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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. This Division consists of three functional departments to provide services. In 2003/04,
oversight of the City’s Animal Services Department was assigned to Police Division.
This Division is funded in the General Fund.
Police
Field Operations Bureau
Page 148
Administrative Services Bureau
Page 146
Support Services Bureau
Page 150
Animal Services
Page 152
68
Police
04/05 06/07
03/04 04/05 PROJECTED ESTIMATED
ACTUAL BUDGET ACTUAL BASE
Administration 798,316 908,261 889,754 954,484 (7.3%)957,486
Police Restricted SRF 95,851 102,893 118,797 71,080 (-40.2%)48,835
Field Operations Bureau 2,507,849 2,766,519 2,728,790 3,192,952 (17.0%)3,536,705
Support Services Bureau 1,553,639 1,677,552 1,539,584 2,101,309 (36.5%)2,221,695
Animal Services 375,296 376,674 376,670 442,692 (17.5%)441,390
Animal Services SRF 11,432 36,996 36,996 48,738 (31.7%)25,400
Division Total 5,342,383 5,868,895 5,690,591 6,811,255 (19.7%)7,231,511
* Percent change of 05/06 Adopted from 04/05 Projected Actual
05/06
ADOPTED
(% Change*)
03/04 04/05 04/05 06/07
FINAL / ORIGINAL FINAL / PROJECTED
PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL
Administration Services Bureau 8 8 8 8
Field Operations Bureau 35 41 41 53
Support Services Bureau 32 31 31 31
Animal Services 6.75 6.75 6.75 7/.5
Total (FT/PT) 81.75 86.75 86.75 99/.5
8
47
31
93/.5
7/.5
05/06
ADOPTED
Capital
0.43%
Personnel
80.60%
Operations
18.97%
119,818
442,692
954,484
2,101,309
0 500,000 1,000,000 1,500,000 2,000,000
Restricted SRF
Animal Services
Administration
Support Svcs
Bureau
146
GROUP A OFFENSES PER 1,000 POPULATION
25
41
36
39
0
10
20
30
40
50
02/03 03/04 04/05 05/06*
*Projected
Police
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, personnel recruitment,
internal affairs investigations, training, staff support, emergency
management coordination, policy development, collaboration with other
City divisions and area law enforcement agencies and responds to
citizen and media requests for information.
MAJOR DEPARTMENT GOALS
• Employ quality staff through employee recruitment and selection by promoting diversity and competency.
• Ensure employees receive training as mandated by the Texas Commission of Law Enforcement Officer
Standards and Education (TCLEOSE).
• Investigate citizen complaints promptly and impartially.
• Deliver quality Police services to the citizens of Georgetown.
• Ensure citizens and visitors of Georgetown are free from crime, fear of crime, and disorder.
• Review and maintain policies and procedures that meet industry and legal standards.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2004/2005
• Created a citation information brochure.
• Modified current Internal Affairs process to incorporate changes mandated by case law.
• Conducted a full-scale emergency management exercise within the City of Georgetown to include multiple
state, county, and municipal entities.
• Coordinated and conducted active school shooter training (ALERRT) for all sworn personnel in conjunction with
Georgetown Independent School District (GISD).
• Recertified Emergency Operations Plan with State Department of Emergency Management.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Implement year 2 of 3 year staffing plan by hiring 6 additional police officers to improve service delivery in area
parks, as well as, through the creation of a 5th police district within the city.
• Create a slogan to publicize the Department on radio, television, bumper stickers, etc.
• Develop a first-line supervisor training program.
• Provide training for all employees on quality customer service and collaborative problem solving techniques.
• Upgrade technologies for collection, access, analysis, mapping and dissemination of information.
• Conduct a needs assessment evaluation for existing and future police facilities.
ADMINISTRATIVE SERVICES 03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Division Director 1 1 1 1 1
Assistant Chief of Police 1 1 1 1 1
Administrative Assistant
Staff Assistant
Detective
Sergeant
Lieutenant
1
2
1
1
1
1
2
1
1
1
1
2
1
1
1
1
2
1
1
1
1
2
1
1
1
Total 8 8 8 8 8
147
WORKLOAD MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Population 36,148 38,215 ** 40,258 42,300
2. Total service numbers generated 51,215 59,157 ** 50,000 55,000
3. Total # of Group A offenses* 909 1,582 900 1,466 1,500
4. Total internal affairs complaints 14 12 14 7 14
5. Total number of employees 81.75 81.75 86.75 86.75 86.75
* In past years, this was referenced as "Part 1 offenses" in accordance to UCR (Uniform Crime Reporting) Index Crimes. Since
converting to NIBRS (National Incident-Based Reporting System), this term is now known as "Group A offenses."
** New workload measures were defined during this budget cycle, therefore there were no budgeted figures.
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Group A offenses per 1,000
population
25
41 24 36 39
2. # of internal affairs complaints
sustained
11 8 9 9 9
3. Employee turnover rate 7% 26% 10% 10% 10%
4. Number of officers per 1,000
population
1.3 1.4 1.5 1.5 1.5
5. Employees meeting state
mandated requirements
100%
100%
100%
100%
100%
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
509,343 573,506 568,449 Personnel 593,237 595,140
288,973 319,755 306,305 Operations 344,747 352,346
15,000 15,000 Capital 16,500 10,000
798,316 908,261 889,754 954,484 957,486
148
POLICE SERVICE NUMBERS
(with traffic included)
36,468
42,445 43,510 47,861
0
10,000
20,000
30,000
40,000
50,000
02/03 03/04 04/05 05/06*
*Projected
Police
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
• Respond to calls for service from the community in a timely and effective manner.
• Encourage voluntary compliance of traffic laws through enforcement and public education to reduce and
prevent traffic accidents.
• Promote a safe, drug free community through education and enforcement.
• Improve partnerships with the community through collaborative problem solving efforts to reduce crime.
• Increase offense clearance rate for improved citizen satisfaction.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2004/2005
• Improved criminal investigations through purchase and use of digital recording equipment and updated
evidence inventory recording and reporting through use of software.
• Assisted community resource officer’s public education efforts by providing statistical analysis of rising trends in
financial crimes and provided educational materials about identity theft, forgery and fraud.
• Conducted quarterly sting operations in cooperation with the Texas Alcoholic Beverage Commission,
Williamson County Sheriff’s Office and Round Rock Police Department that targeted the sale of alcohol and
tobacco products to underage people.
• Coordinated and conducted training seminars about date rape, sexual assault and domestic violence for middle
school, high school and college students.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Reduce the number of calls for service to specific apartment complexes through collaborative problem-solving
and community policing strategies.
• Analyze and develop responses, where problems are identified, in relation to reducing the number of major
accidents through the use of problem-solving, community policing and program management strategies.
• Coordinate multi-jurisdictional narcotics investigation to target illegal drugs within the Georgetown Independent
School District.
• Develop and provide fraud and forgery prevention training to new and existing businesses.
• Reduce number of forged and counterfeit check cases through undercover investigations for local businesses.
FIELD OPERATIONS BUREAU 03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Captain 1 1 1 1 1
Lieutenant 3 3 3 3 3
Sergeant 3 3 3 3 3
Patrol Officer 20 24 24 30 36*
Detective 7 9 9 9 9
Crime Scene Technician 1 1 1 1 1
Total 35 41 41 47 53
* Reorganization of Division
149
WORKLOAD MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Total Police service numbers
generated (minus traffic)
24,246 28,452 ** 28,876 31,763
2. Total Police service numbers
generated (with traffic)
36,468 42,445 ** 43,510 47,861
3. Total # of accidents 1,433 1,371 ** 1,730 1,900
4. Total citations issued 8,873 8,151 ** 7,504 8,254
5. Total warrants served 489 819 ** 884 972
6. Total # of reports taken 3,310 3,273 ** 3,760 4,136
7. Total # of evidence received 1,098 1,462 ** 1,240 1,364
** New workload measures were defined during this budget cycle, therefore there were no budgeted figures.
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. % of Police service numbers that
were officer initiated
53% 54% ** 53% 55%
2. % of reports referred to CID 37% 40% ** 35% 35%
3. % of accidents handled by Patrol 82% 79% ** 87% 75%
4. % of citations issued by Patrol 85% 51% ** 75% 65%
5. % of calls handled by Patrol
(minus traffic)
88% 75% ** 74% 75%
6. % of evidence processed 18% 16% ** 14% 16%
7. % of warrants served by
Patrol/CID
62% 38% ** 45% 45%
** New performance measures were defined during this budget cycle, therefore there were no budgeted figures.
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
*Includes funding of Year 3 of staffing plan in 2006/07.
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
2,122,144 2,321,820 2,284,091 Personnel 2,665,447 3,029,959
378,051 424,699 424,699 Operations 514,905 506,746
7,654 20,000 20,000 Capital 12,600
2,507,849 2,766,519 2,728,790 3,192,952 3,536,705
*
150
Police
Support Services Bureau
DEPARTMENT DESCRIPTION
The Support Services Bureau manages the chaplain program, technology needed to operate and maintain all areas
of Police Services, dispatch for police and fire, crime trend analysis, records management, victim services, animal
services, traffic enforcement, school resource officers, community resource unit, and warrants officer.
The Support Services Bureau consists of the following divisions: Information Management (Communications and
Records and Crime Analysis), Special Operations, Victim Services, Animal Services and Chaplain Services.
MAJOR DEPARTMENT GOALS
• Receive, process, and dispatch emergency and non-emergency calls for service from the public in an efficient,
courteous and timely manner.
• Manage and improve automated systems, which supply the information necessary for the delivery of Police
Services.
• Reduce crime through public education and collaborative community efforts.
• Resolve traffic issues through prevention, education, and enforcement.
• Provide services and support to victims of domestic violence, sexual assault, and other tragedies.
• Ensure a safe and healthy learning environment for students at Georgetown High School (GHS).
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2004/2005
• Restructured the Communications new employee training program to address concerns expressed by current
and exiting employees in order to better train and retain communications operators.
• Developed and implemented a traffic mitigation plan to provide a standardized city wide process for addressing
citizen complaints regarding traffic and traffic related issues.
• Completed a security survey of all City facilities to identify potential security deficiencies.
• Conducted community meetings to improve partnerships with the community and solicit information regarding
crime, fear, and disorder issues.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Utilize comprehensive traffic management plan to identify and reduce problem areas associated with traffic.
• Conduct training for students in Georgetown Independent School District (GISD) related to bullying, gangs,
drug and alcohol use, and peer pressure.
• Provide post-incident debriefing training and education for all department members
• Conduct training for Southwestern University students in areas of date rape, dangerous drugs and hazing.
SUPPORT SERVICES BUREAU 03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Captain 1 1 1 1 1
Lieutenant 2 2 2 2 2
PSD Investigator 1 1 1 1 1
Information Technology Manager 1 0 0 0 0
Special Operations Officer 10 10 10 10 10
Communications 14 14 14 14 14
Records 2 2 2 2 2
Victim Services Coordinator 1 1 1 1 1
Total 32 31 31 31 31
151
WORKLOAD MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Total service numbers generated 51,215 59157 ** 46,900 51,600
2. # of Fire (priority 1) calls 3,215 2,944 ** 3080 3,390
3. Total Police service calls (minus
traffic)
22,107 28,452 30,000 24,750 27,220
4. Total # of accidents 1,433 1,371 1,400 1,480 1,628
5. Total citations issued 8,873 8,151 10,000 6,430 7,075
6. Total warrants served 808 819 1,000 1,000 1,000
7. Total number of Explorers 12 16 ** 20 24
** New workload measures were defined during this budget cycle, therefore there were no budgeted figures.
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. % of service calls that are 911 11& 11% ** 15% 15%
2. % of calls handled by the Traffic
Unit (minus traffic)
13% 15% 20% 12% 12%
3. % of Fire calls dispatched under
two minutes
58% 44% ** 45% 45%
4. % of accidents handled by the
Traffic Unit
31% 35% 75% 23% 40%
5. % of citations issued by the Traffic
Unit
32% 44% ** 8% 40%
6. % of warrants served by the
Warrant Officer
38% 62% ** 51% 51%
7. # of volunteer hours worked by the
Explorers
2,026 2,651 ** 3,000 3,000
** New performance measures were defined during this budget cycle, therefore there were no budgeted figures.
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
1,368,661 1,434,707 1,296,739 Personnel 1,899,753 2,027,795
175,737 170,845 170,845 Operations 201,556 193,900
9,241 72,000 72,000 Capital
1,553,639 1,677,552 1,539,584 2,101,309 2,221,695
152
Police
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
• Ensure that no pets* in Georgetown are killed only because they are homeless.
• Eliminate any significant threat of people contracting rabies in Georgetown.
• Promote the value of wildlife and peaceful coexistence except in extreme circumstances.
• 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 2004/2005
• Relocated Animal Services operations into a new Animal Shelter / Administration Building.
• Increased pet license sales by approximately 30%, thus increasing compliance with Rabies Vaccination
requirements.
• Decreased the number of loose dog complaints by approximately 13% while the number of overall calls for
service remain almost unchanged.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Utilize the new PETsMART store in Wolf Ranch as a base for pet adoptions, thus increasing pet adoptions and
reducing pet euthanasia.
• Continue promotion of pet license sales.
• Develop comprehensive wildlife information in an easily read format to disseminate to customers encouraging
value of our wildlife resources.
• Expand and enhance a proactive approach to “leash law” enforcement through routine code enforcement
patrols.
ANIMAL SERVICES 03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Animal Services Director
Animal Shelter Manager
Animal Control Officer
Animal Shelter Technician
Animal Shelter Receptionist (PT)
1
1
3
1.75
0
1
1
3
1.75
0
1
1
3
1.75
0
1
1
3
2
.5
1
1
3
2
.5
Total (FT/PT) 6.75 6.75 6.75 7/.5 7/.5
NUMBER OF PETS IMPOUNDED
0
250
500
750
1,000
1,250
1,500
1,750
2,000
02/03 03/04 04/05 05/06*
*Projected
153
WORKLOAD MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. # of pets impounded 1,337 1,664 1,600 1,700 1,870
2. # of pets killed 427 520 450 440 484
3. # of pets leaving animal shelter
alive
4. # of loose dog complaints
749
435
965
675
1,000
600
1,100
587
1,200
587
5. # of dogs licensed
6. estimated # of dogs owned in City*
1,363
8,128
986
8,865
1,200
8,600
1,282
9,340
1,350
9,800
*Estimation based on an American Veterinary Medical Association formula using population.
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. % of impounded pets killed 32% 31% 28% 26% 26%
2. % of impounded pets leaving the
animal shelter alive
56%
58% 63% 65% 64%
4. % of dogs licensed 17% 11% 14% 14% 14%
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
An animal services technician is upgraded from 3/4 time to full time in 2005/06, along with the addition of a part-
time receptionist for the new animal shelter.
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
270,013 286,533 286,533 Personnel 331,733 331,733
105,283 90,141 90,137 Operations 110,959 109,657
375,296 376,674 376,670 442,692 441,390