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Home My WebLink About13 - Police ServicesPolice Se7vi(f!es Historic Georgetown Police Services Building located at 809 Martin Luther King, Jr. Street. r jar ��•f � ��, Police officers promoting Georgetown's "Safe Place" program. Georgetown Police Services bicycle patrol in San Gabriel Park. Police Services POLICE SERVICES The Division of Police Services functions under a policing philosophy that is best described as: Being interactive with the community and obtaining desired results through collaborative problem solving. The budget is developed around a systems approach to managing the Division and reflects an organizational structure comprised of five departments: Organizational and Administrative Services, Information Management, Professional Standards, Patrol Services and Special Operations. DIVISION FINANCIAL SUMMARY: Employees - Full Time Equivalents 17 Information 30 Patrol Services Operations 4 Org. & Admin. 3 Prof. Standards 68 Total Employees POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 219 98/99 ' 97/98 98/99 Projected 99/00 00/01 Actual Budget Actual Adopted Projected Base Organizational & Administrative 296,854 378,010 377,631 427,643 427,643 Restricted Funds 235,794 312,795 257,163 259,964 47,468 Special Operations 551,211 791,975 783,346 757,309 757,309 Information Management 508,489 620,538 616,855 636,109 636,109 Patrol Services 1,382,946 1,499,834 1,487,388 1,514,809 1,655,153 Professional Standards 163,708 175,505 156,671 223,038 211,938 TOTAL 3,139,002 3778657 3,679,054 3,818,872 3,735,620 Employees - Full Time Equivalents 17 Information 30 Patrol Services Operations 4 Org. & Admin. 3 Prof. Standards 68 Total Employees POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 219 Ilk This page intentionally left blank. POLICE SERVICES 220 ANNUAL OPERATING PLAN ELEMENT 1999/00 �y D ENDS & MEANS Growth and Physical Development Policy End 3.00 Citizens, business owners and organizations enjoy the benefits of well-planned land usage in which conflicting needs are balanced Means (99-04) Participate on a Geographical Information System task force to improve the City's property addressing policies and procedures. (Patrol Services, Special Operations, Community Owned Utilities (COU), Development Services, Fire Services, Information Resources, Utility Office) Health and Human Services Policy End 4.00 City owned, sponsored or managed health and human services enhance the quality of life of the citizens of Georgetown. Means (99-04) Promote developmental assets in all Georgetown children through programs that strengthen youth and families, community partnerships, and neighborhood activities. (Administrative Services, Professional Standards, COU, Community Services, Fire Services, Parks & Recreation) Public Information and Education Policy End 7.00 City owned, sponsored or managed public information and education services enhance the quality of life of the citizens of Georgetown. Focus End 7.01 Public education and information services meet the diverse needs and requirements of citizens. Means (98-01) Recruit volunteers through Georgetown Information and Volunteer Program (GIVE) for city and community projects and services. (Police Services, City Manager's Office, Community Services, Parks & Recreation) Means (99-00) Participate in creation and implementation of a City public information and awareness team. (Police Services, City Manager's Office, Finance & Administration, Fire Services) Public Safety Policy End 8.00 Citizens of Georgetown feel safe and are well protected from crime and disorder, natural disasters and emergencies. Means (97-01) Develop and teach an incident command system, in partnership with Fire Services and COU, for managing critical incidents. (Administrative Services, Professional Standards) POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 221 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. (Administrative Services, Professional Standards) Means (98-01) Recruit and train police reserves for duty. (Patrol Services, Professional Standards) 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, Development Services, Fire Services, Parks & Recreation, Georgetown Independent School District (GISD), Georgetown Project) Means (99-00) Develop and maintain equitable mutual aid agreements with other public safety agencies in Williamson County. (Administrative Services, Professional Standards, Fire Services) Means (99-00) Provide Activity Bulletins and Special Reports to personnel of the Police Services Division, the media, and the public through the Records Section from Crime Analysis Statistics. (Information Management) Means (99-00) Coordinate with GISD on contingency plans for critical incident responses at school campuses. (Administration Services, Patrol Services) Means (99-01) Develop and implement a program of geographical accountability by neighborhood for each Police Beat to expand the community policing initiative. (Patrol Services) Means (99-04) Implement and promote the "Risk Watch" Program into the school system in partnership with Fire Services, Williamson County Emergency Medical Services and GISD. (Special Operations) Focus End 8.04 Georgetown is prepared to respond to large-scale natural and technological emergencies. Means (98-00) Provide coordinated, responsive City services through the century date change by ensuring all City systems are ready and by preparing for possible community needs. (All Divisions) Focus End 8.05 Public safety services have a high level of citizen and volunteer involvement. Means (98-04) Recruit volunteers into the established volunteer program relative to defined task needs. (Administrative Services, GIVE) POLICE SERVICES 222 ANNUAL OPERATING PLAN ELEMENT 1999/00 Recreation and Cultural Affairs Policy End 9.00 Parks, open space, recreation facilities and services, and social and cultural activities contribute to an enhanced quality of life for the citizens of Georgetown. Focus End 9.03 There are opportunities for citizens to participate in a wide range of recreational activities. Priority is to be given to programs which meet the needs of those who are physically or otherwise challenged. Means (98-00) Work with Parks & Recreation on the construction and opening of the hike/bike trail along the North Fork of the San Gabriel River Corridor and the athletic complex to ensure safety of trail system. (Police Services, COU, Parks & Recreation) Means (98-04) Provide sponsorship, support and assistance to youth programs, activities and organizations through a Police Activities League (P.A.L.). (All Departments, Georgetown Project) Transportation Policy End 10.00 Citizens and commercial goods move safely and efficiently throughout all parts of the City. Means (97-02) Identify and improve traffic flows and emergency vehicle access to reduce accidents and improve traffic movement. (Patrol Services, COU) Urban Design Policy End 11.00 Georgetown's citizens and businesses enjoy an attractive community with a unique sense ofplace and a positive, identifiable image, at a cost which is consistent with other City social and economic priorities. Focus End 11.08 The City is well maintained and citizens enjoy a high standard of community urban design. Means (99/00) Revise code enforcement process to implement one-stop calling point and provide more aggressive identification and correction of violations. (Police Services, COU, Development Services, Fire Services, Information Resources) For an explanation of the Ends & Means, seepages one and two in the City Summary section. POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 223 7 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), an Administrative Lieutenant, Public Information Officer, and the Division Administrative Assistant. Hours of operation are 8:00 a.m. to 5:00 p.m., Monday through Friday. 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 1998/99: • Participated in several Neighborhood meetings, the Cinco de Mayo celebration, Chautauqua Park Health fair, and D.A.R.E. (Drug Awareness Resistance Education) camp in several neighborhoods within the community in conjunction with Vista Volunteers. • Integrated the Corporate Strategy into the Division's Directive System by writing General Orders, communicating the Police Services Division's core values, policing philosophy, and service delivery processes and strategies. • Provided management and leadership training for department commanders and first line supervisors including "Advanced Leadership Training." 224 • Renovated Police Services building by: adding 4,100 sq. ft. of floor space, remodeling 2,750 sq. ft. of existing floor space, and expanding the parking area. • Purchased software and updated the programming of all handheld and mobile radios saving time and money for outside programming. WHAT WE PLAN TO ACCOMPLISH IN 1999/00: • Write the employee Roles and Responsibilities and the Department functional descriptions in a General Order format. • Rewrite the Code of Conduct to align with the integrative culture at the Police Services Division. • Rewrite the Citizen Complaint, Internal Affairs process to align with the integrative culture at the Police Services Division. • Develop mutual aid agreements with Williamson County Public Safety entities and the Austin Police Department. • Recruit and train volunteers to contribute to the overall quality of service by assisting the department in filling positions such as Data Entry Clerk, Neighborhood Speed Monitor, Receptionist, Warrant Caller, On -Call Dispatch Assistant and Finger Print Technician. • Establish a Public Information Officer's network within Williamson County. • Participate in creation and implementation of a City public information and awareness team. POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 PERFORMANCE MEASURES 1) Sustained external citizen complaints are less than .5% of police calls for service 2) Cost of police services is less than $150 per capita 3) Overtime expenditures are less than 6% of total salaries 4) Percentage of citizens satisfied or better with: a) Police Services b) Feeling safe in Georgetown ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED FY 96/97 FY 97/98 FY 98/99 FY 98/99 FY 00 N/A .00% .05% .05% .05% $133 $115 $130 $130 $143 4% 7% 5% 5% 6% N/A 95% 95% 95% 95% N/A 98% 100% 98% 98% 1999/00 ADOPTED BUDGET AND 2000/2001 PROJECTED BUDGET: 99/00 98/99 Adopted 97/98 98/99 Projected (% Change **) Actual Budget Actual 231,112 (25.4%) 2/0 3/0 4/0 # Employees 111,737 184,669 184,290 Personnel 185,117 193,341 193,341 Operations 296,854 378,010 377,631 Employees: full time / part time * Percent change of 99/00 Adopted from 98/99 Projected Actual ** Percent change of 00/01 Projected Base from 99/00 Adopted 99/00 00/01 Adopted Projected Base (% Change*) (% Change **) 4/0 4/0 231,112 (25.4%) 231,112 (o.o%) 196,531 (1.6%) 196,531 (o.o%) 427,643 (13.2%) 427,643 (o.o%) SIGNIFICANT CHANGES: The position of City Emergency Management Coordinator and the responsibility of Grant Management for Police Services have been transferred to the Administrative Services Department. POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 225 POLICE RESTRICTED FUNDS This fund receives and holds seized assets from narcotics and/or organized crime cases and revenue received from other sources. Funds from seized/confiscated/forfeited assets are to be used for narcotics interdiction and enforcement. This fund also receives and disburses U.S. Department of Justice Community Oriented Policing Services (COPS) grant monies, specifically funds under the COPS MORE program. Beginning Fund Balance REVENUES: Donations Grants Interest Seizures Transfers In 98/99 99100 00101 97/98 98199 Projected Adopted Projected Actual Budget Actual Budget Budget 47,542 4,313 25,630 21,046 21,766 1,361 3,500 1,500 1,500 1,500 167,383 229,164 170,548 193,030 27,305 2,582 500 500 500 500 3,801 2,100 2,100 2,220 2,220 38,755 77,931 77,931 63,434 16,663 Total Revenues 213,882 313,195 252,579 260,684 48,188 EXPENSES: Police Services 235,794 312,795 257,163 259,964 47,468 Total Expenses 235,794 312,795 257,163 259,964 47,468 Ending Fund Balance 25,630 4,713 21,046 21,766 22,486 POLICE SERVICES 226 ANNUAL OPERATING PLAN ELEMENT 1999/00 0 POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 This page intentionally left blank. 227 WHAT WE DO: The Department of Special Operations, in cooperation with the Department of Patrol Services, is responsible for producing the desired policing products or services to the public. The Department is specifically responsible for performing directed activities, problem solving, successfully prosecuting criminal offenders and developing partnerships with the citizenry. Special Operations consists of a Lieutenant, Youth Team Sergeant, three general investigators, two narcotics detectives, one juvenile investigator, two G.R.E.A.T. (Gang Resistance Education And Training) officers, one D.A.R.E. (Drug Abuse Resistance Education) officer, one Crime Scene Specialist, one school resource officer, one volunteer Victim Service Coordinator, and fourteen Victim Service volunteers. Regular hours of operation are Monday through Friday from 8:00 a.m. to 5:00 p.m. A detective and crime scene technician are always on standby for after-hours emergencies. The detectives participate jointly with Patrol Services in the Gang Task Force and the Narcotics Interdiction program. WHAT WE ACCOMPLISHED IN 1998/99: • Increased accountability and productivity in Special Operations by incorporating problem solving work habits to identify and solve problems related to criminal investigations and youth issues. Examples are runaways, robberies, unauthorized use of a motor vehicle, assaults, and Utheft . ^i • Implemented a program that addresses the needs W of children in an effort to reduce family violence n in the future. �•{� • Improved follow-up services to victims of family violence by enhancing Victim Services volunteers training, and by implementing a tracking process for follow-up contacts. • Reduced the sale of tobacco and alcohol to minors by increasing the number of undercover operations (13 undercover operations). 228 • Conducted two summer camps of forty children each which reinforced the 40 developmental assets. The camps targeted children that were graduates of the DARE and GREAT programs. WHAT WE PLAN TO ACCOMPLISH IN 1999/00: • Establish the Family Violence task force to address the needs of juvenile victims of family violence. • Reduce the number of reoccurring family violence cases through cooperation with school counselors. • Provide in-service training to the Georgetown Independent School District on recognizing the signs of family violence in school age victims. • Reduce the level of narcotic trafficking by implementing a narcotic/drug interdiction program in cooperation with Patrol Services. POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 ACTUAL BUDGETED PROJECTED PROPOSED FY 97/98 FY 98/99 FY 98/99 FY 99/00 N/A 18% 5% 8% 80% 100% ACTUAL PERFORMANCE MEASURES FY 96/97 1) Recidivism rate for runaway 98% 100% juveniles is less than 10% N/A 2) 80% of all illegal drug and alcohol problems that are identified and verified are successfully resolved N/A 3) Overall index crime rate is less than 37 per 1,000 40 4) 98% of all arrests pass the first legal review N/A ACTUAL BUDGETED PROJECTED PROPOSED FY 97/98 FY 98/99 FY 98/99 FY 99/00 N/A 18% 5% 8% 80% 100% 90% 80% 37 20 29 37 98% 100% 100% 98% 1999/00 ADOPTED BUDGET AND 2000/2001 PROJECTED BUDGET: 98/99 97/98 98/99 Projected Actual Budget Actual 15.5/0 15/0 15/0 # Employees 417,145 648,987 645,518 Personnel 134,066 142,988 137,828 Operations 551,211 791,975 783,346 Employees: full time / part time * Percent change of 99/00 Adopted from 98/99 Projected Actual ** Percent change of 00/01 Projected Base from 99/00 Adopted SIGNIFICANT CHANGES: 99/00 00/01 Adopted Projected Base (% Change *) (% Change**) 14/0 14/0 625,976 (-3.0%) 625,976 (o.o%) 131,333 (-4.7%) 131,333 (o.o%) 757,309 (-3.3%) 757,309 (o.o%) Due to completion of the renovation of the Police Services building, the Youth Team has moved from 614 Main Street into the Police Services building at 809 Martin Luther King, Jr. This will increase efficiency, teamwork, and communication of the Special Operations Department. The relocation has also allowed two staff assistant positions to be transferred, one to the City Manager's Office and one to be shared between Municipal Court and Community Services Administration. The department will add a Victim Services Coordinator position, which is contingent upon grant funding. POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 229 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. WHAT WE ACCOMPLISHED IN 1998/99: • Implemented a records retention and destruction program, policy and procedure. • Installed new 911 workstations. • Moved into the remodeled Communication Center for expanded work space, less interruptions, and enhanced security. POLICE SERVICES 230 ANNUAL OPERATING PLAN ELEMENT 1999/00 WHAT WE DO: • Operationalized Computer Aided Dispatch, police/fire records software that will enable The Department of Information Management is Communications to dispatch the appropriate units comprised of the Director of Information Management, to calls in a more expeditious manner. The Communications Supervisor, thirteen Public Safety automated records system will improve the Operators and two Records Specialists. The Department problem solving capacity. of Information Management oversees the automated systems and processes which supply the information necessary to manage and improve the delivery of policeWHAT WE PLAN TO ACCOMPLISH IN services. 1999/00: /11 W The Communications Section is responsible for • Provide Activity Bulletins and Special Reports answering 911 calls, non -emergency lines, and for the Police Services Division, the media and addressing the needs of the walk-in public after the public through the Records Section for Crime - 5:00 p.m. This section dispatches for Police, Fire, Analysis Statistics. n and Animal Services personnel on a 24-hour basis, �Wn and for Community Owned Utilities and Utility business hours, • Decrease turnover rate in the Communications x/11 Office after normal as well as on Center by incorporating flex hour scheduling and holidays and weekends. The Communications advanced training. Section monitors weather warnings that may require an Emergency Operations Plan Alert Phase • Create a Standard Operating Procedures Manual or Activation. for the Records Section. • The Records Section ensures prompt, accurate, confidential records keeping for the public, officers, and other agencies, using a computerized records keeping system. This Section operation hours are Monday through Friday from 8:00 a.m. to 5:00 p.m. The Technical Services Section maintains all information systems (computer, telephone, radio, E-911) to ensure reliable 24-hour operations. This Section is responsible for the continual upgrade of personal computers to improve office productivity. WHAT WE ACCOMPLISHED IN 1998/99: • Implemented a records retention and destruction program, policy and procedure. • Installed new 911 workstations. • Moved into the remodeled Communication Center for expanded work space, less interruptions, and enhanced security. POLICE SERVICES 230 ANNUAL OPERATING PLAN ELEMENT 1999/00 ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 96/97 FY 97/98 FY 98/99 FY 98/99 FY 99/00 1) 95% of all cases forwarded to Adopted Projected Base other agencies do not require (% Change **) follow-up requests N/A 95% 2) 95% of all officers and 571,119 (0.0%) 64,990 (3.2%) firefighters surveyed are 636,109 (3.1%) 636,109 (0.0%) satisfied with communi- cations operations N/A 95% 3) 100% of all police and fire Priority 1 calls for service are dispatched within 40 seconds N/A 100% 4) 90% of all police and fire Priority 2 calls are dispatched within 2 minutes N/A 90% * NOTE: Actual numbers are not available due to computer system conversion. 95% 99% 99% 95% 99% 99% 100% N/A* 100% 90% N/A* 100% 1999/00 ADOPTED BUDGET AND 2000/2001 PROJECTED BUDGET: 98/99 97/98 98/99 Projected Actual Budget Actual 17.75/0 17/0 17/0 # Employees 471,738 554,446 553,865 Personnel 36,751 66,092 62,990 Operations 508,489 620,538 616,855 Employees: full time / part time * Percent change of 99/00 Adopted from 98/99 Projected Actual ** Percent change of 00/01 Projected Base from 99/00 Adopted 99/00 00/01 Adopted Projected Base (% Change *) (% Change **) 17/0 17/0 571,119 (3.1%) 571,119 (0.0%) 64,990 (3.2%) 64,990 (o.o%) 636,109 (3.1%) 636,109 (0.0%) POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 231 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 comprised of one Lieutenant, three Sergeants, three Corporals, and twenty-three patrol officers. WHAT WE ACCOMPLISHED IN 1998/99: • Expanded the child identification program by offering parents reliable identification of their children through the Georgetown Independent School District. • Reduced the level of narcotics in public schools through K-9 intervention with K-9 unit. • Increased speed compliance on Williams Drive through education and issuance of traffic warnings O and citations. Vehicle speed was monitored prior to and after education and enforcement efforts by use of the Speed Monitoring Trailer. • Developed a comprehensive plan to address security of Hike & Bike trail. • Conducted an analysis of the causes and effects of residential and business false alarms and implemented a procedure for reduction of the alarms which will reduce calls for service. • Created and staffed a fourth Patrol beat and reorganized the three existing Patrol beats. 232 WHAT WE PLAN TO ACCOMPLISH IN 1999/00: • Coordinate with Georgetown Independent School District on contingency plans for responses to Critical Incidents at school campuses. • Develop and implement a program of geographic accountability by neighborhood for each Police Beat. • Reduce the level of narcotic trafficking by implementing a narcotic/drug interdiction program in cooperation with Special Operations. • Reduce the number of accidents citywide through education, engineering, and enforcement as it relates to the top ten accident locations. POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 1999/00 ADOPTED BUDGET AND 2000/2001 PROJECTED BUDGET: 98/99 ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 96/97 FY 97/98 FY98/99 FY 98/99 FY 00 1) 90% of all life-threatening 27.5/0 31/0 30/0 # Employees 30/0 (Priority 1) calls for service 948,274 1,145,391 1,142,731 Personnel 1,132,105 (-o.9%) 1,272,449 (12.4°�u) 404,798 354,443 are responded to within 3 Operations 382,704 (11.o%) 382,704 (o.o%) 29,874 0 0 Capital minutes N/A 90% 90% N/A* 90% 2) 90% of all emergency Employees: full time / part time * Percent change of 99/00 Adopted from 98/99 Projected Actual (Priority 2) calls for service ** Percent change of 00/01 Projected Base from 99/00 Adopted are responded to within 5 minutes N/A 90% 90% N/A* 90% 3) 40% of the reporting areas (grids) are absent of crime and disorder N/A 40% 40% N/A* 40% 4) Overall property index crime rate is less than 35 per 1,000 N/A 35 35 35 35 * The new public safety software system required to track these items was not completed as scheduled. Measures will be tracked in 1999/00. 1999/00 ADOPTED BUDGET AND 2000/2001 PROJECTED BUDGET: POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 233 98/99 99/00 00/01 97/98 98/99 Projected Adopted Projected Base Actual Budget Actual (% Change *) (% Change **) 27.5/0 31/0 30/0 # Employees 30/0 30/0 948,274 1,145,391 1,142,731 Personnel 1,132,105 (-o.9%) 1,272,449 (12.4°�u) 404,798 354,443 344,657 Operations 382,704 (11.o%) 382,704 (o.o%) 29,874 0 0 Capital 0 (N/A) 0 (N/A) 1,382,946 1,499,834 1,487,388 1,514,809 (1.8%) 1,655,153 (9.30/.) Employees: full time / part time * Percent change of 99/00 Adopted from 98/99 Projected Actual ** Percent change of 00/01 Projected Base from 99/00 Adopted POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 233 Ilt WHAT WE DO: The Department of Professional Standards assures quality police services by managing all related actions needed to create, staff, and maintain all other departments. The Department is responsible for personnel recruitment, selection and training, citizen complaints, internal affairs investigations, and service audits. The Internal Affairs process has improved by internal input. The department also acts as the liaison to the Texas Commission on Law Enforcement Officers Standards and Education. The Department is comprised of a Lieutenant and a Sergeant. Hours of operation are 8:00 a.m. to 5:00 p.m. Monday through Friday. WHAT WE ACCOMPLISHED IN 1998/99: • Improved the Internal Affairs process by adding mediation as an option for resolving conflict and developed a mediation team. • Coordinated 7,426 hours of training that provided skills and knowledge relative to areas of enforcement, prevention, intervention, and education. • Accomplished 100% of state mandated training. • Conducted Citizen Survey. • Improved the cost efficiency and quality of training by expanding cooperative training efforts with area agencies such as Round Rock Police, Cedar Park Police, Taylor Police, Williamson County Sheriff's Department, Texas Institute of Public Problem Solving and the Dispute Resolution Center of Travis County. WHAT WE PLAN TO ACCOMPLISH IN 1999/00: • 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 & Recreation. • Recruit and train ten reserve police officers. 234 • Develop and train a Hostage Negotiation Team. • Improve and expand the skills and knowledge to respond to high risk situations. • Develop a recruitment team to actively pursue potential applicants in an effort to diversify the workplace. • Establish computer based tracking system for employee training requirements and certifications. POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 1999/00 ADOPTED BUDGET AND 2000/2001 PROJECTED BUDGET: 98/99 ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 96/97 FY 97/98 FY 98/99 FY 98/99 FY 00 1) 95% of all Internal Affairs Personnel 72,050 74,007 73,207 Operations 163,708 175,505 investigations are completed Employees: full time / part time * Percent change of 99/00 Adopted from 98/99 and successfully reviewed ** Percent change of 00/01 Projected Base from 99/00 Adopted with a final disposition within 40 days N/A 95% 100% 96% 95% 2) 100% of state mandated training is completed in every 2 year cycle N/A 100% 100% 100% 100% 3) 95% of all Internal Affairs investigations are deemed fair and equitable N/A 95% 98% 100% 95% 3a) Number of complaints 39 26 7 22 0 4) Personnel turnover rate for Police Services Division is less than 10% annually N/A 10% 17% 23%* 10% *Includes internal promotion. 1999/00 ADOPTED BUDGET AND 2000/2001 PROJECTED BUDGET: POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 99/00 98/99 Adopted 97/98 98/99 Projected (% Change **) Actual Budget Actual 3/0 3/0 2.25/0 3/0 3/0 # Employees 91,658 101,498 83,464 Personnel 72,050 74,007 73,207 Operations 163,708 175,505 156,671 Employees: full time / part time * Percent change of 99/00 Adopted from 98/99 Projected Actual ** Percent change of 00/01 Projected Base from 99/00 Adopted POLICE SERVICES ANNUAL OPERATING PLAN ELEMENT 1999/00 99/00 00/01 Adopted Projected Base (% Change *) (% Change **) 3/0 3/0 143,538 (72.0%) 143,538 (o.o%) 79,500 (8.6%) 68,400 (-14.0%) 223,038 (42.4%) 211,938 (-5.o°io) 235 This page intentionally left blank. POLICE SERVICES 236 ANNUAL OPERATING PLAN ELEMENT 1999/00