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14 - 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 This page intentionally left blank. 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 �O� GEORG��O kt NDED � This page intentionally left blank. POLICE SERVICES 264 ANNUAL OPERATING PLAN ELEMENT 2000/01