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Home My WebLink About13-Police ServicesPolice Services The mission of the Georgetown Police Department is to protect and serve the community of Georgetown’s quest for a peaceful and safe existence, free from fear, with democratic values applied equally to all with a commitment to excellence by providing the highest level of integrity, professionalism, and customer service to enhance the quality of life of our community The Division consists of three functional departments to provide services. Administrative Services Bureau Page 154 Field Operations Bureau Page 156 Support Services Bureau Page 158 Police Services 01/02 03/04 00/01 01/02 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 440,115 416,966 410,853 407,392 (-0.8%)430,193 Restricted SRF 161,951 129,272 197,513 85,561 (-56.7%)45,544 Field Operations Bureau 2,595,700 2,473,503 2,452,653 2,492,011 (1.6%)2,521,331 Support Services Bureau 913,340 1,355,231 1,288,757 1,759,080 (36.5%)1,868,397 Division Total 4,111,106 4,374,972 4,349,776 4,744,044 (9.1%)4,865,465 * Percent change of 02/03 Adopted from 01/02 Projected Actual 00/01 01/02 01/02 03/04 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED Administration Services Bureau 3 3 3 3 Field Operations Bureau 45 45 38 40 Support Services Bureau 22 22 29 30 Total (FT/PT) 70 70 70 73 Police Services 02/03 ADOPTED 02/03 ADOPTED (% Change*) 3 40 30 73 Personnel 80% Operations 20% 85,561 407,392 1,759,080 2,492,011 0 500,000 1,000,000 1,500,000 2,000,000 Restricted SRF Administration Support Svcs Bureau Field Ops Bureau 154 Police Services Administrative Services Bureau DEPARTMENT DESCRIPTION The Administrative Services Bureau provides the direction necessary for Field Operations Bureau and Support Services Bureau to fulfill the mission of the organization. The Administrative Services Bureau is responsible for budget and grant management, Emergency Management Coordination, policy development, collaboration with other City divisions and area law enforcement agencies and responds to citizen and media requests for information. MAJOR DEPARTMENT GOALS h Deliver quality Police services to the citizens of Georgetown. h Ensure citizens and visitors of Georgetown are free from crime, fear of crime, and disorder. h Review and maintain policies and procedures that meet industry and legal standards. h Provide employees with the necessary training and equipment to provide quality customer service to the community. h Provide a fair and equitable work environment to reduce internal and external complaints. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 h Developed a monthly management report from each division commander to provide accountability and direction. h Reviewed and updated our General Orders manual to prevent future city liability. h Worked with Human Resources to develop a fair and equitable compensation package for public safety. h Enhanced supervision by revising the Patrol schedule. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 h Relocate Emergency Operations Center due to inadequate facilities. h Work collaboratively with the Public Safety Advisory Board to address public safety issues identified by the Board. h Work with the Public Safety Advisory Board to define long-term public safety goals. ADMINISTRATIVE SERVICES 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Division Director 1 1 1 1 1 Assistant Chief of Police 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 T o t a l 3333 3 POLICE SERVICES COST PER CAPITA $0 $25 $50 $75 $100 $125 $150 98/99 99/00 00/01 01/02* 155 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. # of total calls for service ** 21,007 24,185 24,334 24,566 24,731 2. # of index crimes 588 646 700 600 650 3. # of Special Events permits issued 79 87 125 100 100 ** Total calls for service does not include traffic stops, as was documented in previous budget years PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Part I crime index per 1,000 population 2.0 2.0 2.0 1.8 1.8 2. Police cost per capita $126.25 $129.59 $131.02 $131.02 $131.02 3. # of officers per 1,000 population 1.52 1.55 1.40 1.36 1.44 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Developed and entered into an inter-local agreement with Georgetown Independent School District for cost sharing of officers in the schools. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 222,361 227,103 225,238 Personnel 232,884 233,512 217,754 189,863 185,615 Operations 174,508 196,681 440,115 416,966 410,853 407,392 430,193 156 Police Services Field Operations Bureau DEPARTMENT DESCRIPTION The Field Operations Bureau responds to routine and emergency calls for service. Responsibilities include community problem solving, directed patrols, K-9 activities, and follow-up, narcotics and juvenile investigations. The Bureau consists of Patrol and Criminal Investigations. MAJOR DEPARTMENT GOALS h Respond to calls for service from the community in a timely and effective manner. h Encourage voluntary compliance of traffic laws through enforcement and public education to reduce and prevent traffic accidents. h Promote a safe, drug free community through education and enforcement. h Improve partnerships with the community through collaborative problem solving efforts to reduce crime. h Increase offense clearance rate for improved citizen satisfaction. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 h Assigned criminal investigators to geographic regions. h Developed a comprehensive traffic management plan to increase public awareness, reduce accidents, and facilitate the safe movement of people and vehicles. h Developed a warrant service program to process and serve the City’s outstanding warrants. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 h Develop a Crime Prevention Plan utilizing Patrol Services, Criminal Investigations and Special Operations. h Develop a Sexual Assault and Domestic Violence response team to increase public awareness of these issues. h Coordinate a “case management” review team to provide assistance, guidance and resources to enhance the overall clearance rate. h Establish and coordinate a team to combat youth alcohol and tobacco use in public schools. h Establish “Special Investigative Unit” to document parolees, probationers, registered sex offenders and develop intelligence files. h Expand the traffic unit with two new officers to increase safety for vehicles and people. FIELD OPERATIONS BUREAU 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Captain 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Lieutenant 5 5 3 3 3 Sergeant 3 3 4 4 4 Patrol Officer 22 22 22 24 24 Special Operations Officer 4 5 0 0 0 Detective 8 7 6 6 6 Crime Scene Specialist 1 1 1 1 1 Total 45 45 38 40 40 POLICE CALLS FOR SERVICE 0 4,000 8,000 12,000 16,000 20,000 24,000 28,000 32,000 36,000 98/99 98/99 99/00 00/01 157 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. # of Priority 1 calls 1,637 3,259 3,000 3,300 3,500 2. Total calls for service 21,007 24,185 24,334 24,566 24,731 3. Part 1 offenses 588 646 524 591 600 4. Part 2 offenses 1,353 1,147 1,126 1,047 1,200 5. Calls per officer 878 780 785 792 797 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Avg. response time for Priority 1 calls 3.52 N/A 4.63 N/A 5.00 2. Officer initiated activity 10,965 8,558 9,500 9,200 9,800 3. # of arrests 1,429 1,465 1,534 1,500 1,600 4. Part 1 offenses clearance rate 25% 26% 24% 28% 30% 5. Part 2 offenses clearance rate 67% 71% 54% 70% 70% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Department restructure in 2001/02 resulted in Special Operations being moved to Support Services, Professional Standards Sergeant moved to Patrol Services, and one Patrol Lieutenant being moved to Communications. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,970,795 1,896,498 1,875,648 Personnel 1,952,822 1,976,730 624,905 543,005 543,005 Operations 539,189 544,601 34,000 34,000 Capital 2,595,700 2,473,503 2,452,653 2,492,011 2,521,331 158 Police Services Support Services Bureau DEPARTMENT DESCRIPTION The Support Services Bureau manages all related actions and technology needed to staff, operate and maintain all areas of Police Services personnel recruitment, internal affairs investigations, technical support, dispatch for police and fire, crime trend analysis, records retention, and victim services. The Support Services Bureau consists of the following divisions: Professional Standards, Information Technology, Communications, Records and Crime Analysis, Special Operations, Victim Services and Chaplain Services. MAJOR DEPARTMENT GOALS h Employ quality staff through employee recruitment and selection by promoting diversity and competency. h Ensure employees receive training as mandated by the Texas Commission of Law Enforcement Officer Standards and Education (TCLEOSE). h Investigate citizen complaints promptly and impartially. h Handle calls for service in an efficient, courteous and timely manner. h Manage and improve automated systems, which supply the information necessary for the delivery of Police Services. h Reduce crime through public education and collaborative community efforts. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 h Created and aired a bilingual radio commercial targeting Spanish-English speaking communications operators. h Promoted diversity in Patrol by advertising employment opportunities in nationwide and statewide law enforcement publications. h Finished the first phase of a “Needs Based” training schedule fulfilling mandatory training requirements and skill level based job requirement training. h Implemented mandatory department wide use of Force Training from Texas Engineering Extension Service (TEEX). MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 h Conduct crime trend analysis training to provide statistical data in a tailored format to department personnel. h Increase the applicant pool through expanded marketing efforts and in-house selection process. h Reduce traffic accidents 5% by increasing active traffic enforcement and community awareness. h Create a comprehensive training for all newly sworn personnel to ensure understanding of department policies and procedures. h Organize a formal training program for communications operators to increase efficiency and reduce turnover. h Create a proactive crime prevention program that educates the public on a wide variety of crime prevention related issues. SUPPORT SERVICES BUREAU 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 PROPOSED 03/04 PROJECTED Captain 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Lieutenant 1 1 3 3 3 PSD Investigator 1 1 1 1 1 Information Technology Manager 1 1 1 1 1 Special Operations Officer 0 0 5 5 5 Communications 14 14 14 14 14 Records 2 2 2 2 2 Victim Services Coordinator 1 1 1 1 1 Crime Prevention Officer 0 0 0 1 1 Total 22 22 29 30 30 159 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. # of internal affai r s c o m p l a i n t s 8 2 21 51 51 0 2. # of dispatched calls 4,786 6,536 6,000 7,300 7,700 3. # of 911 calls received 8,815 9,848 N/A 10,800 11,800 4. # of warrants cleared N/A 14* N/A 150 200 5. Amount of warrant fines collected N/A $3,126* N/A $58,000 $64,000 6. # calls for victim services 251 264 N/A 500 600 7. # of traffic accidents 1,299 1,450 1,438 1,400 1,450 8. # of traffic citations issued by traffic unit N/A N/A N/A 2,000 2,200 *New program started in December PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Internal affairs investigations completed in 40 days 64% 95% 95% 95% 95% 2. Accidents per 1,000 population 46 44 52 49 50 3. Employee turnover rate 22.06% 15.5% 10% 12.5% 10% 4. Employees not meeting state m a n d a t e d r e q u i r e m e n t s 00000 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: In 2001/02, Special Operations Division was moved to Support Services Bureau from Field Operations Bureau. A crime prevention officer is added in 2002/03 to assist the local community in proactively preventing crime. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 760,882 1,182,559 1,123,085 Personnel 1,526,416 1,623,209 152,458 172,672 165,672 Operations 232,664 245,188 913,340 1,355,231 1,288,757 1,759,080 1,868,397