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Home My WebLink About13 - Police ServicesPolice Services �� GEORCEl o��DE\.".A D 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. Police Services Administrative Services Bureau Page 150 Field Operations Bureau Page 152 Support Services Bureau Page 154 Pofte SeMces 3ercent change of 01/02 Adopted from 00/01 Projected Actual Field Ops Bureau Support Svcs Bureau Administration Restricted SRF 0 500,000 1,000,000 1,500,000 2,000,000 149 Per 107D n�r.rions D Capital 1% 99/00 ACTUAL. 00/01 BUDGET 00/01 PROJECTED ACTUAL 01/02 ADOPTED %Chan. e* 02/03 ESTIMATED BASE Administration 416,862 441,829 428,049 409,381 (-4.4%) 409,381 Restricted SRF 268,408 174,564 185,081 129,272 (-30.2%) 2,540 Field Operations Bureau 2,220,262 2,656,735 2,534,835 2,688,209 (6.1%) 2,726,709 Support Services Bureau 951,859 948,380 933,356 1,070,880 (14.7%) 1,0701880 Division Total 3,857,391 4,221,508 4,081,321 4,297,742 (5.3%) 4,209,510 3ercent change of 01/02 Adopted from 00/01 Projected Actual Field Ops Bureau Support Svcs Bureau Administration Restricted SRF 0 500,000 1,000,000 1,500,000 2,000,000 149 Per 107D n�r.rions D Capital 1% Police Services Division 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 department, collaboration with other City divisions and area law enforcement agencies and responds to citizen and media request for information. MAJOR DEPARTMENT GOALS POLICE SERVICES COST PER CAPITA 9"9 99/00 owi 01/02• • 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. • Provide employees with the necessary training and equipment to provide quality customer service to the community. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Worked collaboratively with other area law enforcement agencies to establish a county -wide training facility. • Developed an equipment inventory system to manage departmental equipment. • Updated and rewrote the Emergency Operations Manual to meet state standards. • Restructured the Police Services Division creating a more responsive and efficient department. • Revised the Code of Conduct providing clear, consistent operational standards. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Develop a monthly report from each division commander to provide accountability and direction. • Review and update our General Orders manual to prevent future city liability. • Work with Human Resources to develop a fair and equitable compensation package for public safety. • Reduce the index crime rate in Georgetown by 5% in fiscal year 2002/03. 150 99100 00/01 00/01 01/02 02/03 ADMINISTRATIVE SERVICES ACTUAL BUDGET ACTUAL ADOPTED PROJECTED Division Director 1 1 1 1 1 Assistant Chief of Police 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 Total 3 3 3 3 3 150 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED WORKLOAD MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. # of complaints 11 19 11 11 10 2. # of total calls for service 27,226 29,428 32,770 32,770 35,000 3. # of index crimes N/A N/A N/A N/A 700 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Overall crime index per 1,000 population 27 28 N/A 29 29 2. Sustained external citizen complaints 0 2 1 1 1 3. Police cost per capita $133.00 $143.00 N/A $143.27 $131.02 4. Cost per call for service N/A N/A N/A $117.16 $121.50 5. # of officers per 1,000 population 1.7 1.6 N/A 1.5 1.4 All police statistics are per calendar year. DEPARTMENTAL BUDGET: GENERAL FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 224,773 227,693 219,473 192,089 214,136 208,576 416,862 441,829 428,049 MAJOR BUDGET CHANGESIISSUES: 151 02103 01/02 ESTIMATED ADOPTED BASE Personnel 219,518 219,518 Operations 189,863 189,863 409,381 409,381 Police Services Division Field Operations Bureau DEPARTMENT DESCRIPTION The Field Operations Bureau responds to routine and emergency calls for service. Responsibilities include community problem solving, directed patrols, and follow-up, narcotics and juvenile investigations. Coordination of the Neighborhood Interaction Program, School Resource and Education Officers, and special programs are also functions of the Bureau, which consists of Patrol, Criminal Investigations, and Special Operations divisions. MAJOR DEPARTMENT GOALS • Respond to calls for service from the community in a time 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. • Continue to improve partnerships with the community through collaborative problem solving efforts to reduce crime. • Increase offense clearance by 2%. MAX)R DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Conducted coordinated effort to enforce seatbelt, child restraint device and other traffic violations, reducing injuries. • Expanded Neighborhood Interaction Programs through increased public awareness encouraging community support and participation. • Implemented an arrest team trained in serving high-risk search and arrest warrants. • Developed a protocol to effectively handle cases involving missing and exploited children. • Established a team to investigate computer crimes. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Realign responsibilities of criminal investigator to provide geographic deployment. • Develop an educational program to enhance a collaborative response to domestic violence. • Develop and implement a comprehensive traffic management plan to increase public awareness, reduce accidents, and facilitate the safe movement of people and vehicles. • Develop a warrant service program to process and serve the City's outstanding warrants. FIELD OPERATIONS BUREAU 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Captain 1 1 1 1 1 1 1 1 1 1 Staff Assistant 5 5 5 5 5 Lieutenant 3 3 3 3 3 Sergeant Patrol Officer 22 22 22 22 22 Special Operations Officer 4 4 5 5 7 5 7 Detective 8 8 1 8 1 1 1 Crime Scene Specialist 1 46 46 46 45 45 Total 152 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00101 PROPOSED FY 01/02 1. # of Priority 1 calls N/A 1,359 1,637 2,554 3,000 2. Total calls for service 27,226 29,428 N/A 34,852 32,834 3. Traffic accidents N/A 1,299 N/A 1,466 1,438 4. Part 1 offenses 584 506 N/A 579 524 5. Part 2 offenses N/A 1,049 N/A 1,276 1,126 6. Calls per officer 716 774 N/A 917 864 7. Traffic citations issued 3,771 4,439 N/A 6,413 8,438 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Avg. response time for Priority 1 34,000 2,000 calls N/A 3.33 N/A 3.52 4.63 2. Officer initiated activity Est. 8,232 14,449 N/A 17,759 16,836 3. # of arrests 1,104 1,162 N/A 1,258 1,534 4. Part 1 offenses clearance rate 19% 23% N/A 20% 24% 5. Part 2 offenses clearance rate N/A 32% N/A 51% 54% 6. Neighborhood Interaction program attendance N/A N/A N/A 96 1,448 7. Accidents per 1,000 population N/A 46 N/A 52 52 ' All police statistics are per calendar year. • Calls per officer based on total calls for service divided by 38 sworn personnel in Field Operations Bureau • Citation totals from Municipal Court per budget year • Arrest increase from 00/01 due to Warrant Roundup • Neighborhood Interaction started October 1999 DEPARTMENTAL BUDGET: GENERAL FUND 00101 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 1,747,830 2,049,644 1,927,744 463,403 607,091 607,091 9,029 2,220,262 2,656,735 2,534,835 MAJOR BUDGET CHANGES/ISSUES: 01/02 ADOPTED 02/03 ESTIMATED BASE Personnel 2,111,204 2,181,704 Operations 543,005 543,005 Capital 34,000 2,000 2,688,209 2,726,709 In 2001/02, the Gang Resistance & Education (GREAT) Program will be eliminated, along with a K-9 position and detective position. A new traffic enforcement unit will be added, along with a warrant officer. Overall, the number of sworn officers will remain the same. 153 Police Services Division 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, Victim Services and Chaplain Services. 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. • Handle calls for service in an efficient, courteous and timely manner. • Provide a fair and equitable work environment to reduce internal and external complaints. • Manage and improve automated systems which supply the information necessary for the delivery of Police Services. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Coordinated and standardized training with other Williamson County agencies to reduce cost of training. • Developed staff trainers to increase availability of in-house training. • Improved officer accessibility to Fuginet (Fugitive Information Network) by increasing authorized computer terminal systems, thus reducing workload in Dispatch. • Restructured the organization of the Communications Center to increase coverage of the dispatch area. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Provide trouble shooting training thereby resolving minor computer applications and software issues. • Conduct crime trend analysis training to provide statistical data in a tailored format to department personnel. • Increase the applicant pool through expanded marketing efforts and in-house selection process. • Improve customer service relating to calls for service. SUPPORT SERVICES BUREAU 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02103 PROJECTED Captain 1 1 1 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Lieutenant 1 1 1 1 1 1 1 Sergeant 1 1 1 1 1 Information Technology Manager 14 14 14 14 Communications 14 2 2 2 2 Records 2 o 1 1 1 1 Victim Services Coordinator 21 22 22 22 22 Total i -f WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. # of internal affairs complaints 26 8 11 15 15 2. # of calls for service - fire 2,439 3,194 3,300 3,300 3,400 3. # of Priority 1 police calls N/A 1,592 2,554 2,554 2,600 4. # of employees leaving N/A N/A N/A N/A 95% organization N/A 15 8 8 8 5. Training hours N/A N/A N/A N/A 15,000 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Internal affairs investigations PROJECTED 01/02 ESTIMATED ACTUAL BUDGET completed in 40 days 95% 64% 91% 75% 95% 2. Fire calls dispatched within 60 898,208 208,440 148,934 145,784 Operations 172,672 seconds N/A N/A N/A N/A 95% 3. Priority 1 Police calls dispatched within 60 seconds N/A N/A N/A N/A 95% 4. Employee turnover rate N/A 22.06% 12.5% 12.5% 10% 5. Employees not meeting state mandated requirements 0 0 0 0 0 All police statistics are per calendar year. DEPARTMENTAL BUDGET: GENERAL FUND 951,859 948,380 933,356 MAJOR BUDGET CHANGESIISSUES: 1,070,880 1,070,880 The training budget for 2001/02 was reduced, yet all mandatory training will be funded. 155 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 739,519 799,446 787,572 Personnel 898,208 898,208 208,440 148,934 145,784 Operations 172,672 172,672 3,900 Capital 951,859 948,380 933,356 MAJOR BUDGET CHANGESIISSUES: 1,070,880 1,070,880 The training budget for 2001/02 was reduced, yet all mandatory training will be funded. 155 O1 This page intentionally left blank. 156