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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. Police Field Operations Bureau Page 146 Administrative Services Bureau Page 144 Support Services Bureau Page 148 Animal Services Page 150 06/07 06/07 07/08 PROPOSED BUDGET AMENDED PROJECTED NEW % BUDGET ACTUAL BASE PROGRAMS TOTAL CHANGE General Fund Administrative Services 1,129,858 1,120,732 1,219,797 49,950 1,269,747 (13.3%) Support Services Bureau 1,834,170 1,717,000 2,014,582 361,053 2,375,635 (38.4%) Field Operations Bureau 4,342,376 4,290,891 4,920,743 40,115 4,960,858 (15.6%) Animal Services 513,362 513,359 548,989 548,989 (6.9%) total General Fund 7,819,766 7,641,982 8,704,111 451,118 9,155,229 (19.8%) Special Revenue Funds Animal Services SRF 58,247 30,000 35,939 35,939 (19.8%) Police Restricted Funds 27,723 64,145 108,698 108,698 (69.5%) total Special Rev. Funds 85,970 94,145 144,637 144,637 (53.6%) Division Total 7,905,736 7,736,127 8,848,748 451,118 9,299,866 (20.2%) PERSONNEL SUMMARY PERSONNEL OPERATING CAPITAL TOTAL (FTE's) General Fund Administrative Services 701,591 513,828 54,328 1,269,747 8 Support Services Bureau 2,080,177 205,458 90,000 2,375,635 36 Field Operations Bureau 4,251,358 671,100 38,400 4,960,858 60 Animal Services 383,211 165,778 548,989 8 total General Fund 7,416,337 1,556,164 182,728 9,155,229 112 Special Revenue Funds Animal Services SRF 35,939 35,939 Police Restricted Funds 108,698 108,698 total Special Rev. Funds 108,698 35,939 144,637 Division Total 7,416,337 1,664,862 218,667 9,299,866 112 Uses & Expenses Police Services 07/08 PROPOSED BUDGET 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. • Explore technology to enhance service delivery. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007 • Developed a comprehensive recruitment plan and accomplished full staffing. • Assisted in conducting needs assessment for police facility. • Provided survival Spanish training for all communications operators. • Implemented year 3 of staffing plan by hiring 2 new dispatchers and 2 officers in the current year and 4 additional officers in October 2007. • Prepared for and participated in the World Movement for Democracy (WMD)/Terrorism Incident Functional Exercise presented by the National Emergency Response and Rescue Training Center. • Implemented a noise ordinance. • Successfully met all state mandated officer training requirements. • Implemented the Volunteers In Police Service program. • Developed new organizational strategy to maximize supervisory staffing and accountability. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 • Upgrade WebEOC for Emergency Management. • Complete design of new Police facility. • Complete and staff new Communications, Training and Emergency Operations Center (EOC) facility. • Complete the 800 MHz radio upgrade and migrate to digital system by January 2008. GROUP A OFFENSES PER 1,000 POPULATION 41 44 42 35 35 0 10 20 30 40 50 03/04 04/05 05/06 06/07 *07/08 *Projected 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 2006/2007 • Reduced the number of calls for service to specific apartment complexes through zero tolerance protocol. • Developed a response to the reducing the number of major accidents through the use traffic unit directed patrols. • Conducted sting operations in cooperation with the Texas Alcoholic Beverage Commission that targeted the sale of alcohol and tobacco products to underage people. • Redefined and increased the number of patrol beats to improve Patrol response time and geographic accountability. • Improved Park Ranger program to enhance safety and customer service on Hike and Bike Trail. • Re-organized Field Operations to provide an Administrative Sergeant to assist with daily operations, fleet management and traffic management. • Improved handling, processing and storage of large evidentiary items and vehicles through the allocation of additional facility space. • Provided traffic education with a comprehensive traffic management information packet. • Implemented evidence / property management software to ensure and improve tracking of evidence. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 • Improve criminal intelligence and officer safety communication throughout the department. • Streamline process for resolving traffic complaints passed from Traffic Management Committee. • Improve relationship with new construction companies to reduce theft. • Improve criminal investigations through purchase and use of digital recording equipment, and by implementing a Digital Video Management System. (Policy 7 / Priority E) • Implement a proactive “IMPACT” team to provide a hands-on, positive influence within the community. (Policy 7 / Priority E) POLICE SERVICE NUMBERS (with traffic included) 42,445 42,196 49,633 51,400 54,484 0 10,000 20,000 30,000 40,000 50,000 60,000 03/04 04/05 05/06 06/07 *07/08 *Projected 145 ADMINISTRATIVE SERVICES 05/06 ACTUAL 06/07 ORIGINAL BUDGET 06/07 FINAL / ACTUAL 07/08 ADOPTED 08/09 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 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. Population 40,417 44,286 44,324 46,929 49,499 2. Total service numbers generated 51,647 59,521 60,000 68,600 79,000 3. Total # of employees 86.75 93.5 99.5 99.5 110.5 4. Total authorized strength of sworn officers 55 65 67 67 78 * 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 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. Group A offenses per 1,000 population 44 42 48 35 35 2. # of sustained internal affairs complaints generated by the public 2 3 4 4 4 3. Employee turnover rate 9% 5% 10% 1% 5% 4. Number of officers per 1,000 population 1.4 1.5 1.4 1.4 1.6 5. Employees meeting state mandated requirements 100% 100% 100% 100% 100% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 596,835 707,586 707,576 Personnel 701,591 702,271 367,802 412,272 403,156 Operations 513,828 504,378 92,526 10,000 10,000 Capital 54,328 12,052 1,057,163 1,129,858 1,120,732 1,269,747 1,218,701 147 FIELD OPERATIONS BUREAU 05/06 ACTUAL 06/07 ORIGINAL BUDGET 06/07 FINAL / ACTUAL 07/08 ADOPTED 08/09 PROPOSED Captain 1 1 1 1 1 Lieutenant 3 3 3 3 3 Sergeant 3 3 4 4 4 Patrol Officer 30 32 38 42 42 Detective 9 9 9 9 9 Crime Scene Technician 1 1 1 1 1 TOTAL 47 49 56 60 60 WORKLOAD MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. Total Police service numbers generated 42,196 49,633 46,000 51,400 54,484 2. Total Police calls for service (less Traffic) 26,448 28,448 * 29,000 37,700 3. Total # of accidents 1,526 1,534 1,800 1,850 2,175 4. Total traffic stops 13,933 21,057 25,000 29,000 5. # of evidence items submitted 1,467 1,622 2,000 1,500 1,725 PERFORMANCE MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. % of Police service numbers that were officer initiated 44% 63% 60% 64% 68% 2. % of total calls for service that were priority 1 6% 5% * 5% 6% 3. % of accidents investigated 45% 38% * 35% 38% 4. % of traffic stops resulting in citations issued 46% 50% * 43% 46% 5. % of evidence items submitted that required processing 15% 15% 12% 15% 15% * New workload and performance measures. DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 2,901,060 3,691,651 3,691,637 Personnel 4,251,358 4,253,917 477,057 617,265 594,904 Operations 671,100 621,135 15,012 33,460 4,350 Capital 38,400 18,400 3,393,129 4,342,376 4,290,891 4,960,858 4,893,452 148 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 2006/2007 • Implemented alternative reporting processes for non-emergency calls for service and for reporting crimes. • Assisted in designing a new city-wide Communications Center. • Coordinated with the Fire Department to enhance Fire dispatch operations. • Implemented standard operating procedures for the Communications personnel. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 • Implement False Alarm Reduction program that includes a city ordinance, permitting, fees and payment schedules and law enforcement response. • Implement second School Resource Officer within Georgetown Independent School District (GISD). • Conduct Sexual Assault and Teen Violence awareness training for GISD middle school and high school students. • Recruit and train people to participate in the Volunteers in Police Services (VIPS) program. • Evaluate options for possible replacement of the City’s existing computer aided dispatch system. (Policy 7 / Priority E) • Expand the City’s Warrant Collection Program to improve warrant process and increase security for added court sessions for Municipal Court. (Policy 17 / Priority E) 149 SUPPORT SERVICES BUREAU 05/06 ACTUAL 06/07 ORIGINAL BUDGET 06/07 FINAL / ACTUAL 07/08 ADOPTED 08/09 PROPOSED Captain 1 1 1 1 1 Lieutenant 2 2 2 2 2 Sergeant 0 0 0 1 1 Police Officer 11 11 3 9 9 Communications Manager 0 0 0 1 1 Communications Team Leader 3 3 4 4 4 Communications Operator 11 13 13 14 14 Senior Records Specialist 1 1 1 1 1 Records Specialist 1 1 1 2 2 Victim Services Coordinator 1 1 1 1 1 TOTAL 31 33 26 36 36 WORKLOAD MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. Total # of Police & Fire Priority 1 calls 4,351 4,624 * 5,600 6,500 2. Total calls received by Communications 20,865 28,115 * 35,500 44,400 3. Total # of warrants served 712 1,079 1,250 1,898 2,500 4. Total # of open records requests 508 553 * 575 600 5. Total # of cases responded to by Victim Services 500 515 * 550 625 PERFORMANCE MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. % of Priority 1 calls dispatched under one minute 22% 52% * 63% 90% 2. % of calls received by Communications that are 911 calls 39% 30% * 32% 32% 3. % of warrants served by the Warrant Officer 51% 21% 55% 25% 55% 4. % of open records requests that are completed within the required time 100% 100% * 100% 100% 5. % of Victim Services cases handled by volunteers 21% 29% * 32% 37% * New workload and performance measures. DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,429,343 1,621,952 1,475,782 Personnel 2,080,177 2,257,053 184,851 204,718 200,718 Operations 205,458 198,155 39,559 7,500 40,500 Capital 90,000 1,653,753 1,834,170 1,717,000 2,375,635 2,455,208 150 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. * Pets meaning cats and dogs. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007 • Finished revisions of Statement of Purpose (SOP) manual to incorporate recommendations from the Humane Society of the United States (HSUS) report. • Increased pet licensing by approximately 11%, increasing compliance with rabies vaccination requirements. • Implemented improved humane education/animal safety program in local schools. • Enhanced pet adoption program to include temperament testing of dogs and more extensive counseling and screening of potential adopters as recommended by the HSUS report. • Implemented recommendations from the HSUS consultation report as determined by the consultation Task Force. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 • Form coalition of Williamson County animal welfare organizations for cooperative efforts in pet adoptions and community outreach and sharing of resources. • Assist in establishment of low-cost/no-cost spay and neuter clinic operating weekly or monthly in Georgetown. • Finish construction of unfinished kennel building at the animal shelter. • Continue to refine Standard Operating Procedure (SOP) manual for the Department. NUMBER OF PETS IMPOUNDED 1,664 1,785 1,449 1,500 1,600 0 250 500 750 1,000 1,250 1,500 1,750 2,000 03/04 04/05 05/06 06/07 *07/08 *Projected 151 ANIMAL SERVICES 05/06 ACTUAL 06/07 ORIGINAL BUDGET 06/07 FINAL / ACTUAL 07/08 ADOPTED 08/09 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 1 1 1 1 1 CSR I (P/T) 0.5 0.5 0.5 1 1 TOTAL 7/.5 7/.5 7/.5 7/1 7/1 WORKLOAD MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. # of pets impounded 1,785 1449 1,700 1,500 1,600 2. # of pets euthanized 628 490 580 520 550 3. # of pets adopted, reclaimed or transferred 4. # of loose dog complaints 1,081 634 941 671 1,070 700 970 720 1,100 770 5. # of dogs licensed 6. estimated # of dogs owned in City* 1,255 9,340 1,976 9,985 1,900 9,683 2,200 10,774 2,600 11,462 *Estimation based on an American Veterinary Medical Association formula using population. PERFORMANCE MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. % of impounded pets euthanized 35% 34% 34% 35% 34% 2. % of impounded pets adopted, reclaimed or transferred 61% 65% 63% 65% 69% 3. % of dogs licensed 13% 20% 20% 20% 23% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 344,054 368,237 368,234 Personnel 383,211 387,187 122,622 145,125 145,125 Operations 165,778 161,178 466,676 513,362 513,359 548,989 548,365