expand ability to share accident data with public works and engineering to identify high-frequency accident areas and causal factors to improve enforcement, education, and engineering solutions—OC
  3. Objective 3: Increase Mental Health Response Collaborations
    • Strategies:
      • Increase collaborations with city and state elected officials to develop needed mental health residential treatment facility in Fargo–C
      • Expand research of other agency models and collaborate with city administration, public health, and other criminal justice entities to evaluate and identify a strategy to address homelessness, mental health, and addiction issues in our community--C
      • Enhance efforts with regional and community partners to enhance exchange of data and analysis to improve mental health response and outcomes –OC
  4. Objective 4: Increase Response to the Overdose Issue
    • Strategies:
      • Enhance prosecution efforts and charging decisions for drug traffickers –IMM
      • Develop and implement method to track prosecution declines and collaborate with the State’s Attorney’s Office to address issues and improve prosecutorial success — IMM
      • Collaborate with other service providers to address addiction – OC
  5. Objective 5: Increase actual and perceived safety in downtown beat area
    • Strategies:
      • Expand FLOCK camera capacity to business owners via Wing Gateway partnership — C
      • Create four (4) new FTE officer positions via budget request to expand CET (Community Engagement Team) to 12 officers--C
      • Implement CET staff schedule that provides daily coverage to increase downtown police presence–C
      • Implement overtime details for CET and NSD (Neighborhood Services Division) personnel as needed--C
      • Expand staffing of RTTC (Real Time Crime Center) to provide 16 hours of coverage by filling existing Criminal Intelligence Analyst position and utilizing transitional duty personnel—C
      • Implement more efficient mobility devices for CET personnel to increase response time and visual presence--C
      • Enhance external communications to highlight success stories and significance of RTTC in increasing actual and perceived safety in our downtown area--C
      • Expand research of other agency models and collaborate with city administration, public health, and other criminal justice entities to evaluate and identify a strategy to address homelessness, mental health, and addiction issues in our community--C
      • Develop and implement method to track prosecution declines and collaborate with the State’s Attorney’s Office to address issues and improve prosecutorial success —IMM
      • Revise the purpose and location of the existing downtown drop-in station in conformity with the FMP (Department’s Facilities Management Plan)—INTER
      • Enhance partnerships with community entities, such as DCP (Downtown Community Partners), BID (Business Improvement District), etc.—OC
  6. Objective 6: Reduce violent crime and serious property crime offenses
    • Strategies:
      • Create a new Sergeant FTE position to supervise IAU (Intelligence and Analysis Unit)—C
      • Enhance NIBIN (National Integrated Ballistic Information Network) Program and Regional Gun Crime Intelligence Center internally as well as increasing external use of the program--C
      • Expand staffing of RTTC to provide 16 hours of coverage by filling existing Criminal Intelligence Analyst position and utilizing transitional duty personnel—C
      • Enhance crime analytics and link analysis to target repeat offenders—C
      • Create a new civilian FTE Operations Technician position to increase capacity and decrease turnaround time for communications and technology evidence—IMM
      • Increase certification training for detectives—IMM
      • Enhance investigative training—IMM
      • Create a formal CSI structure, training, and evaluation system—IMM
      • Enhance Intelligence and Analysis Unit capacity to a regional SLIC( State-Local Intelligence Center)--INTER
      • Enhance efforts to investigate and solve violent crimes involving firearms, such as homicide, rape, aggravated assault (Shootings/Shots Fired), and armed robbery--OC
      • Enhance efforts to investigate and solve residential burglary, arson and motor vehicle theft–OC
      • Expand partnerships with federal and state partners—OC
  7. Objective 7: Expand community relationships, trust, and collaboration
    • Strategies:
      • Enhance and expand Community Engagement Team staff and efforts citywide--C
      • Redesign and implement bicycle unit to augment enforcement and safety in specific areas of the city or during special events or incidents–IMM
      • Complete IACP Trust-Building Campaign requirements--IMM
      • Enhance use of the Police Advisory and Oversight Board in neighborhoods – INTER
      • Enhance use of the Police Advisory and Oversight Board in neighborhoods--INTER
      • Host neighborhood-focused meetings to better educate the community, build trust, and increase community participation in public safety--OC
      • Increase community partnerships, outreach, and communications through use of social media and city communications team, in-person meetings, events, etc.–OC
  8. Objective 8: Increase Safety at Special Events
    • Strategies:
      • Implement modular vehicle barriers into special event security platform--C
      • Increase public/private collaborations—OC
      • Enhance use of the RTTC to monitor special events--C
      • Create memorandums of understanding with identified city entities to establish an organized and financially prudent approach to special events to ensure adequate police presence and reimbursement of costs—C

Goal C – RECRUITMENT AND RETENTION

  1. Objective 1: Increase recruitment
    • Strategies:
      • Expand authorized sworn officer FTE’s to 1.6 per 1,000 residents to reduce workload and provide work/life balance—C
      • Enhance salary and pay for all staff—C
      • Implement facility management plan to provide appropriate regional and operational work locations—C
      • Enhance recruitment website, strategy and data evaluation--IMM
      • Partner with community stakeholders and military to identify candidates--IMM
      • Develop recruiting committee within TDU (Training and Development Unit)—IMM
      • Expand recruitment reach to recruit lateral hires--OC
      • Continue to host up to two academies per year as needed--OC
      • Expand department diversity through 30x30 Program--OC
      • Create and maintain list of eligible officer candidates--OC
  2. Objective 2: Expand retention and reduce attrition
    • Strategies:
      • Create new promotional lists for Sergeant and Lieutenant--C
      • Revise and update pay study to improve salary and minimize pay compression by working collaboratively with city administration and human resources—C
      • Expand complement of Investigator positions incrementally in concert with growth and identified need—IMM
      • Implement a shift differential for identified shifts via a 2026 budget request—IMM
      • Enhance civilian training and certifications--IMM
      • Improve opportunities for other members to participate in Department decision-making via committees by reviewing all committees regarding participation, interest, department representation and identify any potential consolidation—IMM
      • Implement leadership book club--IMM
      • Create a sick leave incentive plan that could be used to reduce healthcare premiums upon retirement by working collaboratively with city administration and human resources--INTER
      • Improve succession planning for executive and command staff--OC
      • Sustain and grow teamwork between teams, shifts, and divisions--OC
      • Enhance culture of positive coaching/mentoring and personnel development—OC
      • Improve consistent communication throughout organization--OC
      • Increase internal opportunities for special duty assignments –OC
  3. Objective 3: Increase authorized sworn staffing to 1.6 per thousand residents
    • Strategies:
      • Create 26 new sworn FTE positions in the 2026 budget through use of public safety sales tax revenue pursuant to the strategic plan and identified department growth and reorganization needs as follows—C
        • 17 additional FTE officer positions
        • Four (4) additional FTE sergeant positions
        • Four (4) additional lieutenant positions
        • One (1) additional captain position
  4. Objective 4: Increase civilian positions and enhance community responsiveness
    • Strategies:
      • Create 4 new civilian FTE positions in the 2026 budget through use of public safety sales tax revenue pursuant to the strategic plan and identified department growth and reorganization needs as follows—C

        • 1 FTE wellness coordinator (subsuming current grant position)
        • One (1) FTE Operations Technician
        • One (1) FTE PSS position for DORS
        • One (1) FTE Community Service Officer II position
      • Improve CSI Program and Training – IMM
      • Create assigned City Legal and IS positions to the FPD — L
      • Create a grant writing position — L
      • Create administrative assistant position for TDU—L
  5. Objective 5: Implement and sustain career and leadership development programs
    • Strategies:
      • Develop and implement annual training plan for the Department—C
      • Create a partnership with the FBI LEEDS (Law Enforcement Executive Development Seminars) courses—INTER
      • Enhance partnership with ND POST (North Dakota Peace Officer Standards and Training) and the IACP to host IACP Leadership in Police Organizations (LPO) and Front Line Leadership (FLL) courses each year, alternating between Fargo and Bismarck—OC
      • Improve attendance in the Northwestern School of Police Staff and Command (SPSC) courses–OC

Goal D — ENABLE OPERATIONAL GROWTH AND INNOVATION

  1. Objective 1: Expand Specialized Services Unit into a full Division
    • Strategies:
      • Create an additional FTE Captain, FTE Sergeant and FTE CSO II position as noted in Goal C, Objective 3 & 4—C
      • Create appropriate space within the existing headquarters facility—C
      • Update the Red River Valley SWAT Team Joint Powers Agreement to include board governing documents—IMM
      • Establish a process to replace three (3) current K9’s that will be aging out--INTER
      • Redesign K9 staffing to add two (2) new police K9’s, one assigned to (NSD) to cover all shifts and one assigned to the Criminal Investigation Division (CID), Street Crimes Unit (SCU)--L
  2. Objective 2: Increase tactical/strategic/administrative intelligence and analysis presentations/meetings, etc.
    • Strategies:
      • Expand operations of the (RTTC)—C
      • Develop tactical, beat-centric report for NSD personnel—IMM
      • Develop monthly executive staff strategic and administrative presentations—IMM
      • Enhance tactical and strategic crime intelligence communications to line staff—OC
      • Enhance monthly regional criminal intelligence and analysis meetings—OC
  3. Objective 3: Expand and build a police headquarters and/or substations that meet the needs of the Department and Community
    • Strategies:
      • Refine and implement a five-year plan utilizing the facilities management plan approved by City Commission on January 8, 2024—C
      • Implement use of the public safety sales tax to budget for the facility capital project by collaborating with City Commission, Finance, and City Administration—C
      • Create a fully functional south side substation—C
      • Create sufficient evidence storage for vehicles in concert with the Facilities Management Plan—C
      • Create a shared regional training facility with Fargo Fire Department commensurate with the facilities management plan—IMM
  4. Objective 4: Expand headquarters into a more functional facility
    • Strategies:
      • Enclose and implement technology in personnel parking area—C
      • Create and implement a table top exercise regarding the incapacitation and relocation of the current headquarters facility due to train derailment or other crisis—C
      • Create adequate and secure work space for the RTTC, CID Crimes Against Children (CAC) Unit and Professional Standards Division (PSD), Records Unit in existing headquarters facility—IMM
  5. Objective 5: Improve staffing and supervisory levels per shift
    • Strategies:
      • Create three (3) new FTE Lieutenant positions to fill the existing shift commander gap within the Neighborhood Services Division.
      • Implement a staffing study to identify unobligated time ratio and future staffing needs—IMM
  6. Objective 6: Enhance reality training
    • Strategies:
      • Implement use of training pods and/or other technology to enhance training experience—IMM
  7. Objective 7: Expand use of the Fargo Police Foundation to support wellness, community/youth engagement efforts and equipment needs
    • Strategies:
      • Refine process for review and approval of police foundation requests—C
      • Establish an annual process to send three (3) members to the national law enforcement memorial event in Washington, D.C.—IMM
      • Establish an annual department wellness event—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.