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Home My WebLink About10-PolicePolice 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. 05/06 07/08 04/05 05/06 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 900,141 1,018,067 1,001,847 1,065,298 (6.3%)1,072,787 Police Restricted SRF 151,902 90,549 77,357 22,723 (-70.6%)2,000 Field Operations Bureau 2,735,749 3,511,332 3,511,332 3,881,101 (10.5%)3,972,015 Support Services Bureau 1,416,092 1,764,953 1,763,418 2,367,835 (34.3%)2,457,332 Animal Services 388,205 461,471 461,471 505,532 (9.5%)516,315 Animal Services SRF 50,661 48,738 10,000 58,247 (482.5%)25,400 Division Total 5,642,750 6,895,110 6,825,425 7,900,736 (15.8%)8,045,849 * Percent change of 06/07 Adopted from 05/06 Projected Actual Police 06/07 ADOPTED (% Change*) Capital 0.55% Personnel 81.24% Operations 18.21% 2,367,835 1,065,298 505,532 80,970 0 500,000 1,000,000 1,500,000 2,000,000 Restricted SRF Animal Services Administration Support Svcs Bureau PERSONNEL SUMMARY 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 ADOPTED Administrative Services Bureau 8 8 8 8 8 Field Operations Bureau 41 47 47 49 53 Support Services Bureau 31 31 31 33 33 Animal Services 6.75 7/.5 7/.5 7/.5 7/.5 TOTAL 86.75 93/.5 93/.5 97/.5 101/.5 144 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 2005/2006 • Implemented year 2 of 3 year staffing plan by hiring 6 additional police officers to improve service delivery. • Created a slogan to publicize the department on radio, television, bumper stickers, etc. • Developed a first-line supervisor training program. • Provided training for all employees on quality customer service and collaborative problem solving techniques. • Upgraded technologies for collection, access, analysis, mapping and dissemination of information. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Develop a comprehensive recruitment plan. • Assist in conducting needs assessment for police facility. • Provide survival Spanish training for all communications operators. • Explore technology to enhance service delivery. • Implement year 3 of staffing plan by hiring 2 new dispatchers and 2 officers in the current year and 4 additional officers in October 2007. (Policy 7/Priority E) GROUP A OFFENSES PER 1,000 POPULATION 25 41 44 46 48 0 10 20 30 40 50 02/03 03/04 04/05 05/06 *06/07 *Projected 145 ADMINISTRATIVE SERVICES 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Police Chief 1 1 1 1 1 Assistant Police Chief 1 1 1 1 1 Administrative Assistant III 1 1 1 1 1 Administrative Assistant I 2 2 2 2 2 Detective 1 1 1 1 1 Police Training Sergeant 1 1 1 1 1 Lieutenant 1 1 1 1 1 TOTAL 8 8 8 8 8 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Population 38,215 40,417 42,300 42,036 44,324 2. Total service numbers generated 59,157 51,647 55,000 58,062 60,000 3. Total # of Group A offenses* 1,582 1,798 1,500 1,952 2,150 4. Total internal affairs complaints 12 11 14 12 12 5. Total number of employees 81.75 86.75 86.75 93.5 99.5 * 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." PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Group A offenses per 1,000 population 41 44 39 46 48 2. # of internal affairs complaints sustained 8 9 9 9 9 3. Employee turnover rate 26% 9% 10% 8% 10% 4. Number of officers per 1,000 population 1.4 1.5 1.5 1.5 1.6 5. Employees meeting state mandated requirements 100% 100% 100% 100% 100% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 556,990 618,740 607,313 Personnel 643,026 648,571 325,032 362,827 362,827 Operations 412,272 414,216 18,119 36,500 31,707 Capital 10,000 10,000 900,141 1,018,067 1,001,847 1,065,298 1,072,787 146 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, Criminal Investigations and the Traffic Enforcement Unit. 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. • Resolve traffic issues through prevention, education and enforcement. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2005/2006 • Reduced the number of calls for service to specific apartment complexes through collaborative problem-solving and community policing strategies. • Analyzed and developed 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. • Coordinated multi-jurisdictional narcotics investigation to target illegal drugs within the Georgetown Independent School District. • Developed and provided fraud and forgery prevention training to new and existing businesses. • Reduced number of forged and counterfeit check cases through undercover investigations for local businesses. • 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 2005/2007 • Redefine and increase number of patrol beats. • Create a dedicated bike patrol for the Hike and Bike Trail, Downtown, and large commercial developments. • Provide significant traffic law education for the public. • Purchase and implement evidence / property management software to ensure and improve tracking of evidence. (Policy 17/Priority L) POLICE SERVICE NUMBERS (with traffic included) 36,468 42,445 42,196 46,000 46,000 0 10,000 20,000 30,000 40,000 50,000 02/03 03/04 04/05 05/06 *06/07 *Projected 147 FIELD OPERATIONS BUREAU 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Captain 1 1 1 1 1 Lieutenant 3 3 3 3 3 Sergeant 3 3 3 3 3 Patrol Officer 24 30 30 32 36 Detective 9 9 9 9 9 Crime Scene Technician 1 1 1 1 1 TOTAL 41 47 47 49 53 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Total Police service numbers generated (minus traffic) 28,452 26,448 31,763 28,000 28,000 2. Total Police service numbers generated (with traffic) 42,445 42,196 47,861 46,000 46,000 3. Total # of accidents 1,371 1,526 1,900 1,800 1,800 4. Total citations issued 8,151 8,782 8,254 10,000 10,000 5. Total warrants served 819 1,835 972 1,500 1,500 6. Total # of reports taken 3,273 5,124 4,136 5,500 5,500 7. Total # of evidence received 1,462 1,467 1,364 2,000 2,000 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. % of Police service numbers that were officer initiated 54% 44% 55% 60% 60% 2. % of reports referred to CID 40% 26% 35% 40% 40% 3. % of accidents handled by Patrol 79% 79% 75% 75% 75% 4. % of citations issued by Patrol 51% 55% 65% 60% 60% 5. % of calls handled by Patrol (minus traffic) 75% 76% 75% 80% 80% 6. % of evidence processed 16% 15% 16% 12% 12% 7. % of warrants served by Patrol/CID 38% 80% 45% 85% 85% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: The traffic unit is transferred from Support Services to Patrol Division in the Field Operations Bureau in 2006/07. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 2,279,498 2,973,815 2,973,815 Personnel 3,230,376 3,378,674 454,227 511,405 511,405 Operations 617,265 572,481 2,024 26,112 26,112 Capital 33,460 20,860 2,735,749 3,511,332 3,511,332 3,881,101 3,972,015 148 Police Support Services Bureau DEPARTMENT DESCRIPTION The Support Services Bureau manages the, 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, school resource officers, community resource unit, warrants officer and the chaplain program. The Support Services Bureau consists of the following divisions: Information Management (Communications and Records and Crime Analysis), Special Operations, and Animal 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. • 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 2005/2006 • Utilized comprehensive traffic management plan to identify and reduce problem areas associated with traffic. • Conducted training for students in Georgetown Independent School District (GISD) related to bullying, gangs, drug and alcohol use, and peer pressure. • Provided post-traumatic stress debriefing training and emotional survival for Police Department members. • Conducted training for Southwestern University students in areas of date rape, dangerous drugs and hazing. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Implement alternative reporting processes for non-emergency calls for service and for reporting crimes. • Assist in designing a new city-wide Communications Center. • Coordinate with the Fire Department to enhance Fire dispatch operations. • Implement standard operating procedures for the Communications personnel. 149 SUPPORT SERVICES BUREAU 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Captain 1 1 1 1 1 Lieutenant 2 2 2 2 2 Police Officer 11 11 11 11 11 Communications Team Leader 3 3 3 3 3 Communications Operator 11 11 11 13 13 Senior Records Specialist 1 1 1 1 1 Records Specialist 1 1 1 1 1 Victim Services Coordinator 1 1 1 1 1 TOTAL 31 31 31 33 33 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Total service numbers generated 59,157 46,900 51,600 58,062 56,600 2. # of Fire (priority 1) calls 2,944 3080 3,390 3,672 3,700 3. Total Police service calls (minus traffic) 28,452 24,750 27,220 27,448 29,720 4. Total # of accidents 1,371 1,480 1,628 1,636 1,778 5. Total citations issued 8,151 6,430 7,075 10,192 9,600 6. Total warrants served 819 1,000 1,000 1,428 1,250 7. Total number of Explorers 16 20 24 18 20 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. % of service calls that are 911 11% 15% 15% 16% 16% 2. % of calls handled by the Traffic Unit (minus traffic) 15% 12% 12% 11% 12% 3. % of Fire calls dispatched under two minutes 44% 45% 45% 45% 50% 4. % of accidents handled by the Traffic Unit 35% 23% 40% 48% 45% 5. % of citations issued by the Traffic Unit 44% 8% 40% 55% 50% 6. % of warrants served by the Warrant Officer 62% 51% 51% 60% 55% 7. # of volunteer hours worked by the Explorers 2,651 3,000 3,000 3,300 3,100 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 2 additional communication operators are added to improve emergency response levels and enhance citizen safety. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,200,281 1,482,097 1,480,562 Personnel 2,182,117 2,283,759 154,611 201,556 201,556 Operations 185,718 173,573 61,200 81,300 81,300 Capital 1,416,092 1,764,953 1,763,418 2,367,835 2,457,332 150 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. • Worked with Animal Services Task Force to review and prioritize the Humane Society of the United States recommendations for improvements to the Animal Shelter to enhance the quality of care provided by the shelter. * Pets meaning cats and dogs. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2005/2006 • Developed effective relationship with new PETsMART store management in Wolf Ranch in order to have exclusive access to pet adoption resources in the store. • Increased pet licensing by approximately 20%, increasing compliance with Rabies Vaccination requirements. • Developed wildlife information presentation and revised Standard Operating Procedures (SOP) on dealing with wildlife nuisance complaints utilizing the Humane Society of the United States (HSUS) final report. • Began revisions of Standard Operating Procedures (SOP) manual utilizing recommendations from the HSUS final report. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Finish revisions of SOP manual to incorporate recommendations from the HSUS report. • Implement improved humane education/animal safety program in local schools. • Develop pet adoption program to include temperament testing of dogs and more extensive counseling and screening of potential adopters as recommended by the HSUS report. • Implement recommendations from the HSUS consultation report as determined by the consultation Task Force. NUMBER OF PETS IMPOUNDED 1,337 1,664 1,785 1,520 1,700 0 250 500 750 1,000 1,250 1,500 1,750 2,000 02/03 03/04 04/05 05/06 *06/07 *Projected 151 ANIMAL SERVICES 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Animal Services Manager 1 1 1 1 1 Animal Shelter Supervisor 1 1 1 1 1 Animal Control Office Senior 1 1 1 1 1 Animal Control Officer II 1 1 1 1 1 Animal Control Officer I 1 1 1 1 1 Animal Shelter Tech II 1 1 1 1 1 Animal Shelter Tech I 0.75 1 1 1 1 CSR I (P/T) 0 0.5 0.5 0.5 0.5 TOTAL 6.75 7/.5 7/.5 7/.5 7/.5 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. # of pets impounded 1,664 1,785 1,870 1,520 1,700 2. # of pets euthanized 520 628 484 530 580 3. # of pets adopted, reclaimed or transferred 4. # of loose dog complaints 976 675 1081 634 1,200 587 950 697 1,070 700 5. # of dogs licensed 6. estimated # of dogs owned in City* 986 8,865 1,255 9,340 1,350 9,800 1,440 9,056 1,900 9,683 *Estimation based on an American Veterinary Medical Association formula using population. PERFORMANCE MEASURES ACTUAL FY 034/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. % of impounded pets euthanized 31% 35% 26% 35% 34% 2. % of impounded pets adopted, reclaimed or transferred 59% 61% 64% 63% 63% 3. % of dogs licensed 11% 13% 14% 16% 20% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 286,967 341,382 341,382 Personnel 363,407 374,821 101,238 120,089 120,089 Operations 142,125 141,494 388,205 461,471 461,471 505,532 516,315