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Home My WebLink About12-PolicePolice 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. This Division consists of three functional departments to provide services. In 2003/04, oversight of the City’s Animal Services Department was assigned to Police Division. This Division is funded in the General Fund. Police Field Operations Bureau Page 150 Administrative Services Bureau Page 148 Support Services Bureau Page 152 Animal Services Page 154 81 Police 03/04 05/06 02/03 03/04 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 457,307 784,685 780,174 883,961 (13.3%)880,561 Police Restricted SRF 73,513 133,963 102,193 102,893 (0.7%)1,140 Field Operations Bureau 2,619,903 2,568,455 2,568,455 2,698,617 (5.1%)2,706,555 Support Services Bureau 1,612,729 1,595,251 1,588,574 1,731,774 (9.0%)1,834,662 Animal Services 366,648 372,734 367,353 362,654 (-1.3%)362,654 Animal Services SRF 36,673 29,592 29,592 36,996 (25.0%)25,400 Division Total 5,166,773 5,484,680 5,436,341 5,816,895 (7.0%)5,810,972 * Percent change of 04/05 Adopted from 03/04 Projected Actual 04/05 ADOPTED (% Change*) 139,889 362,654 883,961 1,731,774 0 500,000 1,000,000 1,500,000 2,000,000 Restricted SRF Animal Services Administration Support Svcs Bureau 02/03 03/04 03/04 05/06 ACTUAL ORIGINAL FINAL / PROJECTED PERSONNEL SUMMARY BUDGET ACTUAL Administration Services Bureau 3 3 8 8 Field Operations Bureau 42 36 35 41 Support Services Bureau 30 36 32 31 Animal Services 6.75 6.75 6.75 6.75 Total (FT/PT)81.75 81.75 81.75 86.75 8 41 31 86.75 6.75 04/05 ADOPTED Capital 0.34% Personnel 80.33% Operations 19.33% 148 POLICE SERVICES COST PER CAPITA $129.59 $124.80 $130.33 $126.37 $148.00 $0 $20 $40 $60 $80 $100 $120 $140 $160 00/01 01/02 02/03 03/04 04/05* *Projected Police 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, personnel recruitment, internal affairs investigations, training, staff support, 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 • Employ quality staff through employee recruitment and selection by promoting diversity and competency. • Ensure employees receive training as mandated by the Texas Commission of Law Enforcement Officer Standards and Education (TCLEOSE). • Investigate citizen complaints promptly and impartially. • Deliver quality Police services to the citizens of Georgetown. • Ensure citizens and visitors of Georgetown are free from crime, fear of crime, and disorder. • Review and maintain policies and procedures that meet industry and legal standards. • Provide employees with the necessary resources to provide quality customer service to the community. • Provide quality of life in the workplace to promote good customer service and reduce internal and external complaints. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Completed development of additional beat plan. • Developed and implemented a citizen disaster planning initiative. • Conducted department wide 40-hour in-service training to enhance departmental skills. • Completed five-year strategic plan to address departmental long-term goals and objectives. • Opened firearms range and implemented monthly firearms training. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Implement components of our Customer Service Action Plan to include internal affairs process revision to better meet the needs of our internal and external customers, traffic mitigation plan, and citation information brochure. • Modify current Internal Affairs process to incorporate changes mandated by case law. • Provide in-service Leadership training for supervisory personnel. • Conduct a full-scale emergency management exercise within the City of Georgetown to include multiple state, county, and municipal entities. ADMINISTRATIVE SERVICES 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Division Director 1 1 1 1 1 Assistant Chief of Police 1 1 1 1 1 Administrative Assistant Staff Assistant Detective Sergeant Lieutenant 1 0 0 0 0 1 0 0 0 0 1 2 1 1 1 1 2 1 1 1 1 2 1 1 1 Total 3 3 8 8 8 149 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. # of total calls for service * 20,456 *22,107 * 24,000 28,000 30,000 2. # of officers per 1,000 population 1.34 1.33 1.45 1.46 1.52 3. Part 1 offenses 1,053 909 1,000 838 900 4. # of internal affairs complaints 20 14 10 14 14 * Traffic calls have been removed from previous calculations for total calls for service. PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Part 1 offenses per 1,000 population 22 19 24 23 24 2. Police cost per capita $124.80 $131.02 $126.37 $139.78 $148.00 3. # of internal affairs complaints sustained 10 11 *9 9 4. Internal affairs investigations completed in 40 days 69%57%95%100%100% 5. Employee turnover rate 10%7%10%12%10% 6. Employees meeting state mandated requirements 100%100%100%100%100% * Performance measure added this fiscal year. DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Professional Standards Department (PSD) was transferred to Administration from Support Services. Staff Assistants were transferred to Administration from Support Services and Field Operations. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 245,745 512,980 508,469 Personnel 564,206 564,206 211,562 271,705 271,705 Operations 319,755 316,355 457,307 784,685 780,174 883,961 880,561 150 Police 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 • Respond to calls for service from the community in a timely and effective manner. • Encourage voluntary compliance of traffic laws through enforcement and public education to reduce and prevent traffic accidents. • Promote a safe, drug free community through education and enforcement. • Improve partnerships with the community through collaborative problem solving efforts to reduce crime. • Increase offense clearance rate for improved citizen satisfaction. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Expanded the customer service feedback program to include Criminal Investigations and Patrol Services and enhanced the program by having the Commanders make written and telephone contact. • Developed a multi-jurisdictional computer crime working group with Williamson County Sheriff’s Department, Round Rock Police Department and Cedar Park Police Department to improve investigative information sharing and cooperation. • Disseminated information relative to Homeland Security issues and concerns through the use of brochures, newspaper and a Citizen’s Preparedness Guide. • Conducted bank robbery training for five local lending institutions to improve and enhance their ability to respond in the event of a robbery. • Conducted two minor sting operations to target the sale of tobacco and alcohol to minors. • Developed the Georgetown Police Department Good Citizenship Award program to recognize positive acts and events of the youth in the community. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Improve criminal investigations through use of enhanced technology, such as digital recording equipment, bar code evidence inventory system and automated evidence tracking software. • Assist public education efforts through statistical analysis of rising trends in financial crimes and provide educational forums to reduce related calls for service. • Conduct quarterly sting operations targeting the sale of alcohol and tobacco products to underage people. • Coordinate and conduct training seminar about date rape, sexual assault and domestic violence for high school and college students. FIELD OPERATIONS BUREAU 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Captain 1 1 1 1 1 Lieutenant 3 3 3 3 3 Sergeant 4 4 3 3 3 Patrol Officer 26 20 20 24 24 Detective 6 6 7 9 9 Crime Scene Technician Staff Assistant 1 1 1 1 1 0 1 0 1 0 Total * 42 36 35 41 41 * Reorganization of Division POLICE CALLS FOR SERVICE 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 00/01 01/02 02/03 03/04 04/05* *Projected 151 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. # of Priority 1 calls 3,000 2,804 3,900 ** 1,565 ** 1,600 2. Total calls for service * 20,456 * 22,107 * 24,000 28,000 30,000 3. Part 1 offenses 1,053 909 1,000 838 900 4. Part 2 offenses 2,394 1,133 1,100 1,328 1450 * Traffic calls have been removed from the calculations for total calls for service. ** Redefined priority 1 calls. PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Officer initiated activity 9,500 19,442 9,200 22,681 25,500 2. # of arrests (adult and juvenile)1,534 1,146 1,400 1,312 1,329 3. Clearance rate Part 1 offenses 24%43%30%42%45% 4. Clearance rate Part 2 offenses 54%52%70%55%55% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: One Detective was added to Criminal Investigations Division (CID) as a result of cancellation of contract with Georgetown Independent School District (GISD) for LifeSkills Training Officer. Six positions have been added in 2004/05 in order to address critical staffing in public safety. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 2,025,365 2,183,765 2,183,765 Personnel 2,269,348 2,304,906 546,425 384,690 384,690 Operations 409,269 401,649 48,113 Capital 20,000 2,619,903 2,568,455 2,568,455 2,698,617 2,706,555 152 Police Support Services Bureau DEPARTMENT DESCRIPTION The Support Services Bureau manages the chaplain program, technology needed to operate and maintain all areas of Police Services, dispatch for police and fire, crime trend analysis, records management, victim services, animal services, traffic enforcement, school resource officers, community resource unit, and warrants officer. The Support Services Bureau consists of the following divisions: Information Technology, Communications, Records and Crime Analysis, Special Operations, Victim Services, Animal Services and Chaplain Services. MAJOR DEPARTMENT GOALS • Receive, process, and dispatch emergency and non-emergency calls for service from the public in an efficient, courteous and timely manner. • Manage and improve automated systems, which supply the information necessary for the delivery of Police Services. • Reduce crime through public education and collaborative community efforts. • Resolve traffic issues through prevention, education, and enforcement. • Provide services and support to victims of domestic violence, sexual assault, and other tragedies. • Ensure a safe and healthy learning environment for students at Georgetown High School. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Received grant to implement Selective Traffic Enforcement Program (STEP) to target hazardous violators. • Expanded the Traffic Unit. • Initiated a Community Resource program to focus on residential and business crime prevention practices. • Implementation of a county-wide Sexual Assault Nurse Examiner program. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Restructure the Communications new employee training program to address concerns expressed by current and exiting employees in order to better train and retain communications operators. • Develop and implement a traffic mitigation plan to provide a standardized city wide process for addressing citizen complaints regarding traffic and traffic related issues and provide consistency among city divisions responding to traffic issues. • Complete a security survey of all City facilities to identify potential security deficiencies and provide the safest work environment possible for customers and employees. • Conduct community meetings to improve partnerships with the community and solicit information regarding crime, fear, and disorder issues. SUPPORT SERVICES BUREAU 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Captain 1 1 1 1 1 Lieutenant 3 3 2 2 2 PSD Investigator 1 1 1 1 1 Information Technology Manager 1 1 1 0 0 Special Operations Officer 6 12 10 10 10 Communications 14 14 14 14 14 Records 2 2 2 2 2 Victim Services Coordinator Staff Assistant 1 1 1 1 1 0 1 0 1 0 Total * 30 36 32 31 31 * Reorganization of Division 153 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Total calls for service * 20,456 *22,107 * 24,000 28,000 30,000 2. # of 911 calls received 11,395 17,239 19,450 19,600 20,000 3. # of warrants cleared 316 808 300 900 1,000 4. # calls for victim services 224 272 210 167 175 5. # of traffic accidents 1,421 1,433 1,360 1,363 1,400 6. # of traffic citations issued 5,767 8,873 9,000 10,000 10,000 * Traffic calls have been removed from previous calculations for total calls for service. PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Accidents per 1,000 population 41 41 40 37 37 2. # of warrants cleared by Warrant Officer *307 522 600 600 3. % of accidents handled by the Traffic Unit *31%*65%75% 4. % of calls handled by the Traffic Unit N/A 13%*18%20% 5. # of victim services hours worked N/A 5,304 *2,554 2,554 6. # of citations issued by the Traffic Unit N/A 2,830 *3,725 4,000 * Performance measure added this fiscal year. DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: LifeSkills Training contract cancelled by Georgetown Independent School District (GISD) – employee transferred to Criminal Investigations Division (CID). City organizational restructuring placed Animal Services in the Support Services Bureau. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,329,736 1,399,935 1,393,258 Personnel 1,560,929 1,663,817 222,084 188,716 188,716 Operations 170,845 170,845 60,909 6,600 6,600 Capital 1,612,729 1,595,251 1,588,574 1,731,774 1,834,662 154 Police Animal Services DEPARTMENT DESCRIPTION Animal Services protects the health and safety of persons in Georgetown from animal nuisances and dangers and promotes animal welfare in our community. A primary responsibility is protecting people from the threat of rabies, accomplished mainly through the enforcement of various laws and ordinances, including vaccination requirements for dogs and cats and the “leash law” for dogs, and providing information and education. Officers patrol the city, proactively enforcing City Code relating to animals and responding to a variety of calls for service, and are on call 24 hours a day for emergencies involving animals. The Department assists residents with animal nuisance control, with an emphasis on providing information on methods of peaceful coexistence with wildlife rather than eradication of a valuable resource. Animal Services shelters stray and homeless pets, reuniting lost pets with their families and placing homeless pets in loving, responsible homes. MAJOR DEPARTMENT GOALS • Ensure that no pets* in Georgetown are killed only because they are homeless. • Eliminate any significant threat of people contracting rabies in Georgetown. • Promote the value of wildlife and peaceful coexistence except in extreme circumstances. • Ensure that persons walking on public property in the city are free of reasonable concern for being threatened by dogs running at large. * Pets meaning cats and dogs. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Designed and began construction of new Animal Shelter / Administration Building. • Purchased and implemented new software / operating program to streamline, enhance and automate most of the animal shelter functions. • Sent one of Animal Services’ Animal Control Officers to an animal cruelty investigations school to enhance Animal Services capabilities in investigating reports of cruelty to animals. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Relocate Animal Services operations into a new Animal Shelter / Administration Building. • Promote pet license sales. • Continue to provide wildlife education/information to residents. • Take a proactive approach to dog restraint ordinance enforcement. ANIMAL SERVICES 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Animal Services Director Animal Shelter Manager Animal Control Officer Animal Shelter Technician 1 1 3 1.75 1 1 3 1.75 1 1 3 1.75 1 1 3 1.75 1 1 3 1.75 Total (FT/PT) 6.75 6.75 6.75 6.75 6.75 NUMBER OF PETS IMPOUNDED 0 250 500 750 1,000 1,250 1,500 1,750 00/01 01/02 02/03 03/04 04/05* *Projected 155 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. # of pets impounded 1,373 1,337 1,490 1,440 1,600 2. # of pets killed 400 427 350 450 450 3. # of pets leaving animal shelter alive 4. # of wildlife nuisance complaints 5. # of traps delivered for wildlife nuisance complaints 6. # of loose dog complaints 897 N/A N/A 408 749 241 78 435 1,100 125 50 500 850 230 70 550 1,000 200 50 600 7. # of dogs licensed 8. estimated # of dogs owned in City* 1,378 8,104 1,363 8,128 1,584 8,800 900 8,128 1,200 8,600 *Estimation based on an American Veterinary Medical Association formula using population. PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. % of impounded pets killed 29%32%23%31%28% 2. % of impounded pets leaving the animal shelter alive 3. % of wildlife nuisance complaints resulting in traps delivered 65% N/A 56% 32% 73% 40% 59% 30% 62% 25% 4. % of dogs licensed 17%17%18%11%14% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Operational funding decreased in 2005 due to a one-time purchase of shelter software in 2004, as well as the reduction in vehicle lease fees. The vehicles will now be replaced in the City’s debt funded capital replacement program. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 266,301 269,409 266,498 Personnel 278,033 278,033 100,347 103,325 100,855 Operations 84,621 84,621 366,648 372,734 367,353 362,654 362,654