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2009-07-14 CCPD PacketPacket Items for Agenda Item No. 5A SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT 1/2% SALES TAX REPORT 2009 Collected Budget Balance Budge to Date Balance Percent $ 4,601,783 $2,914,810 (1,686,973)-36.66% MONTH Fiscal Year 2007 Actual Percent Increase/ (Decrease) Fiscal Year 2008 Actual Percent Increase/ (Decrease) Fiscal Year 2009 Actual Percent Increase/ (Decrease) October $304,276 -34.01% $334,143 9.82% $352,123 5.38% November 308,020 19.01% 376,231 22.14% 404,136 7.42% December 523,323 40.69% 536,434 2.51% 524,522 -2.22% January 290,761 18.11% 362,682 24.74% 291,077 -19.74% February 301,199 27.64% 299,335 -0.62% 301,800 0.82% March 382,088 13.60% 382,776 0.18% 369,206 -3.55% April 311,411 2.68% 363,054 16.58% 369,637 1.81 % May 359,218 14.26% 388,216 8.07% 302,309 -22.13% June 389,658 -7.73% 421,448 8.16% - -100.00% July 348,010 36.36% 362,334 4.12% - -100.00% August 329,686 5.96% 318,847 -3.29% - -100.00% September 374,527 10.05% 395,781 5.67% - -100.00% TOTAL $4.222.177 $4.541.281 $2.914.810 Three Year Revenue Comparison by Month $600, 000 $500, 000 $400,000 $300, 000 $200,000 $100, 000 $0 O� O% o� O°� 1°, ■ Fiscal Year 2007 Actual ❑Fiscal Year 2008 Actual ■ Fiscal Year 2009 Actual Actual Budget Actual Estimated (budget-est.) % 2008 2009 2009 2009 Difference Chance October $ 334,143 $ 338,595 $ 352,123 $ 352,123 $ 13,528 4.00% November $ 376,231 $ 381,243 $ 404,136 $ 404,136 $ 22,893 6.00% December $ 536,434 $ 543,581 $ 524,522 $ 524,522 $ (19,059) -3.51 % January $ 362,682 $ 367,514 $ 291,077 $ 291,077 $ (76,437) -20.80% February $ 299,335 $ 303,323 $ 301,800 $ 301,800 $ (1,523) -0.50% March $ 382,776 $ 387,876 $ 369,206 $ 369,206 $ (18,670) -4.81% April $ 363,054 $ 367,891 $ 369,637 $ 369,637 $ 1,746 0.47% May $ 388,216 $ 393,388 $ 302,309 $ 302,309 $ (91,079) -23.15% June $ 421,448 $ 427,063 $ - $ 427,063 $ - 0.00% July $ 362,334 $ 367,161 $ - $ 367,161 $ - 0.00% August $ 318,847 $ 323,095 $ - $ 323,095 $ - 0.00% September $ 395,781 $ 401,054 $ - $ 401,054 $ - 0.00% TOTAL $ 4,541,281 $ 4,601,783 $ 2,914,810 $ 4,433,183 $ (168,600) Packet Items for Agenda Item No. 5E SOUTHLAKE TEXAS CALL TO ARTISTS CITY OF SOUTHLAKE, TEXAS PUBLIC ART PROJECT OPPORTUNITY NEW $28 MILLION DEPARTMENT OF PUBLIC SAFETY CENTRAL FACILITY The City of Southlake, Texas, through its Southlake Arts Council seeks to commission an artist for the creation of public art to be integrated into the new Department of Public Safety Central campus. Construction on the new $28 million plus facility, located at 600 State Street, Southlake, Texas 76092, is underway with an anticipated completion date of November 2009. The application deadline is Friday, July 31, 2009. (Materials must be received in the City Secretary's Office, 1400 Main Street, Suite 270, Southlake, Texas 76092, by 5:00 p.m.) PROJECT DESCRIPTION The City of Southlake Department of Public Safety seeks artists to provide artwork at the new DPS Central Facility located at 600 State Street in Southlake, Texas. The artwork(s) should: Feature a Public Safety (Police and Fire) theme; Be of the highest quality; Create interest for the community; Enrich the quality of life and visual environment for all residents and visitors of the city; Reflect the mission and values of the City of Southlake; Convey the integrity of the Department of Public Safety police and fire professionals; and Be appropriate to the identified location, durable and low maintenance. Wall art in the form of a Mural for Lobby area in main entrance to the facility Project Budget is approximately $15,000 ESTIMATED TIMELINE July 31, 2009 Application Deadline August 2009 Application Review/Selection of Finalists Early Sept 2009 Notification to Finalists Late Sept 2009 Presentation of Proposals by Finalists and Interviews with Artist Selection Workgroup (if deemed necessary) Early Oct 2009 Notification of Selected Artist(s) Mid to late Oct 2009 Execution of Contract with Artist(s) The City of Southlake reserves the right to adjust this timeline as necessary. ARTIST ELIGIBILITY The project is open to all artists age 18 and over, regardless of race, color, religion, national origin, gender, age, military status, sexual orientation, marital status or physical or mental disability. HOW TO APPLY This is a Request for Qualifications (RFQ) only. Artists may apply for one or more projects with one submission. Artists must submit the following digitally on a DVD/CD via mail or hand -delivery to the City of Southlake City Secretary's Office, 1400 Main Street, Suite 270, Southlake, TX 76092. ■ Letter of Interest - Applicants must submit a letter of interest indicating the project(s) for which they are applying and an artist statement. ■ Resume — Limited to three pages or less utilizing a font size of 10 or greater (must include name, address, phone, e-mail and website) ■ Images of Completed Artwork — Must be submitted in a Microsoft PowerPoint presentation with no more than twenty-five (25) images of completed works (one image per slide). The first slide should include the artist name and contact information. Each image must include a title. ■ Description of Completed Artwork for Review — Must be submitted in a Microsoft Word document to include the title, date, media, size (HxWxD), commission cost/purchase price, and a brief description of the artwork corresponding to the images submitted in the PowerPoint presentation. ARTIST SELECTION PROCESS An Artist Selection Workgroup will be appointed to review, evaluate and select Finalists. Criteria for selection includes: artistic merit as evidenced by the submitted materials; the applicant's professional qualifications; proven ability to perform well on similar projects; and demonstrated ability to work with government agencies, boards, committees, architects, engineers, and other groups for the successful completion of similar art projects. FOR ADDITIONAL INFORMATION, PLEASE CONTACT: Mr. Kerry McGeath, Deputy Director of Community Services/City Librarian (817) 748-8384 or kmcgeath(a)-ci.south lake. tx.us Packet Items for Agenda Item No. 6A CITY OF © SOUTHLAKE MEMORANDUM July 2, 2009 To: Southlake Crime Control & Prevention District Board From: Robert Finn, Chief of Police Subject: Approval of FY 2010 Operating Budget and CIP Action Requested: Approval of the FY 2010 Operating Budget and CIP. Background Information: The purpose of this memorandum is to provide information and seek approval related to the FY 2010 Crime Control and Prevention District Operating Budget and CIP. Financial V" Considerations: The total Operating Budget proposed for FY 2010 is $ 284,500. • Laptops for patrol vehicles $ 65,000-1" • In -car video system upgrades $ 62,5004' • New portable radios $ 57,000® • Crime scene vehicle $ 50,000-qx&a'A { {�W;" • Town Square security initiative $ 50,b00 The total CIP for FY 2010 is $ 15,045,000.KAa 0t�'y The total budget proposal for approval is $ 15,329,500. Strategic Link: C1: Achieve the highest standards of safety and security. C3: Provide attractive and unique spaces for the enjoyment of personal interests. 132: Collaborate with select partners to implement service solutions. 135: Optimize the use of technology. F3: Invest to provide and maintain high quality public assets. Citizen Input/ Board Review: There has been no citizen input related to this request. Legal Review: All contracts associated with the CIP have been reviewed by the City Attorney. The budget proposal is not subject to legal review. Alternatives: Approve funding of the FY 2010 budget as presented or provide staff direction on modifications required and approved as modified. a� • Supporting 3 Documents: Crime Control and Prevention District FY 2010 Strategic Business Plan. Proposed Capital Improvements Program FY 2010 to FY , ro'\P � Staff Recommendation: Conduct a public hearing and approve the FY 2010 Operating Budget and CIP. SOUTHLAKE0 i Crime Control and Prevention District Proposed FY 2010 Budget Integrity Innovation Accountability Commitment to Excellence Teamwork The City of Southlake provides municipal services that support the highest quality of life for our residents and businesses. We do this by delivering outstanding value and unrivaled quality in everything that we do. • i'o ment of personal dynamic and hest stand unique spaces for businesses to drive a 'ty and, 1 Y P y sustainable ' B2 Co ate with B3 Pursue g4 Me hilj 5 Optimize p p rY p quality customer use of oss all departments implement soluhonsrvice 1, elive / options service technology are best ractices select artners to nnovative service p p F, F competitive financi improve AA bond maintain high quality ' bench, public assets sure oiir pedple L2 Erin r in- .�kill,e' r leadership 16pportunities for partnerships'. and volunteer involvement e .I DPS Initiatives FY 2009 • Police Services — Improve the reliability of our portable radio system (135 Optimize the use of technology) — Upgrade in -car video camera system (135 Optimize the use of technology) USOUTHLAK,E e_ - 3 DPS Initiatives FY 2009 Improve the reliability of the laptops deployed in patrol vehicles (135 Optimize the use of technology) - Purchase Crime Scene vehicle (133 Pursue innovate service delivery ,�,„„►,N, options) Ah USOUTHLAKE El DPS Initiatives FY 2009 Continue to fund the construction of the DPS Headquarters building (F3 Invest to provide and maintain high quality public assets) Fund the completion of the design of DPS North (173 Invest to provide and maintain high quality public assets) USOUTHLAKE 5 DPS Initiatives FY 2009 — Fund the procurement of public art for the DPS Headquarters building (C3 Provide attractive and unique spaces for the enjoyment of personal interests) — Fund a portion of costs to improve Town Square Security (132 Collaborate with select partners to implement service solutions) USOUTHLAKE 0 SOUTHLAKL 9 Integrity Innovation Accountability Commitment to Excellence Teamwork DPS Requests • DPS Headquarters $109000,000 • DPS North $ 5,000,000 • Laptops $__--6-5,000 • In -Car Video $ 621500 • New Portable Radios $ 57900 • Crime Scene Vehicle $ 509000 • Public Art $ 451000 • Security Initiative $ 09000 =_V vLL Total $15,3291500 r 7 SOUTHLAKL 7Wr1 Integrity Innovation Accountability C;oni nitment to Excellence Teamwork Crime Control CIP Project Name Prior FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Beyond Total DPS Headquarters $20,252 $10,000 $0 $0 $0 $0 $0 $30,252 Public Art $285 $45 $0 $90 $0 $0 $0 $420 DPS North $968 $5000 $7000 $0 $0 $0 $0 $12,968 DPS West Improvement $0 $0 $0 $1,000 $1,000 $0 $0 $2,000 CCPD Totals $21,220 $15,045 $7,000 $1,000 $1,000 $0 $0 $45,260 Amounts in $1,000's 01 Y 0i SOUTHLAKE 13 Crime Control & Prevention District • Proposed FY 2010 Budget — $ 284,500 — Operating — $ 151045,000 - CIP Integrity Innovation Accountability Commitment to Excellence Teamwork 9 SOUTHLAKE 9 Integrity Innovation ACCOII ntability Commitment to Excellence Teamwork Department of Public Safety Questions? Robert Fin 817m748n8347 10 r Crime Control and Prevention District Strategic Business Plan and Budget FY 2010 Table of Contents Departmental Overview II. Service Delivery III. Strategy and Planning IV. Request for Resources V. Conclusion Departmental Overview Introduction The Crime Control and Prevention District was initially created by the citizens of Southlake in 1997 and the citizens renewed the District for a 15 year period in 2002. The Crime Control and Prevention District has four strategies: Enhancing Community Safety Through Modern, Efficient Facilities; Enhancing Community Safety Through the Use of Modern Technology and Equipment; Enhanced Community Safety Through Professional Development; and, Enhance Community Safety Through Special Police Initiatives. The Crime Control and Prevention District's primary role is to provide for a safe community by financing the necessary programs of the Department of Public Safety that make that possible. 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. Department of Public Safety Budget: The Crime Control and Prevention District operating and CIP budget has grown as the city has developed. The current adopted operating and CIP budget for FY 2009 is $7,495,250 with a historical growth as shown below: FY 2007 FY 2008 FY 2009 $8,156,786 $7,338,855 $7,495,250 Department of Public Safety Organizational chart: Crime Control & Prevention District Accomplishments: The Crime Control and Prevention District Board of Directors funded a security camera system for Town Square. With the use of this system the Department of Public Safety has already made several arrests to ensure the safety of Town Square. The District has funded the construction of a new Department of Public Safety Headquarters that will be completed in the first quarter of FY2010. Additionally, the District has funded the design of a new North Training Facility and construction will begin in 2011. The District has funded a number of technology related projects that will assist Police Services Criminal Investigation Division in viewing various types of security camera tapes and assist in the more efficient cataloguing of evidence. Service Delivery Service Delivery Core Service Areas Police Services Patrol o Safety and Security, Mobility 1 Animal Control o Safety and Security Criminal Investigations o Safety and Security Property and Evidence o Safety and Security Community Initiatives o Safety and Security, Partnerships and Volunteerism Fire Services Fire Operations o Safety and Security, Mobility V Emergency Medical Services o Safety and Security, Partnerships and Volunteerism Fire Prevention o Quality Development, Safety and Security Support Services 4- Records o Performance Management and Service Delivery I, Professional Standards o Performance Management and Service Delivery Training o Performance Management and Service Delivery 1, Accreditation o Performance Management and Service Delivery Emergency Management o Safety and Security, Partnerships and Volunteerism Service History and Trends Fire Services Service History Trends 2007/2008 Plan Review Comparison by Type 90 80 70 60 50 40 30 20 10 0 2007/2008 Calls for Service Comparison 2500 2000 1500 1000 500 0 p`, o a° \��MCP a�oP Goa JS��}Q o�J° tee` � ��ao ■ 2007 ■ 2008 ■ 2007 ■ 2008 Fire Services Service History Trends 2007/2008 Calls by Time of Day 160 140 120 100 80 60 40 20 0 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 900 — 800 700 600 500 400 300 - 200 100 '- 0 JG� Qm �J ,-o 0 et` G 2007/2008 Inspection Activity Camparison 10e°c ■ 2007 ■ 2008 ■ 2007 ■ 2008 ■ 2007 ■ 2008 ■ 2007 ■ 2008 Police Services Service History Trends Total Phone Calls For Service 1400 -_ _ _-... .. ...._..._.... _..... 1200 — ---- - o, r loon o 800 soo 400 200 0 o� o0 00 Q�, CF, ❑ Previous Yr. ❑ Last 12 mos. Avg. Times in Response / Tot.Response / Priority-1 e o. o 0 0 O O O O O O � j❑ Call Taker Input Previous Yr. ❑ Call Waiting-n-Que Previous Yr. ❑ Enroute Time Previous Yr. ❑ Call Taker Input Last 12 mos. a Call Waiting-n-Que Last 12 mos. m Enroute Time Last 12 mos. ♦ Total Response Time 14:24 12:58 --- 11:31 10:05 8:38 Z; 7:12 5:46 4:19 2:53 1:26 0:00 Police Service History Trends Response Time For Priority 1 Calls For Service F�;: 00 00 d, lz� 00 IQ" 0 Previous Yr. (90% Level) 0 Previous Yr. (80% Level) 0 Previous Yr. (70% Level) D Last 12 MOS. (90% Lew[) 0 Last 12 mos. (80% Level) 11 Last 12 mos. (70% Level) Accidents / Minors & Majors 140 120 12 — 100 13— 24 18 As 80 14 'A 23 60 io 96 101 92 97 40 76 79 81 74 59 58 52 20 0 El Minor Acc. Previous Yr. 0 Major Acc. Previous Yr. 0 Minor Acc. Last 12 mos. 0 Major Acc. Last 12 mos. Police Service History Trends 2. 2 1 1 00 00 00 00 00 00 ❑ Previous Yr. 0 Last 12 mos. Arrests / Drug Related 20 -- - 18 --- 16 -- — 14 12 10 00 00 00 O$ 00 00 00 00 00 OQCII °' 00 off,, 'aF, FOB. 46§1 0 Previous Yr. ® Last 12 mos. Police Service History Trends 60 70 60 60 40 30I 20 10 0 00 00 00 00 00 00 00 O� 00 O�' 09 00 ❑ Previous Yr. ❑ Last 12 mos. Arrests / Adult 70 60 50 - -- 0 e 40 v a a 30 20 n 10 0 00 00 O� 00 00 00 00 00 00 00 00 00 ❑ Previous Yr. ❑ Last 12 mos. Arrests / Juvenile 12 _ 10 - - - - - - - -- 0 s 6 a 2 0 00 00 00 00 O� 00 ❑ Previous Yr. 0 Last 12 mos. Strategy and Planning Vision and Mission V 0 0 110R(0) 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. � c -0 SHOD 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. 15 Key Issues, Challenges and Critical Success Factors The team quickly identified our personnel, community involvement, teamwork, adaptability, organizational structure, and tax base as key strengths. Viewing this it is critical for us to ensure we continue to develop our personnel and provide true career development services and succession planning to ensure we identify, mentor, and grow tomorrow's leaders of this agency. Our weaknesses were seen as communication, staffing issues, failure to use data effectively for decision making, citizen apathy inexperience of several personnel including the high number of new supervisors, effectively using the media, and being more reactive than proactive. We have several initiatives to address these issues including the start of a quarterly DPS newsletter to improve communication and ensure it remains consistent, working with CRIMES to improve the data received through our RMS, working to educate staff and citizens so they better understand each other and expectations are met, and conducting staffing studies in each division to ensure we are adequately poised for the growth in the community and that staffing levels are meeting service demands. Some opportunities identified were career development, new facilities, improving our public image, restructuring some organizational components, more partnerships with neighboring cities, increasing our involvement with seniors, and improving the feeling of safety and security in Town Square. Threats included the economic climate, workforce nearing retirement age, unfunded mandates, declining volunteer base, homeland security issues due to our location in relation to DFW Airport. Departmental Dynamics In this section you will highlight factors that your department must keep in consideration as you create your business plan, work plan, and budget. They are: • Citizen Survey: The most recent citizen survey showed that overall the citizens are very satisfied with public safety. We are continuing to find ways to improve our presence in neighborhoods and to help convince residents to protect their valuables. We have developed a tracking mechanism to be able to see if our enforcement efforts are occurring in neighborhoods, but until AVL is available with our RMS it is not possible to track the percentage of officer time spent in these areas. • Training: Both Police and Fire services have State mandated training requirements that must be adhered to for personnel to maintain their police officer, firefighter, and EMT-P certifications and licenses. We also have career development guides to assist personnel in making the right course requests to improve their ability to promote when they have the required time of service. We 16 recognize that high quality training is needed to ensure our personnel are ready when called upon in times of emergencies. • Communication: We are continuing to find ways to communicate more effectively and consistently with personnel to minimize the impact of rumors. In FY 2009 we started publishing a quarterly DPS newsletter to keep personnel informed of internal issues that can affect the department. We also have an email subscription services for members of the community to get weekly crime reports and have started alerting both the community and Council via the ConnectCTY program. The critical items in DPS that will require coordination citywide are the continued construction and eventual grand opening of the DPS headquarters building, the beginning of the DPS North project, our continued efforts to work to keep the Town Square environment safe and secure, and our efforts to ensure wildlife does not pose a risk to residents. Business Interruption Risk: I. NATURE OF THE BUSINESS The Department of Public Safety (DPS) is responsible for providing public safety services to the geographical area comprising the City of Southlake. The Department is comprised of Police Services, Fire Services and Support Services. The Director of Public Safety serves as the department head and provides strategic direction to the department. Police and Fire Services are headed by the Police Chief and Fire Chief respectfully. II. CRITICAL SERVICES The DPS is responsible for providing public safety services in the City of Southlake. During emergency situations the department is responsible for providing the following critical services: 1. Police Services a. Patrol b. Criminal Investigations c. Community Relations 2. Fire Services a. Fire Operations b. Emergency Medical Services c. Hazardous Materials Response d. Emergency Management e. Fire Prevention/Investigation 3. Support Services a. Professional Standards b. Records 17 c. Accreditation III. Critical Technology City Server — Currently the Department of Public Safety relies on the City server to store, retrieve and review data files. This includes departmental financial records, FIREHOUSE reporting system, and CRIMES records management system. Without immediate retrieval of these critical records the ability to comply with the freedom of information act is compromised. 2. Email and Phone — A primary function of the Department is communication with members of the residential and business community. The Department also must communicate with our partners and other internal City departments. The use of emails (Outlook), Connect CTY (web & phone based) cell phones, and City phones is critical for DPS to communicate during emergency and non -emergency situations. 3. Radio System — The Department relies on an 800 mhz radio system to communicate during emergency and non -emergency operations. The system is part of the Northeast Tarrant County Radio Consortium and allows communication with our surrounding cities when mutual aid is required. IV. Identified Departmental Risks 1. Succession Planning — The Department has two Chiefs and each has a Deputy Chief that is responsible for the daily operation of the police and fire divisions. The Department is working toward formalizing a career development process to ensure internal employees are capable and ready to promote to leadership positions as they become available. 2. Cross Training — Many areas are staffed with a single employee. The Department has begun the process of cross -training employees to be functional on a fill in basis as needed to ensure areas such as records and emergency management remain functional in the absence of the primary employee assigned to the area. 3. Loss of Legal Records and Data — The department uses separate records management systems for Police and Fire Services. The records coordinator retains paper copies of reports and records which are stored according to legal requirements. A catastrophic event (such as a tornado or fire) destroying these paper records would cause an interruption should these legal records be requested. A failure of the City network also makes accessing the digitally stored records management system impossible. 4. Building System Failure — The City of Southlake facilities were built to the safety and code standards of the time of construction. Failure of those buildings due to 18 catastrophic event would have the ability to hamper City communication and house critical City technology and physical materials. Should the physical buildings fail; digital information for decision making can be accessed through the backup servers maintained by Information Services. Police and Fire Services would have to make temporary shelter accommodations for personnel and equipment in the event of a building system failure. 5. Equipment Failure — Specialized public safety equipment such as fire apparatus are costly budgetary expense for the City. In the event a piece of critical equipment is damaged or destroyed there will be a delay in providing emergency services as mutual aid responses would be required to fulfill those obligations of public safety services until a replacement piece of equipment can be acquired. V. How to Minimize Risk 1. Risk can be minimized with the implementation of a career development guide. 2. Risk can be minimized by ensuring all personnel are trained in how to properly operate and care for emergency equipment and apparatus. 3. Risk can be minimized by continuing with the construction of DPS facilities according to the plan to include the DPS headquarters and DPS north facility. 4. Risk can be minimized by providing fire proof cabinets for critical documents. Duplicate copies of documents should be available at a designated off -site location. 5. Risk can be minimized by ensuring we continue to have strong mutual aid relationships with neighboring cities. 6. Risk can be minimized by ensuring on -going maintenance is conducted on critical assets and replacement program schedules are adhered to. • Human Capital Risk: DPS will be conducting staff analysis in FY 2010 to ensure staffing levels are consistent with service demands and to ensure we have a detailed plan developed for meeting staffing requirements with accurate projection for the next five years. This analysis is scheduled to be completed no later than Q2 of FY 2010. DISCUSSION: o Fire Services will need an additional six firefighter to fully staff the truck in FY 2010. o Fire Services will need an additional twelve firefighters upon the opening of DPS North in FY 2012. o Police Services currently needs one extra detective to meet service delivery and customer service expectations. o Police Services will need four officers dedicated to Town Square patrol in FY 2010. o Police Services will need a front desk officer upon the opening of DPS headquarters in FY 2010. 19 o Police Services will require a full time range master upon the opening of DPS North in FY 2012. ■ Further study is required to evaluate the staffing needs of each workgroup beyond the list included above. • Regulatory Risk: DPS is regulated by the Texas Commission on Law Enforcement Officer Standards, the Texas Commission on Fire Protection, the Department of State Health Services. We also must comply with numerous legislative mandates on both the State and Federal level. 20 CCPD Strategy Map Fulfill Our Mission Deliver on Our Focus Areas Serve Our Customers Manage the Business . - F3{Invest to provide and maintain high quality public assets Promote Learning and Growth Quality Development B5 Optimize use of technology Live Our Core Values Integrity • Innovation • Accountability • Commitment to Excellence • Teamwork 21 Request for Resources Crime Control and Prevention District Request Amount Link to Departmental Initiative 1. Improve $ 57,000 Purchase twelve portable radios to replace units not Portable Radio compatible with re -banding. reliability (135: Optimize the use of technology) 2. Upgrade in $ 62,500 Begin upgrade of video system to meet minimum car video system requirements as outlined by IACP. system (135 Optimize the use of technology). 3. Purchase $ 50,000 Purchase vehicle specifically designed for the Crime Scene housing and storage of crime scene investigation Vehicle equipment and supplies. (133 Pursue innovative service delivery options) 4. Replace $ 65,000 Second year to finish the replacement of patrol patrol laptops laptops with ruggedized units. (135 Optimize the use of technology) 5. Public Art $ 45,000 Purchase and install the historical bell and contract for DPS HQ for a mural in main lobby. (F3 Invest to provide and maintain high quality public assets, C3 Provide attractive and unique spaces for enjoyment of personal interests) 22 Conclusion The Crime Control and Prevention District provides funding for public safety services to the geographical area of the City of Southlake. The outlined initiatives will allow the Department of Public Safety to continue to provide the high level of customer service expected by the residents and businesses in Southlake. The Department of Public Safety will hold itself accountable for achieving all the initiatives included in this plan by provided reports containing our progress toward the accountability indicators contained herein. 23 REVENUES Sales Tax Miscellaneous Income Interest Income Total Revenues EXPENDITURES Personnel Operations Capital Total Expenditures Net Revenues Transfers Out -General Fund for debt service ansfers Out -Crime Control Project Fund ,tal Other Sources (Uses) Beginning Fund Balance Ending Fund Balance SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT - OPERATING FUND FY2010 Proposed Budget 03:25 PM October 1, 2009 through September 30, 2010 07/13/09 2008 Actual 2009 Adopted 2009 Amended $ Increase/ (Decrease) Adopted % Increase/ -Decrease 2010 Proposed $ Increase/ (Decrease) Adopted % Increase/ -Decrease $4,541,280 $4,601,783 $4,371,694 ($230,089) -5.0% $4,153,109 ($448,674) -9.8% 0 0 743,607 $743,607 0.0% $743,607 $743,607 0.0% 281 275 $200,000 70,000 ($130,000) -65.0% $50,000 ($150,000) -75.0% $6,186,301 $4,822,555 $4,801,783 $383,618 8.0% $4,946,716 $144,933 3.0% $99,003 $0 $0 $0 0.0% $0 $0 0.0% $32,457 $25,000 $25,000 0 0.0% $107,000 82,000 100.0% 143 780 $145,000 $145,000 0 0.0% $222,500 77,500 53.4% $275,240 $170,000 $170,000 $0 0.0% $329,500 $159,500 93.8 % $4,647,315 $4,631,783 $5,015,301 $383,518 $4,617,216 ($14,567) 0 0 0 (1,436,687) (7,040,250) (7,325,250) (7,325,250) 0 (7,040,250) (7,325,250) (7,325,250) (1,436,687) $6,088,827 $3,595,892 $3,595,892 $1,285,943 $3.595.892 1.285.943 $4.466.472 (Reference to Section 363.203, Local Government Code, Annual Budget Proposal.) 1. Outstanding obligations of the District are the repayment of Certificates of Obligations issued in May 2009 in the amount of $7,575,000 with a FY 2010 debt service payment of $1,436,687. The certificates of obligations will be paid off in FY 2015. 2. There is $1,285,943 in the Operating Fund and $8,000,001 in the Capital Projects Fund estimated to be on hand as of the beginning of FY2010. 3. An estimated $4,153,109 is expected to be received by the District during FY2010 in sales tax revenues. 4. Total revenue is estimated at $4,946,716 consisting of sales tax, miscellaneous and interest income. 5. Total money requested to fund programs is $329,500 for equipment, public art and security initiatives. 6. Total transfers of $1,436,687 requested for repayment of outstanding debt obligation. 7. The sales tax rate is .5%. 8. There is $4,466,472 in the Operating Fund estimated to be on hand as of the end of FY2010 9. Total revenues available to cover the proposed budget are $4,946,716. REVENUES Sales Tax Miscellaneous Income Interest Income Total Revenues EXPENDITURES Personnel Operations Capital Total Expenditures Net Revenues Transfers Out -General Fund for debt service �nsfers Out -Crime Control Project Fund ,al Other Sources (Uses) Beginning Fund Balance Ending Fund Balance SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT - OPERATING FUND FY2010 Proposed Budget 03:25 PM October 1, 2009 through September 30, 2010 07/13/09 2008 Actual 2009 Adopted 2009 Amended $ Increase/ (Decrease) Adopted % Increase/ -Decrease 2010 Proposed $ Increase/ (Decrease) Adopted % Increase/ -Decrease $4,541,280 $4,601,783 $4,371,694 ($230,089) -5.0% $4,153,109 ($448,674) -9.8% 0 0 743,607 $743,607 0.0% $743,607 $743,607 0.0% 281 275 $200,000 70,000 ($130,000) -65.0% $50,000 ($150,000) -75.0% $5,185,301 $4,822,556 $4,801,783 $383,518 8.0% $4,946,716 $144,933 3.0% $99,003 $0 $0 $0 0.0% $0 $0 0.0% $32,457 $25,000 $25,000 0 0.0% $107,000 82,000 100.0% 143 780 14$ 5,000 $145,000 0 0.0% $222,500 77,500 53.4% $276,240 $170,000 $170,000 $0 0.0% $329,500 $159,500 93.8% $4,547,315 $4,631,783 $5,015,301 $383,518 $4,617,216 ($14,567) 0 0 0 (1,436,687) (7,040,250) (7,325,250) (7,325,250) 0 (7,040,250) (7,325,250) (7,325,250) (1,436,687) $6,088,827 $3,595,892 $3,595,892 $1,285,943 $3.595 892 0 ¢2 1.285.943 $4.46�6 47 (Reference to Section 363.203, Local Government Code, Annual Budget Proposal.) 1. Outstanding obligations of the District are the repayment of Certificates of Obligations issued in May 2009 in the amount of $7,575,000 with a FY 2010 debt service payment of $1,436,687. The certificates of obligations will be paid off in FY 2015. 2. There is $1,285,943 in the Operating Fund and $8,000,001 in the Capital Projects Fund estimated to be on hand as of the beginning of FY2010. 3. An estimated $4,153,109 is expected to be received by the District during FY2010 in sales tax revenues. 4. Total revenue is estimated at $4,946,716 consisting of sales tax, miscellaneous and interest income. 5. Total money requested to fund programs is $329,500 for equipment, public art and security initiatives. 6. Total transfers of $1,436,687 requested for repayment of outstanding debt obligation. 7. The sales tax rate is .5%. 8. There is $4,466,472 in the Operating Fund estimated to be on hand as of the end of FY2010 9. 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