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Home My WebLink About11-Police ServicesPolice Services The mission of the Georgetown Police Department is to protect and serve the community of Georgetown’s quest for a peaceful and safe existence, free from fear, with democratic values applied equally to all with a commitment to excellence by providing the highest level of integrity, professionalism, and customer service to enhance the quality of life of our community. The Division consists of three functional departments to provide services. In 2003/04, oversight of the City’s Animal Services Department was assigned to the Police Services Division. Police Services is funded in the General Fund. Police Services Field Operations Bureau Page 152 Administrative Services Bureau Page 150 Support Services Bureau Page 154 Animal Services Page 156 02/03 04/05 01/02 02/03 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 416,973 423,692 423,661 463,968 (9.5%)458,968 Police Restricted SRF 178,101 84,093 86,608 133,963 (54.7%)45,545 Field Operations Bureau 2,414,879 2,589,285 2,582,078 2,493,731 (-3.4%)2,489,331 Support Services Bureau 1,309,120 1,679,506 1,679,091 1,990,692 (18.6%)2,071,084 Animal Services 307,684 346,235 346,235 372,734 (7.7%)350,634 Animal Services SRF 18,115 36,687 36,687 29,592 (-19.3%)25,400 Division Total 4,644,872 5,159,498 5,154,360 5,484,680 (6.4%)5,440,962 * Percent change of 03/04 Adopted from 02/03 Projected Actual 01/02 02/03 02/03 04/05 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED Administration Services Bureau 3 3 3 3 Field Operations Bureau 38 42 42 36 Support Services Bureau 29 30 30 36 Animal Services 6.5 6.75 6.75 6.75 Total (FT/PT) 76.5 81.75 81.75 81.75 Police Services 03/04 ADOPTED 03/04 ADOPTED (% Change*) 3 36 36 81.75 6.75 Personnel 80% Operations 20% 163,555 372,734 463,968 1,990,692 0 500,000 1,000,000 1,500,000 2,000,000 Restricted SRF Animal Services Administration Support Svcs Bureau 150 Police Services Administrative Services Bureau DEPARTMENT DESCRIPTION The Administrative Services Bureau provides the direction necessary for Field Operations Bureau and Support Services Bureau to fulfill the mission of the organization. The Administrative Services Bureau is responsible for budget and grant management, Emergency Management Coordination, policy development, collaboration with other City divisions and area law enforcement agencies and responds to citizen and media requests for information. Oversight of the Animal Services department has been added in 2003/04. MAJOR DEPARTMENT GOALS h Deliver quality Police services to the citizens of Georgetown. h Ensure citizens and visitors of Georgetown are free from crime, fear of crime, and disorder. h Review and maintain policies and procedures that meet industry and legal standards. h Provide employees with the necessary training and equipment to provide quality customer service to the community. h Provide a fair and equitable work environment to reduce internal and external complaints. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Relocated Emergency Operations Center due to inadequate facilities. h Worked collaboratively with the Public Safety Advisory Board to address public safety issues identified by the Board. h Worked with the Public Safety Advisory Board to define long-term public safety goals and objectives. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Research and develop additional Beat Plan to ensure police coverage is equitable to all parts of the City of Georgetown to decrease response time during calls for service. h Create and implement a County-wide full-scale emergency management exercise. h Develop and implement a citizen disaster planning initiative. ADMINISTRATIVE SERVICES 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Division Director 1 1 1 1 1 Assistant Chief of Police 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 T o t a l 3333 3 POLICE SERVICES COST PER CAPITA $126.25 $129.59 $124.80 $130.33 126.37 $0 $20 $40 $60 $80 $100 $120 $140 99/00 00/01 01/02 02/03 03/04* 151 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of total calls for service 24,185 24,334 24,566 29,120 30,576 2. # of index crimes 646 782 650 848 920 3. # of Special Events permits issued 87 95 100 100 115 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Part I crime index per 1,000 p o p u l a t i o n 2 02 21 82 32 4 2. Police cost per capita $129.59 $124.8 $131.02 $130.33 $126.37 3. # of officers per 1,000 population 1.55 1.34 1.44 1.45 1.45 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 226,029 245,584 245,553 Personnel 256,812 256,812 190,944 178,108 178,108 Operations 207,156 202,156 416,973 423,692 423,661 463,968 458,968 152 Police Services Field Operations Bureau DEPARTMENT DESCRIPTION The Field Operations Bureau responds to routine and emergency calls for service. Responsibilities include community problem solving, directed patrols, K-9 activities, and follow-up, narcotics and juvenile investigations. The Bureau consists of Patrol and Criminal Investigations. MAJOR DEPARTMENT GOALS h Respond to calls for service from the community in a timely and effective manner. h Encourage voluntary compliance of traffic laws through enforcement and public education to reduce and prevent traffic accidents. h Promote a safe, drug free community through education and enforcement. h Improve partnerships with the community through collaborative problem solving efforts to reduce crime. h Increase offense clearance rate for improved citizen satisfaction. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Developed a Sexual Assault and Domestic Violence response team to increase public awareness of these issues. h Established and coordinated a “case management” review team to provide assistance, guidance and resources to enhance the overall case clearance rate. h Established and coordinated a team to combat youth alcohol and tobacco use in public schools. h Established a “Special Investigative Unit” to document parolees, probationers, registered sex offenders and develop intelligence files. h Developed and implemented a missing child protocol. h Established and coordinated Homeland Security program. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Expand and enhance customer service feedback program. h Develop and coordinate a multi-jurisdictional computer crimes task force. h Enhance public education of Homeland Security issues and concerns through quarterly dissemination of information. FIELD OPERATIONS BUREAU 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Captain 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Lieutenant 3 3 3 3 3 Sergeant 4 4 4 4 4 Patrol Officer ** 22 26 26 20 20 Special Operations Officer 0 0 0 0 0 Detective 6 6 6 6 6 Crime Scene Specialist 1 1 1 1 1 Total 38 42 42 36 * 36 * * Reorganization of Division ** 2 Positions added at Mid-Year Process POLICE CALLS FOR SERVICE 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 98/99 99/00 00/01 01/02 02/03 03/04* *Projected 153 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of Priority 1 calls 3,259 3,000 3,300 3,500 3,900 2. Total calls for service 24,185 24,334 24,566 29,120 30,576 3. Part 1 offenses 1,033 1,053 948 1010 1000 4. Part 2 offenses 2,649 2,394 2,065 1,565 1,100 5. Calls per officer 780 811 818 970 1,019 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Officer initiated activity 8,558 9,500 9,200 15,736 9,200 2. # of arrests 1,465 1,534 1,500 1,200 1,400 3. Clearance rate Part 1 offenses 26% 24% 28% 41% 30% 4. Clearance rate Part 2 offenses 71% 54% 70% 63% 70% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,829,439 1,997,122 1,989,915 Personnel 2,115,791 2,115,791 552,540 552,189 552,189 Operations 377,940 373,540 32,900 39,974 39,974 Capital 2,414,879 2,589,285 2,582,078 2,493,731 2,489,331 154 Police Services Support Services Bureau DEPARTMENT DESCRIPTION The Support Services Bureau manages all related actions and technology needed to staff, operate and maintain all areas of Police Services personnel recruitment, internal affairs investigations, technical support, dispatch for police and fire, crime trend analysis, records retention, and victim services. The Support Services Bureau consists of the following divisions: Professional Standards, Information Technology, Communications, Records and Crime Analysis, Special Operations, Victim Services and Chaplain Services. MAJOR DEPARTMENT GOALS h Employ quality staff through employee recruitment and selection by promoting diversity and competency. h Ensure employees receive training as mandated by the Texas Commission of Law Enforcement Officer Standards and Education (TCLEOSE). h Investigate citizen complaints promptly and impartially. h Handle calls for service in an efficient, courteous and timely manner. h Manage and improve automated systems, which supply the information necessary for the delivery of Police Services. h Reduce crime through public education and collaborative community efforts. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Expanded applicant pool through diverse marketing techniques and by increasing base pay. h Reduced traffic accidents by 2% from FY 2001/02 to FY 2002/03 with the implementation of traffic management program. h Implemented method of providing statistical data in a tailored format to department personnel for crime trend analysis. h Created a comprehensive training program for all newly sworn personnel. h Organized all Communications personnel to attend required training thereby increasing efficiency and reducing turnover. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Develop and implement a 40-hour In-service training class for sworn personnel, as well as supervisors. h Implement a traffic safety campaign in residential neighborhoods through traffic enforcement and engineering designs. h Implement a year long Selective Traffic Enforcement Program. h Create a proactive crime prevention program that educates the public on a wide variety of crime prevention related issues. SUPPORT SERVICES BUREAU 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 PROPOSED 04/05 PROJECTED Captain 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Lieutenant 3 3 3 3 3 PSD Investigator 1 1 1 1 1 Training Officer 0 1 1 1 1 Information Technology Manager 1 1 1 1 1 Special Operations Officer 5 5 5 11 11 Communications 14 14 14 14 14 Records 2 2 2 2 2 Victim Services Coordinator 1 1 1 1 1 Total 29 30 30 36* 36* * Reorganization of Division 155 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of internal affairs complaints 22 16 10 10 10 2. # of dispatched calls 29,824 29,120 30,000 39,500 41,500 3. # of 911 calls received 9,848 11,395 11,800 9,000 9,450 4. # of warrants cleared 14* 316 200 300 300 5. Amount of warrant fines collected $3,126* $59,844.35 $64,000 $50,000 $50,000 6. # calls for victim services 264 224 250 200 210 7. # of traffic accidents 1,450 1,421 1450 1,430 1360 8. # of traffic citations issued by traffic unit N/A 675** 2200 3650 5000 *New program started in December 2001 ** New program started in October 2002 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Internal affairs investigations completed in 40 days 95% 69 % 95% 70% 95% 2. Accidents per 1,000 population 44 41 50 40 40 3. Employee turnover rate 15.5% 10% 10% 2% 10% 4. Employees meeting state mandated requirements 100% 100% 100% 100% 100% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Two traffic officers were added with the adoption of the 2002/03 budget, and an additional two officers were added at Mid-Year 2003. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,138,244 1,412,842 1,370,777 Personnel 1,741,601 1,828,593 170,876 232,664 239,714 Operations 249,091 242,491 34,000 68,600 Capital 1,309,120 1,679,506 1,679,091 1,990,692 2,071,084 156 Police Services Animal Services DEPARTMENT DESCRIPTION Animal Services protects the health and safety of persons in Georgetown from animal nuisances and dangers and promotes animal welfare in our community. A primary responsibility is protecting people from the threat of rabies, accomplished mainly through the enforcement of various laws and ordinances, including vaccination requirements for dogs and cats and the “leash law” for dogs, and providing information and education. Officers patrol the city, proactively enforcing City Code relating to animals and responding to a variety of calls for service, and are on call 24 hours a day for emergencies involving animals. The Department assists residents with animal nuisance control, with an emphasis on providing information on methods of peaceful coexistence with wildlife rather than eradication of a valuable resource. Animal Services shelters stray and homeless pets, reuniting lost pets with their families and placing homeless pets in loving, responsible homes. MAJOR DEPARTMENT GOALS h Ensure that no pets* in Georgetown are killed only because they are homeless. h Eliminate any significant threat of people contracting Rabies in Georgetown. h Promote the value of wildlife and peaceful coexistence except in extreme circumstances. h Ensure that persons walking on public property in the City are free of reasonable concern for being threatened by dogs running at large. * Pets meaning cats and dogs. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Purchased, and began using, a climate-controlled adoption trailer for use in off-site adoption outreach program, allowing the shelter to participate in off-site events year round, instead of just during mild weather. h Implemented program of implanting microchips in pets adopted from the Animal Shelter for identification and tracking purposes. h Facilitated the creation of an Animal Shelter Advisory Board to help ensure the Shelter’s compliance with applicable Laws and Ordinances. h Began use of “Service” software to track customer complaints and requests for service from Animal Services. h Participated in the design of a new Animal Shelter Facility. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Relocate the Animal Shelter into a new facility in order to better meet the minimum standards of care for the pets in our custody and increase pet adoptions by providing a more inviting place for customers to view pets available for adoption. h Relocate the administrative offices of the Department into a new facility in order to provide higher quality services to the Department’s customers by providing a more professional environment. h Increase automation of Department record keeping functions to ensure high levels of service and care of pets. ANIMAL SERVICES 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Animal Services Director Animal Shelter Manager Animal Control Officer Animal Shelter Technician 1 .75 3 1.75 1 1 3 1.75 1 1 3 1.75 1 1 3 1.75 1 1 3 1.75 Total (FT/PT) 6.5 6.75 6.75 6.75 6.75 NUMBER OF PETS IMPOUNDED 0 250 500 750 1,000 1,250 1,500 1,750 99/00 00/01 01/02 02/03 03/04* *Projected 157 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of pets impounded 1,280 1,373 1,500 1,390 1,490 2. # of pets killed 265 400 300 410 350 3. # of pets leaving animal shelter alive 4. # of wildlife nuisance complaints 5. # of traps delivered for wildlife nuisance complaints 6. # of loose dog complaints 928 N/A N/A 556 897 N/A N/A 408 1,100 166 100 750 900 100 60 450 1,100 125 50 500 7. # of dogs licensed 8. estimated # of dogs owned in City* N/A 7,564 1,378 8,104 1,500 8,400 1,350 8,318 1,584 8,800 *Estimation based on an American Veterinary Medical Association formula using population. PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. % of impounded pets killed 20% 29% 20% 29% 23% 2. % of impounded pets leaving the animal shelter alive 3. % of wildlife nuisance complaints resulting in traps delivered 72% N/A 65% N/A 73% 60% 64% 60% 73% 40% 4. % of dogs licensed N/A 17% 17% 16% 18% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Remodel/construction of the new Animal Shelter facility and relocation of Animal Services department into the new facility will be a priority for 2003/04. The department will be part of the Police Services division in 2003/04. The transfer program of sending dogs to the SPCA of Texas in Dallas for adoption is weakening. The number of dogs they are willing to take is decreasing, and they are no longer meeting us half-way; we are driving to Dallas. This increases the number of dogs we are destroying. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 239,098 259,088 259,088 Personnel 269,409 269,409 68,586 87,147 87,147 Operations 103,325 81,225 307,684 346,235 346,235 372,734 350,634