2010-07-13 CCPD PacketSOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT
1/2% SALES TAX REPORT
2010 Collected Budget Balance
Budget to Date Balance Percent
$ 4,065,675 $2,773,510 (1,292,165)-31.78%
MONTH
Fiscal Year
2008
Actual
Percent
Increase/
(Decrease)
Fiscal Year
2009
Actual
Percent
Increase/
(Decrease)
Fiscal Year
2010
Actual
Percent
Increase/
(Decrease)
October
$334,143
9.82%
$352,123
5.38%
$320,459
-8.99%
November
376,231
22.14%
404,136
7.42%
336,820
-16.66%
December
536,434
2.51%
524,522
-2.22%
540,201
2.99%
January
362,682
24.74%
291,077
-19.74%
227,361
-21.89%
February
299,335
-0.62%
301,800
0.82%
293,001
-2.92%
March
382,776
018°%
369,206
-3.55%
383,172
3.78%
April
363,054
16.58%
369,637
1.81%
351,672
-4.86%
May
388,216
8.07%
302,309
-22.13%
320,824
6.12%
June
421,448
8.16%
400,928
-4.87%
-
-100.00%
July
362,334
4.12%
301,868
-16.69%
-
-100.00%
August
318,847
-3.29%
320,158
0.41 %
-
-100.00%
September
395,781
5.67%
363,230
-8.22%
-
-100.00%
TOTAL
$4,541,281
$4,300,994
$2,773,510
Three Year Revenue Comparison
by Month � I�,
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
oG�G`0
a
l ❑ Fiscal Year 2008 Actual a Fiscal Year 2009 Actual ■ Fiscal Year 2010 Actual
Actual
2009
October
$ 352,123 $
November
$ 404,136 $
December
$ 524,522 $
January
$ 291,077 $
February
$ 301,800 $
March
$ 369,206 $
April
$ 369,637 $
May
$ 302,309 $
June
$ 400,928 $
July
$ 301,868 $
August
$ 320,158 $
September
$ 363,230 $
TOTAL
$ 4,300,994 $
Budget
Actual
Estimated
(budget-est.)
%
2010
2010
2010
Difference
Change
332,857 $
320,459
$
320,459
$
(12,398)
-3.72%
382,025 $
336,820
$
336,820
$
(45,205)
-11.83%
495,824 $
540,201
$
540,201
$
44,377
8.95%
275,151 $
227,361
$
227,361
$
(47,790)
-17.37%
285,288 $
293,001
$
293,001
$
7,714
2.70%
349,006 $
383,172
$
383,172
$
34,166
9.79%
349,413 $
351,672
$
351,672
$
2,259
0.65%
285,769 $
320,824
$
320,824
$
35,055
12.27%
378,992 $
-
$
378,992
$
-
0.00%
285,352 � $
-
$
285,352
$
-
0.00%
302,641 $
-
$
302,641
$
-
0.00%
343,357 $
-
$
343,357
$
-
0.00%
4,065,67$ $
2,773,510
$ 4,083,852
$
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Southlake Department of Public Safety
2010 Annual Strategic Business Plan
To our stakeholders:
The year 2009 will long be remembered as a time when our organization realized
some terrific milestones and one where a tough economic climate and fiscal challenges
caused municipal governments to find opportunities to provide critical services to the
community, but at a lower cost. While the economy has showed slight signs of
improvement, the overall financial picture for 2010 continues to be bleak as we plan for
the 2011 fiscal year. In these challenging economic times, it is our people I remain most
proud of, they continue to shine and outperform their peers in providing the best public
safety services possible to the residents and businesses of the City of Southlake.
The budget for the Department of Public Safety in FY 2010 was $12,434,423.
This number included 111 full time employees and 1 part-time intern position. The
Department is organized into three service areas: Police Services, Fire Services, and
Support Services. Operationally support personnel report through the police or fire chain
of command and their initiatives will be discussed in either the police or fire section of
this plan.
Our initiatives for FY201 0 showed a clear commitment toward remaining focused
on providing high quality customer service and giving our community the level service it
deserves and expects. Both police and fire services retained their accredited status
through their respective international accrediting bodies in this fiscal year; with Fire
Services undergoing an onsite inspection from the Commission on Fire Accreditation
International and receiving reaccredited status at the March, 2010 accreditation
hearings. Police and Fire Services improved the level of customer service by increasing
the use of volunteers, increasing patrol efforts in the neighborhoods, improving
customer follow-up, and ensuring supervisory personnel improved critical job related
knowledge, skills, and abilities. We also moved into our new headquarters building
located at 600 State Street which was paid for by the Crime Control and Prevention
District, funded through a % sales tax approved by voters. The benefit to the community
of using this type of funding is that currently retailers estimate that 70% of their sales
are to people who do not reside in Southlake. This ensures the entire burden for public
safety services is not shouldered by property tax dollars. This facility will allow us to
improve our ability provide outstanding service to the community for many years to
come.
The results of the recent citizen survey showed we still have much work to do
and we are committed to find ways to improve the service to the community that have
been identified in the results of the citizen survey. Specifically in FY2011 we will find
ways to improve citizen satisfaction with:
• Our preparation for emergencies and natural disasters
• Animal control services
• Open records requests
• Quality of life issues related to code enforcement
• Crime victim education and prevention efforts
• Preventative neighborhood patrols
• Efforts to reduce drug activity in the community
As we work to complete these initiatives we will live our core values:
Integrity — Innovation — Accountability — Commitment to Excellence — Teamwork
We will follow our departmental mission statement by working to 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.
We also plan to break ground on our DPS North Facility in FY2011. This facility
will allow us to improve fire and EMS response times to the residents and businesses in
the northern portions of the community. This facility will also allow the Department to
improve the quality of training received by the public safety personnel which will allow
us to continually improve our service delivery to the community. Currently our police
officers and firefighters must leave the community to attend training courses and
conduct drills. The construction of this facility will ensure public safety personnel are
ready and available in the community when an emergency occurs.
Finally we look forward to the construction of phase 1 of Safety Town. This
project will greatly enhance our ability to engage and educate the children of the
community by providing age appropriate and timely educational programs on a number
of safety related topics.
Jim C. Blagg
Assistant City Manager/ Director of Public Safety
TABLE OF CONTENTS
EXPENDITURES AND REVENUE SOURCES
5
AWARDS AND RECOGNITION
5
INTRODUCTION
7
ORGANIZATION AND STAFFING
8
DEPARTMENT ASSESSMENT
9
KEY BUSINESS RISKS
16
IMPROVEMENT OPPORTUNITIES
17
HIGH LEVEL PLANS - GOALS AND STRATEGIC INITIATIVES
18
BUDGET ALIGNMENT TABLE
23
DETAILED DEPARTMENT WORK PLANS
24
INTRODUCTION
26
ORGANIZATION AND STAFFING
28
DEPARTMENT ASSESSMENT
29
KEY BUSINESS RISKS
37
IMPROVEMENT OPPORTUNITIES
38
HIGH LEVEL PLANS - GOALS AND STRATEGIC INITIATIVES
39
BUDGET ALIGNMENT
45
DETAILED DEPARTMENT WORK PLANS
46
Expenditures and Revenue Sources
The FY 2010 adopted budget for the Department of Public Safety was $ 12,434, 785.
The historical figures are shown below:
FY 2007 $10,302,785
FY 2008 $11,374,608
FY 2009 $12,486,768
Funding for the Department is derived from the following sources:
General Fund
Crime Control and Prevention District
Red Light Camera Fund
The General Fund is the main source of funding for the operations of the Department of
Public Safety. The Crime Control and Prevention District is funded through a Y2 cent
sales tax and focuses on funding large capital purchases included land acquisition and
construction of Department facilities. The District also purchases one time expenditures
aligned with enhancing community safety, improving the use of technology, and special
police initiatives. The Red Light Camera Fund pays for traffic safety initiatives in the
community.
Awards and Recognition
Fire Services accredited by the Commission on Fire Accreditation International
(CFAI); March, 2010 — March, 2015.
• Police Services accredited by the Commission on Accreditation of Law
Enforcement Agencies Inc. (CALEA); March, 2009 — March, 2012.
Introduction
Mission and Vision
The foundation upon which we are based is the preservation of life and property. Fire
suppression, rescue operations, emergency medical services, public education,
inspections and pre -planning are the essential functions provided to improve the quality
of life to our customers. We will always seek constant evaluation and improvement
through training, teamwork and innovation. Our commitment to honor, integrity, respect,
and devotion are values we use to govern ourselves while at work and home.
Core Services
The Fire Services Division is under the command of the Chief of Fire Services and is
comprised of fire personnel in the Suppression/EMS, Fire Prevention and Technical
Rescue sections.
Fire Suppression/EMS Section
Under the command of the Deputy Fire Chief, is responsible for providing fire and
emergency medical services; fire inspections; maintenance of equipment assigned;
those duties which by their very nature require the actions of fire or emergency medical
personnel; and other assignments which may be given by a commanding officer. This
section is composed of all line members.
Fire Prevention Section
Under the command of the Fire Marshal, is responsible for construction plan review; fire
inspection program; investigation of actual, reported, or suspected fire related activity,
including arson bomb threats; those duties which by their very nature require the actions
of a fire marshal; and other assignments which may be given by a commanding officer.
This section is composed of the Fire Marshal and Fire Inspector.
Fire Technical Response Section
Under the command of the Deputy Fire Chief, is responsible for providing emergency
response to Hazardous Material incidents; WMD; high angle rescue; trench rescue;
confined space rescue; structural fire rescue; those duties which by their very nature
require the actions of technical rescue personnel. This section is composed of line
members.
Organization and Sttffing
Department Assessment
Key Accomplishments and performance against prioryear
2500
2000
1500
1000
500
0
160
120
100
80
60
40
20
n
2008/2009 Calls for Service
CIO
M 2008 E 2009
2008/2009 Calls by Time of Day
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
...... ..... .....
82008
12009
Travel Times - Fire Calls
14:24
12:00
9:36
7:12
4:48
2:24
0:00
East West North
92008 7:51 6:15 9:20
142009 738 7:24 11:59
IR 201,?1, 6:32 8:32 5.56
. --- I
Travel Times - EMS Calls
9:36
8:24
7:12
6:00
4:48
3:36
2:24
0:00
East West
North,
9, 2003 11
6:15 5:10
7:46
i
-4-
1620091
6:12 i 5:18
7:55
I IA 20101
5:20 i s
8:37
2008 2009 Inspection Activity Comparison "
�
1000 -
900
800
k
700
l sad
1
i
400 - 1
� 300
—_-- -- o 2008
2dQ 2,dfl9
100
I 0
�Ga
1 0� �
1 GZZ;
Strengths
What are our strengths?
How do we build upon them?
• Nice facilities
• Continue to maintain current facilities and
build the North facility.
• Great equipment
. Continue a strong vehicle maintenance
program, following the vehicle
replacement plan and acquiring modern
up-to-date equipment.
• Quality of staff
• Continue selective recruitment of potential
members and providing both personal and
professional opportunities for current
members.
• Career development opportunities
• Continue the College Tuition
Reimbursement program and funding for
quality advanced skills training.
• Service delivery
• Continue to provide the highest level of
services to our customers and looking for
ways to improve by measuring ourselves
through Accreditation, ISO and NFPA
recommendations.
• Culture and attitude-intra-departmental
• Continue to build relationships with other
cooperation
city departments through social and work
place activities.
• Compensation and benefits -financial
• Continue to provide competitive salaries
stability
and compensation based on analysis
done annually.
• Leadership -strong fire administration
a Continue to provide an open -mind, open-
door communication process between line
and staff. Continue to provide line
operations with strong support.
• Wellness program
• Continue to provide a structured physical
fitness program and annual physical
Weaknesses
exams.
What are our weaknesses?
How do we reduce or eliminate them?
• Training on fire and EMS skills
Provide more In-house training specific to
our department needs. Provide more
hands-on training. More involvement with
the Fire Training Officer.
• Quality and efficiency of internal
• Assess and modify, as needed, hiring,
processes
promotional and field training processes.
• Ability to properly staff the department
• Continue to seek funding through grants
and other no -traditional avenues to
provide additional staffing.
• Technology tools
• Evaluate and update ageing outdated
equipment. Research modern
technologies to ensure the appropriate
equipment and practices are being used.
• Budget constraints
• Evaluate our operations to ensure we are
using our resources to their fullest extent.
Preplan and establish procedures for
potential financial shortfalls.
• Attitude of personnel -professionalism,
• Provide and enforce an environment of
inter -departmental teamwork
professionalism. Provide an environment
consistent with city's values.
• Need a more competitive pay/benefits
. Perform an annual assessment of
package
surrounding cities to evaluate the need for
better compensation packages.
• Gap in command structure
. Provide mid -level command positions to fill
the gap between the Deputy Chief and
line officers (Battalion Chiefs).
• Communications
. Provide a better system for providing
communications between shifts, stations
and administration.
• EMS program (training, processes,
. Provide more support and training from
leadership)
the Medical Director. Provide an EMS
Officer with the passion and skills required
to direct the EMS program. Provide better
CQI oversight
Opportunities
What are our opportunities?
How do we take advantage of them?
• Partnerships
• Continue to support and utilize volunteer
programs such as Fire Rehab.
• Mutual aid agreements
• Maintain mutual aid agreements. Seek
opportunities to utilize resources and train
with mutual aid departments.
• Public relations and support
• Continue the CPR and Extinguisher
training program. Evaluate and provide
training opportunities for business.
• Grant programs
• Continue to apply fro, receive and manage
grants.
• Growth potential
• Continue strategic planning to anticipate
trends and growth of the city and
department.
• State funded higher education programs
• Ensure our personnel are aware and are
taking advantage of education funding
available.
• Volunteers to fill in gaps
. Continue utilizing volunteers to provide
front desk service.
• Strong tax base
• As the City of Southlake grows and the
economy improves provide sound use of
funding opportunities.
What are our threats?
How do we overcome or minimize them?
• Quality of dispatch services
• Evaluate current services and provide
feedback to dispatch administrators.
• Economy
• Evaluate and prioritize services and
budget items to ensure wasteful spending
is eliminated. Plan ahead for potential
shortfalls.
• Perceptions of department
• Continue to provide the highest level of
service and adhere to our values. Ensure
our personnel conduct themselves in a
professional manner.
• New state regulations
. Plan for expected changes in regulations.
Maintain equipment to meet the
requirements of the regulations.
• Growth -population and new buildings
• Plan for anticipated growth of the city and
locate resources to best suit the
anticipated needs.
• Competition for staff from other cities
• As the economy grows and stabilizes keep
salaries and compensation competitive.
• Supply chain
• Plan and anticipate for unexpected
interruptions in supply resources.
• Reliance on technology
• Plan for and train for technology
equipment failure.
• Operational liability
• Continue to provide high quality training
and operations level oversight to ensure
we are following the best practices.
• Social media advances
. Evaluate or practices and educate our
personnel that their actions are always
under scrutiny by the public.
Key Business Risks
Categories of Risk include but are not Likelihood of Occurrence:
limited to:
• Operational Risk
• Human Capital Risk
• Financial Risk
• Environmental Risk
• Information Risk
• Technology Risk
• Security Risks (Assets, Physical)
• Regulatory
• High = >80% likelihood
• Medium = 40-80% likelihood
• Low = <40% likelihood
Business
Risk
Assessment
Category of
Description of Risk
Likelihood
Mitigation
Action
If Action is Required —
Risk
of
Plans in
Required?
Briefly Describe
Occurrence
Place?
(Y/N)
(High, Medium,
(YIN)
Low)
Human
Succession Planning
Medium
Yes
Yes
Begin career
development process;
sending personnel to
key training courses
Operational
Staffing Levels
High
No
Yes
Staffing required to
ensure fully functional
truck company
Operational
Response Times
High
Yes
Yes
Continue construction
North
and staffing plan related
to DPS North
Operational
Training Facilities
High
Yes
Yes
Loss of personnel
attending training
outside City. Continue
with plans for North
DPS Training Facility
Regulatory
Apparatus
High
Yes
Yes
Improve quarterly and
Maintenance (NFPA
annual maintenance to
1911)
comply with new req
Improvement Opportunities
1. Internal Processes
• Human
. Review/Revise Fire and
• Physical
EMS Field Training
Manual
• Review/Revise the Fire
and EMS Field Training
Process.
2. Provide Adequate Staffing
. Communications
. Review Grant
• Human
Opportunities
Physical
• Seek Grant Funding
3. Improve Service Delivery
• Human
. Provide improved hands-
0 Physical
on in-house training.
• Conduct monthly
company/individual
evolutions.
4. Improve Communications
. Human
. Provide an improved
• Physical
method by which
information can be
passed between shifts
• Provide a method for
passing information from
administration to line
staff.
5. Improve Attitude and
Human
• Provide values training
Professionalism
Physical
• Provide
professionalism
training
High Level Plans - Goals and Strategic Initiatives
Department Goals
- ' -
Update and Improve the Field Training Process to ensure Goal #: 1
consistent and quality training for newly hired members
.. -
Serve Our Customers (C1); Manage the Business (61, 134); Promote Learning and
Growth (1-3).
100 % Review and revision of the current Fire Field Training Manual and Process.
100 % Review and revision of the current EMS Field Training Manual and Process.
Provide training to all our Field Training Officers on the updated manual and
process.
Initiative Short
Description Department / Resources Target Date
Name
Division Needed (budget,
facilities, time)
Fire FTO Revision
Update FTO Manual
Fire/Professional
Personnel
Q1
Standards
EMS FTO
Update FTO Manual
Fire/Professional
Personnel
Q1
Revision
Standards
FTO Training
Train all FTO's on the
Fire/Professional
Personnel
Q2
updated manuals and
Standards
processes
Seek Government Grants for additional staffing and equipment Goal #: 2
• -
Serve Our Customers (Cl); Manage the Business (63); Promote Learning and
Growth (1-3).
Apply for a SAFER Grant for (6) firefighters
Apply for equipment and resources grant to upgrade or provide additional
` • - •
equipment.
Apply for public education grants through state and federal agencies.
-•4
a 111FITz- TTOT-TIA11,
Initiative Short
Description Department / Resources Target Date
Name
Division Needed (budget,
facilities, time)
Grant Funding
Seek Government grants
Fire/Emergency
Personnel
64
for additional staffing and
Management
equipment
- ' •
Improve the service delivery capabilities through hands-on Goal #: 3
training specific to Southlake.
-
Serve Our Customers (Cl); Manage the Business (131, B3, and 64); Promote
Learning and Growth (1-3).
Assess the training needs specific to Southlake.
Develop a hands-on training program/schedule.
Implement a hands-on training program to supplement the academic training
provided by Tarrant County College.
4 ku.74:2 M-Mm MGM= aliml�
Initiative Short
Description Department / Resources Target Date
Name
Division Needed (budget,
facilities, time)
Assess Training
Perform a training needs
Fire/Professional
Personnel
Q2
Program
assessment
Standards
Develop Training
Develop a written hands-
Fire/Professional
Personnel
Q2
Program
on training program
Standards
Implement
Implement a hands-on
Fire/Professional
Personnel
Q3
Training Program
training program
Standards
Improve communications between shifts and administration to Goal #: 4
line staff.
Serve Our Customers (Cl); Manage the Business (131, B3,); Promote Learning and
Growth (1-1).
Initiative Short
Name
Description Department Resources Target Date
/ Division Needed (budget,
facilities, time
Station Logbooks
Provide each station with a
Fire
Logbook
Q1
Logbook to annotate shift
activities and pass on
information.
- ' •
Provide and enforce an environment of professionalism
consistent with the City of Southlake values.
Goal #: 5
• -
Serve Our Customers (C1); Manage the Business (131); Promote
Learning and
Growth (L1).
Provide monthly training on one of the City of Southlake values.
Provide Quarterly training in professional standards
A , •
Initiative Short
Description Department Resources
Target Date
Name
/ Division Needed (budget,
facilities, time)
Staff values
Provide members with
Fire
Personnel
04
training
monthly training on the City
of Southlake values
Professional
Provide quarterly
Fire
Personnel
Q4
training
professional leadership
Time
training to line officers
-
---- ..__.--- ----
------------
Budget Alignment Table
Personnel, Operating and Capital Expenses
Budget..
Dept.
Strategic
Description
Funding
New
One Time
Impact if
Funding
Goal #
Initiative
of the
Estimate
or
Funding
Approved
Resource
Expense
Recurring
Not
(YIN)
Need
Cost
Approved
(Y/N)
1
Update and
Personnel
0
N
NIA
N/A
Improve the
Field Training
Process to
ensure
consistent and
quality training
for newly hired
members
2
Seek
Personnel
0
N
N/A
N/A
Government
Grants for
additional
staffing and
equipment
3
Improve the
Personnel
0
N
N/A
N/A
service delivery
capabilities
through hands-
on training
specific to
Southlake.
4
Improve
Logbooks
$100.00
Y
R
Minimal
communications
between shifts
and
administration
to line staff.
5
Provide and
Personnel
0
N
N/A
NIA
enforce an
environment of
professionalism
consistent with
the City of
Southlake
values.
Total•
Request
$100.00
Detailed Department Work Plans
*This Section will be completed after budget approval
t
POLICE
SERVICES
Introduction
Mission and Vision
It is the mission of the Police Services Division of the Southlake Department of Public
Safety to contribute to the growth and development of our community by effectively and
efficiently providing the highest level of professionalism, and dedicating ourselves to
protecting lives and property, while preserving the public peace with the highest ethical
standards.
Core Services
The Police Services Division is under the command of the Chief of Police Services and
is comprised of police personnel in the Patrol, Traffic, Community Initiatives,
Professional Standards and Criminal Investigation sections.
Patrol
Patrol Operations are commanded by the Patrol Lieutenant, who reports to the Deputy
Chief Police Services. The primary purpose for patrol is to respond to police calls,
enforce traffic laws, interact with the community, and preserve the peace. Patrol
Operations is divided into four shifts, each supervised by a shift sergeant and working a
12-hour day.
In Patrol Operations is also the animal control function which is supervised by an
administrative corporal and handled by a single field services officer.
Traffic
The Traffic Section is under the command of the Patrol Lieutenant and supervised by
the Traffic Sergeant. The primarily purpose for the traffic section is to enforce traffic
laws and investigate traffic accidents. This group also provides traffic direction and
control when it is needed in the community.
Criminal Investigation
The Criminal Investigation Division (CID) is under the command of the CID Lieutenant.
Day to day supervision is handled by a sergeant. The primary purpose for CID is to
investigate crimes to determine if there is cause for prosecution. This group also
provides victim and witness assistance and secures search and arrest warrants when
required.
The property and evidence control function also falls under the authority of the CID
Lieutenant is handled by a sole property and evidence custodian.
The School Resource Officer (SRO) program is also under the command of the CID
Lieutenant and is supervised by the SRO Sergeant who works from the Senior High
School. Police Services also has SRO's at the High School and Middle School
campuses.
The Records function also works under the command of the CID Lieutenant and is
handled by a sole records coordinator. The primary purpose of records is to store,
maintain, and safeguard records in accordance with State law. This function also serves
and point of contact for open records requests for documents made by the public.
Professional Standards
The Professional Standards section is supervised by the Professional Standards
Lieutenant, who reports to the Deputy Chief of Police. The primary purpose of
Professional Standards is conducting internal affairs investigations, accreditation
compliance, hiring and promotions, policy and procedure development, and
departmental training.
Community Initiatives
The Community Initiatives Section is supervised by the Community Initiatives Sergeant
who reports to the Professional Standards Lieutenant. The primary purpose of
Community Initiatives is to be the public relations arm of Police Services. This section
handles media relations, public education, volunteer programs and crime and fire
prevention activities. This group also coordinates all community events involving the
Department of Public Safety and will serve as the coordinators for programs offered at
Safety Town.
Divisional
Assistant
Patrol Lieutenant
Director of
Public Safety
Police Chief
Deputy Chief
Criminal
Investigations
Lieutenant
Patrol Sergeants
Traffic Sergeant
Criminal
Investigations
Sergeant
School Resource
Sergeant
Professional
Standards
Lieutenant
Property Custodian
Records
Coordinator
Community
Initiatives Sergeant
Training Sergeant
Accreditation
Coordinator
Department Assessment
Key Accomplishments and performance against pr-loryear•
Jail
White
Male 480
Female 189
Totals 669
Percent 69.9%
Jail Statistics
4/1/00 Through 3/31/09
opulation - Race/Sex Make
Black
Hispanic
Asian
80 1
126
6
36
34
0
116
160
6
12.1% 1
16.7% 1
0.6%
Other Totals Percent
6 696 72.9%
0 259 27.1 %
6 957
0.6%
AN Jail Population Makeup o
Jail Statistics
411/09 Through 3131/10
Jail Population - Race/Sex Makeup
—
- white
Black
Hispanic
Asian
Other
Totals
Percent
Male
448
100
114
11
7
680
75.4%
Female
170
l
34
17
1
0
222
24.6%
Totals
618
134
131
12
7
902
Percent .
68.5%
14.9%
14.5%
1.3%/®
0.8%
HIF IM AJail Population Makeup AT
1%
2%--- —0%
E
Arrest for April 2009 — March 2010 dropped 6% when compared to the period of
April 2008 — March 2009. White males continued to account for the largest percentage
of arrested persons representing 50% of all persons arrested for both reporting periods.
Whites overall accounted for just under 70% of the inmate population for both reporting
periods with blacks and Hispanics representing between 12 and 17% of the inmate
population during the reporting periods.
Part -One Crimes 2008 vs. 2009
In 2009 Part -One crimes were down compared with 2008. The incident of violent
crime in 2009 was 0.38 occurrences per 1,000 residents compared with 0.67
occurrences per 1,000 residents in 2008, a reduction of 47.5%. The breakdown of
violent crime for 2008/2009 is as follows:
Crime
2008
2009
Murder
0
0
Rape
0
0
Robben.,
6
1
Aggravated Assault
10
9
Total
16
10
Overall property crime also decreased in 2009 compared to 2008. The number of
property crimes occurring in 2009 was 18.76 per 1,000 residents compared to 25.58 per
1,000 residents in 2008, a reduction of 19.6%. The only month showing an increase
compared to the prior year was the month of July, 2009. The breakdown of property
crime for 200812009 is as follows:
Crime
2008
2009
Burglary — Residential
46
42
Burglary - Commercial
78
54
Burglary — Motor Vehicle
220
136
Burglary —Vending Machine
0
3
Larceny
260
252
Auto Theft
10
12
Arson
0
Total
630
500
While there was an increase from 0 to 3 vehicles reported stolen in the
community, the reduction of burglaries from motor vehicles is good news. The
perception of safety in the community leads to valuables being left in plain sight and
easily targeted for theft from area streets and parking lots. Continued crime prevention
education should allow us to continue to reduce these crimes of opportunity.
9-1-1 calls have increased 203% over the previous 12 months compared to the same
period a year earlier. Total phone calls for service also showed an increase of 78% for
the same time periods. This is a good indicator that confidence in the police department
is high as people are calling for service in both emergency and non -emergency
situations at higher levels than the previous year. When compared with the reduced
arrest numbers it shows that most calls for police service do not lead to an arrest.
1717
r%C_IIIJVi ibc tune rut rriori-Ey j %,auts rot :>ervice
MrT
14:24
11:31
-1:38
5:46 -
-
2:53Ir
0:00
L
100
":b
10)
E Previous Yr. (90% Level)
C3 Previous Yr. (80% Level)
ElPrevious Yr. (70% Level)
13 Last 12 mos. (90% Level)
The reponse times for priority 1 (crimes in progress & life safety) decreased slightly from
May 2009 — April 2010 when compared with May 2008 — April 2009. Typically a resident
or business can expect an officer to arrive within 8:00 80% of the time when they report
a priority one call. This is a 0.3 % decrease from a year ago.
250
200
150
100
50
0
00 e
e
e KO NQI
0 R
�Acc.
El Major Ace. Previous Yr.
3 Minor Yr.
Traffic accidents increase approximately 60% from May 2009 — April 2010 when
comared with May 2008 — April 2009. The majority of this increase is related to minor
accidents (non -injury), with major (injury) accidents accounting for less than 2 per month
during the reporting period.
STRENGTHS
What are our strengths?
How do we build upon them?
• Customer Service
.
Fill personnel gaps. Develop organizational
system for point of contact
• Teamwork within workgroups
.
Increase organized group interaction through
informal gatherings and meetings
• Experienced/Knowledgeable workgroups
•
Increase training and career/professional
development opportunities
• Partnerships
•
Maintain current external relationships and
seek out new opportunities
• Community Relations
.
Foster existing relationships; support and
improve service delivery; increase volunteer
opportunities
• Infrastructure
•
Maintain existing facilities; continue with DPS
WEAKNESSES
North facility; ensure efficient use of space
What are our weaknesses?
How do we reduce or eliminate them?
• Animal Control service delivery
.
Increase staffing to meet community
needs/expectations. Lower service delivery
level by eliminating wildlife services provided
• No proactive investigations by CID
.
Seek opportunities to enhance investigative
capabilities; Increase investigator
efficiency/effectiveness
• Unified communication
.
Increase interaction between command
staff/CID/line personnel
• Support staff levels
.
Staff civilian positions at appropriate levels.
Increase use of volunteers to augment support
staff.
• Reliability of Data
.
Improve quality control of data input.
Increase/improve training on RMS
• Officer/Community involvement
.
Involve patrol officers in
community/neighborhood groups
• Career Development
•
Assist personnel with direction; encourage
employees to chart a direction for their career
OPPORTUNITIES
What are our opportunities?
How do we take advantage of them?
• Increased participation in regional
•
Make commitment of personnel, equipment,
partnerships and task forces
and/or resources required
• Showcase DPS HQ to build agency reputation
•
Host regional training events/meetings
• Increase effectiveness of volunteers
•
Increase volunteer training to ensure they can
effectively supplement DPS staff
• Improve use of technology
•
Effectively use and deploy available
technology; explore opportunities to utilize
new technology
• Improve Animal Control service delivery
.
Increase staffing levels to meet service
expectations/demands
• Improve pro -activeness of CID and Records
•
Develop personnel to assist as workload
requires; add personnel to allow pro -active
work
• Improve public perception of traffic
•
Improve supervision in traffic division; ensure
issues/concerns
adequate neighborhood deployment
• Improve workplace safety
•
Upgrade equipment in areas determined to be
Threats
below national standards
What are our threats?
How do we overcome or minimize them?
• Retirement of key personnel
.
Improve career development opportunities
• Escalating drug activity
•
Public education; Increased SPARK
participation; Dedicated K-9 program; Task
force participation; Elementary school
education
• Increasing public expectations for police to
•
Public education regarding services provided;
solve problems
Expand personnel and resources to meet
public demands(ex: feral hogs)
• Major road construction projects
•
Partnerships with other agencies to proactively
address potential traffic issues; Predict and
identify problem areas and develop action
plans
• Unfunded political mandates
.
Maintain fiscal responsibility to allow flexibility
in funding options
• High consequence incidents
0
Joint training; Live field drills; Preparedness
Key Business Risks
Categories of Risk include but are not limited to: Likelihood of Occurrence:
• Operational Risk
• Human Capital Risk
• Financial Risk
• Environmental Risk
• Information Risk
• Technology Risk
• Security Risks (Assets, Physical)
• Regulatory
• High = >80% likelihood
• Medium = 40-80% likelihood
• Low = <40% likelihood
Business
Risk
Assessment
Category of
Description of Risk
Likelihood
Mitigation
Action
If Action is Required —
Risk
of
Plans in
Required?
Briefly Describe
Occurrence
Place?
(YIN)
(High, Medium,
(Y/N)
Low)
Human
Succession Planning
Medium
Yes
Yes
Begin career
Capital
development process;
sending personnel to
key training courses
Human
Cross Training
High
No
Yes
Staffing at appropriate
Capital
levels where single
staffing is norm and no
coverage available
Information
Loss of
High
No
Yes
Conversion of records
Records/Data
to current RMS system
or adequate backup of
prior records systems
(Badge, New World
etc.)
Financial
Lowering revenue
Medium
No
No
Continued decline in
streams / Loss of
sales tax revenue;
special revenues
legislature abolishing
use of red light
cameras; CCPD sunset
Operational
High Risk Incidents
Medium
No
Yes
Creation of master
training plan; continue
development of North
DPS Training Facility
Improvement Opportunities
1. Animal Control Services
.
Communications
•
Website Information
•
Human
•
Staffing
•
Physical
.
Trapping Services
2. Neighborhood Traffic Concerns
•
Communications
•
Website Information
•
Human
.
Supervision; Deployment
•
Physical
•
Speed Limit Changes:
Radar Trailer: Signage
3. Crime Prevention Education
•
Communication
•
Website Information
•
Human
.
Public programs;
•
Physical
Neighborhood Watch;
•
Security Surveys
4. Active Police Patrols
•
Human
.
Police Officer interaction
•
Physical
with community
•
Increased neighborhood
patrols
5. Open Records Requests
•
Communication
•
Improve Website
•
Human
•
Adequate Staffing
•
Physical
•
Accessible Archives
High Level Plans e Goals and Strategic Initiatives
Department Goals
Improve Animal Control Services Provided to Community Goal #: 1
Serve Our Customers (Cl),- Manage the Business (131, B4, 135)
30% Increase in domestic animals impounded
30% Increase in removal of feral hogs from city
Improved response time to citizen calls for animal control service
Initiative Short Description
Name
Department
/ Division
Resources
Needed (budget,
facilities, time)
Target Date
Hire FSO Advertise, recruit, hire, and
Police/Patrol
Personnel
03/01/2011
train second FSO
Equip FSO Purchase vehicle and
Police/Patrol
Vehicle
03/01/2011
related equipment
Equipment
Supplies
Initiative Short
Name
CID Customer
Follow-up
Improve communication with crime victims
Goal #: 2
Manage the Business (134)
Contact 100% of complainants and crime victims within 72 hours of CID case
assignment or rejection to provide update on case status I
Description
Call back all customers
within 72 hours
Department Resources
/ Division Needed (budget,
facilities, time
Police/CID Time
Target Date
10/01 /2010
High Level Plans e Goals and Strategic Initiatives
Department Goals
Improve Animal Control Services Provided to Community
Goal #: 1
-
Serve Our Customers (Cl); Manage the Business (131, B4, 135)
30% Increase in domestic animals impounded
30% Increase in removal of feral hogs from city
Improved response time to citizen calls for animal control service
-.
. . • ..
Initiative Short
Description Department Resources
Target Date
Name
/ Division Needed (budget,
facilities, time)
Hire FSO
Advertise, recruit, hire, and
Police/Patrol Personnel
03/01/2011
train second FSO
Equip FSO
Purchase vehicle and
Police/Patrol Vehicle
03/01/2011
related equipment
Equipment
Supplies
Initiative Short
Name
CID Customer
Follow-up
Improve communication with crime victims I Goal #: 2
Manage the Business (134)
Contact 100% of complainants and crime victims within 72 hours of CID case
assignment or rejection to provide update on case status
Description
Call back all customers
within 72 hours
Department Resources
/ Division Needed (budget,
facilities, time
Police/CID Time
Target Date
10/01 /2010
Reduce prevalence of drug activity/use in community
Goal #: 3
-
. • -
Serve Our Customers (Cl); Manage the Business (132, 135)
Increase drug arrests 30%
Increase prevention education in schools 20%
Increase alcohol and tobacco enforcement (6 events per year)
Initiative Short
Description Department /
Resources
Target Date
Name
Division
Needed
(budget,
facilities, time
Implement K-9
Appoint current officer to
Police/Patrol
None
11/01/2010
Program
position
Acquire Canine
Purchase Dog
Police/Patrol
Budget
01/01/2011
Train handler/dog
Complete K-9 handler
Police/Patrol
Budget/Time
03/30/2011
certification program
Purchase
Purchase K-9 vehicle and
Police/Patrol
Budget
02/01/2011
equipment and
related equipment and
supplies
supplies
School
Continue presentations at
Police/Patrol/SRO
Time
Presentations
Presentations
Middle — Senior High and
each quarter
begin presentations for
beginning
Intermediate schools
10/01/2010
Alcohol / Tobacco
Continue stings, but
Police/Patrol/CID/CI
Time
One each
Stings
increase from current 3
quarter with
per year
two in Q3 and
Q4
Improve Community Involvement by Patrol Officers Goal #: 4
A -
Manage the Business (62, B4, 135)
Patrol Officers attend SPIN meetings involving their district (12 per year)
Patrol Officers attend Neighborhood Watch meetings in their district (6 per year)
Patrol Officers attend HOA meetings in their district (10 per year)
Initiative Short
Description Department Resources Target Date
Name
/ Division Needed (budget,
_I
facilities, time)
Develop Unified
Development of standard
Police/Patrol
Time
12/01/2011
Community
presentation for meetings
Message
Officer Training
Train Officers on public
Police/Patrol
Time, budget
01/01/2011
speaking / presentations
Improve % of cases receiving follow-up investigation from CID
Goal #: 5
• -
Manage the Business (61, B4, B5)
Increase case assignments by 30%
increase calls receiving crime scene processing response by 15%
. s
Initiative Short
Description Department /
Resources
Target Date
Name
Division
Needed
(budget,
facilities, time)
Career
Assign patrol officer to
Police/Patrol/CID
Time
10/01/2010
Development
annual rotation through
CID
Permanent
Assign additional full-time
Police/CID
Budget
04/01/2011
Staffing
detective position to CID
Crime Scene
Develop SOP with clear
Police/CID/Pro
Time
12/30/2010
Deployment
guidelines for deployment
Standards
of crime scene vehicle
Department
Reduce perception of speeding being a primary safety issue
Goal #: 6
facing community
Goal
Focus -
Serve Our Customers (Cl); Manage the Business (B4, B5)
Increase assignment of officers for traffic enforcement in neighborhoods by 20%
Key
Increase deployment of pole mounted radar signs by 100%
..
Increase deployment of radar trailer by 33%
- .
TTO . .
Initiative Short
Description Department Resources
Target Date
Name
/ Division Needed (budget,
facilities, time
Neighborhood
Assign a minimum of 1
Police/Traffic
Time
10/01/2010
Traffic
traffic officer to
Enforcement
neighborhood issues daily
Pole mounted
Acquire 8 additional signs
Police/FSO
Budget
02/01/2011
radar signs
for neighborhood
deployment
Radar Trailer
Deploy a minimum of 3
Police/FSO
Time
10/01/2010
days per week to high
complaint areas
Manage DPS North Facility Construction
Provide Financial Stewardship (F2); Serve our Customers (C1)
Work with RPGA and Lee Lewis to bring project to 50% completion
Goal #: 7
Initiative Short Description
Department /
Resources
Target Date
Name
Division
Needed (budget,
facilities, time
Review Review, revise, and approve
Police/Admin
Time, budget
11/01/2010
Construction final construction plans
Documents
Begin Weekly construction
Police/Admin
Time, budget
09/30/2011
Construction meetings on progress
initiative ,snort Description
Department
Resources
Target Date
Name
/ Division
Needed (budget,
facilities, time
Review options Compare various field
Police/Patrol
Time
12/31/2010
training models to find
Southlake fit
Develop new Develop field training
Police/Patrol
Time
02/28/2011
program manual and related
guidelines and documents
policies
Train FTO's on Train all field trainers on
Police/Patrol
Time
04/30/2011
new program new program and begin
using
Improve Health and Wellness of Police Officers Goal #: 9
.. -
Safety and Security & Performance Management and Service Delivery (C1, t-3)
Conduct baseline physicals of all sworn police services personnel by 3/1/2011
Initiative Short
Name
Description Department Resources Target Date
/ Division Needed (budget,
facilities, time
Physicals
Contract with physician to
Police/Pro-
Budget, time
03/01/2011
conduct fitness for duty
Standars
assessments
Budget Alignment
Personnel, Operating and Capital Expenses
dget
Alignment
Table
Dept. Strategic
Description
Funding
New
One Time
Impact if
Funding
Goal # Initiative
of the
Estimate
or
Funding
Approved
Resource
Expense
Recurring
Not
(YIN)
Need
Cost
Approved
(Y/N)
1
Animal Control
Personnel
$34,778
Yes
Recurring
Yes
General
2
Communication
Time
None
NIA
NIA
N/A
3
K-9
Budget
$92,000
Yes
One Time
Yes
CCPD
4
Community
Time
None
N/A
N/A
N/A
Involvement
5
Follow-up
Budget /
None
NIA
NIA
N/A
Investigations
Time
6
Speeding
Time /
$29, 242
No
One Time
No
Red Light
Budget
7
DPS North
Time
None
NIA
N/A
Yes
CCPD
Oversight
8
FTO Program
Time
None
N/A
NIA
N/A
9
Fitness
Budget /
$39,150
Yes
Recurring
Yes/No
General
Time
10
Records
Budget
$38,730
New
Recurring
Yes
General
Efficiency
11
P-25
Budget
$55,496
No
Recurring
Yes
CCPD
Compliance
(5 years)
12
Fingerprinting
Budget
$13,000
Yes
One Time
Yes
CCPD
13
School Safety
Budget
$7,200
Yes
One Time
Yes
CCPD
14
Tactical Gear
Budget
$9,016
Yes
One Time
Yes
CCPD
15
Traffic Mgt.
Budget
$5,440
Yes
One Time
Yes
CCPD
16 DWI Prevention
Budget
$2,600
Yes
One Time
No
CCPD
Detailed Department Work Plans
*This Section will be completed after budget approval
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