Far More is Happening Here

Strategic Plan (Updated 04/11/2025

Goals
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
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

Objective 1 - Expand Department Wellness Program

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, Family Medical Leave Act (FMLA) leave or transitioning positions between divisions — C
Establish an Early Intervention Program (EIP) — C
Refine and research rifle back plates and carriers – IMM
Refine and implement annual Montana Physical Assessment Test (MPAT) — IMM
Expand membership in Peer Support and Wellness Team (PSWT) — 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 International Association of Chiefs of Police (IACP) Officer Safety and Wellness Conference – OC
Enhance collaboration with Human Resources and Employee Health – OC
Expand training regarding OICI and each role/responsibility — OC
Revise and sustain overall wellness and peer support program — OC

Objective 2 - Expand Badges of Unity into a police foundation

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

Goal B — Community Policing & Response

Objective 1 - Objective 1 - Reduce CFS and increase efficiencies

Create a new FTE civilian Police Service Specialist and assign to the Department Online Reporting System (DORS) — C
Implement a technology platform that coordinates all disparate databases and intelligence information within the FPD — C
Develop a drone first responder capacity — C
Implement Axon Draft One transcription service through asset forfeiture and fund in 2026 budget request – C
Increase use of internal transcription or implement transcription service — IMM
Develop training for Community Service Officers (CSO) as Crime Scene Investigators (CSI) — 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 FPD’s DORS to add non-hit and run property damage accidents — INTER

Objective 2 - Increase Traffic Safety/Enforcement

Create a new sergeant FTE position to supervise the Traffic Safety Team (TST) – 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 – OC
Enhance special Traffic Safety Team operations through the use of grants and 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

Objective 3 - Increase Mental Health Response Collaborations

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, Fargo Cass Public Health and other criminal justice entities to evaluate and identify a strategy to address homelessness, mental health and addiction issues in the community – C
Enhance efforts with regional and community partners to enhance exchange of data and analysis to improve mental health response and outcomes – OC

Objective 4 - Increase Response to the Overdose Issue

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
Enhance drug trafficking investigative efforts both state and federal via the Cass County Drug Task Force (CCDTF) – OC
Collaborate with other service providers to address addiction – OC

Objective 5 - Increase Perception of Safety in Downtown/Business Area

Expand FLOCK camera capacity to business owners via Wing Gateway partnership — C
Create four new FTE officer positions via budget request to expand the Community Engagement Team (CET) to 12 officers – C
Implement CET staff schedule that provides daily coverage to increase downtown police presence – C
Implement overtime details for the CET and Neighborhood Services Division (NSD) personnel as needed – C
Expand staffing of Real Time Crime Center (RTTC) 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 the downtown area – C
Expand research of other agency models and collaborate with City Administration, Fargo Cass 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 department’s Facilities Management Plan (FMP) — INTER
Enhance partnerships with community entities, such as Downtown Community Partners (DCP), Business Improvement District (BID), etc. — OC

Objective 6 - Reduce Violent Crime and Serious Property Crime Offenses

Create a new Sergeant FTE position to supervise Intelligence and Analysis Unit (IAU) — C
Enhance National Integrated Ballistic Information Network (NIBIN) 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
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 IAU capacity to a regional State-Local Intelligence Center (SLIC) – 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

Objective 7 - Expand Community Relationships, Trust, and Collaboration

Enhance and expand Community Engagement Team efforts citywide — C
Redesign and implement Bicycle Unit to augment enforcement and safety in specific areas of the community or during special events or incidents – IMM
Complete IACP Trust-Building Campaign requirements – IMM
Enhance use of the Police Advisory and Oversight Board (PAOB) 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 Fargo’s Communications and Governmental Affairs Team, in-person meetings, events, etc. – OC

Objective 8 - Increase Safety at Special Events
Implement modular vehicle barriers into special event security platform – C
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
Increase public/private collaborations — OC

Goal C – Recruitment and Retention

Objective 1 - Increase Recruitment

Expand authorized sworn officer FTE positions 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
Enhance recruitment website, strategy and data evaluation – IMM
Partner with community stakeholders and military to identify candidates – IMM
Develop recruiting committee within TDU — 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

Objective 2 - Expand Retention and Reduce Attrition

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, FPD 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

Objective 3 - Increase Authorized Sworn Staffing to 1.6 per 1,000 Residents

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 FPD growth and reorganization needs as follows — C

17 additional FTE Officer positions
Four additional FTE Sergeant positions
Four additional Lieutenant positions
One additional Captain position

Objective 4 - Increase Civilian Positions and Enhance Community Responsiveness

Create four 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

One FTE Wellness Coordinator (subsuming current grant position)
One FTE Operations Technician
One FTE PSS position for DORS
One 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 the Training and Development Unit (TDU) — L

Objective 5 - Increase Civilian Positions & Enhance Community Responsiveness

Develop and implement annual training plan for the FPD — C
Create a partnership with the FBI LEEDS courses — INTER
Enhance partnership with ND POST and the IACP to host IACP LPO and Front-Line Leadership (FLL) courses each year, alternating between Fargo and Bismarck — OC
Improve attendance in the Northwestern SPSC courses – OC

Goal D — Enable Operational Growth and Innovation

Objective 1 - Expand Specialized Services Unit into a full Division

Create an additional FTE Captain, FTE Sergeant and FTE CSO II position as noted in Goal C, Objective 3 and 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 current K-9’s that will be aging out – INTER
Redesign K-9 staffing to add two new police K-9’s; one assigned to Neighborhood Services Division (NSD) to cover all shifts and one assigned to the Criminal Investigation Division (CID) and Street Crimes Unit (SCU) – L

Objective 2 - Increase Tactical/Strategic/Administrative Intelligence and Analysis Presentation/Meeting, etc.

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

Objective 3 - – Expand and Build A Police Headquarters And / Or Substation That Meets the Needs of The Department and Community

Refine and implement a five-year plan utilizing the facilities management plan (FMP) 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 FMP — C
Create a shared regional training facility with Fargo Fire Department commensurate with the facilities management plan — IMM

Objective 4 - Expand Headquarters into a More Functional Facility

Enclose and implement technology in personnel parking area — C
Create and implement a tabletop exercise regarding the incapacitation and relocation of the current headquarters facility due to train derailment or other crisis — C
Create adequate and secure workspace for the RTTC, CID CAC, Professional Standards Division (PSD), Records Unit in existing headquarters facility — IMM

Objective 5 - Improve Staffing and Supervisory Levels per Shift

Create three new FTE Lieutenant positions to fill the existing shift commander gap within the NSD – C
Implement a staffing study to identify unobligated time ratio and future staffing needs — IMM

Objective 6 - Enhance Reality Training

Implement use of training pods and/or other technology to enhance training experience — IMM

Objective 7: Expand the Use of The Fargo Police Foundation to Support Wellness, Community / Youth Engagement Efforts and Equipment Needs

Refine process for review and approval of Police Foundation requests — C
Establish an annual process to send three 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.