HomeMy WebLinkAbout13 - Police ServicesPolice Services
Historic Georgetown Police Services building
located at 809 Martin Luther King, Jr. Street.
Police officers promoting Georgetown's
"Safe Place" program.
Georgetown Police Services bicycle patrol
at Mayfair in San Gabriel Park.
Police Services
Police Services
Administration
Page 212
Information Management
Page 218
Patrol Services
Page 220
Professional Standards
Page 222
Special Operations
Page 216
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. Our 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
and Special Operations.
DIVISION FINANCIAL SUMMARY:
97/98
96/97
97/98
Projected
98/99
99/00
Actual
Budget
Actual
Adopted
Projected Base
Organizational & Administrative
282,247
290,635
288,213
343,282
343,282
Restricted Funds
86,446
242,503
238,997
245,020
245,020
Special Operations
539,203
693,399
549,996
748,594
748,594
Information Management
458,764
586,914
561,143
611,612
611,612
Patrol Services
1,220,410
1,342,104
1,332,253
1,373,413
1,373,413
Professional Standards
171,855
165,009
165,009
201,805
201,805
TOTAL
2,758,925
3 320564
3,135,611
3,523,726
3,523,726
Employees - Full Time Equivalents
17 Infonnatior
31 Patrol Services
I Operations
3 Org. & Admin.
3 Prof. Standards
69 Total Employees
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 207
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POLICE SERVICES
208 ANNUAL OPERATING PLAN ELEMENT 1998/99
ENDS & MEANS
Facilities and Services
Policy End 4.0 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 (98-99) Evaluate the needs of community through survey and data analysis. (Organizational &
Administrative Services)
Means (98-03) Manage quality customer services by assuring that the systems and processes of the
Division are congruent with the chosen mission, values, principles, and philosophies as stated in
the Corporate Strategy. Assure that police services are effectively and efficiently aligned with the
identified and agreed upon needs of the internal and external customers. Assure that processes and
measures are congruent. Evaluate measures against customer needs. (All Departments)
Means (98-03) Coordinate with and actively participate in partnerships with the Parks, Library &
Recreation Services Division and the Georgetown Project to further develop the idea of "A
Greater Georgetown through Neighborhood Wellness." (Organizational & Administrative
Services, Patrol Services, Special Operations)
Focus End 4.1 The City centralizes and co -locates services on existing City -owned property whenever
possible.
Means (98-99) Furnish the renovated police facility. (Organizational and Administrative Services)
Focus End 4.2 The City has a high level of employee satisfaction and retention.
Means (98-99) Improve the Internal Affairs process through internal input. (Professional Standards)
Means (98-99) Improve the cost efficiency and quality of training by expanding cooperative training
efforts with area law enforcement agencies. (Professional Standards)
Means (98-01) Provide employees with the skills and knowledge to respond to issues of crime and
disorder through enforcement, prevention, intervention and education while continuing to meet
state mandated training. (Professional Standards)
Means (98-01) Provide management and leadership training for department commanders and first line
supervisors. (Organizational & Administrative Services, Professional Standards)
Focus End 4.6 The City provides appropriate, well managed information technology and services that
support city operations and citizen access to information.
Means (96-99) Work jointly with Fire Services to implement the Public Safety Software. (All
Departments)
Means (98-99) Write a records retention and destruction program, policy and procedure. (Information
Management)
- Means (98-99) Install new E-911 system work stations. (Information Management)
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 209
Means (98-99) Install records management and computer-aided dispatching technology and public
safety software to make information management more effective and compatible with the city-
wide system. (Information Management)
Means (98-00) Provide Activity Bulletins and Special Reports to personnel of the Police Services
Division, the media, and the public through the Records Section for Crime Analysis Statistics.
(Information Management)
Focus End 4.7 There is trust and harmony between the public safety providers and all segments of the
community.
Means (98-00) Develop and implement a Quality Review Process that will measure our effectiveness in
meeting external customer needs. (Professional Standards)
Focus End 4.8 Georgetown is effective at resolving issues related to crime, disorder and fear of crime.
Means (98-00) Provide businesses and community groups with accurate information on crime, the
community and police matters. (Organizational and Administrative Services, Information
Management)
Means (98-00) Increase the number of active Neighborhood Watch Programs, and where desired,
establish Neighborhood Wellness areas in each district. (Organizational and Administrative
Services, Special Operations, Patrol Services)
Means (98-00) Increase the clearance rate for any reported and verified use, possession, or sale of illegal
drugs through follow-up investigations, surveillance techniques, intervention, treatment and
enforcement efforts. (Special Operations)
Means (98-03) Implement service delivery strategies to address areas of substance abuse, hike and bike
trail safety, truancy, domestic violence, property crimes, assaults and code enforcement issues.
(Patrol Services, Special Operations, Fire Services Division, Development Services, Georgetown
Independent School District, Georgetown Project,)
Means (98-03) Identify and resolve Public Safety problems by neighborhoods in partnership with Fire
Division personnel and citizens of the neighborhoods, utilizing appropriate community resources.
(Patrol Services, Special Operations)
Focus End 4.10 Georgetown is prepared to respond to large scale natural and technological emergencies.
Means (97-99) Develop and implement an effective early warning system for the City. (Patrol Services,
Community Owned Utilities, Fire Services)
Means (98-00) Teach Incident Command System to all employees and write help aides on Incident
Command System. (Professional Standards, Organizational & Administrate Services, Fire
Services, Community Owned Utilities, Williamson County Sheriff's Department, and the Texas
Department of Public Safety)
POLICE SERVICES
210 ANNUAL OPERATING PLAN ELEMENT 1998/99
Focus End 4.12 Public safety services have a high level of citizen and volunteer involvement.
Means (98-99) Recruit volunteers into the established volunteer program relative to defined task needs.
(Organizational & Administrative Services, in conjunction with the Georgetown Information
- Volunteer Exchange)
Means (98-01) Recruit and train police reserves for duty. (Professional Standards)
Finance
Policy End 5.0 All municipal operations are conducted in an efficient business -like manner and sufficient
financial resources for both current and future needs are provided.
Focus End 5.6 The City pursues all federal and state grant programs which would benefit the City.
Means (98-01) Research and apply for Capital Area Planning Council and the U.S. Department of
Justice's Community Oriented Policing Services grants. (Organizational & Administrative
Services, Special Operations)
Recreation and. Cultural Affairs
Policy End IL 0 All citizens actively participate in community -wide social, cultural, and recreational activities.
Means (98-03) Provide sponsorship, support and assistance to youth programs, activities and
organizations through a Police Activities League (P.A.L.) (All Departments and the Georgetown
Project)
Policy End 12.0 Georgetown's transportation system provides for the safe and efficient movement of
traffic, promotes the economic interests of the community, and adequately serves the needs of
individuals.
Means (97-02) Identify, jointly with Community Owned Utilities, traffic flows and emergency vehicle
access to reduce accidents and improve traffic movement. (Patrol Services, Community Owned
Utilities)
For an explanation of the Ends & Means, seepages one and two in the City Summary section.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 211
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WHAT WE DO:
The Georgetown Police Services Division's
philosophy is based on the idea that policing is the
management of information for a result that is of
value to the individual customer and the public -at -
large. Being responsive to the demands of the day
means focusing primarily on processes (whole pieces
of work) rather than tasks, jobs, people or structure.
Therefore, to assure quality internal and external
results, the Georgetown Police Services Division
embodies a value -based, principle driven systems
approach to managing the organization.
The Department of Organizational and Administrative
Services consists of the Director (Chief of Police) and
the Division Administrative Assistant. This
department provides the integrating influences
necessary to keep the Information Management,
Professional Standards, Special Operations and Patrol
Services Departments on track and provides the
support for managing the purpose of the organization.
WHAT WE ACCOMPLISHED IN 1997/98:
• Completed research on youth as victims of family
violence.
• Conducted several training sessions on
Leadership and Management.
• Served on the core team to further advance the
Georgetown Project. Developed a Family
Violence Program and assisted with the
organization of the Summit during the 150th
celebration.
• Developed ground work for implementation of
the principles of Requisite Organization in order
to improve organization for efficiency and
effectiveness; improve alignment of systems
and processes; enhance mutual trust amongst
employees; and achieve geographical integrity.
212
WHAT WE PLAN TO ACCOMPLISH IN 1998/99:
• Actively participate in the Georgetown Project
and further develop the idea of "A Greater
Georgetown through Neighborhood Wellness."
• Manage quality customer services by assuring that
the systems and processes of the Division are
congruent with the chosen mission, values,
principles, and philosophies as stated in the
Corporate Strategy. Assure that police services
are effectively and efficiently aligned with the
identified and agreed upon needs of the internal
and external customers. Assure that processes and
measures are congruent. Evaluate measures
against customer needs.
• Provide management and leadership training for
department commanders and first line supervisors.
• Actively seek alternative funding through grants.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
ACTUAL
BUDGETED
PROJECTED
PROPOSED
PERFORMANCE MEASURES
FY 96/97
FY 97/98
FY 97/28.
FY 98/99
1)
95% of all citizens surveyed
2/0 2/0 2/0 # Employees
3/0
3/0
104,205 109,500 109,328 Personnel
149,941 (37.1%)
perceive Police Services
178,042 181,135 178,885 Operations
193,341 (8.1%)
193,341 (o.o%)
282,247 290,635 288,213
343,282 (19.1%)
positively.
N/A
95%
94.3%
95%
2)
Sustained external citizen
** Percent change of 99/00 Projected Base from 98/99 Adopted
complaints are less than .5% of
police calls for service.
N/A
.05%
N/A
.05%
3)
Cost of police services is less
than $150 per capita.
$133
$135
$124
$130
4)
Overtime expenditures are less
than 5% of total salaries.
4%
4.5%
5%
5%
CITIZEN SURVEY
5)
Percentage of citizens satisfied
or better with:
a) Police Services
N/A
N/A
95%
95%
b) Feeling safe in Georgetown
N/A
N/A
98%
100%
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
98/99
99/00
96/97 97/98 Projected
Adopted
Projected Base
Actual Budget Actual
(% Change *)
(% Change **)
2/0 2/0 2/0 # Employees
3/0
3/0
104,205 109,500 109,328 Personnel
149,941 (37.1%)
149,941 (0.0%)
178,042 181,135 178,885 Operations
193,341 (8.1%)
193,341 (o.o%)
282,247 290,635 288,213
343,282 (19.1%)
343,282 (o.o%)
Employees: full time / part time
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
SIGNIFICANT CHANGES:
The position of the Public Education Officer which is currently under Special Operations will be transferred to
Organizational and Administrative Services.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 213
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 `96 program. An application has been
submitted to the COPS offices for equipment (laptops) and notification of this award will be received by January
1999.
97/98
98199
99/00
96/97 97/98 Projected
Adopted
Projected
Actual Budget Actual
Budget
Budget
158,096
161,389
110,798
Beginning Fund Balance 21,103 4,720,343 46,547
4,313
4,713
ICTZrJZfffMAW
Donations
941
1,500
3,500
3,500
3,500
Grants
57,438
175,832
158,096
161,389
110,798
Interest
1,745
2,500
1,100
1,100
1,100
Seizures
31,666
18,000
0
1,500
1,500
Transfers In
20,100
34,067
34,067
77,931
128,522
Total Revenues 111,890 231,899 196,763 245,420 245,420
EXPENSES:
Police Services 86,446 242,503 238,997 245,020 245,020
Total Expenses
86,446
242,503
238,997
245,020
245,020
Ending Fund Balance
46,547
4,709,739
4,313
4,713
5,113
POLICE SERVICES
214 ANNUAL OPERATING PLAN ELEMENT 1998/99
Rja
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POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 215
JT
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 is responsible for maintaining
policing expertise in such areas as Narcotics
Enforcement, Juvenile and Youth Services, Victim
Services, Property and Evidence, Photography, Crime
Scene Investigation, Composite Drawing and selected
areas of Crime Prevention. Special Operations is
responsible for providing the DARE and GREAT
Programs within the Georgetown Independent School
District and holding a Police Fair during National
Police Week in May each year.
WHAT WE ACCOMPLISHED IN 1997/98:
• Improved accountability and productivity in
criminal investigations by tracking investigative
caseloads and target completion dates, thereby
achieving a 71% clearance rate for reported
offenses referred for follow-up.
• Developed and implemented a Youth Services
Team to work in partnership with the
Georgetown Independent School District and the
Williamson County Juvenile Court system, which
reduced the truancy rate by 66% and the
runaway rate by 37%.
• Conducted a comprehensive research project on
Domestic Disturbance and Domestic Violence.
• Identified and resolved 29 narcotics related
incidents and conducted five undercover
narcotics investigations, resulting in
approximately 45 arrests.
• Initiated Neighborhood Watch groups in Sun
City, including a Citizens On Patrol program,
bringing the total number of neighborhood
watches in Georgetown to thirteen.
`arl
WHAT WE PLAN TO ACCOMPLISH IN 1998/99:
• Continue to increase accountability and
productivity in Special Operations, by developing
work habits that include the use of the CAPRA
model to identify and solve problems related to
criminal investigations and Youth Services.
• Implement a program with the Youth Services
Team that addresses the needs of children and
youth in an effort to reduce family violence in the
long term.
• Improve follow-up services to victims of family
violence by enhancing training of Victim Services
volunteers in the area of Family Violence
situations, and by conducting follow-up contacts
and reports.
• Reduce the sale of tobacco and alcohol to minors
by increasing the number of undercover
purchasing operations.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
ACTUAL
BUDGETED
PROJECTED
PROPOSED
PERFORMANCE
MEASURES
FY 7
FY 97/98
FY 97/98
FY 98/99
1)
Recidivism rate for runaway
15/0
15/0
418,296 556,612 413,209 Personnel
605,606 (46.6%)
605,606 (o.o%)
juveniles is less than 10%.
N/A
<10%
18%
<10%
2)
80% of all illegal drug and
748,594 (36.1%)
748,594 (u%)
Employees: full time / part time
alcohol problems that are
** Percent change of 99/00 Projected Base from 98/99 Adopted
identified and verified are
successfully resolved.
N/A
80%
100%
80%
3)
Overall index crime rate is less
than 37 per 1,000.
40
37
20
37
4)
98% of all arrests pass the first
legal review.
N/A
98%
100%
98%
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
98/99
99/00
96/97 97/98 Projected
Adopted
Projected Base
Actual Budget Actual
(% Change *)
(% Change **)
11/0 13.5/0 15.5/0 # Employees
15/0
15/0
418,296 556,612 413,209 Personnel
605,606 (46.6%)
605,606 (o.o%)
106,770 134,187 134,187 Operations
142,988 (6.6%)
142,988 (o.o%)
14,137 2,600 2,600 Capital
0 (-100.0%)
0 (N/A)
539,203 693,399 549,996
748,594 (36.1%)
748,594 (u%)
Employees: full time / part time
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
SIGNIFICANrr CHANGES:
The Special Operations Department will add a position for one Detective Sergeant, to allow the Department
Commander to concentrate on the administrative aspect of the Department. The position of the Public Education
Officer will be transferred to Organizational & Administrative Services.
Early in 1997/98 a grant was received to add one additional G.R.E.A.T. officer to the Youth Services Team.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
217
11
A
'OA
i
The Department of Information Management oversees
the automated systems and techniques which supply the
information necessary to manage and improve the
delivery of police services. It is comprised of three
sections: Communications, Records and Technical
Services.
• The Communications Section is responsible for
answering E-911 calls, non -emergency lines, and
addressing the needs of the walk-in public. 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 conditions that may require an Emergency
Operations Center Alert Phase or Activation.
The Records Section ensures prompt, accurate,
confidential records keeping for the public, officers,
and other agencies, using a computerized records
keeping system.
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 productivity
and improve decision making.
WHAT WE ACCOMPLISHED IN 1997/98:
• Improved service delivery to citizens and
employees by employing a Supervisor for the
Communications Section.
• Updated E-911 information on Automatic Number
Identification/Automatic Location Identification
for GTE and Southwestern Bell Telephone
Companies.
WHAT WE PLAN TO ACCOMPLISH IN 1998/99
• Write a records retention and destruction program,
policy and procedure.
218
• Provide Activity Bulletins and Special Reports
for the Police Services Division, the media and
the public through the Records Section for Crime
Analysis Statistics.
• Install new E-911 system workstations.
• Operationalize Computer Aided Dispatch and
police and fire records software that will enable
Communications to dispatch the appropriate units
to all types of emergencies in an expeditious and
accurate manner. Also, this software will
improve problem solving capacity through an
automated records system.
• Decrease turn over rate in the Communications
Center.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
PERFORMANCE MEASURES
1) 95% of all cases forwarded to
other agencies do not require
follow-up requests.
2) 95% of all officers and
firefighters surveyed are
satisfied with communications
operations.
3) 100% of all police and fire
Priority 1 calls for service are
dispatched within 40 seconds.
4) 90% of all police and fire
Priority 2 calls are dispatched
within 2 minutes.
ACTUAL
PROJECTED
PROJECTED
PROPOSED
FY 96/97
FY 97/98
FY 97/98
FY 98/99
N/A
95%
99%
95%
N/A
95%
95%
95%
N/A
100%
89%
100%
N/A
90%
92%
90%
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
98/99
99/00
96/97 97/98 Projected
Adopted
Projected Base
Actual Budget Actual
(% Change
*)
(% Change * *)
17/0 17.75/0 17.75/0 # Employees
17/0
17/0
421,714 548,718 522,947 Personnel
545,520
(4.3%)
545,520 (o.o%)
35,865 38,196 38,196 Operations
66,092
(73.0%)
66,092 (o.o%)
1,185 0 0 Capital
0
(N/A)
0 (N/A)
458,764 586,914 561,143
611,612
(9.0%)
611,612 (o.o%)
Employees: full time / part time
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 219
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,
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
�j comprised of 1 Lieutenant, 4 Sergeants, 3 Corporals,
W and 22 patrol officers.
U
WHAT WE ACCOMPLISHED IN 1997/98:
• Created and staffed the Administrative Sergeant
position.
• Received Community Oriented Policing Services
j n (COPS) grant to hire five (5) new officers for
u� Patrol.
• Acquired a second canine for the K-9 Program.
• Completed the 1218-1220 Church Street project.
0
(i • Officers participated in numerous programs to
r'I increase interaction with Georgetown's youth:
• GISD Mentor Program
• Project Graduation for GISD Seniors
• Coached youth sports
_ Officers visited GISD schools as positive
role models
• Held a pool party for fifth grade D.A.R.E
Graduates
• Fingerprinted more than 500 students in
GISD elementary schools
• Conducted weekly K-9 drug sweeps of three
GISD campuses
220
WHAT WE PLAN TO ACCOMPLISH IN 1998/99:
• Add fourth Patrol District
• Increase the number of Problem -Oriented Policing
projects to address domestic violence, accidents,
property crimes, substance abuse, and assaults.
• Expand the child identification program by
offering parents reliable identification of their
children through the Georgetown Independent
School District.
• Reduce the level of narcotics in public schools
through K-9 intervention with K-9 unit.
• Target speed compliance on Williams Drive.
• Address security of Hike & Bike trail.
• Reduce the number of accidents city-wide through
education, engineering, and enforcement as it
relates to the top ten accident locations.
• Reduce the calls for service workload in Patrol by
working with alarm companies and alarm users to
reduce the number of false alarms.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
PERFORMANCE MEASURES
1) 90% of all life-threatening (Priority 1)
calls for service are responded to within
3 minutes.*
2) 90% of all emergency (Priority 2) calls
for service are responded to within 5
minutes.*
3) 40% of the reporting areas (grids) are
absent of crime and disorder.*
4) Overall property index crime rate is less
than 35 per 1,000.
* The new public safety software system required
to track these items was not completed as
scheduled. Measures will be tracked in 1998/99.
ACTUAL BUDGETED PROJECTED PROPOSED
FY 96/97 FY 97/98 FY 97/98 FY 98/99
N/A 90% N/A 90%
N/A
90%
N/A
90%
N/A
40%
N/A
40%
N/A
35
35
35
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
98/99
99/00
96/97 97/98 Projected
Adopted
Projected Base
Actual Budget Actual
(% Change *)
(% Change **)
26/0 26.75/0 27.5/0 # Employees
31/0
31/0
948,937 983,387 983,386 Personnel
1,018,970 (3.6%)
1,018,970 (0.0%)
261,840 328,717 318,867 Operations
354,443 (11.2%)
354,443 (0.0%)
9,633 30,000 30,000 Capital
0 (-100.0%)
0 (N/A)
1,220,410 1,342,104 1,332,253
1,373,413 (3.1%)
1,373,413 (0.0%)
Employees: full time / part time
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
SIGNIFICANT CHANGES:
A fourth Patrol District will be added to the City in order to provide more effective and efficient police response,
analysis and problem solving. The fourth patrol district will be added due to the geographical and population growth.
Six officers are required to staff a district, three officers were hired last year and three more officers will be hired this
year. The district boundaries will be determined through a process of balancing the workload between all four
districts.
The three new officers are part of a five officer grant program. The cost for all five positions is included in the Police
Special Revenue Fund. Total costs for 1998/99 are $224,000 including $75,000 of City matching funds.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 221
WHAT WE DO:
The Department of Professional Standards assures
quality police services by managing all related actions
needed to create, staff, and maintain all the 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.
WHAT WE ACCOMPLISHED IN 19977/98:
• Established, trained, and chaired an Internal Affairs
review board consisting of internal and external
customers.
• Conducted a Quality Review process that measures
our effectiveness in meeting internal customer
needs.
• Conducted two Citizen Police Academies.
• Selected and trained two Firearms Instructors.
• Coordinated 4,492 hours of training for Division
personnel.
• Improved and implemented new processes for
Police Officer selection, Communications Operator
selection, Sergeant promotions, Narcotics and
Juvenile Investigator transfers.
• Completed numerous staffing processes.
WHAT WE PLAN TO ACCOMPLISH IN 1998/99:
• Improve the Internal Affairs process.
• Provide employees with the skills and knowledge to
respond to issues of crime and disorder through
targeted training in the areas of enforcement,
prevention, intervention, and education while
continuing to meet state mandated training.
222
• Conduct Citizens Survey.
• Recruit and train reserves.
• Teach critical incident command for all Division
employees and other City Divisions that would
support any critical incident response such as Fire
Services, Community Owned Utilities and Parks,
Library & Recreation.
• Improve the cost efficiency and quality of training
by expanding cooperative training efforts with
area agencies such as Round Rock Police, Cedar
Park Police, Leander Police,- Williamson County
Sheriff's Department and the Texas Institute of
Public Problem Solving.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998199
PERFORMANCE MEASURES
1) 95% of all Internal Affairs
investigations are completed and
successfully reviewed with a final
disposition within 40 days.
2) 100% of state mandated training
is completed in every 2 year
cycle.
3) 95% of all Internal Affairs
investigations are deemed fair
and equitable.
4) Personnel turn -over rate is less
than 10% annually.
ACTUAL PROJECTED PROJECTED PROPOSED
FY 96/97 FY 97/98 FY 97/98 FY 98/99
N/A 95% 100% 95%
N/A
100%
50%
100%
N/A
95%
98%
95%
N/A
10%
17%
10%
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
98/99
99/00
96/97 97/98 Projected
Adopted
Projected Base
Actual Budget Actual
(% Change *)
(% Change **)
2/0 2/0 2.25/0 # Employees
3/0
3/0
102,394 91,429 91,429 Personnel
127,798 (39.8%)
127,798 (o.o%)
69,461 73,580 73,580 Operations
74,007 (0.6%)
74,007 (o.o%)
0 0 0 Capital
0 (N/A)
0 (N/A)
171,855 165,009 165,009
201,805 (22.3%)
201,805 (o.0%)
Employees: full time / part time
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
SIGNIFICANT CHANGES:
Professional Standards will hire an additional employee to train division personnel provide quality products and
services to the public.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 223
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224 ANNUAL OPERATING PLAN ELEMENT 1998/99