Crime Control and Prevention District - Regular Meeting

It's 2.15 on Tuesday, August 18th, and I call to order the Fort Worth Crime Control and Prevention District Board of Directors meeting. And the first item of business is the approval of the meeting minutes for May 19th, 2026. Do I need a motion? Okay, a first and a second. Any discussion, corrections? Seeing none, all in favor indicate by saying aye. Aye. Motion passes. Okay, we have two written reports. The first one, FYI, 26 second quarter performance report on activities and finances eric green or juanita jimenez are available to present if we have any questions any questions by board members all right going to the second written report partners with a shared mission quarterly update jc shane is available we have any questions any questions from the board seeing none we continue to move on to discussion and action items the first one consideration of merging partners Program funding requests in the amount of $200,000. JC?

Good afternoon, President and members of the board. It is my privilege to present to you the quarter four emerging partners grant recommendations. We have two grant recommendations today. One is on behalf of Maroon 9 in the amount of $50,000. Their primary office location is District 9, and it is a development grant. As a reminder, development grants are intended to build internal capacity and strengthen the agency. Opening doors for women in need is requesting $150,000. They're in District 6, and that's where their service is also provided. And it is a program grant, which, again, a reminder is that it is intended to support direct programming. So Maroon 9 is requesting $50,000 to help strengthen the organizational and fundraising infrastructure needed to expand their arts-based youth violence prevention program for teens in Fort Worth. Through a campaign readiness engagement with the support of their consultant, the organization will develop a clear case for support, assess leadership and donor capacity, and create a strategic roadmap for a future capital campaign. We have Ms. Siobhan Davis, the executive director, with us today if you have any questions for Maroon 9.

Elizabeth, looks like you might have a question.

Have we ever funded something like this in the past where it's more of a developmental exploratory type as opposed to actual programming?

Yeah, so our development grants are intended for the support to strengthen the agencies. So we typically have some development grants and some programming grants.

Thank you.

So can Ms. Davis talk to us a little bit?

Yeah, that's what Michael was just about to request. Good afternoon.

Good afternoon. I'm Siobhan Davis, Executive Director of Maroon 9 Community Enrichment Organization.

Tell us a little bit about your program. I think there may be some questions coming from our board members.

Yeah, absolutely. So Maroon 9 is a youth development organization powered by the arts. We use theater arts as a tool to introduce you to creative workforce pathways, creative expression, and transferable life skills that they can use beyond the stage. Our last development grant was used to develop and implement a three-year strategic plan. We are in year two of that. Our next phase, which is this grant opportunity, is for our facility-based initiative of our Maroon 9 Youth Arts and Creative Workforce Hub, a space that will house our creative workforce opportunities, our programs and productions, and our violence prevention programming. And so we had great success with the support that the city provided us in our last development grant that gave us the opportunity to really think bigger as to what we can have here in our city for our youth and also to think deeper with the ways that we can use creative expression to really impact our youth.

All right. Deborah, did you have a question? All right. Michael, are you good? Everyone else, any questions?

No, I have been to some of Siobhan's events with the youth and participated through her summer program. And so I want to say thank you for all the work that you're doing with our young people, which we know they are the future of tomorrow. Thank you.

Thank you all.

Thank you, Ms. Davis. JC?

Our next grant recommendation is on behalf of Opening Doors for Women in Need. It's for their Change of Life Nehemiah Project, and this is intended for direct service. They are requesting $150,000 that will serve previously adjudicated adults age 18 and older facing employment barriers. So through their workforce development, computer literacy, phlebotomy training, and entrepreneurship educational programming, the project will increase employment reduce survival-based crime, and future criminal justice involvement. And so from that agency, we have both their executive director, Lakeisha, and Ms. Joyce Pearson.

All right. Any questions?

Yeah, I would love to have an opportunity to hear an overview, if that's okay.

Lakeisha, come on up.

Thank you so much for having us. I'm the executive director for Opening Doors for Women in Need. Dr. Sandra Stanley is the founder and CEO of our organization. Opening Doors has been in existence for 23 years where we've been providing reentry services first to women through transitional housing and also job readiness and workforce development. We've expanded that to include also men through the Nehemiah Project, because what we found is the way to reduce recidivism is through employment and pathways to careers. And so we are offering all of these things because we know that this particular population, in addition to just the access to workforce skills, they also need training in terms of how to address their criminal records, how to address gaps in employment history. how to build on their strengths and move forward instead of harping on the past. And so we integrate that into this program.

Thank you, Ms. Creer. I just wanted to have an opportunity for my colleagues to hear the work that you're doing. I first met Dr. Stanley many, many years ago with her work through this organization with the Junior League of Fort Worth. And so I just wanted to have an opportunity to hear how the program has grown to expand and to include impact with men as well.

So thank you so much for the work that you're doing.

And Dr. Stanley, if you could wave. Yeah. Thank you so much for all your work and investment in our community. We appreciate it. Thank you.

Thank you both.

So where our funding stands currently for our partners with the shared mission fund is around 4.5 million. Today's recommendations are in the amount of 200,000 leaving a remaining of around 4.3 million. Applications in process, we have 10, so they amount to approximately 3.9 million. So our total remaining is 415,363 as of July. Our current awards by funding priority, again, we have those seven funding priority areas. With the approval of the two grants today, we would have 49 contracts amounting to roughly 17.1 million. So at this time, staff recommends to take appropriate action on the recommendations.

Great. Questions from the board? Okay, we got a motion and a second. Chris, you okay up there? Just wanted to be sure that you didn't have any questions. Okay. All right. First and second.

To make sure that I'm clear, this is to approve the two recommendations? Yes.

Thank you.

Yes, ma'am. Thank you. Details matter. All right. All in favor, indicate by saying aye. Aye.

Aye.

All right. Motion passes. Thank you, J.C. All right, next up, Keith Morris, and you're gonna give us a rundown on the fiscal year 26 budget amendments.

Yes, sir, President, Board of Directors, thank you for your time today. Keith Morris, Assistant Director with Police. We have a couple of amendments to bring before you this afternoon for FY26. As a reminder, there are three methods to revise the budget, amendments, adjustments, and shifts between initiative. Those are there for your reference. The first amendment today is in our patrol support program. This is 2.643 million for general fund overtime. This is to provide some adjustments with the general fund. We are experiencing larger vacancy rates in CCPD and more of our patrol positions are filled. And so in order to provide some of that balance with the general fund, 2.6 million is requested as an amendment based on savings within the current budget and a number of different programs to cover that overage for overtime. Please.

Get your mic on, Deborah, if you could, please. Thank you.

I'm sorry. I keep thinking my voice carries. Go back to neighborhood crime prevention. It says various programs. We're taking a lot from that. So can you tell me, are we not funding programs? What's happening there?

So we're experiencing vacancy savings more in CCPD. One of the things that we've been focused on is making sure that we're filling our patrol positions. So some of our other positions in general fund as well, but also in CCPD are seeing higher vacancy savings. And so in order to shift some of that and make sure that there wasn't as much vacancy savings in general fund, this helps accommodate that. The second amendment we have here is special events overtime detail. This does provide relief to the general fund as it relates to our FIFA overtime. We are expected some reimbursements. I checked with finance. Those reimbursements are still in process. I believe they're due at the end of the month to the COG. And so this helps provide that relief. Again, we're running hot in our overtime and the general fund. And so this provides relief to general fund as we wait for those reimbursements to come in. And then we also have special events in CCPD already. And so there's some compliment there. With that, we recommend appropriate action.

Okay, any questions before we take action? Board, we all good?

Okay.

All right, we have a first and a second. Any questions? Doesn't look like it. All in favor, indicate by saying aye. Motion passes. Any nays? Didn't see any, so we're good there. Thank you. Good afternoon, Chief.

Good afternoon. Thank you for the opportunity to present the CCPD budget for 2027. I'll start us off and then Keith will... All right, so we'll start off with the state of the department. We're going to talk about accomplishments, our prior key year key results, strategic priorities, our action items, and then Keith will clean up with budget overview and with the CCPD. So when we talk about strategic priorities, obviously, and you've seen these before, organization, we want to optimize staffing and training, our culture to be safe, healthy, and resilient. Communication, we want to model the best communication we can. Reduce crime through proven strategies. Community policing, implement the best practices of community policing, and invest in a strong operational infrastructure. Our key accomplishments so far has been our constitutional policing unit that's been doing tremendous work for us, reduction of violent crime, improved response times, reduction in the vacancy rate, our illegal gunfire campaign, the implementation of our UTSA crime plan, improved jail population, and what that means really is just our collaboration with the sheriff, a tremendous collaboration we have with the sheriff with regards to our jail population as they transfer over to the main jail, and centralized equipment replacement. Getting into our second quarter crime comparisons. This is just second quarter only compared to the second quarter of 2025. You see, obviously, crimes against person down, crimes against property has been down, and crimes against society is up 19%. Some of you might ask, why does crimes against society go up? Great question, why crimes against society go up?

Chief, what is crimes against society? What falls in that bucket?

That's a great question, council member. And crimes against society is something that it seems counterintuitive, but if we see that number going down, I get worried and I'm not happy about it. Because what that is, those are narcotics offenses, those are gun crimes, those are prostitution cases, those are cases that are proactively driven by officers doing work and going out. So crimes against society is not like assault where there's an individual person that's the victim. It's a crime against society of the ills of society that officers are going out and doing proactive work. So when that number goes up to me to me it's a it's a matter of morale in the department that the officers are working and they're out there in a lot of what the needs are in a lot of our communities that you mentioned that our officers are responding to. So that's that's really the rate that we'd like to see it. We'd like to see persons go down property ground and crimes against society be at where it's at. Look at this slide here. We look at population and crime rate through the years. Obviously, as you see, population increasing and that line is not going to stop there, as we all know. But you also see some reduction in crime and in property crime remained a little little steady. Twenty, twenty three, twenty four started to go down in twenty five. This year is where we're at between quarters and I'll draw your attention to quarter two compared to quarter two of last year and those are our numbers with regards to the quarter two comparisons to from this year to last year were. All violent crime has gone down in quarter two comparison by significant amounts. And then if you draw your attention to the left side of the screen, which shows where we're at year to date. When we talk about year to date, we're talking about January to the end of July. As you look, the one specific one from the murder perspective, as we sit here today, we're actually down almost 40% as of today. We had 32, one life is too many. But we had 32 murders this year compared to 53 last year. When life is too many, we want to get those numbers down. But as you continue to see the trend, more lives are being saved today than they were before. One thing that I'd like to point out is our detectives are doing an outstanding job. As I've mentioned many, many times, one, let's take robbery as an example. Our homicide and our sexual assaults and our major crimes units are doing a tremendous job, but if I'll just point out robbery for an example. I know a lot of you have heard me at community meetings say that 100 robberies aren't committed by 100 different people. 100 robberies or not, they're committed by very few individuals that commit more crime. And by our robbery detectives clearing these cases, they're actually helping bring that rate down. And I cannot commend the work they're doing anymore. And that's just the work that the men and women are doing and also how CCPD is assisting us. We look at property crimes. Again, if I draw your attention to the right side, that's quarter two versus quarter two last year. And again, those numbers speak for themselves. and then also from the start of this year to the end of July on the left side of the screen. Again, just tremendous work that the officers are doing. I have an opportunity to sit Mondays and Fridays in our CompStat meetings where we talk about crime in the city. On Mondays, every lieutenant and above in the department's in the meeting, and on Fridays, every lieutenant and above in the meetings. We talk about these numbers constantly. One division will know exactly what's going on in the other division, and seeing the work that they've been doing throughout the year has been tremendous. I'll say this and I'll say it again. I don't do touchdown dances in the middle of the year. We have a long way to go. But again, if we're going to draw this equation, we'd rather be where we're at here as we close out the summer than the other way.

Chief, one question on the category theft from building. Does that presuppose the building is vacant?

Tell me a little bit about that.

What does that category consist of?

Theft of building could be that, Councilmember. I have to get specific on the definition of it. I don't know if it has to do with it being, if it's occupied, it would not be burglary necessarily. So it could be that. We talk about response times, and this is interesting here. Our goal for response times is, as you can see, at 8 minutes, 54 seconds. That's improved. And now, obviously, from April to June, we're close to what that goal is. Obviously our response times need to get better. There's no question about it. But the interesting part about it is I showed you on that previous slide that showed our population. If you can see the key fact there is that in 2013 was when the goal of our response times was set. When the city obviously was a lot smaller than it is today. We are currently working with criminologists to really give us the equation and tell us realistically what our response time should be. Because it could be the same, it could be less, but I would venture to guess that with the size that the city's grown, that that number may not be accurate. But what I will say, particularly with priority one response times, even with that goal that was set, In 2013, the department is doing the best it can to meet that priority one goal. Obviously, we need to continue to get better at the other priorities, but certainly it's something that we're moving the needle on. Debra, did you have a question?

Um, no, I was just so chief. I don't even know how I'm going to phrase this. I hear from so many people that I call the police and they never showed up. Okay. And I'm sure you hear that too. Where do we put those calls and how do we go back and verify whether that's true or not? I mean, when you all get that, how do you go back and look at it?

honestly, council member, and I get those, obviously, I get those all the time as well, and the first thing I ask is if they give me specifics, because oftentimes what one person says, the cops never showed up, no one may actually know that, but they'll repeat that, so I ask specifically what it is, and you know what, there have been some times, obviously, working with Sonny, getting back with our communications to figure out, and really doing a deep dive on this call. We are an imperfect profession, and there are times where Nights are busy, and it may have taken us a while to get there, but at least there's an explanation that we can get back to our residents to let them know why it is. But oftentimes, I don't get the specific call. But when we do, we absolutely look into it to see how we can get better and or what was slipped. What was missed?

Do we document those somewhere so we would have a number of them, like, you know, we got 50 complaints last year that no response, or do we have that somewhere?

I don't know if we have that somewhere, Councilmember. It's something that we can definitely start tracking when we get those calls, because obviously I think when we get those calls, I mean, we'll get some specifics that will go along with the complaint. But again, we look into that every time because, again, the main priority of the police department The main priority of the police department is to answer the 911 call for service, so it's something that we take very seriously.

Okay. Well, if you start tracking that, I'd like to be kept appraised of that because I get a lot of things that I call the police and nobody showed up, or we waited, I waited for an hour before they finally showed up, anything that would help tell the story of what's really happening.

Yes, Council Member. All right, moving on. This is just another chart that shows priority one response times and calls for service. All right, looking ahead. Looking at our trends and emerging issues. Obviously, we want to maintain current operational levels, particularly in this budget year. Fill vacancies by projecting attrition more effectively. Maintain violent crime response in other service levels. Update policies to reflect innovative best practices in reducing risk. exploring technology as a force multiplier, and expand the use of data. And this is important, expand the use of data in decision making. When we look at our action items, when we look at an organization, I know we discussed this in these last couple of weeks, but obviously what we want to do is convert 30 patrol positions to corporals. I know it was explained beautifully, I think, last week or a couple weeks ago with regards that we want to build a career path and a promotional path for our patrol officers. Our patrol officers are very, very important. However, they're always the ones that need whatever we can do to assist their day-to-day life conditions we need to do. And I think that's going to certainly help not only to get those positions there and to give them a pathway. When we look at the swarm positions in patrol, the 76 in patrol that's been talked about that may be coming from CCPD, One of the things that we're looking at right now, our projections are exactly that. And right now, when we look at academy sizes, we project certain numbers, but sometimes individuals don't pass, and so our projections get pushed out. Right now, we're looking at that these positions, we need to put placeholders in place. These positions at the current rate we're going may not hit this budget cycle, this next budget cycle, but we've already had conversations with HR that we need to start looking at the rest of the market. And we need to start seeing how often we're giving civil service testing. We need to see how often we're putting academies in place because we have to meet the market. And so discussions are being had with regards to that. And we're gonna be very, very proactive to really try to increase those numbers. So that's still gonna be very, very important. Obviously we wanna track and adjust for sworn attrition. Always look at culture. We want to improve the experience for our injured officers, obviously doing a lot of work with our wellness unit and working with HR, and obviously to get our officers back as quickly as we can physically, but also make sure that they're strong mentally. We all maximize frontline physicals for incumbent officers, bring communications, you know, obviously we know there are issues we're dealing with, but hopefully we're trying to, we'd like to hire communications AD to improve crisis communications and the interactions we have with you all and the mayor in different instances that occur throughout the city. From a crime reduction perspective, we want to expand our crime plan with focused deterrence. I'll get back to that in a second within our CCPD partners. And I was very pleased to hear the presentations that were just given. We want to expand our intelligence-led policing, particularly with the Real Time Crime Center, which will be a state-of-the-art facility. When we look at community policing, we want to assess CCPD programming models and results. And what that means is we're going to be looking at our CCPD programs, particularly new ones that come up through a criminological lens. What programs are nice to have versus what programs have actually shown evidence of them working for the goals of what CCPD was to reduce violent crime, prevent crime, and to increase public safety. And we're going to be looking at that through that lens and how the system works. Obviously our Constitutional Policing Unit looking at certain things that they have a, you know, they have a work plan that they're working on, but there's things that happen throughout the country that we need to get our headlights on, and that we're working on those things, and I couldn't be proud of the work they're doing. When we look at infrastructure, obviously we want to ensure our officers' equipment is in optimal condition. We want to assess our operational fleet needs and assignments, and we want to implement facilities master plan and have those recommendations. And I think with that, I'm gonna turn it over to Keith to walk us through all the fun stuff.

Thank you, Chief. Thank you, Chief. Keith Morris, Assistant Director. Before we get started, Keith, Dennis, note that Councilmember Jameson has just left the meeting.

So as we move forward, I'm going to go into some of the budget details. There's potentially a lot of questions as we go along, so let me know. There's a lot of details that is in this presentation. I do want to thank my team, budget team for police. The work that they've done over the past 10 months is exceptional. The place that we've come to to be able to present this to you is a whole lot of work, and so I want to recognize them at this time. So the recommended CCPD budget overall is 146.7 million. That breaks down into five initiatives. And we'll go into some additional details. The additional adjustments that you see there is part of our risk administrative allocations. But over the next several slides, we'll get into details and kind of dig further and further. And as you have questions, just jump in. So this shows overall our CCPD by account category, just to kind of give you an idea of what's included in there. The biggest part of the increase for fiscal year 27 is obviously in salary and benefits. That's roughly about 75% of the increases. There are some positions in that. We'll talk a little bit more about what those are and how they came on. There's also some increases for allocations in this. It's about another 14.2% of the change, and that leaves about 868,000 for the remaining O&M areas. And so I wanted to start here so you kind of see what the changes are overall in those individual areas, because we went through a process to start the year as we were looking at what we expected, what we knew going into the fiscal year in terms of changes. We didn't get the final numbers for sales tax from Fort Worth Lab until July, but there's a lot of things that we were tracking moving into the budget year. And so I put this slide together to kind of give you an idea of the significant cost increases. Now this isn't comprehensive, but I wanted to kind of help you understand where we started and where we ended up as we go through this presentation so you kind of see where the additional revenue that we found out would come, that we were projecting to come in, and how that kind of fits into the overall budget. at a high level, obviously it affects individual programs and I've got plenty of slides on the individual programs. I wanted to pause here and just kind of go through, kind of help you understand that. So the additional sales tax increase year over year is right around six million. With the additional salary increases and benefit increases, including the positions that we'll talk about, that kind of eats up a lot of that. And so the other things that we expected to come in or we were finding out as the budget was coming in was we anticipated some significant cost increases. We did some things to work with departments to adjust for that. But we'll talk about that in a little bit more detail. We did check with finance on the interest that we usually include in the budget. So there's a reduction there that we anticipate year over year in terms of interest. So I wanted that to be clear because that's usually part of our revenue. We plan for that in the budget and we use that. And so that was going down as well. We had some allocation increases, including some positions that were transferred in from general fund. That's part of that. We had some expiring grant positions. Our community alliance command, we'll talk a little bit about this, but we got seven positions from a COPS hiring grant that was expiring. And so it was a big boost, a shot in the arm to our community alliance program, working in the community. But now we gotta assume those positions. And they were previously in the general fund, with the way that the grant was structured, but they are stationed in Community Alliance, which is in CCPD. The constitutional policing, some radio replacements, the general fund reductions, whatever support that we could provide with regard to the 3% general fund reductions is in there as well. I'll go into kind of what that is. And then CCPD partners, and we'll talk about that as well. But you see a kind of a 12.6 million running total going into the year with some of the things that we were tracking.

So Keith, before you go on, go back to expiring grant positions. You just said these seven positions were a big boost to what you're trying to do. Where are we absorbing those or are we just going to stop that going forward? And then I do want you to get in to the reduction of CCPD partners.

Let me just jump in real quick. Okay. Because we had the glitch with the posting of this agenda, factual questions can be discussed. The recommendation is not to discuss moving around things within the budget and to defer that conversation until Friday. So the factual questions about the grant are fine, but the recommendation is that we not get into the meat of any swaps or discussion of the budget.

The only action we're going to have on this item is what they were saying will be to continue until Friday the 21st.

So I do have that information as we go along, and I'll jump into the next slide, because I think I've explained some of this. And we'll also get into those alliance positions. So this kind of shows you the steps that we took starting early in the year with the overall general fund approach that police took. We did reductions across the board because we were, excuse me, We took our reductions that we were anticipating and each area of the department reviewed for itemized reductions is based on a proportion of what we were expected to meet. And so with that, we identified some itemized reductions across the different programs just in PD that provide about 1.3 million savings. We also have in here to reduce the vehicle replacement program. That's split a couple different ways. As Chief mentioned, that we're going through a process to look at our vehicle assignments, and we're anticipating some longer-term savings on there that we could apply to some of the challenges that we were just talking about. So about $4 million of that we're able to put back in operating, and then there's another $4 million that's going to address the radio replacements that was on the previous slide. So to get to partners, you see the partners freeze. That's frozen at the previous year's budget. And we'll show you what that looks like in the partner slide as we get to that initiative. But that's instead of the increase that we would expect with the 10%, it's a neutral and remains flat. We estimated the savings down there so you can kind of see how that compares. We also worked with parks for their community policing overtime, and we asked, because we were working on reductions in ours, we asked other departments to look and see if they could hold neutral or freeze certain areas where there was additional, where there was discretionary spending that could be looked at, and so we worked with parks on that. And then we still had a use of fund balance that I think is a little bit lower than this, but that number, I think is that two million? in the version that I sent through, and then also, so that gets us to about 13 million with the West Seventh Ambassadors listed there as well. Moving forward, this is the revenue that we discussed before, about six million, a 4.82% increase over last year. We talked about the interest, that's there as well. The school resource officer reimbursement, That's actually about $400,000 more, which reduced our use of fund balance there. So I didn't get the chance to get that slide in here. And so the same 146.7 million overall, but the use of fund balance a little bit lower because recalculated the school resource officer reimbursement. This kind of outlines our staffing units across all programs within CCPD. I know that chart is really, really small. We're gonna work on fixing that, but this shows you the eight new positions that were brought in and then 10 that were transferred. Some of those are additional costs to the fund. Most of them are just swapping out with general fund. So when we increased the Stockyards Bike Team, There's four additional positions. I think three of those were from general fund, ended up being a swap with general fund. And then school resource officers, we have two additional positions that are coming online. And I have the schools for that. I have it later here in the presentation. I'll provide the schools here in a moment. And then special events overtime detail, we have a corporal. we're expecting to put in there the other one that i'll mention here is in patrol support for for traffic control technicians that's going to provide i think some savings to general fund we have scorpion trucks that are deployed dispatched out onto the highways to provide blocking during an accident and so this provides some coordination with FD and how we dispatch those and Reduce what we were using for overtime and actually put those positions into CCPD in that room in that area And then there was a transfer within here and we'll talk about it later Swapping positions between programs to make sure that they're where they're supposed to be So Working our way down an additional detail brings us to the answer spot.

Keith, I have one question on the Constitutional Policing Unit. The one position, is that a sergeant position or what is that?

Constitutional Policing Unit, that is our manager that we added within that unit. It's not sworn. It's not sworn. Got it, sir. Taking this to enhanced response, the bike patrol program is the increase in the stockyards. I'll come down to the community policing program, which is parks and crossing guards program, which is you're aware of with TPW. We worked with them on these amounts. I just confirmed with them in the past week that these amounts were what they should be. We have some additional meetings to look at our parks programs. that I'm involved in that'll continue to ask the question, make sure that these are properly funded. When you see that amount, those are amounts put in by those departments as we continue to work with them in those areas. That does bring us to school resource. Officer, the two additional positions there. And I'm still looking for, here we are. Those two additional positions are in East Hanley and Western Hills Elementaries, according to Fort Worth ISD. Moving forward, we talked a lot about a lot of these special events. It was increased by corporal, SROs. reduced special operations fund by 112,000. Those are our overtime details. We tried to make sure the reductions that we were going, that we were putting into the fund were itemized across the board and working with the chain of command in those areas to make sure we identified things that we could sustain. So obviously 1.3 million across the department is a significant number, but as you break that down into all the different programs, it gets smaller and smaller. And so we worked with the chain of command significant undertaking to find those reductions and make sure that they would not affect, excuse me, affect services. 3S2 Neighborhood Crime Prevention. I split this out because this one's starting to get really small as we go along. And so this one has a number of different programs in it. So this is where we have also seen, we're talking about some of the savings that we've had in the current fiscal year, and so that's where some of those savings reside in this area. The Code Blue program you see there, it's not as a big increase as in past years. We had some civil service over time that we pulled out of that because we work a little smarter, not harder kind of thing, and so we're able to reduce that out of there. Constitutional policing, we talked about that. That covers a lot of what's here. Moving forward, that takes us down to, so Hope and neighborhood patrol officers, those are staying right where they're at. There's some minor reductions in there, but all those increases are in there. You see those as larger than the other areas. Those are contractual increases, and so that's why those are a little bit why they look that way.

Council Member Flores, quick question for Keith. On the Code Blue program, back one slide, thank you. I'm just curious, you may not know this off the top of your head, has that number stayed largely the same over the last few fiscal years?

It grows incrementally. There's some things that move in and out in terms of personnel as they change the way that the programming looks, but the amount that you see there has the The contractual increases and then we have some civil service overtime and I think training pulled out of that. That's why it's a little bit lower than it normally would be.

And we don't have to do it during the budget process, but maybe at a future CCPD meeting, I'd be interested to just get an update on the Code Blue program overall, where we are in numbers, and anything that council can do to help you shore up the efficacy of it. It's been historically incredibly impactful, but we understand that maybe a new generation needs to take the reins and help support the Code Blue leadership that's been in place for a really long time. And that's really on the volunteer side, of course.

and to support the the paid staff that support the program absolutely thank you are we able to talk details of some i'm just curious on the mpo what's the 1.4 million what does that get us the increase we're able to talk about so that's yeah that's contractual the contractual increases for the mpo program uh and so

Those would normally be built in year to year because we're required to pay those out. So that's one of our larger programs. So on a proportion basis because the program's 19.5 million.

Define contractual in that. Meet and confer. Break that down. Meet and confer agreement. So pay raises. Yes. Okay. Pay raises. Not additional NPOs? Not additional NPOs. Okay. Pay raises, things like that. Yes, sir. Okay. Got it. Thank you.

All right. Do you want to keep?

So just the highlights here, and we talked about a lot of these, again, community alliances. So the positions that we got in the COPS hiring grant were in the general fund, the seven positions that increased staffing in programs like Explorers, in our clergy programs, in our community engagement. A number of those programs, we were able to increase staffing when we got that grant three years ago. That grant's expiring. Because of the way that we had to do the grant, it was in general fund. with the way that the grant was structured, but all of those programs are in CCPD. So that ended up being an increase to CCPD, but we anticipated that going into this year with the grant expiring. So we just got three years partial having to pay for only part of those positions. Moving forward into partners of the shared mission, this kind of gives you an idea of what that freeze looks like. And so because our mission partners are in Contract in the last year contracts right now that have 4% increases in those we we observe those and increase those areas and mission partners It's where you see after school gang intervention Victim services those go up we have contractual increases in those for 4% and so our competitive grants which have not been given out yet Are in that emerging partners program and so we reduced that out of there But the overall initiative stays what it was year over year. And so those are the primary changes that As Chief was talking about, we're evaluating a number of things through a criminological lens right now, working with our criminologists to look at not just partners of the shared mission, but certainly partners of the shared mission to make sure that the programs that we're funding are going to be effective in what it is that we're doing. And so looking at that, we're also working with our new strategist, CCPD partner strategist, to look at evaluation and how we're telling the story about what CCPD partners is doing. Those two things working in tandem is taking a little bit of time to get, we're working through to get that together. And so those are two things. And then there's also a focused deterrence program that Chief has talked about. And we are looking to see how we can do that in partners without there being a net increase to CCPD and how we roll out services that involve prolific offenders so that we're getting at violent crime in a different way. Before the recruitment training. Only minor changes here you're going to look at that big number next to new officer training program. that's the change that we made for our radios so we're not issuing new radios to recruits anymore we move that into our radio replacement and so that's roughly about 900,000. The overall new officer training program isn't changing we're doing the same number of classes that's what's planned for 27. So we're keeping our same plan as chief works with HR to see, can we increase the number of civil service tests that we're doing? And then if there's an additional budget that's needed, we would come back to the board to discuss that. The reason for the way that we're budgeting that program is that we've seen past savings. And so in order to make sure that we don't have past savings that we can't use elsewhere, we changed the way that we budgeted. So it looks a little different there. I think that unpacks everything that I had already discussed, so I can keep going. I will say the wellness unit was moved back into the expanded training program in this initiative. It was something, actually, the wellness unit does training with our officers, so it's not neighborhood crime prevention, but they're in a team that's in neighborhood crime prevention, so we're just making that correction. That brings us to our last initiative, equipment, technology, and infrastructure. This is where we have those fleet adjustments that I talked about in the beginning. You'll see that $8 million reduction in high mileage vehicle replacement program is not $8 million. That's a reduction that we took off the top, and then with the new positions that are coming on, the 76 patrol officers and 80 overall, So there's vehicles in there for that so that we can get those vehicles purchased before those people come on board. And so that takes care of that. And so it's $8 million overall reduction increase of about $3 million for those vehicles. The $4 million of the reduction there goes to our radio replacements. So talking with IT services about the condition of our infrastructure relative to radios, the radios that are the lifeline when officers are out in the field, we have about $4 million in radios that are 10 years or more in age that we need to take care of. And so we made the decision to move some of those funds into that from our own program, our own vehicle replacement program, to jumpstart the replacement radios. And so that's where that comes from. Taking us to just the remaining highlights here for this specific one. We did centralized equipment replacement under the officer safety equipment program. And then there's also a facility requirement, excuse me, facility requirement program that we have some, a little bit more to finish off that real-time crime center renovation, state-of-the-art facility that we're getting ready to launch. And so we need a little bit more to complete that program. We're expecting additional projected capital savings from other projects, so this just gets us over the hump. This is our capital improvement plan and kind of where our capital works its way down into where our vehicle program is, police facilities, and our IT programs. It shows you where the individual investments go for our capital side. Just a quick facilities update. Our training classrooms did get done. That's a picture of the increased capacity that we added to the academy. So now we can do much bigger classes. And so that's one of the things as we Do additional service civil service testing the possibility that we can do bigger classes in those classrooms Expands the capacity and what we can do throughput in the academy year-to-year Northwest patrol division coming online in fall 2026 facilities master plan is a study that we're doing to look at all of our facilities at a 1020 your Outlook to kind of give us an idea of where we need to go with our facilities so we're looking forward to that coming in to us in the fall, and then obviously 200 Texas Street and Real Time Crime Center. This shows you our long-term projection. This is a high-level, excuse me, estimate. With the changes that we made, especially with our high-mileage vehicle program, it kind of stabilized the revenue and expenditures that we're having. because we had some volatility there and we were concerned that long-term that our fund balance was gonna continue to drift away and we weren't gonna be able to maintain our two-month reserve. And so with the adjustments that we made gets those lines closer together, although our expenditures are still a little bit higher. And so that's where you see that light blue box of our excess restricted reserve continuing to go down. That's something that we wanna continue to look at. With that, this is my last slide. Excuse me. We always bring a slide with the future things that we are anticipating coming through. This is a list of things that we are still, challenges that we're still working through. And so there's been some discussion about drone first responder, what we call DFR. We already talked about focused deterrence program. Our facility needs, including our jail holding capacity, is something that we're looking at, trying to find creative ways to address the capacity in our jail. And then we also are looking at the questions with regard to patrolling parks.

With that... All right, any questions over what Keith got? All right, we're going to save our powder for Friday. And we, as I said earlier, our only action on this one is a motion to continue the public hearing.

Yes, sir, but we do have two speakers first.

Okay, you want to hear those first? Yes, sir.

So our first speaker is Ryan Amusawi. And the board uses, follows the same rules as council as three minutes, so I'll be keeping that time.

Good afternoon, my name is Ryan Omasawi and I'm a District 7 resident. I want to start with a little context. This is no longer a niche conversation. Communities across the country are taking another look at flock. Right here in North Texas, Hood County commissioners voted for zero in April to discontinue the county's flock contract. And just this weekend, a Hood County constable publicly unplugged and covered three county flock cameras. And just last week, League City voted to put the continued use of automated license plate readers before its voters. That doesn't mean Fort Worth has to reach the same conclusion, but I do think it means we should be having the same conversation. I'm here today because I believe Fort Worth's continued spending on flock safety deserves more public scrutiny before we commit additional taxpayer dollars to it. I understand why law enforcement values technology that can help solve crimes. My concern isn't with that goal. My concern is whether council and the public have been given enough information to determine whether this particular system is worth its cost and the broader implications that come with it. Before we continue funding Flock, residents deserve clear answers. How much are we spending? What measurable results are we getting in return? How frequently is it used and are those results significant enough to justify continuing or expanding the program? From what I've seen, flock related discussions have largely moved through the city without the kind of dedicated public discussion that technology with this level of capability deserves. So I'm asking this board to do something fairly simple. Please request the future agenda item for a dedicated public discussion of Fort Worth's use of flock safety and automated license plate readers before the city moves forward with another renewal. I'm not asking you to decide the entire issue today. I'm asking you to make sure we actually examine it before we decide to keep paying for it. Thank you so much.

Is our second speaker Dennis?

Yes, our second speaker is Nancy Cascio.

Good afternoon. My name is Nancy Cosio, and I'm a District 7 resident. I'm here because I believe technology as powerful as automated license plate readers requires strong oversight before problems occur, not after. That concern isn't hypothetical. Just this summer, law enforcement agencies here in Texas have investigated or disciplined officers over the use of FOX systems, including improper or potentially improper searches. I want to be very clear. I'm not suggesting that Fort Worth officers have misused the system, but those incidents demonstrate why safeguards matter. Flock cameras can create searchable records showing when and where vehicles have been observed. When government has access to that kind of information, residents should know exactly what the rules are governing its use. A public review should clearly explain who can access Fort Worth systems, when searches are permitted, which outside agencies can access our data, how searches are audited, and what happens when those rules are violated. Public safety matters to me. This isn't about denying law enforcement useful tools. It's about recognizing that powerful tools require equally strong accountability. And residents shouldn't have to wait for misuse to occur before asking whether these protections are adequate. So I'm asking this board to do something fairly simple. Please request a future agenda item for a dedicated public discussion of Fort Worth's use of fog safety and automated license plate readers before the city moves forward with another renewal. We're not asking you to decide the entire issue today. We're asking you to make sure Fort Worth examines it publicly before deciding to continue it. Thank you.

That's the last of your speakers. All right, very good. Assuming that staff notated what the two respective requests were for future addendum items. We have notes of them. Okay, good. Yes. All right. Okay, going back to our item. Consideration of a motion to continue the public hearing to the August 21st meeting.

So just before we do that, let me go back to the fly cameras. We will have an IR on that. Do we need to request it?

We'll go to future agenda items after this at that point.

Okay. Very good. All right.

You're the second, Deborah?

I'll second.

Okay. All right. You were the first, Michael. All right. All in favor indicate by saying aye.

Aye.

All right.

Discussion on that? No nays. All right. Move on. Now, request for future agenda items.

Okay. Yeah. So in keeping with the speakers who spoke so eloquently, I would like to discuss that we have a dedicated discussion and are on flock cameras and lights and plates.

Yeah, I want to add to that, because that was actually on my feature agenda item for the work session. And so I would like a presentation brought to CCPD, but I also want one brought to the work session as a... as a presentation, because I think we deserve, the community does deserve to hear from us, I mean, my tongue tied, talk about this discussion about flock cameras, because there have been some issues across the nation regarding the flock cameras and the contracts.

All right.

Staff, is that clear how we're going to do this presentation on that, both at CCPD level and at the work session level? Is that correct? Did I capture all that? Yes, sir. Okay. Very good. Any other future agenda items? I'm sorry, I did have another one. Go ahead, Chris.

And I know we talked a little bit about the budget, but I want a more in-depth piece about the budget because there's a lot of movement of money around when it comes to CCPD with the $2 million, I think, that we're moving on the recommendation. And I also want to know if there's any savings that we're able to save through the CCPD funding.

Okay. So you want details on any savings of any programs or initiatives in the CCPD, right? And then I guess a clarification on allocations?

Yeah, just savings to the general fund through CCPD or... Are you referring to savings to the general fund through CCPD?

Yeah, well, I'm referring to if there's savings in the CCPD fund, and if there is savings, then there may be broader conversations of how we can bring over general fund needs that's represented through the police department to the CCPD. So a longer conversation. Okay.

All right, any others? All right, seeing none. Our business is concluded and we're adjourned at 13 after three.