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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 Services; and Special Operations.
Division Financial Summary:
TOTAL 2,000,297 2,314,816 2,260,932
' Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
Source of Funding:
95/96
94/95 95/96 Projected
Actual Budget Actual
General Fund 1,947,001 2,277,316 2,234,534
Special Revenue Fund 53,296 37,500 26,398
TOTAL 2,000,297 2,314,816 2,260,932
• Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97
97/98
Projected Base
(% Change ")
282,297 (-3.4%)
74,422 (-3.3%)
465,274 (-4.8%)
517,923 (-0.9%)
1,216,087 (1.1%)
156,088 (0.0%)
2,712,091 (-t.o%)
97/98
Projected Base
(% Change ")
2,637,669 (-0.9%)
74,422 (-3.3%)
2,712,091 (-l.o%)
F4 -M
95/96
94/95
95/96
Projected
Actual
Budget
Actual
Organizational & Administrative
255,047
298,777
277,527
Restricted Funds
53,296
37,500
26,398
Special Operations
245,835
355,805
343,194
Information Management
407,802
453,166
450,848
Patrol Services
906,243
1,022,816
1,019,132
Professional Standards
132,074
146,752
143,833
TOTAL 2,000,297 2,314,816 2,260,932
' Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
Source of Funding:
95/96
94/95 95/96 Projected
Actual Budget Actual
General Fund 1,947,001 2,277,316 2,234,534
Special Revenue Fund 53,296 37,500 26,398
TOTAL 2,000,297 2,314,816 2,260,932
• Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97
97/98
Projected Base
(% Change ")
282,297 (-3.4%)
74,422 (-3.3%)
465,274 (-4.8%)
517,923 (-0.9%)
1,216,087 (1.1%)
156,088 (0.0%)
2,712,091 (-t.o%)
97/98
Projected Base
(% Change ")
2,637,669 (-0.9%)
74,422 (-3.3%)
2,712,091 (-l.o%)
F4 -M
Ends & Means
Education
Policy End 2.0 Diverse and comprehensive educational opportunities are available through public
and private cooperative efforts.
Means (96-01) Promote E-911 with 911 simulator and literature provided by the Communication
Center Operators. (Information Management).
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 Me City and ofher public agencies.
Means (96-97) Evaluate needs of community through survey and data analysis. (Organizational
and Administrative).
Means (96-00) 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. (Organizational and Administrative Services, Patrol
Services, Special Operations, Professional Standards, Information Management)
Means (96-01) Provide community with accurate information on criminal offenders state wide.
(Information Management)
Focus End 4.2 The City has a high level of employee satisfaction and retention.
Means (96-97) Develop a General Order for handling death in the police family (process and
procedures). (Professional Standards)
Means (96-97) Form a Critical Incident debriefing Team for the Division be used on scene and
after duty hours. (Professional Standards)
Means (96-97) Develop a process for Division awards and commendations. (Professional
Standards)
Focus End 4.6 The City meets the needs of internal and external customers through innovative
acquisition and use of information resources.
Means (96-97) Develop and implement records management technology and software to make
it more effective and compatible with the city-wide system. (Information Management)
Means (96-97) Implement new report writing process manually prior to automation. (Patrol
Services, Special Operations, Information Management)
POLICE SERVICES
292 ANNUAL OPERATING PLAN ELEMENT 1996/97
Focus End 4.7 There is trust and harmony between the public safety providers and all segments
of the community.
Means (96-97) Conduct two Citizen Police Academies. (Professional Standards)
Means (96-00) 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)
Means (96-00) Develop and implement Quality Review Processes that will measure our
effectiveness in meeting customer needs. (Professional Standards)
Focus End 4.8 Georgetown is effective at resolving issues related to crime, disorder and fear of
crime.
Means (96-97) Improve service delivery to citizens and employees by increasing staffing levels
in Communications Section. (Information Management, Patrol Services)
Means (96-97) Reinstate the Patrol K-9 program to provide officer safety, narcotic detection and
positive public relations. (Patrol Services)
Means (96-97) Utilize new technology to apprehend fleeing criminals safely without risk to officer
or citizens. (Patrol Services)
Means (96-98) Enhance and improve the outcome of criminal investigations by upgrading
evidence collection and analysis equipment. (Special Operations)
Means (96-98) Develop an additional patrol district to ensure that police interaction and response
is equitable, timely and sufficient to all areas of the community. (Patrol Services)
Means (96-00) Develop service delivery strategies to address substance abuse, traffic flow,
accidents, truancy, domestic violence, property crimes, and assaults. (Patrol Services,
Special Operations)
Means (96-00) Improve public awareness through Crime Prevention and E-911 programs.
(Special. Operations, Information Management)
Means (96-00) Provide businesses and community groups with accurate information on crime,
the community and police matters. (Special Operations, Information Management)
Means (96-00) 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)
Focus End 4.10 Georgetown is prepared to respond to large scale natural and technological
emergencies.
Means (96-01) Improve Division's ability to monitor and respond to hazardous weather
conditions. (Information Management)
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 293
Focus End 4.12 Public safety services have a high level of citizen and volunteer involvement.
Means (96-97) Recruit volunteers into the established volunteer program relative to defined task
needs. (Organizational and Administrative)
Means (96-01) Enhance the Victims Services Unit by providing sufficient funding for supplies and
other equipment for volunteers and to provide assistance to victims of crime and disaster.
Means (96-01) Recruit and train police reserves for duty. (Patrol Services)
Finance
Policy End 5.0 AN municipal operations are conducted in an efficient business -like manner and
sufficient financial resources for both short-term and long-term needs are provided.
Focus End 5.6 The City pursues all federal and state grant programs which would benefit the City.
Means (96-01) Research and apply for Capital Area Planning Council and COPS grant.
(Professional Standards)
Recreation and Cultural Affairs
Policy End 11.0 All citizens actively participate in community -wide social, cultural, and
recreational activities.
Means (96-01) Provide sponsorship, support, and assistance to youth programs, activities and
organizations through a Police Activities League (P.A.L.). (Organizational and
Administrative Services, Special Operation, Patrol Services, Information Management,
Professional Standards)
POLICE SERVICES
294 ANNUAL OPERATING PLAN ELEMENT 1996/97
ORGANIZATIONAL AND ADMINISTRATIVE SERVICES
CITY OF GEORGETOWN
Founded in 1848
Organizational and Administrative Services
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 Service 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.
To effectively and efficiently manage our organization, the Division developed and implemented a
management and leadership master plan called the Corporate Strategy. The Corporate Strategy defines
an organizational design that is most advantageous for the police and the community we serve. It is
consistent with the City of Georgetown's overall organization, and is shared and held in common by all
members of the Police Services Division. It explains to employees and citizens what is important to the
organization, what the Division proposes to do and how it proposes to do it. The purpose of the Corporate
Strategy is to decrease uncertainty and minimize organizational disfunction.
How to Reach Us:
The Department of Organizational and Administrative Services is located at the Police Facility, 809 Martin
Luther King Street. Office hours are from 8:00 a.m. to 5:00 p.m. Monday through Friday, excluding
holidays. Staff may be reached by phone at 512/930-3528 or 512/930-3510 or by FAX at 512/930-3524.
What We Accomplished in 1995/96:
• Brought in volunteers as support staff. Redesigned Division's Citizen Volunteer Program and
rewrote the Volunteer Manual.
• Worked actively to develop positive working relationship with Capital Area Planning Council and to
identify sources of alternative funding.
• Contributed to the development of Georgetown Project core values and youth initiatives.
• Provided in-house management training for Lieutenants and Department Director.
• Developed plan in conjunction with Public Safety Sub -committee of the Facility and Services
Committee.
• Participated in an organizational management evaluation process.
POLICE SERVICES
296 ANNUAL OPERATING PLAN ELEMENT 1996/97
What We Plan to Accomplish in 1996/97 (Significant Means):
• Continue to 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.
• Continue management and supervisory training for Department Commanders and first line
supervisors.
• Effectively work on drug problems in the community through law enforcement, education,
prevention, and intervention efforts.
• Actively seek alternative funding through grants.
1996/97 Adopted Budget and 1997198 Projected Budget:
255,047 298,777 277,527
Employees: full time / part time
Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
400
N 300
100 100
0
® 94195 Actual ® 95196 Projected Actual
M 96/97 Adopted ® 94/95 Projected Base
97/98
Projected Base
(% Change ")
2/0
100,713 (o.o%)
181,584 (-5.2%)
0 (N/A)
282,297 (-3.4%)
Source of Revenues: Police Administration is funded from General Fund revenues.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 297
95/96
94/95
95/96
Projected
Actual
Budget
Actual
2/0
2/0
2/0
91,618
100,752
100,002
163,429
198,025
177,525
0
0
0
255,047 298,777 277,527
Employees: full time / part time
Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
400
N 300
100 100
0
® 94195 Actual ® 95196 Projected Actual
M 96/97 Adopted ® 94/95 Projected Base
97/98
Projected Base
(% Change ")
2/0
100,713 (o.o%)
181,584 (-5.2%)
0 (N/A)
282,297 (-3.4%)
Source of Revenues: Police Administration is funded from General Fund revenues.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 297
Police Restricted Funds
What We Do:
This fund receives and holds seized assets from narcotics and/or organized crime cases, donations
received for the Drug Abuse Resistance Education (D.A.R.E.) Project, and revenue received from other
sources. Funds from seized/confiscated/forfeited assets are to be used for narcotics interdiction and
enforcement. Funds from D.A.R.E. donations are to be used only for that project. Prior to 1995/96, the
fund also received and disbursed state criminal justice grant monies. These grants expired in 1994/95.
This fund will now receive and disburse U.S. Department of Justice Community Oriented Policing Services
(COPS) grant monies for two patrol officers.
Fund Summary:
REVENUES
Donations
Grants
Interest & Other
Operating (Seizures)
Transfers In
Total Revenues
EXPENDITURES
Excess (Deficiency) of
Revenues over Expenditures
Fund Balance at
Beginning of Year
Fund Balance at
End of Year
94/95
Actual
3,029
8,343
2,784
0
95/96
Budget
2,000
22,500
25
2,500
7,500
95196
Projected
Actual
2,000
14,174
550
2,151
4,724
54,520
34,525
23,599
53,296
37,500
26,398
1,224
(2,975)
(2,799)
16,302
9,922
17,526
17,526
6,947
14,727
* Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
97/98
Projected Base
(% Change ")
3,000 (50.0%)
46,822 (o.o%)
700 (o.o°/.)
2,000 (o.o%)
20,100 (o.00h)
72,622 (1.4%)
74,422 (-3.3%)
(1,800) (-66.0%)
9,427 (-36.0%)
7,627 (-19.1%)
POLICE SERVICES
298 ANNUAL OPERATING PLAN ELEMENT 1996/97
SPECIAL OPERATIONS
CITY OF GEORGETOWN
Founded in 1848
Special Operations
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 Program within G.I.S.D. and holding a Police Fair during National Police
Week in May each year.
How to Reach Us:
The Department of Special Operations is located at the Police Facility, 809 Martin Luther King Street.
Hours are from 8:00 a.m. to 5:00 p.m., Monday through Friday, excluding holidays. You may contact staff
by phone at 512/930-3515. An investigator is on-call after normal business hours, during weekends and
on holidays, and may be contacted through the Communications Center at 512/930-3510. You may contact
the Department's managing Lieutenant by phone at 512/930-3515 or by FAX at 521/930-3526.
What We Accomplished in 1995/96:
• Recruited 4 students to attend the Texans War on Drugs Leadership Program.
• Hired an Evidence/Crime Scene Specialist that enabled the Special Operations to move a Detective
from half-time status to full-time status.
• Developed and implemented a home visit program by Victims' Services.
• Mailed letters to victims of crime notifying them of the status of their cases.
• Implemented system to notify all officers of case status.
• Utilized programs such as Star Program, Intervention Services Unlimited -Juvenile Justice Program,
and the County Attorney's First Time Offender Program to assist juveniles. We also have a referral
service for at -risk youth.
• Decreased the number of runaways by 1/3 from 1995 to 1996, with implementation of the
Georgetown Runaway Intervention Program (G.R.I.P.).
• Developed two Neighborhood Wellness Programs, first with Bob Fisher, and the second on The
Ridge.
• Increased employee involvement in the Police Explorer Post, Georgetown I.S.D., Youth for
Tomorrow, and Georgetown Youth Softball/T-Ball teams.
POLICE SERVICES
300 ANNUAL OPERATING PLAN ELEMENT 1996/97
What We Plan to Accomplish in 1996/97 (Significant Means):
• Concentrate enforcement efforts on narcotic and substance abuse with a specialized team, which
will also provide investigative support to the department.
• Enhance and improve the outcome of criminal investigations by upgrading evidence collection and
analysis equipment.
® Enhance the Victims' Services Unit by providing sufficient funding for supplies and other equipment
for volunteers, and to provide assistance to victims of crime and disaster.
• Develop service delivery strategies to address substance abuse, truancy, domestic violence,
property crimes, and assaults.
® Assist in increasing Neighborhood Watch programs and development of Neighborhood Wellness,
where appropriate.
1996/97 Adopted Budget and 1997/98 Projected Budget:
245,835 355,805 343,194
Employees: full time / part time
Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
600
N
400
R
N
7
O
L
200
0
® 94/95 Actual ® 95/96 Projected Actual
to 96/97 Adopted ® 97/98 Projected Base
97/98
Projected Base
(% Change**)
11/0
359,682 (o.o%)
105,592 (4.5%)
0 (-100.0%)
465,274 (4.8%)
Source of Revenues: Special Operations is funded from General Fund revenues, Seized Property
revenues and by D.A.R.E. donations.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97
J
301
95/96
94/95
95/96
Projected
Actual
Budget
Actual
8/0
9/0
9/0
193,763
309,491
298,880
52,072
45,314
43,314
0
1,000
1,000
245,835 355,805 343,194
Employees: full time / part time
Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
600
N
400
R
N
7
O
L
200
0
® 94/95 Actual ® 95/96 Projected Actual
to 96/97 Adopted ® 97/98 Projected Base
97/98
Projected Base
(% Change**)
11/0
359,682 (o.o%)
105,592 (4.5%)
0 (-100.0%)
465,274 (4.8%)
Source of Revenues: Special Operations is funded from General Fund revenues, Seized Property
revenues and by D.A.R.E. donations.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97
J
301
Other Comments:
The Department will add two Narcotic and Drug enforcement officers. The officers will be transferred from
Patrol Services where two patrol officers were hired with the COPS grant funds received in 1996.
POLICE SERVICES
302 ANNUAL OPERATING PLAN ELEMENT 1996/97
i
-1
INFORMATION MANAGEMENT
CITY OF GEORGETOWN
Founded in 1848
Information Management
What We Do:
The Department of Information Management oversees the automated systems or techniques which supply
the information necessary to manage and improve the delivery of police services. It is comprised of three
sections: 1) Communications, 2) Records and 3) 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 Community Owned Utilities and Utility Office after hours, 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 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.
How to Reach Us:
Department of Information Management is located at the Police Facility, 809 Martin Luther King Street. The
Communications section is available 24 hours a day, seven days a week. The Records and Technical
Section, are available Monday through Friday, 8:00 am to 5:00 pm. Both can be contacted at 512/930-3510
for non -emergencies and 9-1-1 for emergencies. The Department Manager can be contacted by phone
at 512/930-3502 or by FAX at 512/930-3524.
What We Accomplished in 1995/96:
• Reviewed vendor selection and management planning for future public safety software system.
• Employed an Administrative Specialist in January 1996 to improve the productivity of the
Information Management Director.
• Upgraded computers and recabled network throughout the Police Division to improve office
productivity and decision making
• Obtained digital recording equipment for Police Services Division.
• Updated E-911 information on ANI/ALI and installed new E-911 system work stations.
What We Plan to Accomplish in 1996/97 (Significant Means):
• Promote E-911 media programs for the school system, special events and neighborhood meetings
to help the citizens save time and lives in an emergency.
• Purchase and operationalize Public Safety software that will enable Communications to dispatch
the appropriate units to all types of emergencies in an expeditious and accurate manner.
POLICE SERVICES
304 ANNUAL OPERATING PLAN ELEMENT 1996/97
• Improve service delivery to citizens and employees by increasing staffing level in the
Communications Section.
• Purchase a Data Transmission Network (DTN) Weather Center to prepare Georgetown in
responding to large scale natural and technological emergencies.
• Purchase Fuginet Software System to provide accurate information on criminal offenders state
wide.
1996/97 Adopted Budget and 1997/98 Projected Budget:
Employees: full time / part time
* Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
97/98
Projected Base
(% Change —)
17/0
484,205 (o.o%)
33,718 (-8.7%)
0 (-100.0%)
517,923 (-o.9%)
Source of Revenues: Department of Information Management is funded from General Fund revenues.
Other Comments:
The Communication Section of the Information Management Department is temporarily moved to the Patrol
Services Department to better facilitate the implementation of a new Public Safety Software package.
When the software package is on-line, the Communications Section will be moved back to the Department
of Information Management for management and supervision.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97
305
95/96
94/95
95/96
Projected
Actual
Budget
Actual
14/0
15/0
15/0
336,206
421,390
420,422
27,852
24,776
23,426
43,744
7,000
7,000
407,802
453,166
450,848
Employees: full time / part time
* Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
97/98
Projected Base
(% Change —)
17/0
484,205 (o.o%)
33,718 (-8.7%)
0 (-100.0%)
517,923 (-o.9%)
Source of Revenues: Department of Information Management is funded from General Fund revenues.
Other Comments:
The Communication Section of the Information Management Department is temporarily moved to the Patrol
Services Department to better facilitate the implementation of a new Public Safety Software package.
When the software package is on-line, the Communications Section will be moved back to the Department
of Information Management for management and supervision.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97
305
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POLICE SERVICES
306 ANNUAL OPERATING PLAN ELEMENT 1996/97
PATROL SERVICES
CITY OF GEORGETOWN
4 7 Founded in 1848
Patrol Services
What We Do:
The Department of Patrol Services' produces desired policing products or 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 comprised of 1
Lieutenant, 3 Sergeants, 3 Corporals, and 15 patrol officers.
How to Reach Us:
Patrol Services is located at the Police Facility, 809 Martin Luther King Street, available 24 hours a day,
seven days a week. Patrol Services can be reached at 512/930-3510 for non -emergency purposes, E-911
for emergency assistance, or you may contact patrol units directly when you see them in your
neighborhood. The Department's managing Lieutenant can be reached at 512/930-3503 or by FAX at
512/930-3524.
What We Accomplished in 1995/96:
• Initiated 22 problem oriented policing projects, completing 13 e.g.,
• Conducted business security with business owners
• Conducted several bicycle registration programs for youth.
• South beat officers Paris and Pitcher established partnerships with over a 100 businesses
in the south district via the bicycle program.
• Patrol officers received Mentor of the Year Award for involvement in the mentoring program at
Georgetown Independent School District.
• Presented bicycle safety programs to 2,720 GISD students.
• Submitted several newspaper articles on topics of public interest which were published in the
Williamson County Sun.
• Hired Patrol Administrative Specialist to improve productivity of Patrol Services Commander
providing time for the processing of 51 special event permits, an enhanced Firearms Training
Program, and participating in an Emergency Operation Disaster Drill design team.
• Developed the Police Reserve Program.
What We Plan to Accomplish in 1996/97 (Significant Means):
Employ three new patrol officers.
• Re-establish K-9 Program.
• Utilize new technology to apprehend fleeing criminals safely without risk to officers or citizens.
POLICE SERVICES
308 ANNUAL OPERATING PLAN ELEMENT 1996/97
s Increase the number of active Neighborhood Watch Programs and establish Neighborhood
Wellness Areas in each district.
e Recruit and train police reserves.
1996/97 Adopted Budget and 1997/98 Projected Budget:
906,243 1,022,816 1,019,132
Employees: full time / part time
' Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
1400
1200
v 1000
c 800
N
7
i' 600
F
400
200
0
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted M97/98 Projected Base
97/98
Projected Base
(% Change ")
26/0
954,628 (3.8%)
261,459 (-3.5%)
0 (-1oo.a%)
1,216,087 (1.1%)
Source of Revenues: Patrol Services is funded from General Fund revenues. Two (2) Patrol Officer
positions are funded thought the COPS Grant at $70,263.54 for three (3) years, per officer.
Other Comments: The Communications Section is temporarily supervised by Patrol to help facilitate the
bringing on line of the new Public Safety Software.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 309
95/96
94/95
95/96
Projected
Actual
Budget
Actual
22/0
24/0
24/0
731,859
799,500
795,816
174,354
220,916
220,916
30
2,400
2,400
906,243 1,022,816 1,019,132
Employees: full time / part time
' Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
1400
1200
v 1000
c 800
N
7
i' 600
F
400
200
0
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted M97/98 Projected Base
97/98
Projected Base
(% Change ")
26/0
954,628 (3.8%)
261,459 (-3.5%)
0 (-1oo.a%)
1,216,087 (1.1%)
Source of Revenues: Patrol Services is funded from General Fund revenues. Two (2) Patrol Officer
positions are funded thought the COPS Grant at $70,263.54 for three (3) years, per officer.
Other Comments: The Communications Section is temporarily supervised by Patrol to help facilitate the
bringing on line of the new Public Safety Software.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 309
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POLICE SERVICES
310 ANNUAL OPERATING PLAN ELEMENT 1996/97
PROFESSIONAL STANDARDS
CITY OF GEORGETOWN
Founded in 1848
Professional Standards
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; staff inspections and
service audits. The department also acts as the liaison to the Texas Commission on Law Enforcement
Officers Standards and Education.
How to Reach Us:
The Department of Professional Standards is located at 811 Martin Luther King Street (in the Municipal
Courtroom Building), next to the Police Facility. Hours are from 8:00 a.m. to 5:00 p.m., Monday - Friday,
excluding holidays. Professional Standards personnel can be reached through the Police Services Division
at 512/930-3510. The Department's managing Lieutenant can be reached at 512/930-3501 or by FAX at
512/930-3524.
What We Accomplished in 1995/96:
• Developed a rough draft for community survey, youth survey and management survey to implement
a quality review process.
• Developed the first Citizen's Police Academy cdrdculum in conjunction with the Citizen's Advisory
Committee to be conducted in fall of 1996.
• Created a staffing process, compiled and issued new General Orders and Training Bulletins to
Division personnel.
• Assisted in the development and application of a COPS grant for two new police officers.
• Assisted in the development and implementation of a Communications Operator Field Training
Evaluation Program.
What We Plan to Accomplish in 1996/97 (Significant Means):
• Conduct two Citizen Police Academies.
• Develop a General Order for handling death in the police family (process and procedures).
• Form a Critical Incident Stress Debriefing Team for the Division.
• Develop a process for Division awards and commendations.
• Develop and implement a Quality Review Process that will measure effectiveness in meeting
customer needs.
POLICE SERVICES
312 ANNUAL OPERATING PLAN ELEMENT 1996197
1996/97 Adopted Budget and 1997/98 Projected Budget:
94/95
Actual
2/0
75,593
56,481
0
95196
Budget
2/0
85,742
60,352
658
95/96
Projected
2/0
85,598
57,577
658
132,074 146,752 143,833
Employees: full time / part time
' Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
200
" 150
50
0
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted M97/98 Projected Base
97/98
Projected Base
(% Change ")
2/0
85,506 (0.0°%)
70,582 (o.o%)
0 (NIA)
156,088 (o.o%)
Source of Revenues: Professional Standards is funded from General Fund revenues.
POLICE SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 313
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POLICE SERVICES
314 ANNUAL OPERATING PLAN ELEMENT 1996197