HomeMy WebLinkAbout14 - Police Services1
Police
,services
J
Information Management
Page 258
Patrol Services
Page 260
Professional Standards
Page 262
Special Operations
Page 256
POLICE SERVICES
The Division of Police Services functions under a policing philosophy that is best described as: Being interactive
with the community and obtaining desired results through collaborative problem solving. The budget is developed
around a systems approach to managing the Division and reflects an organizational structure comprised of five
departments: Organizational and Administrative Services, Information Management, Professional Standards, Patrol
Services and Special Operations.
DIVISION FINANCIAL SUMMARY:
99/00
98/99
99/00
Projected
00/01
01/02
Actual
Budget
Actual
Adopted
Projected Base
Organizational & Administrative
393,679
436,131
422,738
460,226
460,226
Restricted Funds
249,597
348,564
310,215
174,564
80,795
Special Operations
762,474
739,543
731,298
709,129
709,129
Information Management
609,960
656,362
635,655
687,756
687,756
Patrol Services
1,459,847
1,540,588
1,535,859
1,817,474
1,817,474
Professional Standards
151,314
228,134
228,134
234,205
234,205
TOTAL
3,626,871
3,949,322
3,863,899
4,083,354
3,989,585
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 245
POLICE SERVICES
Employees - Full Time Equivalents
33 Patrol Services
70 Total Employees
OPE
Total Budget ",083,35,
Personnel & Operations
Special
irations
ormation Mgt
nel
POLICE SERVICES
246 ANNUAL OPERATING PLAN ELEMENT 2000/01
ENDs & MEANS
Economic Development
Policy End 1.00 Citizens of Georgetown experience a stable, self-sustaining economy with expanding -job
opportunities.
Focus End 1.07 The tourism industry in Georgetown is developed and promoted in a manner that
compliments the City's unique character.
Means (99-04) Assist with sponsoring the Red Poppy Festival to help promote the unique character of
Georgetown, especially its downtown historical district. (All Departments, All Divisions)
Growth and. Physical Development
Policy End 3.00 Citizens, business owners and organizations enjoy the benefits of well-planned land usage
in which conflicting needs are balanced.
Means (99-04) Participate on a Geographical Information System task force to improve the City's property
addressing policies and procedures. (Information Management, Community Owned Utilities,
Development Services, Fire Services, Information Resources, Utility Office)
Means (00-05) Support the development and implementation of an integrated address database, allowing
access and security by all city divisions, therefore, reducing duplication of city resources.
(Information Management, Community Owned Utilities, Development Services, Finance &
Administration, Fire Services, Information Resources)
Health and Human Services
Policy End 4.00 City owned, sponsored or managed health and human services enhance the quality of life
of the citizens of Georgetown.
Means (99-04) Promote all Georgetown children through public education, Risk Watch safety programs,
and neighborhood block parties that strengthen youth and families, community partnerships, and
neighborhood activities. (Administration & Organization, Patrol Services, Special Operations,
Community Owned Utilities, Community Services, Fire Services, Management Services, Parks &
Recreation)
Means (00-01) Support the updated CPR/First Aid instructor training and materials to include Automated
External Defibrillator (AED) training. (All Departments, Fire Services, Management Services,
Parks & Recreation)
Means (00-01) Conduct a City-wide analysis of in-kind and cash contributions for social services.
(Administration & Organization, All Divisions)
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 247
Public Inforination and Education
Policy End 7.00 City owned, sponsored or managed public information and education services enhance the
quality of life of the citizens of Georgetown.
Focus End 7.01 Public education and information services meet the diverse needs and requirements of
citizens.
Means (99-01) Participate in the City's public information and awareness team. (All Departments, All
Divisions)
Focus End 7.02 Public information is accessible to all citizens.
Means (00-01) Increase the number of Town Hall meetings to provide for structured and public citizen
input and feedback regarding municipal operations and issues. (All Departments, All Divisions)
Public Safety
Policy End 8.00 Citizens of Georgetown feel safe and are well protected from crime and disorder, natural
disasters and emergencies.
Means (96-05) Assist Community Owned Utilities in the expansion of the "A Safe Place" Program to
provide for the safety of the youth by providing educational programs in area schools. (Patrol
Services, Community Owned Utilities, Development Services, Information Resources, Management
Services)
Means (98-04) Assist and support Fire Services in conducting a community needs assessment of hazardous
materials using Chemical Manufacturing Association data in order to provide hazardous analysis
planning and emergency response information for public safety employees. (Administration &
Organization, Patrol Services, Professional Standards, Special Operations, Community Owned
Utilities, Community Services, Fire Services, Parks & Recreation)
Means (99-03) Develop and maintain equitable mutual aid agreements with other public safety agencies
in Williamson County. (Administration & Organization, Management Services)
Means (99-04) Implement and promote the "Risk Watch" Program into the school system in partnership
with Fire Services, Williamson County Emergency Medical Services and Georgetown Independent
School District. (Special Operations, Fire Services)
Means (00-01) Expand the Division web page to increase public awareness of police related activities and
programs. (Administration & Organization, Information Resources)
Means (00-01) Develop a Computer Crimes Investigative team in cooperation with Information
Management and the Information Resources Division. (Information Management, Patrol Services,
Special Operations)
POLICE SERVICES
248 ANNUAL OPERATING PLAN ELEMENT 2000/01
Means (00-01) Conduct coordinated effort to enforce seatbelt, child restraint devices and other traffic
violations that are identified as contributing to injuries resulting from traffic accidents. (Patrol
Services)
Means (00-01) Expand community involvement in Neighborhood Interaction meetings and activities
through increased public awareness. (Patrol Services, Special Operations, Management Services)
Means (00-01) Coordinate and establish staffing and training requirements in cooperation with Round Rock
Police Department, Williamson County Sheriff's Department, Cedar Park Police Department and
Taylor Police Department for the implementation of a county -wide training facility.
(Administration & Organization, Professional Standards)
Means (00-01) Study the feasibility of a county -wide training facility. (Administration & Organization,
Professional Standards, Management Services)
Means (00-01) Develop and implement automated Internal Affairs complaint process that includes web
site accessibility. (Information Management, Professional Standards, Information Resources)
Means (00-01) Improve cost effective training by developing and coordinating a training cadre staff.
(Administration & Organization, Professional Standards)
Means (00-01) Improve divisional communications, issues and activities through the use of Ropes Course,
quarterly divisional meetings and a monthly department newsletter. (All Departments, Parks &
Recreation)
Means (00-01) Fully develop the Public Safety Software System capability by improving performance
optimization on Public Safety System servers. (Information Management, Fire Services,
Information Resources)
Focus End 8.01 The response times and service levels for emergency services are compatible in all parts
of the City.
Means (00-01) Update the Emergency Operations Manual. (Administration & Organization, All Divisions)
Means (97-01) Develop and teach an incident command system in partnership with Fire Services and
Community Owned Utilities to be utilized in managing critical incidents. (Administration &
Organization, Community Owned Utilities, Fire Services)
Focus End 8.05 Public safety services have a high level of citizen and volunteer involvement.
Means (00-05) Recruit volunteers through various service organizations and programs for City and
community projects and services. (All Departments, Community Services, Development Services,
Management Services, Parks & Recreation)
Recreational and Cultural Affairs
Policy End 9.00 Parks, open space and recreation facilities and services contribute to an enhanced quality
of life for citizens of Georgetown.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 249
Focus End 9.03 There are opportunities for citizens to participate in a wide range of recreational
activities. Priority is to be given to programs which meet the needs of those who are
physically or otherwise challenged.
Means (99-04) Coordinate special community festivals and events working with Parks & Recreation and
other City divisions. (All Departments, Convention & Visitors Bureau, Main Street Program,
Community Owned Utilities, Finance & Administration, Information Resources, Management
Services, Parks & Recreation)
Transportation
Policy End 10.00 Citizens and commercial goods move safely and efficiently throughout all parts of the Cit,
Means (97-02) Identify, jointly, with Community Owned Utilities, Fire Services and Development
Services, traffic flows and emergency vehicle access to reduce accidents and improve traffic
movement. (Patrol Services, Community Owned Utilities, Development Services, Fire Services)
Urban Design
Policy End 11.00 Georgetown's citizens and businesses enjoy an attractive community with a unique sense
of place and a positive, identifiable image, at a cost which is consistent with other City social and
economic priorities.
Focus End 11.08 The City is well maintained and citizens enjoy a high standard of community urban
design.
Means (99-01) Assist Information Resources in the coordination, implementation, and automation of the
code enforcement complaint tracking system, including web site access, to provide more aggressive
identification and correction of violations. (Information Management, All Divisions)
Means (99-01) Revise the code enforcement process to implement a one-stop calling point and provide
more aggressive identification and abatement of violations. (Information Management, All
Divisions)
Facilities and Services
Policy End 13.00 The City provides for the safety of its citizens and supports the responsive delivery of
coordinated services by the City and other public agencies.
Means (00-05) Perform security audits and modify City facilities to provide secure working areas for
citizens and employees. (Administration & Organization, Patrol Services, Finance &
Administration, Management Services)
Focus End 13.02 The City has a high level of employee satisfaction and retention.
Means (99-03) Develop and implement individualized career development and citywide succession plans.
(All Departments, All Divisions)
POLICE SERVICES
250 ANNUAL OPERATING PLAN ELEMENT 2000/01
Finance
Policy End 14.00 All municipal operations are conducted in an efficient business -like manner and sufficient
financial resources for both current and future needs are provided
Means (99-01) Assist Finance & Administration with conducting a competitive fee analysis for all
development. (Administration & Organization, All Divisions)
For an explanation of the Ends & Means, seepages one and two in the City Summary section.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 251
a
• Developed mutual aid agreements with
Williamson County Public Safety entities and the
Austin Police Department.
• Recruited and trained volunteers to contribute to
the overall quality of service by assisting the
department in filling positions such as Data
Entry Clerk, Neighborhood Speed Monitor,
Receptionist, Warrant Caller, On -Call Dispatch
Assistant and Finger Print Technician.
252
• Develop and manage an equipment inventory
system.
• Revise and rewrite the Emergency Operations
Manual.
• Assess uniform needs and cost.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01
WHAT WE DO:
•
Established a Public Information Officers
network within Williamson County.
The Georgetown Police Services Division's
philosophy is based on the idea that policing is the
•
Participated in creating and implementing a City
management of information for a result that is of
public information and awareness team.
value to the individual customer and the public -at -
large. Being responsive to the demands of the day
•
Developed and taught an incident command
means focusing primarily on processes (whole pieces
system, in partnership with Fire Services and
y�
of work) rather than tasks, jobs, people or structure.
COU, for managing critical incidents.
Therefore, to assure quality internal and external
results, the Georgetown Police Services Division
•
Developed monthly newsletter.
a%
embodies a value -based, principle driven systems
approach to managing the organization.
•
Coordinated services through the century date
change from the perspective of Emergency
The Department of Organizational and Administrative
Management.
Services consists of the Director (Chief of Police), an
Administrative Lieutenant, Public Information
`
Officer, and the Division Administrative Assistant.
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
Hours of operation are 8:00 a.m. to 5:00 p.m.,
Monday through Friday. This department provides
•
Rewrite the Code of Conduct to align with the
the integrating influences necessary to keep the
integrative culture at the Police Services Division.
Information Management, Professional Standards,
Special Operations and Patrol Services Departments
`
on track and provides the support for managing the
•
Expand the Division web page to increase public
purpose of the organization.
awareness of police related activities and
programs.
WHAT WE ACCOMPLISHED IN 1999/00:
•
Coordinate and co-author inter -local agreements
with Round Rock Police Department, Williamson
• Rewrote the Citizen Complaint, Internal Affairs
County Sheriff's Department, Cedar Park Police
-process to align with the integrative culture at the
Department and Taylor Police Department for use
Police Services Division.
of county -wide training facility.
a
• Developed mutual aid agreements with
Williamson County Public Safety entities and the
Austin Police Department.
• Recruited and trained volunteers to contribute to
the overall quality of service by assisting the
department in filling positions such as Data
Entry Clerk, Neighborhood Speed Monitor,
Receptionist, Warrant Caller, On -Call Dispatch
Assistant and Finger Print Technician.
252
• Develop and manage an equipment inventory
system.
• Revise and rewrite the Emergency Operations
Manual.
• Assess uniform needs and cost.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
ACTUAL
ACTUAL
BUDGETED
PROJECTED
PROPOSED
PERFORMANCE MEASURES
FY 97/98
FY 98/99
FY 00
FY 00
FY 00/01
185,817 239,355
235,962
Personnel
1) Sustained external citizen
186,776
Operations
393,679 436,131
422,738
complaints are less than .5% of
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
police calls for service
.00%
.05%
.05%
.05%
0%
2) Cost of police services is less
than $150 per capita
$115
$130
$130
$143
$145
3) Overtime expenditures are less
than 6% of total salaries
7%
5%
5%
6%
6%
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01
00/01
Adopted
(% Change *)
01/02
Projected Base
(% Change **)
4/0 4/0
246,090 (4.3%) 246,090 (o.o%)
214,136 (14.6%) 214,136 (o.o%)
460,226 (8.9%) 460,226 (o.o%)
253
99/00
98/99 99/00
Projected
Actual Budget
Actual
4/0 4/0
4/0
# Employees
185,817 239,355
235,962
Personnel
207,862 196,776
186,776
Operations
393,679 436,131
422,738
Employees: full time / part time
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01
00/01
Adopted
(% Change *)
01/02
Projected Base
(% Change **)
4/0 4/0
246,090 (4.3%) 246,090 (o.o%)
214,136 (14.6%) 214,136 (o.o%)
460,226 (8.9%) 460,226 (o.o%)
253
POLICE RESTRICTED FUNDS
This fund receives and holds seized assets from narcotics and/or organized crime cases and revenue received from
other sources. Funds from seized/confiscated/forfeited assets are to be used for narcotics interdiction and
enforcement. This fund also receives and disburses U.S. Department of Justice Community Oriented Policing
Services (COPS) grant monies, specifically funds under the COPS MORE program.
EXPENSES:
Police Services
Total Expenses
249,597 348,564 310,215 174,564 80,795
249,597 348,564 310,215 174,564 80,795
Ending Fund Balance 24,563 21,766 24,973 0 0
POLICE SERVICES
254 ANNUAL OPERATING PLAN ELEMENT 2000/01
99/00
00/01
01/02
98/99
99/00
Projected
Adopted
Projected
Actual
Budget
Actual
Budget
Budget
Beginning Fund Balance
25,631
21,046
24,563
24,973
0
REVENUES:
Donations
200
1,500
0
0
Grants
173,966
279,630
243,222
133,625
78,255
Interest
974
620
720
440
440
Seizures
3,542
2,100
1,690
2,100
2,100
Transfers In
69,847
65,434
64,993
13,426
Total Revenues
248,529
349,284
310,625
149,591
80,795
EXPENSES:
Police Services
Total Expenses
249,597 348,564 310,215 174,564 80,795
249,597 348,564 310,215 174,564 80,795
Ending Fund Balance 24,563 21,766 24,973 0 0
POLICE SERVICES
254 ANNUAL OPERATING PLAN ELEMENT 2000/01
GEORGE O
v�NDED
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N
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 255
WHAT WE DO:
The Department of Special Operations, in cooperation
with the Department of Patrol Services, is responsible
for producing the desired policing products or
services to the public. The Department is specifically
responsible for performing directed activities,
problem solving, successfully prosecuting criminal
offenders and developing partnerships with the
citizenry.
Special Operations consists of a Lieutenant, one
Sergeant, three general investigators, two narcotics
detectives, one juvenile investigator, two G.R.E.A.T.
(Gang Resistance Education And Training) officers,
one D.A.R.E. (Drug Abuse Resistance Education)
officer, one Crime Scene Specialist, one Victim
Service Coordinator, and fourteen Victim Service
volunteers. Regular hours of operation are Monday
through Friday from 8:00 a.m. to 5:00 p.m. A
detective and crime scene technician are always on
standby for after-hours emergencies. The detectives
participate jointly with Patrol Services in the Gang
Task Force and the Narcotics Interdiction program.
WHAT WE ACCOMPLISHED IN 1999/00:
• Established a Family Violence task force to
address the needs of juvenile victims of family
violence.
• Reduced the number of re -occurring family
violence cases through cooperation with school
counselors.
• Conducted in-service training to the Georgetown
Independent School District on recognizing the
signs of family violence in school age victims.
• Implemented a narcotic/drug interdiction
program in cooperation with Patrol Services.
256
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
• Reduce the level of narcotic trafficking by
removing general investigation assignments from
Narcotics Investigators.
• Develop, train and coordinate a Missing and
Exploited Children protocol.
• Develop a Computer Crimes Investigative team in
cooperation with Information Management and the
Information Resources Division.
• Improve and enhance Sex Offender enforcement
through development of automated tracking and
alerting system.
• Improve individual case information storage and
retrieval through implementation of case file
system software.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
99/00
98/99 99/00 Projected
Actual Budget Actual
15/0 14/0 14/0 # Employees
625,289 608,070 599,825 Personnel
137,185 131,473 131,473 Operations
762,474 739,543 731,298
Employees: full time / part time
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
PROJECTED PROPOSED
FY 00 FY 00/01
8% 8%
80% 90%
37 30
98% 100%
00/01
01/02
ACTUAL
ACTUAL
BUDGETED
PERFORMANCE MEASURES
FY 97/98
FY 98/99
FY 00
1)
Recidivism rate for runaway
105,309 (-19.9%)
105,309 (o.o%)
709,129 (-3.0%)
709,129 (o.o%)
juveniles is less than 10%
N/A
18%
5%
2)
80% of all illegal drug and
alcohol problems that are
identified and verified are
successfully resolved
80%
100%
90%
3)
Overall index crime rate is
less than 37 per 1,000
37
20
29
4)
98% of all arrests pass the
first legal review
98%
100%
100%
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
99/00
98/99 99/00 Projected
Actual Budget Actual
15/0 14/0 14/0 # Employees
625,289 608,070 599,825 Personnel
137,185 131,473 131,473 Operations
762,474 739,543 731,298
Employees: full time / part time
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
PROJECTED PROPOSED
FY 00 FY 00/01
8% 8%
80% 90%
37 30
98% 100%
00/01
01/02
Adopted
Projected Base
(% Change *)
(% Change **)
13/0
13/0
603,820 (0.7%)
603,820 (o.o%)
105,309 (-19.9%)
105,309 (o.o%)
709,129 (-3.0%)
709,129 (o.o%)
SIGNIFICANT CHANGES:
In June 2000, a Victim Services Coordinator position was added through awarded grant fimding and will be renewed
annually. This position was previously a volunteer position.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 257
WHAT WE DO:
The Department of Information Management is
comprised of the Director of Information Management,
Communications Supervisor, thirteen Public Safety
Operators, two Records Specialists and a part-time
Staff Assistant. The Department of Information
+ Management oversees the automated systems and
processes which supply the information necessary to
manage and improve the delivery of police services.
• The Communications Section is responsible for
answering 911 calls, non -emergency lines, and
addressing the needs of the walk-in public after
5:00 p.m. This section dispatches for Police, Fire,
and Animal Services personnel on a 24-hour basis,
and for Community Owned Utilities and Utility
Office after normal business hours, as well as on
holidays and weekends. The Communications
Section monitors weather warnings that may
require an Emergency Operations Plan Alert
Phase or Activation.
• The Records Section ensures prompt, accurate,
confidential records keeping for the public,
officers, and other agencies, using a computerized
o records keeping system. This Section operation
hours are Monday through Friday from 8:00 a.m.
to 5:00 p.m.
• The Technical Services Section maintains all
information systems (computer, telephone, radio,
E-911) to ensure reliable 24-hour operations. This
Section is responsible for the continual upgrade of
personal computers to improve office
0 productivity.
WHAT WE ACCOMPLISHED IN 1999/00:
• Created and provided Activity Bulletins and
Special Reports for the Police Services Division,
the media and the public through the Records
Section for Crime Analysis Statistics.
258
• Decreased turnover rate in the Communications
Center by incorporating flex hour scheduling and
advanced training.
• Created a Standard Operating Procedure Manual
for the Records Section.
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
• Provide improved accessibility to Fuginet
(Fugitive Information Network) by increasing the
number of authorized computer terminal systems
within the Special Operations Department.
• Improve staffmg requirements and department
effectiveness by conducting job diversification
training in Communications and Records.
• Establish, train and coordinate an emergency
notification system for the community.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
99/00
ACTUAL
ACTUAL
BUDGETED
PROJECTED
PROPOSED
PERFORMANCE MEASURES
FY 97/98
FY 98/99
FY 99/00
FY 00
FY 00/01
1)
95% of all cases forwarded to
17/0 17/0
17/0
# Employees
17/0
other agencies do not require
535,067 589,472
568,765
Personnel
621,662 (9.3%)
621,662 (o.o%)
74,893 66,890
follow-up requests
95%
95%
99%
99%
99%
2)
95% of all officers and
687,756 (8.2%)
687,756 (o.o%)
Employees: full time / part time
firefighters surveyed are
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from
00/01 Proposed
satisfied with communi-
cations operations
95%
95%
99%
99%
99%
3)
100% of all police and fire
Priority 1 calls for service are
dispatched within 40 seconds
100%
100%
N/A*
100%
100%
4)
90% of all police and fire
Priority 2 calls are dispatched
within 2 minutes
90%
90%
N/A*
100%
100%
* NOTE: Actual numbers are not available due to computer
system conversion.
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 259
99/00
00/01
01/02
98/99 99/00
Projected
Adopted
Projected Base
Actual Budget
Actual
(% Change *)
(% Change **)
17/0 17/0
17/0
# Employees
17/0
17/0
535,067 589,472
568,765
Personnel
621,662 (9.3%)
621,662 (o.o%)
74,893 66,890
66,890
Operations
66,094 (-1.2%)
66,094 (o.o%)
609,960 656,362
635,655
687,756 (8.2%)
687,756 (o.o%)
Employees: full time / part time
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from
00/01 Proposed
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 259
m
v
u
WHAT WE DO:
The Department of Patrol Services produces desired
policing products and services to the public. The
Department responds effectively and efficiently to
emergencies and the public's initial requests for
service, develops partnerships with the citizenry and
works with Special Operations to resolve identified
problems. In partnership with Special Operations,
Administrative Services, Patrol Services promotes
public safety and crime prevention education with
programs and literature. The Department meets the
needs of the public by providing patrol services 24
hours a day, 7 days a week. The command structure
of the department is comprised of one Lieutenant,
three Sergeants, five Corporals, two school resource
officers, twenty-three patrol officers, and a part-time
Staff Assistant.
WHAT WE ACCOMPLISHED IN 1999/00:
• Conducted training with Georgetown Independent
School District on contingency plans for response
to Critical Incidents at school campuses.
• Developed and implemented a program of
geographic accountability by neighborhood for
each police beat through Neighborhood
Interaction meetings.
• Reduced the number of accidents citywide
through education, engineering, and enforcement
as it relates to the top ten accident locations.
260
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
• Reduce the level of narcotic trafficking by
implementing a narcotic/drug interdiction program
in cooperation with Special Operations.
• Conduct coordinated effort to enforce seatbelt,
child restraint device and other traffic violations
that are identified as contributing to traffic
accidents and injuries resulting from traffic
accidents.
• Expand community involvement in Neighborhood
Interaction meetings and activities through
increased public awareness.
• Establish and implement a High -Risk Arrest Team
to assist with locating and apprehending subjects
with felony arrest warrants.
• Provide community members with increased
problem -solving skills and knowledge through
coordinated training efforts with the Texas
Institute of Public Problem Solving.
• Consult with Fire Services to evaluate a fee
schedule for false alarm calls.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01
1,459,847 1,540,588 1,535,859 1,817,474 (18.3%) 1,817,474 (o.o%)
Employees: full time / part time
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
SIGNIFICANT CHANGES:
The City added two new officers in 1999/00 through a Community Oriented Policing (COPS) grant to be assigned
to local schools. A sergeant position was also transferred from Special Operations in FY 1999/00.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 261
ACTUAL
ACTUAL
BUDGETED PROJECTED
PROPOSED
PERFORMANCE MEASURES
FY 97/98
FY98/99
FY 00 FY 99/00
FY 00/01
1) 90% of all life-threatening
(Priority 1) calls for service
are responded to within 3
minutes
90%
90%
N/A* 90%
94%
2) 90% of all emergency
(Priority 2) calls for service
are responded to within 5
minutes
90%
90%
N/A* 90%
95%
3) 40% of the reporting areas
(grids) are absent of crime
and disorder
40%
40%
N/A* 40%
40%
4) Overall property index crime
rate is less than 35 per 1,000
35
35
35 35
27
* The new public safety software system required to track these items was not completed as scheduled. Measures were tracked in 1999/00.
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
99/00
00/01
01/02
98/99 99/00
Projected
Adopted
Projected Base
Actual Budget
Actual
(% Change *)
(% Change **)
30/0 30/0
30/0
# Employees
33/0
33/0
1,082,660 1,147,815
1,143,086
Personnel
1,346,692 (17.8%)
1,346,692 (o.o%)
350,753 384,704
384,704
Operations
470,782 (22.4%)
470,782 (o.o%)
26,434 8,069
8,069
Capital
0 (N/A)
0 (N/A)
1,459,847 1,540,588 1,535,859 1,817,474 (18.3%) 1,817,474 (o.o%)
Employees: full time / part time
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
SIGNIFICANT CHANGES:
The City added two new officers in 1999/00 through a Community Oriented Policing (COPS) grant to be assigned
to local schools. A sergeant position was also transferred from Special Operations in FY 1999/00.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 261
WHAT WE DO:
The Department of Professional Standards assures
quality police services by managing all related actions
needed to create, staff, and maintain all other
departments. The Department is responsible for
personnel recruitment, selection and training, citizen
complaints, internal affairs investigations, and service
audits. The department also acts as the liaison to the
Texas Commission on Law Enforcement Officers
Standards and Education. The Department is
comprised of a Lieutenant, a Sergeant, and a Staff
Assistant. Hours of operation are 8:00 a.m. to 5:00
p.m. Monday through Friday.
WHAT WE ACCOMPLISHED IN 1999/00:
• Recruited reserve police officers.
• Developed and trained a Crisis Negotiation Team
to conduct peaceful resolutions prior to requiring
the need for a tactical response team.
• Improved and expanded the skills and knowledge
to respond to high risk situations.
• Developed a recruitment team that actively pursues
potential applicants in an effort to diversify the
workplace.
• Established computer based tracking system for
employee training requirements and certifications.
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
• Coordinate and establish staffing and training
requirements in cooperation with Round Rock
Police Department, Williamson County Sheriff's
Department, Cedar Park Police Department and
Taylor Police Department.
• Develop and implement automated Internal Affairs
commendation and complaint process that includes
web site accessibility.
262
• Improve cost effective training by developing and
coordinating a training cadre staff.
• Improve divisional communications, issues and
activities through the use of Ropes Course,
quarterly divisional meetings and a monthly
department newsletter.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01
BUDGETED PROJECTED PROPOSED
FY 99/00 FY 00 FY 00/01
100% 96% 95%
100% 100% 100%
98% 100% 100%
7 22 11
17% 23%* 17%
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
ACTUAL ACTUAL
PERFORMANCE MEASURES
FY 97/98 FY 98/99
1)
95% of all Internal Affairs
Adopted
Actual
investigations are completed
Actual
(% Change *)
and successfully reviewed
3/0
3/0
with a final disposition
3/0
72,700
within 40 days
N/A 95%
2)
100% of state mandated
79,500
79,500 Operations
training is completed in
every 2 year cycle
N/A 100%
3)
95% of all Internal Affairs
investigations are deemed
fair and equitable
N/A 95%
3a)
Number of complaints
39 26
4)
Personnel turnover rate for
Police Services Division is
less than 10% annually
N/A 10%
*Includes internal promotion.
BUDGETED PROJECTED PROPOSED
FY 99/00 FY 00 FY 00/01
100% 96% 95%
100% 100% 100%
98% 100% 100%
7 22 11
17% 23%* 17%
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
151,314 228,134 228,134
Employees: full time / part time
* Percent change of 00101 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
01/02
Projected Base
(% Change **)
3/0
151,365 (o.o%)
82,840 (o.o%)
234,205 (2.7%) 234,205 (0.0%)
SIGNIFICANT CHANGES:
The Training Sergeant position was staffed and began work within the Professional Standards Department.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 263
99/00
00/01
98/99
99/00
Projected
Adopted
Actual
Budget
Actual
(% Change *)
3/0
3/0
3/0 # Employees
3/0
72,700
148,634
148,634 Personnel
151,365
78,614
79,500
79,500 Operations
82,840 (4.2%)
151,314 228,134 228,134
Employees: full time / part time
* Percent change of 00101 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
01/02
Projected Base
(% Change **)
3/0
151,365 (o.o%)
82,840 (o.o%)
234,205 (2.7%) 234,205 (0.0%)
SIGNIFICANT CHANGES:
The Training Sergeant position was staffed and began work within the Professional Standards Department.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 2000/01 263
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POLICE SERVICES
264 ANNUAL OPERATING PLAN ELEMENT 2000/01