2008-07-08 CCPD PacketCITY OF
SOUTHLAKE
MEMORANDUM
08/07/2008
To: Southlake Crime Control & Prevention Board
From: Jim C. Blagg, Assistant City Manager/Director of Public
Safety
Subject: Item 8A Approval of FY2009 Operating Budget and CIP
Action
Requested: Approval of FY2009 Operating Budget and CIP
Background
Information: The Crime Control and Prevention District has maintained a
consistent focus of funding public safety needs that deal with
real property and facilities, technology, professional
development, and police initiatives. The proposed budget
includes funding the construction of DPS Headquarters,
public art, and four technology initiatives. This budget is
clearly aligned with the funding strategies of the District.
Financial
Considerations: Total budget proposal for FY2009 including CIP is
$7,495,250
Citizen Input/
Board Review: There has been no citizen input
Legal Review: There has been no legal review outside the review of
contracts with our Architect and Construction Manager at
Risk.
Alternatives: Approve the funding of the FY2009 budget as presented or
provide staff direction on modifications required for the
budget and approve as modified.
Supporting
Documents: CCPD FY2009 Strategic Business Plan
Staff
Recommendation: Approval of FY2009 Operating Budget and CIP
Table of Contents
I. Departmental Overview
II. Strategy and Planning
III. Service Delivery
IV. Request for Resources
V. Department Work Plan
VI. Conclusion
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Departmental Overview
Overview of Department:
The City of Southlake began providing police services in 1956 protecting a small
community. By the early 1970's the department was protecting a population of 4,000
people. As the city continued to grow, so did the department. Southlake experienced
growth in the late 80's that demanded a larger, more involved public safety unit to
provide services to 23 square miles. The City of Southlake consolidated police, fire and
communications into a Department of Public Safety in October 1990. Today, Southlake
DPS is composed of Fire Services, Police Services, and Support Services. Under the
leadership of the Director of Public Safety, three divisions currently contain 113
employees serving a community of approximately 25,000 citizens.
The department has 8 Public Safety Officers (PSO) that are cross -trained to conduct both
police and fire functions. These personnel offer Southlake the unique aspect of a mobile
delivery force to supplement the staff assigned to a fixed facility during their tour of duty.
Crime Control and Prevention District Budget:
The Crime Control and Prevention District's budget has grown as the city has developed
more retail shopping opportunities. The current adopted budget for FY 2008 is $ 298,605
with a historical growth as shown below:
Department of Public Safety
FY 2007
FY 2008
FY 2009
Requested
$274,954
$ 298,605
$ 455,000
$7,040,250 (CIP)
Department's Organizational chart:
Personnel Count:
Police Services Personnel
Number of Positions
Police Chief
1
Police Captain
1
Police Lieutenants
4
Police Sergeants
11
Police Corporals
9
Public Safety Officers
4
School Resources Officers (SROs)
2
Investigators
3
Traffic Officers
6
Patrol Officers
19
Field Services Officer
1
Administrative Assistant
1
Investigative Aide
1
Property/Evidence Technician
1
Accreditation Coordinator
1
Training Coordinator
1
Records Coordinator
I
Support Services Personnel Number of Positions
DPS Director I
DPS Analyst/EMS Coordinator 1
TOTAL PERSONNEL 69
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The Southlake Department of Public Safety will be a world class
Department based on the foundation of trust. We remain dedicated to
achieving the highest standards of safety and security for our citizens and
those who conduct business in the city.
We will achieve our vision by providing effective and efficient professional
police and fire services in partnership with the citizens we serve,
encouraging mutual respect and innovative problem solving, thereby
improving the quality of life in our community.
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Patrol Division: The Southlake Police Services' largest component is the Patrol
Division. The Patrol Division is responsible for responding to calls for service, patrolling
the streets of Southlake providing a police presence, providing traffic enforcement and
presence and dealing with issues within each officer's assigned work area. The Patrol
Division is the most visible component of the Police Services and consists of four shifts
providing coverage 24 hours a day, seven days a week.
Included in the Patrol Division is the Traffic Unit. The Traffic Unit is a seven -person
motorcycle unit whose primary focus is traffic enforcement and traffic control. The
Traffic Unit is responsible for investigating traffic accidents with serious or life
threatening injuries. They investigate all traffic fatalities and have specialized training in
accident investigation and reconstruction. The Traffic Unit is also responsible for traffic
flow and control at special events or the scene of accidents.
The Field Services Officer (FSO) is assigned to the Patrol Division and answers to the
Patrol Lieutenant. The FSO provides animal control services to the City and responds to
calls of animal bites, loose animals, captured animals and injured animals.
The K-9 unit is also part of the Patrol Division. At this time, the Southlake DPS has one
K-9 unit that provides added flexibility to the Patrol Division. Our K-9 officer and his
dog are trained in drug detection and apprehension. They supplement Patrol in narcotics
investigation, suspicious traffic stops and suspect apprehension.
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Criminal Investigations Division: The Investigations Division is comprised of Criminal
Investigations, the Property Room and Warrant Services. The Criminal Investigations
Unit is comprised of one Sergeant and three Investigators. The Investigators are
responsible for investigating offenses that are initially investigated by Patrol Officers.
The Investigators try and develop criminal cases, prepare and serve warrants and file
cases with the District Attorney's Office.
The Property Room is managed by one Property and Evidence Technician and houses all
of the evidence that is recovered and submitted by any officer or investigator of the
department. The Property Room Technician also handles all found property and is
responsible for ensuring that legal procedures are followed for the disposition of
property.
The Warrant Officer is responsible for serving warrants and serving as the Court Bailiff.
The Court Bailiff maintains security in the courtroom and assists the Judge in performing
courtroom duties. When not serving as Bailiff, the Warrant Officer attempts to serve
warrants or solicits people to pay their fines before he has to serve a warrant related to
their charge.
The Investigations Division is also responsible for all aspects of Victims Assistance,
providing emotional and educational support throughout the criminal prosecution
process. Victims with financial aide needs are provided guidance and assistance in
obtaining that aide.
The Investigative Aide is responsible for the review and distribution of arrest related
paperwork. Bonds, disposition paperwork and case filing paperwork are all reviewed and
distributed to the appropriate personnel. Any discrepancies in paperwork are addressed
with the jail operations supervisor.
Community Initiatives Division: The Community Initiatives Division is comprised of
the Community Initiatives Unit and the School Resource Officers (SROs). Officers in
this division also serve as the Public Information Officers for the department.
The Community Initiatives Unit's primary purpose is to enhance the Police Services'
relationship with the community of Southlake. This goal is accomplished through crime
prevention programs, special programs and literature. It also serves as a point of contact
between the community and the Police Services.
The School Resource Officers (SROs) provide security in the schools and help to build
relationships between students of the community and police services. The SROs assist in
classroom instruction and provide guidance and leadership to both students and parents to
ensure the law is enforced on school campuses.
The role of the Public Information Officer (PIO) is to professionally represent the
department with the media and the public. The members of the Community Initiative
Unit share the role of Public Information Officer. The duties of the PIO include the
issuance of news releases, providing news interviews and to ensure accurate information
is released to the community.
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The Support Services division provides administrative, analytical and emergency
preparedness assistance to the Department of Public Safety. Support Services is
comprised of 2 positions: Director of Public Safety and DPS Analyst/Emergency
Management Coordinator.
The Director of Public Safety assumes full management responsibility for all DPS
Services. The Director oversees the development and implementation of policies and
procedures related to departmental services and operations. As manager of the
Department of Public Safety, the Director has the authority and responsibility for the
fiscal management of the department. He/she oversees the development and
administration of the DPS budget; approves the forecast of funds needed for staffing,
equipment, materials and supplies; and approves expenditures and implements budgetary
adjustments.
The DPS Analyst/Emergency Management Coordinator performs a variety of duties for
the Department of Public Safety. DPS Analyst functions focus on providing statistics,
research studies, cost/benefit analysis, management studies and needs assessments in
support of the department. The Emergency Management Coordinator oversees the
Southlake Emergency Management program. Focusing on areas of disaster mitigation,
preparedness and response and recovery, this position helps ensure Southlake is
adequately prepared for emergencies or disasters.
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Town Square:
The Town Square area of Southlake is a unique, vibrant urban center. The Town Square
area is a multi -faceted urban center ranging from residences to retail stores to restaurants
to a movie theatre. The area serves as the "downtown" of Southlake, and the economic
health of this area directly affects the economic health of the City. This area ranges from
a few years in age to a few weeks old. At this point, the dynamics of the area are still
developing.
The Town Square area will present unique challenges to the Police Services in the
coming years. Town Square is a high profile area sitting adjacent to a major highway and
drawing visitors from miles away. While this is certainly desirable, it is inevitable that
criminals are also drawn to the area. Late night restaurants, movies and taverns coupled
with permanent residences brings the possibility of crimes against persons occurring in
late night hours. An increase in alcohol related calls can be expected as the number of
businesses that serve alcohol increase.
Maintaining the image of safety and security in the Town Square area is a critical focus
for the Police Services.
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Traffic:
The region continues to grow at a rapid rate and the quantity of traffic on Southlake road-
ways will continue to increase with the area growth. Southlake has two major through -
fares through the City. State Highway 114 is becoming a major artery into Dallas and the
Alliance corridor. We have seen dramatic increases in traffic volume on this highway
and the volume will continue to increase. State Highway 1709 slices through the middle
of Southlake and is used extensively by both local and regional residents. Highway 1709
has been re -surfaced and re -striped to add one additional lane of traffic in each direction.
In the next couple of years, construction will begin on medians along the length of
Highway 1709 and that construction will adversely affect traffic flow.
The continued increase in traffic will result in additional congestion and more traffic
accidents. The increase in development along both of the major through -fares will also
increase congestion and challenges related to traffic safety and traffic flow.
Neighborhood traffic also represents a challenge to the department. As the city has
developed, the volume of traffic in neighborhoods has also increased. The safety of our
neighborhoods is contingent in part to the adherence of drivers to the traffic laws.
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Crime:
The City of Southlake currently enjoys a very low rate of crime when compared to most
cities in a major metropolitan area. As Southlake has developed, it has become higher
profiled. While Southlake was once somewhat "invisible", it has become a high profile
community of affluence. The development of Town Square draws visitors from many
communities and also draws attention from the less desirable elements. As development
along Highway 114 continues, the profile of Southlake becomes more prominent and
more inviting to criminals. Maintaining a low incidence of crime will be a major
challenge for the Southlake DPS.
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Demographics:
Southlake has historically been a relatively young community. In 2006, 72% of the
residents of Southlake were age 44 or younger and only 3% were age 65 or older. This
resulted in a low medical EMS response with trauma and accidents driving ambulance
call volume.
In 2006 two significant changes occurred that will cause an increase in the older
population. The opening of the Brownstones in Town Square will allow empty nesters to
stay in Southlake. Also, current development of the Watermere project, a 400 resident
adult living community along West FM 1709, will increase our percentage population of
older citizens and the medical call volume for EMS.
Another item causing a demographic change is the completion of the first hotel in the
City. This Hilton property opened in late 2007 and will bring visitors and tourism to
Southlake that the City has not realized in the past.
Strategy and Planning
City Strategic Vision:
The City of Southlake's Strategic Vision is defined as follows:
SOUTHLAKE VISION
Southlake is a vibrant, attractive, safe, healthy and fiscally sound community
that epitomizes both economic and environmental sustainability. We offer
quality neighborhoods and a high standard of living, with abundant
opportunities for learning, shopping, working, recreation and enjoyment of
open spaces.
City Values:
The City of Southlake values are defined as the following:
SOUTHLAKE VALUES
INTEGRITY —Being worthy of the public's trust in all things. We deal
honestly and respectfully with each other and the public at all times.
INNOVATION — Valuingprogressive thinking, creativity, flexibility and
adaptability in service delivery.
ACCOUNTABILITY — Taking personal responsibility for our actions or
inaction while putting the interests of the taxpayer first.
COMMITMENT to EXCELLENCE — Behaving responsively in our de-
livery of service to the public. Our work is characterized by its
quality and by the diligence with which it is carried out. We
proactively seek to solve problems in advance.
TEAMWORK — Recognizing the importance of working together to meet
our citizen's needs, communicating clearly, sharing resources and
information freely.
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Fulfill Our
Mission
Deliver on Our
Focus Areas
Serve Our
Customers
Serve our
Customers
Promote
Learning and
Growth
Manage the Business
DPS-Police Services
Strategy Map
Live Our Core Values
Integrity • Innovation • Accountability • Commitment to Excellence • Teamwork
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Departmental Initiatives
Manage the Business
Strategic Corporate Objective —
Optimize the use of technology
► DPS Police Services Initiative
Improve the ability to identify suspects caught on video surveillance
Focus Strategy
Criminal investigations is currently having to utilize the digitizing equipment
from a neighboring agency to review surveillance media and attempt to
identify suspects caught in video surveillance from stores, ATM's and other
devices.
%y Accountability Indicator
➢ Improve our ability to identify and develop suspect leads
gained from surveillance media.
Target
• Identify and develop suspect leads on 25% of the
reviewed footage.
► DPS Police Services Initiative
Improve the ability to accurately track and inventory property and
evidence
Focus Strategy
The Southlake Police Services handles and process several thousand
pieces of property and evidence each year. Having the ability to
accurately process, inventory, track, release, and destroy evidence are
critical to the efficient and effective service of the property custodian. The
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purchase of a software package solely dedicated to property and evidence
will ensure we are able to pass any audit conducted on the property room.
Key Accountability Indicator
Improve the ability of the property custodian to process, track and
inventory property and evidence handled by Police Services.
Target — Be able to pass an audit at 95 % accuracy.
Provide Financial Stewardship
Strategic Corporate Objective —
Invest to provide and maintain high quality public assets
► DPS Police Services Initiative
Continue construction of DPS headquarters
Focus Strategy
Police Services is currently working out of temporary offices at a vacant
school on N. Carroll Ave. This will allow us to continue the construction
of our new DPS headquarters building.
Key Accountability Indicator
Continue the construction of the DPS headquarters building
Target
• Building completed to 90%
► DPS Police Services Initiative
Invest in public art for DPS headquarters
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Focus Strategy
Public art is an integral part of the current design of the DPS headquarters
building. This initiative will allow artists to be selected and commissioned
to provide work for display at DPS headquarters.
Key Accountability Indicator
Select artist(s) and commission work for inclusion with the DPS
headquarters building
Target
• 100% of artists selected by Q1 of FY 2008.
• Final art selection by Q4 of FY 2008.
Technology Plan Summary
We will continue to use technology and technical data to manage our personnel services.
We have implemented a new software package for our computer -aided -dispatch (CAD)
and our records management system (RMS). We plan to focus on the data being
recorded in this system and the data produced out of the system to better manage our
resources.
Activity data will assist us in determining workloads, crime trends, staffing needs and
costs involved in special efforts. This data will provide better data in measuring
performance and activity.
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Request for Resources
Crime Control and Prevention District:
Fiscal Year 2009
Surveillance Media
Manage the Business (B5) Conversion System
$ 35,000
Property and Evidence
Manage the Business (B5)
processing software
$ 25,000
Provide Financial Stewardship 22
Continue the construction
of DPS headquarters
$ 7,040,250
Fund Public Art for DPS
Provide Financial Stewardship �f
headquarters building
$ 285,000 +
Manage the Business (B5) Fund Fiber Optic
Connection to DPS West
$ 75,000
Manage the Business (B5) Fund Ten (10)
Ruggedized Laptops
$35,000
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Departmental Accountability Report
Police Services has designed five sets of performance measures for patrol, traffic,
criminal investigations, community initiatives and professional standards.
Patrol Operations Measurements:
These measures examine our agency's ability to effectively provide law
enforcement service within our community, at the field level. The goal is to
reduce the crime rate within the community and provide unparalleled service to
those we serve. We are pro active in our approach to the delivery of law
enforcement services. We identify problems within the community and develop
attainable solutions to those problems. To accomplish this, effective strategies are
developed to improve or maintain our response to crime and crime trends.
Accountability is the key; we empower our personnel, assign area responsibilities
and clearly define expectations.
Traffic Operations Measurements:
These measures examine our agencies ability to enhance the safety of our
community through active traffic law enforcement. Our goal is to respond to calls
for service as expeditiously as possible; to identify problems and trends, analyze
the problem and develop strategies to effectively address the issue. We will
continually re-evaluate our processes and make needed adjustments.
Criminal Investigations Operations Measurements:
These measures examine our ability to effectively investigate crime that occurs
within our community. Our goal is to thoroughly investigate crime as
expeditiously as possible. To improve our clearance rate and make appropriate
arrests as needed as well as provide assistance to victims of crime, including
keeping a victim informed of the process. Criminal Investigations will provide
information to other divisions that will aid in reducing crime within our city.
Community Initiatives Operations Measurements:
These measurements examine our ability to reduce crime through establishing a
partnership with the community we serve. Our goal is team building, establishing
a connection with our community and developing that connection to attain citizen
involvement. Crime prevention is key to the reduction of crime and the fear of
crime within our community. Our ability to provide the members of our
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community with effective crime prevention techniques, plans and solutions is
invaluable. Communication is key to the development of a strong professional
organization. Community Initiatives provides the department an effective liaison
between the community, the news media and schools.
Professional Standards Operations Measurements:
These measures examine our ability to maintain or improve the professional
image of our agency within the community we serve and within the professional
community as a whole. The goal is to improve the delivery of law enforcement
services by demonstrating our operations are in, and continue to be in compliance
with nationally accepted professional standards. We as an agency empower our
personnel to carry out specific duties and responsibilities. We as an agency hold
ourselves accountable for our actions and inactions. We are open to the
community we serve, providing processes for their comments, complaints and
questions. We develop our personnel by tracking behavioral trends and intervene
when needed. We also provide the necessary training for the performance of their
duties. To ensure the community continues to have professional police services
we will continually improve the process of recruitment and hiring of qualified
personnel.
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Police Services
Performance Measures
Patrol 2007
Workload
Total Calls for Service 7992*
Part I Crimes 607
Priority 1 Calls 400*
Effectiveness
Response time to Priority 1 Calls at 80% 6:55*
Response time to non -emergency calls at 80% 10:00*
Traffic
Workload
Motor Vehicle Accidents 703
Citations 12,417
Effectiveness
Reduce accident rates +6 (703/697)
Restore traffic flow at accident scenes 90% Not Tracked
Criminal Investigations
Workload
Total cases assigned 695
* Data is from 04/01/07—12/31/07 due to CRIMES implementation
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