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HomeMy WebLinkAboutFY 1988 - 1990 -- Three Year ProposaltA.011 College- - Department Proposal cee year c STATION EGE VeaYs f-Iscala�uaYy 11g88 'POI-Ice GRIEF of 5- -opti Mlcw.-E `W City of College Station POLICE DEPARTMENT / POST OFFICE BOX 9960 2611 TEXAS AVENUE COLLEGE STATION, TEXAS 77840-0960 January 1, 1988 Mr. King Cole City Manager City of College Station Dear Mr. Cole; Respectfully submitted is a comprehensive analysis and review of the present and future organizational needs of the College Station Police Department. The report contains many issues pertaining to staffing, costs, responsibility, effectiveness and efficiency of the Police Department. As one of the most important functions of Police Management, it is critical to provide for an adequately organized, supervised, trained and equipped police department. However, recognizing the existence of financial constraints, and limitations, Police Management is further charged with utilizing available resources to their maximum potential by Increasing efficiency. The following recommendations attempt to meet both responsibilities. Many hours of deliberation and discussion transpired prior to the finalization of this document. Input and direct involvement from all levels of the department contributed to the proposal. The work effort displayed illustrates a renewed effort for the Police Department to continue in its efforts to ensure that College Station, Texas is a safe and wholesome place to live. I request your careful consideration and review of the proposal. Michael L. Strope Chief of Police REORGANIZATIONAL ASSESSMENT TASK FORCE MEMBERS Appointed July 24, 1987 Chief Michael Strope De�ec"�v�� Rita Watkins -eZ A! Wke Mathews _74___________________________ Lt. Mason Newton 1______ Sgt° GaNbrton -�-�----7�� ---------- Sgt. Mar Lar"ell ________ Snr. urrzcer Jim Mann / ---------- PH. Ofcr. Scott McCollum ;��-][-------- ---Tr---- n��cyrds Super sor Stephanie "S&3 ___~_____... _______....... Program Analyst Ronnie Horcica EXECUTIVE SUMMARY The organizational structure of the College Station Police Department has for many years been unable to take full advantage of several principles of organizational development. This situation has made it difficult for the department to find direction and initiate planned progress. These basic principles consist of Unity of Command; wherein each employee is responsible to only one immediate supervisor, and Clear Lines of Accountability; as in understanding the various duties for the employee is responsible. It is of utmost importance that these principles of organization be followed so that the department may provide a continued level of effective and efficient services. The workload and demand upon available manpower within the police department has steadily increased. Between the years 1983 and 1986, major crimes reported in College Station have Increased by 40%. Citizens requests for police services have increased by 12%. Because of the lack of available skilled staff and the increased workload, other police functions such as criminal investigation, training, crime analysis, planning and research have become lower priority issues. The inability to address these functions is hampering the operational activities and department efficiency. In the course of the department's striving for service efficiency, preliminary changes have helped alleviate some of the problems encountered and improved efficiency. However, a shortage of skilled manpower still exists which creates a domino effect throughout the department. For example, there is a definite need for additional staffing in the Criminal Investigation Division. However, this cannot be accomplished without sufficient staffing in the Uniform Division. The primary responsibility of the department is answering calls for service. If the department has difficulty fulfilling this responsibility, more employees must be relocated to the Uniform Division so that this fundamental responsibility can be accomplished. By taking this action, present and future growth in other divisions is hindered, thus making it difficult to meet other expectations of the citizens in the community. One of the reasons for lack of manpower is the turnover rate of employees within the department. This situation has been occurring for two primary reasons. First, employees do not currently receive incentives or recognition for their added responsibilities or personal endeavors, and secondly, it is difficult to establish designated career paths. The City, as well as the department, sustains a significant loss of an employee when he/she decides to leave for those reasons. It is estimated that the cost of a productive police officer is approximately $45,000 during the first year of his employment. This figure includes initial selection, equipment, and training. It can be seen that there is quite an investment made in hiring a new officer. Therefore, it is imperative that the employee serve in full capacity and for a length of time that will allow the City or Department to gain a return on that investment. When viewing the requirements needed to retain professional officers, it is a small percentage of the total cost that will be accrued should one or more officers leave the department. The Police Department has made every attempt to better utilize the staff allocated. The proposed incentives and positions are needs that the department requires to date, through the year 1990. These propositions are based on careful planning and evaluation and are submitted in order to provide efficiency within the department and service as required to the citizens of our community. When considering any type of proposal, a primary consideration is cost. A cost analysis has been performed on each of the proposals and a total cast per fiscal year has been determined. The, following table illustrates the total cost per fiscal year. FISCAL YEAR ESTIMATED TOTAL COST 1988-1989 89,440 1989-1990 82,356 1990-1991 69,000 Total Estimated Cost for All Three Fiscal Yrs-240,796 TABLE OF CONTENTS INTRODUCTION GOALS COORDINATION ORGANIZATIONAL STRUCTURE Page No. I. Police Administration: .......................... 1 Historically, problems and preliminary changes, proposals. II. Uniform Division: ............................... 5 Historically, problems and preliminary changes, proposals, three year projection. III. Criminal Investigation Division: ................ 20 Historically, problems and preliminary changes, proposals, three year projection. IV. Technical Services Division: .................... 26 Historically, problems and preliminary changes, proposals. V. Special Services Division: ....................32 Historically, problems and preliminary changes. VI. Costs: .......................................... 34 VII. Appendix VIII. Job Descriptions: * Chief of Police * Jail/Communications Supervisor * Major * Communications Operator * Captain * Dispatcher/Jailer * Lieutenant * Records Technician Supervisor * Sergeant * Records Technician * Senior Officer * Programmer/Analyst * Police Officer * Traffic Analyst * Admin. Secretary * Secretary * Animal Control Ofcr.* Janitor INTRODUCTION A Police Department is an organization created to provide protective and human services to the citizens of a given community; therefore, to understand an organizational structure, one must understand three important factors. First, the Operations Bureau of the organization actually performs the services through such functions as patrol, investigations, traffic enforcement and animal control. Secondly, services cannot be readily provided unless the operations component of the organization is accompanied with an effective Support Services Bureau that provides supplies, communications and records. Finally, the third aspect of organization is that there must be planning, direction, policy and control through Administrative activities. The combined interaction of these three components - Operations, Support Services and Administration comprise the organizational structure of the department and significantly contribute to its effectiveness. The purpose of organization is to simplify the direction, coordination and control of members of the department so that the goals of the department may be gained easily, effectively and satisfactorily. Personnel must be directed; they must be given defined tasks and instructed in their performance. Since many are involved in the same task of achieving the goals set by the department, their efforts must be coordinated If they are to work in harmony. GOALS An organization's effectiveness is measured by the recognition and accomplishment of clearly defined goals. Briefly and in broad terms, the police department's goals are to: * Protect life, liberty and property. * Reduce criminal opportunity. * Recover stolen and/or lost property. * Preserve civil order. * Investigate criminal offenses. * Enforce statutory law. * Apprehend violators and seek prosecution. * Provide assistance and non -enforcement services to the public though education, advice and referral. The importance of departmental goals cannot be overemphasized. They provide orientation, assist in establishing policy, provide motivation, and serve as the basis for how work will be divided, or in other words - Organized. COORDINATION The quality of services provided by the police department is directly effected by how the organization works together as a "whole". In order to create this coordinated effect, certain principles must be followed with regard to organization: 1. Unity of Command - each employee is responsible to only one immediate supervisor. 2. Span of Control - a workable number of activities and employees that one person can effectively supervise. 3. Clear Lines of Responsibility - the understanding of various tasks for which the employee is responsible. 4. Delegation of Authority - the sharing of responsibility with those engaged in performing the tasks. In order to provide the citizens of a given community with the services that they require, a police department must operate in an efficient and effective manner. This can be accomplished through a clearly defined organizational structure that provides adequate personnel who are properly trained, equipped and supervised. However, if Just one of those elements is missing, it could effect the efficiency or the effectiveness of the department as a whole. Chief of Police I COLLEGE STATION POLICE DEPT. COLLEGE STATION TEXAS intV'Ra'UPPaRrs I Adm, 8ocrot,arr (Public Information Plannin Researc Operations Bureau I I Services Bureau Police Reserves H Secretary ( Secretary Systems Analyst Uniform Division Investigat%ns Div I ( Tech Div) Services I Spec a.1 services I Patrol Section Warrants First Watch I Crime Narcotics I Animal CH. Property Prevention Investigator Evidence Supplies Section Selective Traffic Section Enforcement Unit School Xing. Recruitment Crime Scene -� Squad 1 Jail Training Technician Communicatins Section i -i Squad 2 Section Investigations --i Shift 1 I School Section Patrol Section --i Liaison Second Watch Shift 2 � Officer Crimes Against —� Squad 3 --� Shift 3 Persons Unit --I Squad 4 Permits and Records Licenses Crimes Against Section Property Patrol Section Traffic/Crime Unit Third Watch H I K-9 Unit Analyst ---{ Shift 1 Juvenile Squad 5 —� Shift 2 Investigations Unit ---I Squad 6 Building Authoriztd Civilian Maintenance . Sworn 1 Adm, Secretary 1 Chief 2 Secretary 2 Majors 1 Program Analyst 0 Captain 1 Crime/Traffic Analyst (grant) 6 Lieutenants 2 Animal Control Officers 9 Sergeants 3 Jail/Comm. Supervisors 2 Step Officers (grant) 9 Dispatcher/Jailors 20 Senior Officers 1 Communications Operator 24 Patrol Officers 1 Records Supervisor 64 Total 4 Records Technicians (8 reserve officers) 1 Custodian 26 Total dministration POLICE ADMINISTRATION When considering reorganization, it is necessary to examine the Administrative function of the department. Police Administration is responsible for planning, organizing, directing, staffing, budgeting and controlling the activities within the department by the application of policy and procedure. To provide these essential elements, an adequately trained staff, defined areas of responsibility and authority, and proper supervision is necessary. The Administrative goals of this department are to provide planning, budgeting, policy and procedure, organization and direction in a clear and concise manner. HISTORICALLY In the past, the Administrative function consisted of a Chief, a secretary, -an assistant with training and recruiting sections, a Major and a Captain. The following Administrative Section of the organizational structure depicts these positions. I char or Poltco I Adm. Secretary ; I Adm. Assistant I I Training Recruiting I I captain I I CID Uniform Div, TKMIcal Services special Services V The Chief is the executive officer responsible for directing and managing personnel, equipment, and resources assigned to the Police Department. The Administrative Secretary performs clerical duties for. the Administrative Section. The Administrative Assistant performed the internal affairs function for the department. He also supervised the Training and Recruiting Section. The Major has served as an assistant to the Chief and is the commander over the Operations Bureau (i.e. Patrol, Traffic and C.I.D.). The Captain served as an assistant to the Chief and was the commander over the Support Services Bureau including Supplies, Records, Communications and Special Services. PROBLEMS AND PRELIMINARY CHANGES By working with this administrative structure, many problems arose. These areas consisted of: lack of communication, lack of accountability, and lack of uniformity in structure. Preliminary changes were made to help correct these problems. The changes consisted of raising the rank of Captain to the rank of Major. By doing this, the problem of lack of uniformity of structure was corrected. This placed a Major over both the Operations Bureau and the Support Services Bureau. This action also improved the communication and accountability problems. Training and Recruiting was reassigned to the Support Services Bureau, allowing the Administrative Assistant to be in charge of not only internal affairs investigations, but also serve in the capacity of Inspections and the Public Information Officer. This position currently is a Sergeant's position. PROPOSALS: Administrative Assistant It is proposed that the Administrative Assistant position be upgraded from a Sergeant's position to a Lieutenant's position. The reason for this upgrade is that the newly acquired functions of the Administrative Assistant warrants more accountability. The Assistant will be required to assist the Administration in budgetary considerations. He will be required to perform interdepartmental audits on various sections of the department to ensure that the department operates in its full capacity. The principle duties and assignments of this position are important and can be complex. Therefore, it is proposed to raise the position of the Administrative Assistant to the rank of Lieutenant. 2 PLANNING AND RESEARCH It is proposed that a position of Planning and Research be created in the Administrative level. This will be a position that carries no specific rank. The position will be appointed by the Chief as necessary, and as the needs of the department arise. The area of Planning and Research is often overlooked. However, this area is of great importance. Change is a given characteristic of the law enforcement spectrum, and with changes comes the need for Planning and Research. Too often, this area has been covered by borrowing time from administrators. When time is borrowed, time is limited, therefore, not allowing for thorough planning and research. By creating a position that is specifically designed for this type of work, the department can provide it's constituents with complete and accurate information. Planning and Research is essential to the successful conclusion of any serious endeavor, therefore, a very needed position within the department. CAPTAIN It is proposed that a position of Captain be created for the Uniform Division. This division is the largest and most complex division, warranting ample supervision and direction. In the past, the Uniform Division and the Criminal Investigation Division were supervised by the Major. However, through the years, the Uniform Division has grown in size and complexity. The position of Captain is needed to coordinate the growing needs of the Uniform Division. The Captain will be required to supervise the Uniform Division, assist in the development of departmental programs, assist in budgetary considerations, and related duties as required by the Major. EQUALIZED PAY GRADES Currently, the pay grades for given ranks (i.e. Majors, Lieutenants, Sergeants) are established at different levels. For example, Patrol Lieutenants and C.I.D. Lieutenants are currently established at pay grade 26. While Technical Services and Special Services Lieutenants are currently at pay grade 25. Due to this situation, the department has been unable to utilize it's manpower to its full capacity. The department cannot reallocate Lieutenants or Sergeants into different divisions or sections to receive experience in different areas within the department. If this situation continues to exist, the department will become even more specialized than it is currently. 3 a Specialization inhibits the department's growth. Generalization is the Police Department's goal for it's personnel. Generalization allows personnel to have a better understanding of the many activities of law enforcement. This In turn, creates a better serving police officer, regardless of the capacity in which he/she is assigned. Therefore, it is proposed that equalized pay grades be established for all ranks. CONCLUSION These are the proposals requested for the Administrative area of the department. The implementation of each one of these proposals will contribute to a more effective and efficient department. They provide for solutions to the problems that were discussed earlier. The following organizational structure for the Administrative level depicts these proposed positions and functions. I Chief of Police I I Adm. Assistant I I Adm. secretary I I ResearPienni I cnl MaJ. t(Jp cations) I I Captain I CID I I Division I 4 IMai. (services) I 7eciudc01 Services Special Services 11 I I il 1� I UNIFORM DIVISION The basic purpose of the Uniform Division is the elimination of the actual opportunity, or the belief in the opportunity, for successful misconduct. The mere presence of a patrol officer does not remove the desire of a thief to steal, but the opportunity for a successful theft is reduced. Patrol is an indispensable service that plays a leading role in the accomplishment of the police purpose. It is the front line division that directly attempts to eliminate the opportunity for misconduct. Sufficient availability of patrol officers is of the essence, because time is such a critical factor in most police work. The patrol officer serves In a variety of different capacities. He is a social worker, a problem solver, and a roving city representative, to mention a few. HISTORICALLY Presently, 91 percent of the department is assigned to the Uniform Division. In the past, equally staffed patrol shifts . rotated on a bi-monthly basis, allowing officers to experience different types of working conditions as they exist throughout the day. The Uniform Division consisted of a First Watch (morning), Second Watch (evening), and a Third Watch (night). Specialized areas such as traffic enforcement, warrants, animal control and school crossing guards existed as separate entities. The K-9 Unit was assigned to a designated shift and also rotated on a bi-monthly basis. The following Uniform Division portion of the organizational structure depicts this arrangement. Lieutenant Sergeant Sergeant p�rol I patrol �r'car I Officer Petrol I Lieutenant Sergeant Sergeant ������ Officelr Offcer Animal Control I Control officer Control Officer 5 I Traffic I Lieutenant Sergeant Sergeant I Sergeant POLO' Patt o� Flol Officer Offcer Officer [School Crossing Crossing Guard Crossing Guard PROBLEMS AND PRELIMINARY CHANGES Many problems were experienced in the Uniform Division as it existed in the past: Patrol Officers were limited to the activities that they wished to pursue while off -duty (i.e. family affairs, college courses, off -duty work, etc.). It was also difficult to properly adjust sleeping habits. This problem existed because designated shifts rotated on a bi-monthly basis. This limited college education because of three month semesters and limited off -duty work due to time constraints (time of day). Preliminary changes were made to alleviate these problems. The reorganizational task force conducted an interdepartmental survey that requested preferences in shift rotation, shift assignment, and other variables. The general consensus of the Uniform Division was to switch from a bi-monthly rotational system to a permanent or yearly rotational system. The task force also conducted a study on calls for service as related to manpower requirements for the Patrol Division. This study evaluated the number of calls for service as related to the time of day that the calls were received. The study was conducted for the year 1986 (the most current data available). The following graphs and explanations are the results of the study. They give a graphic illustration of the calls for service and the required manpower needed to answer these calls. The following graph denotes the yearly total number of calls for service by the hour of day. Number of Calls Bu Time of Dau lop 2090 8P 1644 6P 1542 4P 1799 2P 1992 N 1619 o i 10A 1440 Calls E 8A 1357 t— 6 A 901 4A 485 •2A 1170 12M 2307 0 1000 2000 3000 Plumber of Calls N. These calls for service totals were then divided by 365 (days) to obtain Graph #2 which shows an average calls for service by the hour of the day. 15- 0 Percentaue Calls bu Hour 12M 2A 4A 6A 8A 1 OA N 2P 4P 6P 8P t OP Time of Day 7 To follow is a list of signals (calls) classifying each signal into two major categories: calls that require immediate officer response and calls that require a back- up unit. CALLS REQUIRE IMMEDIATE OFFICER RESPONSE Accident Minor Deceased Person Drowning Public Intoxication Escort Highway Obstruction Hit and Run No Injury Public Assist Traffic Cit Arrest Assault Towed Vehicle Unauthorized Use Motorist Assist Warrant Arrest Indecency w/Child Traffic Complaint Accident Nonreportable Traffic Direction Civil Matter Emergency Message Kidnapping Disorderly Conduct Runaway Agency Assist Minor in Possession Welfare Concern CALLS REQUIRING BACK-UP UNIT Accident Major Alarm DWI Gunshot Agg. Robbery Open Door Public Disturbance Prowler Sexual Assault Suspicious Person Civil Disturbance Robbery. Reckless Damage Criminal Trespass Unlawful Carrying Weapon Fight in Progress All other calls normally do not require an immediate response by an officer. 0 These calls for service were then evaluated and a determination was made whether the call required a one officer response or a two officer response. The following two graphs illustrate the manpower requirements throughout a 24 hour day. Calls Reauirina One Officer Bu Time of Dau /1015 I OP -0�5 GP 844 6P 891 0 4P 1206 2P N 793 1 Off /2hr 10A bli SA 9 6A 4A ,490 2A 991 12M 0 Number of Calls Calls Reauiring Two Officers 1 OP SP z 14 6P 240 4P 179 2P 159 N 123 S 10A 149 ■ 20ff/2hr 8A 6A I50 168 4A 488 2A if 1006 1 2M 0 200 400 600 800 1000 1200 Number of Calls The last graph is a combination of the previous two graphs but on a percentage basis. It plots one officer response calls with two officer response calls in an attempt to illustrate the need of additional officers during specific times of the day. Percent ComDorison/Number of Officers 30 - L 20 r 10 v 0 12M 2A 4A 6A 8A 10A N 2P V 6P 8P 10P Time of Dag When the results of the survey were received, a permanent shift assignment was set up. This action created a degree of stability in the officer's lives, allowing them to pursue other interests.. The results of this action has increased college course attendance by 6 percent. This type of shift assignment has proven successful and will be evaluated on six months intervals. Communications problems existed in the Uniform Division because of the lack of defined lines of communication. This problem occurred because the specialized sections existed as separate entities. This problem was corrected by implementing preliminary changes. These changes consisted of assigning the specialized sections to certain watches, according to the nature of their duties. The traffic enforcement unit, warrants, animal control and school crossing guards were assigned to the First Watch, the K-9 Unit was assigned to the Third Watch because of the greater need of the Unit during the night time hours. 10 The availability of officer's hours for training purposes was also a problem. Preliminary changes were made to correct the problem. The area of training is very important. The liability of the municipality has been established by several.courts which have held that where death or injury resulted from the accidental discharge of a weapon or from its faulty handling by the officer, the ultimate responsibility lay in the failure to provide proper training. The cost of training of a recruit, and continuing his training throughout his career, is far less than that which might be incurred by the City for damages, early retirement benefits, or widow's pensions. This liability problem has been recognized by the department and action has been taken to alleviate it. This action consisted of dividing each patrol watch into two separate squads. Each squad consists of a sergeant and squad members, allowing for better communication and accountability. Each squad has a given two days off. These days off are unlike the other squad's. This allows for an alternative day to be utilized as a training day. This also allows for more efficient utilization of manpower by scheduling a majority of officers on duty at high points in a week (i.e. Thursday, Friday, Saturday). By utilizing manpower in this fashion, tactical days have been implemented. These tactical days are days where officers perform specific duties. These duties range from foot patrols, to DWI enforcement and are subject to change as the need arises. This method of scheduling has proven successful and will be evaluated on six month intervals. The following uniform Division portion of the organizational structure depicts this arrangement. unirorm DlNsian _1 —{ Petrol Section � We. ts first Mh1d� MOW Ctrl. ISebctive Team EnfSctiooi Xinq. orcement UrAt Spud 1 S4ird 2 Petroi section Second Wetcfi LM Petrol SWthn H K-9 Mt Third W" LM 11 PROPOSALS Special Pay Incentives There are positions within the police department that require an increased acceptance of responsibility, yet are not a rank promotion. Therefore, the individuals in these positions are not given reimbursement for their increased level of responsibility. Two positions are of main concern. Field Training Officer The field training officer (FTO) is a position of vital importance because, it is this officer that reflects the department as it pertains to the Uniform Division. The field training officer is of senior officer status. The officer is chosen to be a field training officer based on his attributes and job performance. The officer is responsible for training new recruit officers. This is the most important training a recruit officer receives as he begins his career in law enforcement with this department. The field training officer is responsible for setting the tone that the department wishes to reflect. He is responsible for teaching the recruit basic duties, responsibilities, and departmental policies and procedures. This position is of temporary status and is held only as training of new recruits is required. Because of this position's level of responsibility, vital Importance and temporary status, it is proposed that this position receive specialty pay of $50.00 per month while engaged in FTO duties. Motorcycle Officer The motorcycle officer serves in an important function of the department. More people are injured and killed in automobile accidents than as a result of all other acts under police control. Accidents and congestion are evidences of failure to provide safe and rapid movement of vehicles. It is felt that first attention should be given to accident prevention because of the pain and sorrow that comes with injuries and death. It is the primary responsibility of the motorcycle officers to implement extensive traffic enforcement programs to prevent the level of accidents that occur within the community. These officers also incur other responsibilities by the nature of their work. 12 They are responsible for funeral escorts, parades, etc. These officers also have to face extreme weather conditions, as well as the hazardousness if involved in an accident. Because of the extended responsibility and danger that is instilled :into this position, it is proposed that the position of motorcycle officer receive specialty pay of $50.00 per month while engaging in motorcycle assigned activities. Educational Incentive Pay Education is the basis for success in any endeavor. Law enforcement has evolved into a profession. Although this professional evolution has taken place, educational requirements to enter the profession have not increased, therefore, establishing inferior pay grades for officers In relation to the type of work performed. Many officers have taken it upon themselves to pursue additional education. Some officers have earned associate degrees, bachelor degrees, and even masters degrees. But presently, these officers are not monetarily reimbursed for their added efforts to improve themselves. These certain individuals are an asset to the department, contribute various ideas and resources to the department and excel rather quickly. However, persons of this quality sometimes seek greater challenges due to the pay grade established. The turnover rate of this department exhibits this fact. It is of utmost importance to retain this caliber of employee within the department. Therefore, it is proposed that officers possessing a minimum of 62 college hours or an associates degree in a law enforcement related field, receive $50.00 per month educational incentive pay, officers possessing a bachelor's degree receive $75.00 per month educational Incentive, and officers possessing a masters degree receive $100.00 per month educational incentive. Senior Officer Status Presently, there are twenty two positions allocated for senior officer. These positions include field training officers (FTOs), detectives, crime prevention officers, and the property officer. This situation reflects back to the ability to maximize the utilization of available manpower. By having limited positions, individuals within the department are limited in their achievements. They are unable to progress since senior officers are currently the only pool from which the promotions are made. This situation makes it difficult to reallocate employees to other areas for further development. 13 Currently, the only way an individual can progress is if a senior officer position comes open by someone leaving the department. This situation drastically inhibits the potential of the department by preventing the development of it's employees. Therefore, to alleviate this serious problem, it is proposed that any police officer that has been employed with the department for two years, possesses or has the necessary requirements to obtain the TCLEOSE intermediate certificate, and has exceeded the expectations on the performance evaluation for the previous six months, be able to qualify for senior officer status. Part-time Parking Attendant Presently, parking laws are enforced by the animal control officers. These officers daily take time out from their regular duties to enforce parking laws in the Northgate and Eastgate areas of the city. These areas are highly congested areas and contain a high number of parking violations. Often these officers are unable to properly address the parking problem due to the demand of their regular duties, therefore, having little effect on the problem at hand. It is proposed that one part-time parking attendant position be created to allow for adequate parking law enforcement in these problem areas. The congestion in these problem areas will be reduced by consistently enforcing these parking violations. THREE YEAR PROJECTION The reorganizational task force conducted a study on the Uniform Division to determine the manpower requirements currently as well as in the year 1990. This study evaluated historical data on calls for service, historical data on population statistics, as well as projected population statistics for the City of College Station. Upon completion of the study, the results were used in a Patrol Staff Assessment Formula for the determination of required manpower for a given year. The following Patrol Staff Assessment Formulas are formulas derived to determine required manpower for a 24- hour time period by the utilization of several factors. 1 This study can be viewed in it's entirety in the appendix of this proposal. 14 Those factors include Total Calls for Service for the particular year in question, Average Time Required to complete a call, Unobligated Time (Administrative), and Days that an officer is off -duty (holiday, vacation, sick leave). The formula was applied to College Station Police Department as it exists today as well as the department in its projected state in the year 1990. 15 THREE YEAR PROJECTION Patrol Staff Assessment Formula-------------------1987 Step 1 22,000 Total Calls for Svc.-1987 x 58.8 Total Minutes Required 1293600 Total Obligated Time (Mins) 1293600 - 60 Total Obligated Time (Hrs) 21560 Step 2 21560 x 3 Unobligated Time 64680 Total Manhours Available 64680 - 8 Total Man Days Available 8085 8085 365 22.2 Positions Required/Day Step 3 365 Days per Year -138 Days Off per Man 227 Total Work Days Available Per Man 8085 227 35.6 Total Men Necessary to be Assigned to the Uniform Division This formula illustrates that for the College Station Police Department to work efficiently,. 35.6 officers are needed in the Uniform Division in a 24-hour time period. These officers are those of non -supervisory status. This formula only illustrates those officers utilized for Calls for Service. The 22,000 Total Calls for Service in 1987 is an extrapolation projection for the year. 16 THREE YEAR PROJECTION Patrol Staff Assessment Formula------------------1990 Step 1 23,098 Total Calls for Svc.-1990 x 58.8 Total Minutes Required 1358162.4 Total Obligated Time (Mips) 1358162.4 60 22636.04 Total Obligated Time (Hrs) Step 2 22636 x 3 Unobligated Time 67908.12 Total Manhours Available 67908.12 8 8488.52 Total Man Days Available 8488.52 365 23.26 Positions Required/Day 365 Days Per Year 138 Days off Per Man 227 Total Work Days Available Per Man 8488.52 227 37.39 Total Men Necessary to be Assigned to the Uniform Division This formula illustrates that for the College Station Police Department to work efficiently in the year 1990, 37.39 officers are needed in the Uniform Division in a 24-hour time period. These officers are also those of non -supervisory status. This formula only illustrates those officers utilized for Calls for Service. The 23,098 Total Calls for Service in 1990 is a figure obtained by utilizing a ratio projection. 17 The results reveal an increase of 1.79 men from the year 1987 to 1990. This means that two additional positions will need to be created in the Patrol Division by the year 1990 for College Station Police Department to work on an efficient level. OTHER CONSIDERATIONS These projected figures do not include any unusual changes that may occur within the city during the three year span that has been discussed. Many Texas cities are rapidly changing and there are many things that could happen in the College Station environment which could affect the results of the projections made. A reduction by the State Legislature that would affect A&M enrollment and faculty would have a big impact on this area. The addition of several hospital facilities to a city with previously no facilities, will affect the population numbers as well as the composition. Any industrial development employing a significant number of people will bring in support services and additional people. This may not occur within the three year period discussed but, it should be a consideration. Relative figures were obtained from the 1977 "Municipal Yearbook", a publication from the International City Manager's Association. The following table reveals some Interesting figures of other police departments' manpower as compared with College Station. MEAN SWORN/UNIFORMED POLICE POPULATION Population Group Mean Police Population No. Cities 10,000-24,999 854 28 25,000-49,999 74 394 50,000-99,999 120 196 Source: 111977 Municipal Yearbook", (ICMA) p. 160. 18 By looking at these figures it is learned that College Station Police Department falls short of Mean Police Population for a city.of it's size. If we look at the figures for a city of a population group 25,000-49,999 ( a city slightly smaller than CIS ), we find that the Mean Police Population is 74. College Station Police Department is currently operating with a force of 64 with a population of approximately 51,796. This is 10 men short of a national average where 394 cities of a population between 25,000 and 49,999 reported. 19 Criminal Investigation Division CRIMINAL INVESTIGATION.DIVISION The basic purpose of the Detective Division is to investigate certain designated crimes in order to arrest and convict the actors and recover stolen property. This Is done by responding to the scene of the offense for preliminary investigation and interrogation, initiating follow-up investigation, procuring warrants, and making arrests of offenders. Individual detectives are assigned cases on a daily basis. These cases make up the major portion of the detective's daily workload. However, they are also utilized in other capacities. Sometimes they are required to implement stake outs, assist other agencies, and conduct undercover operations, just to mention a few. HISTORICALLY In the past, the Criminal Investigation Division (CID) consisted of a lieutenant, a sergeant, and eight detectives. However, over the last two years, the force of detectives has been decreased. The Brazos County Narcotic Task Force was formed and one detective was assigned as a Narcotics Investigator to this unit. The department began to re-evaluate policies and procedures and a detective was placed in this administrative position. Both of these assignments are on a long term temporary basis and the absence of three detectives creates a large caseload for the five existing investigators. PROBLEMS AND PRELIMINARY CHANGES Statistics indicate that annual clearance rates have increased with a decreased number of detectives, or in other words, CID has become more efficient. However, when the statistics are broken down and evaluated, it reveals that many factors affect this clearance rate. Sometimes the division experiences investigative breaks which allow them to clear multiple cases with a small number of arrests (i.e. In October 1987, 98 storage center burglaries were cleared and only three individuals were arrested). The Criminal Investigation Division is currently understaffed and this fact will be illustrated later in this section. Currently, no changes have been made to correct this problem, due to departmental staffing limitations. W Another problem was that the on -call detective's normal working hours were from 2:00 p.m. to 11:00 p.m. daily. This was found to be an inefficient use of time because usually after 8:00 p.m., it was difficult to conduct any type of business. After 2:00 p.m., it was found to be too late to attempt to obtain warrants or court orders. This problem was corrected by changing the on -call detective's working hours to 8:00 a.m. to 5:00 p.m. This allows for better management of time. There are some changes that will be made in the future that will affect the CID Division. Planning has been implemented to reassign misdemeanor assaults or thefts back to Patrol for investigation. This will lighten the caseload on detectives and allow patrol to receive experience in follow-up investigations. Whenever a major crime (i.e. homicide, sexual assault, robbery, etc.) occurs, the entire detective division is dedicated to that single case until it can be stabilized. When this occurs, other cases are put aside. A possible future change could be the implementation of a Major Crime Task Force which would alleviate this problem. PROPOSALS Crime Scene Technician It is proposed that a position of Crime Scene Technician be allocated to the Criminal Investigation Division. In the past, the department has not had any individual officer that was responsible for Major Crime Investigation. However, the department has had a great need for a position of this nature. This individual will be responsible for the preliminary investigation of major crime scenes. He will be extensively trained in fingerprint identification, latent print classification, coordination of fingerprint files, and will be able to testify in the courtroom as an expert witness on fingerprint identification. This position will allow for more thorough gathering of evidence and undoubtedly assist in the clearing of cases. Case Management Program It is also proposed that a Criminal Case Management Program be implemented by February 1, 1988. This program will utilize management practices that will allow investigators to better utilize and process information received on crimes. 21 It is also proposed that extensive training be a requirement for detectives. Major educational requirements consist of Technical Investigation, Interview and Interrogation Techniques, and Identi-Kit utilization. The following Criminal Investigation Division portion of the organizational structure depicts this arrangement. �I D,. NertoUce IM"Upetar CrW. Steno Teftiden 11 MtivesGgetione Section Crknee Agskot U Pereats Unit Crimes Agelnst ur J tw I inveetiyetia- Unit THREE YEAR PROJECTION The question was asked, "How many detectives would be required to handle the cases assigned to that division in 1987 and how many would be required in 1990, three years later?" To answer this question, the reorganizational task force conducted a study on the Criminal Investigation Division. This study examined various statistics such as type of crimes committed and their occurrences, total cases assigned to the division, clearance rates of cases and caseload per detective. Upon completion of the study, two projections were made. These projections estimated the manpower requirements for the years 1987 and 1990. Following are the formulas used to obtain these projections. The assigned case value only contains cases assigned to investigating detectives. This value does not include detectives of supervisory status. This value also does not include the Juvenile Detective's cases assigned. 22 Therefore, the total detectives that are required to handle the caseload for the respective years is the total investigating detectives and excludes supervisors, the Juvenile Detective, 'and the proposed Crime Scene Technician. DETECTIVE REQUIREMENT FOR 1987 Year Population Assigned Cases Ratio 1985 48,776 4010 8.22 1986 51,796 4645 8.97 Mean: 8.6 Protection: 1987 52,500 4709 extrapolation Total Assigned Cases 4709 Inactive (Cases Not Assign.) -900 Cases Reassigned to Patrol -700 Total Cases Worked by CID 3109 3109 Twelve Months in a Year _ 12 Total Cases Assign./Month 259.08 259.08 Recommended Caseload/Detective/ 35 Month Total Detectives Required to 7.40 = 7.0 Handle Caseload for Ye4r 1987 Current Number of Detectives Assigned to Investigation --- 5 Total Number of Detectives Required for Year 1987-------- 7 Total Additional Detective Positions_ Required to Effic- iently Handle Caseload for the Year 1987----------------- 2 23 DETECTIVE REQUIRED FOR 1990 Year Population Assigned Cases Ratio 1985 48,776 4010 8.22 1986 51,796 4645 8.97 Mean: 8.6 Projection: 1990 57,747 4966 8.6 Total Assigned Cases 4966 Inactive (Cases Not Assigned) -900 Cases Reassigned to -Patrol -740 Total Cases Worked by CID 3326 3326 Twelve Months in a Year _ 12 Total Cases Assigned in a Month 277.17 277.17 Recommended Caseload for Detective/ 35 Month Total Detectives Required to Handle Caseload for Year 1990 7.92 = 8.0 Current Number of Detectives Assigned to Investigation --- 5 Total Number of Detectives Required for Year 1990-------- 8 Total Additional Detective Positions Required to Effic- iently Handle Caseload for Year 1990--------------------- 3 24 So, it can be seen that the current Criminal Investigation Division understaffed by two investigators This is so because the division is with only five investigators. It total of eight detectives will be 1990. 25 manpower level of the is substantially for the year 1987. currently operating is projected that a required by the year Technical Services Division TECHNICAL SERVICES DIVISION The Technical Services Division consists of various sections, each having different responsibilities and tasks. These sections are: *Communications/Jail *Records *Property/Building Maintenance These highly important areas provide essential functions to the department. These include providing 911 and routine telecommunications, radio dispatching, reception, Jail operation, record receiving/retention/copying, computer entry of incidents from reports, property and evidence handling and storage, and the maintenance of the facility. In order that these functions be effectively provided, adequate staff and supervision is of utmost importance. Communications HISTORICALLY In the past, the communications part of the department was at first, a lone person answering telephones and working the radio. As the workload increased, both from the public and the officers standpoint, the staff increased to it's existing shift distribution of three employees and a supervisor, operating on a 24-hour basis. These workloads included additional calls for service, the shift documenting calls for the officers, the introduction of a city detention facility and computerization. The following diagram depicts this section's structure, and includes the general telephone operator's position. 26 PROBLEMS AND PRELIMINARY CHANGES The existing personnel does not permit adequate supervision of subordinates or inmates and frequently doubles an individual's responsibilities. At best, there are 3 persons on duty and the supervisor must perform one of the three "operator" functions. These functions are divided by operational responsibility with those being Radio Dispatching, Complaint Taker (telephone operator), and Jailer. There are often only 2 persons on and this forces the Jailer to check on prisoners when the phones are not ringing or "when time permits", and thus forces a minimum of 9 different lines on the Radio Dispatcher. The liabilities associated with all 3 operating positions are immense and at the same time, the shift supervisor is simply not able to supervise all three to ensure proper performance. Due to the workload of the telephones, during the normal workday and hours, a change was made to alleviate the telephone call burden. This change consisted of routing "non -dispatch" calls to a Communications Operator. A study conducted in 1986 found that only 35% of the telephone calls needed be routed to the Dispatch area. Another study performed during September 1987, found that only 24% needed to be routed to the Dispatch area between 8-5, Monday through Friday. PROPOSAL It is proposed for that one Dispatcher/Jailer be provided each fiscal year totaling to three positions by 1990. While this will not completely free the supervisor, it will provide 3 persons to perform the 3 positions, on a 24-hour basis. It is anticipated that further personnel would not be needed until 1990, when there will become a necessity for a Section Supervisor for Communications. The lack of this position has already been felt and has become troublesome, both for the individual shifts and the Division Commander. Records HISTORICALLY Originally, there were not any Records personnel and the duties of filing, copying and statistical data gathering was performed by the Dispatcher and secretarial staff. The workload increased to the point where assigned "Records Clerks" were mandatory. 27 The department now operates the Records function from 6:00 a.m. to 10:00 p.m. The hours were changed from 8:00 a.m. to 6:00 a.m. due to computerization and the necessity of having someone clear and prepare the system on a daily basis, plus process the preceding 24 hour reports for the departmental personnel and media. The Records Section is currently staffed with a supervisor and 4 Records Technicians. PROBLEMS AND PRELIMINARY CHANGES The "reception" duty for the department has fallen completely on Records personnel, except when no one is on duty. It then falls on the Communications personnel. This increased workload limits the amount of report processing, tabulation and computer entry. These personnel process reports when they are on duty, which leaves the night shift and day shift Uniformed officers without anything but "word of mouth" concerning the previous 8 to 16 hours occurrences. The work being compressed into 16 hours for a 24 hour work period is not efficient for the various dependent sections of the department. Personnel have the added task of taking and writing various offense reports, in an effort to keep officers on the street, which is not as productive as it could be. Due to the limited manpower, this requires almost unlimited access to the documents by persons within the department, which results in missing materials and even offense reports. As in Communications, this area needs to be highly restrictive in accessibility. PROPOSAL Due to the needs of the "operational" components, the management, security of the facility, and the need to process the reports and verify stolen articles on a 24- hour basis should result in the Records Section becoming a 24 hour operation. To accomplish this, two (2) additional Records Technicians are needed to ensure that at least one person is on duty and that the added workload from the public during 8:00 to 5:00 is not sacrificed. This also will not result in the supervisor being tied down as is the case with Communications. This additional manpower will accommodate the current workload for the next three years, yet they are requested one position each fiscal year for the next three years. It is also proposed that a Traffic Crime Analyst be 28 provided so that the department can evaluate its needs on a daily basis as well .as provide needed information for other entities within the City. Records Sactlon Traftic/Crime Sh(R 1 Analyst Shift 2 FURTHER CONSIDERATIONS The surrounding law enforcement agencies have been considering the consolidation of their communications sections. This is an attempt to further maximize the utilization of their resources, enhance communication between the respective agencies, and to decrease operating costs. Should the decision be made to centralize the communications sections, additional personnel would be required to maintain the existing services at College Station Police Department. Dispatch personnel currently perform the jailer duties, and with the removal of the dispatch function from this department, a total of five jailers will be required to perform the jailing needs of the department. The Records Section usually performs their tasks from 0600 hours to 2200 hours. During those times when the section does not have anyone on duty, some tasks are placed on Dispatch. These tasks consist of verifying stolen property and wanted persons for other agencies, and acting as receptionist for the department. Centralizing Dispatch would necessitate making the Records Section a 24 hour a day operation so that they can continue their assigned duties as well as become the Department's telephone answering position. Three additional records technicians would be required if this were to be Implemented. The three civilian supervisors would remain at this department. These supervisors are necessary to ensure proper performance as well as assistance during peak load times. 29 In conclusion, a total of eigh Property HISTORICALLY t This function of the department has been a "sideline" or "odd Job" attached to various persons and positions through the years. Until recently, it was last attached to a Lieutenant, then moved to the responsibility of the Records Supervisor. At present, it is the responsibility of a Senior Police Officer, with assistance from one Records Technician, under the Division Commander's supervision. Another assignment for the Property Officer Is that of building maintenance and the assignment of supervising the janitor. PROBLEMS AND PRELIMINARY CHANGES With the Property/Evidence being a sideline assignment, it was considered as such -and left without much attention that it needs. The building maintenance was the responsibility of the Communications Division Commander and one Janitor was provided for 9,000 feet of facility, who was supervised by the Division Commander. Recent changes have provided an individual to be directly in charge of Property/Evidence. This officer also supervises the Janitor and has been delegated the facility maintenance responsibility. With the aid of a Records Technician, the Property/Evidence operation should not be permitted to deteriorate into the previous state of condition. The department is responsible for the entire facility, including Municipal Court, which now totals in excess of 28,000 square feet. This increase has substantially increased the work of the Janitor, will and already has, increased the building maintenance tasks associated. PROPOSAL It is proposed that additional janitorial staff be added for the 1989-90 budget year. One additional janitor will greatly enhance the ability to keep the facility clean and without this addition, the facility will become less than attractive or clean. 30 Since the Property Officer is directly supervising one employee now, has indirect supervision of the Records Technician while in Evidence, and has the direct authority to reject any evidence or property improperly processed, it is felt that this position be upgraded to Sergeant in rank by the year 1990, which is the appropriate rank for a sworn supervisor. Due to the workload of this person, which includes vehicle maintenance, supply ordering and distribution, and other various jobs, it is foreseen that by 1990, an additional person will be needed. That position should be a non - sworn individual and should be titled a Property Clerk, under the supervision of this Sergeant. The total additional personnel for this Section would be two (2) and also include the upgrading of the section's supervisor. 31 Specia l Services Division SPECIAL SERVICES DIVISION The Special Services Division is the portion of the department that consists of Crime Prevention, Recruitment and Training, School Liaison Officer and Permits and Licenses. These different units of the division provide a vital link to the citizens of the community. The Crime Prevention Unit is an educational unit that provides citizens with the information required to assist in the reduction of the crime rate. The unit consists of one officer. The unit conducts seminars on various types of crimes, in hopes to increase the awareness of Individuals so that they do not become victims of future offenses. The unit performs business and home security checks in an attempt to remove the element of opportunity so that a crime will not occur. The Recruitment and Training Unit consists of one Sergeant and two officers. They provide the entire department with in-house training and coordinate personnel for outside training. The unit also conducts background investigations on new recruit candidates and coordinates the interview process. Sometimes recruiting procedures are conducted as the need arises. The School Liaiion officer maintains a link between the department and the youth of the community by conducting seminars in the schools. This officer is responsible for the Drug Abuse Resistance Education (D.A.R.E.) Program. This program is utilized in an effort to reduce drug abuse among school aged children. Permits and licenses is a function that is handled on a periodical basis by the members of the division. HISTORICALLY In the past, the Special Services Division was referred to as only Crime Prevention. It consisted of a Lieutenant and five officers. One of the officers served in the capacity of the Juvenile Detective, another as Property and Evidence Technician, and the remaining three as Crime Prevention officers. However, these positions did not always remain filled. The Recruitment and Training Unit was assigned to the Administrative branch of the department. 32 PROBLEMS AND PRELIMINARY CHANGES Structural problems existed in this division because there were no designated units. Two officers were assigned specific duties (i.e. Juvenile Detective and Property Evidence Technician) and the remaining officers were assigned duties as required. This problem was corrected by creating specific units, which in turn, gave the officers a better understanding of their responsibilities. Another problem existed in that the Recruitment and Training Unit was assigned to the Administrative branch of the department. It was evaluated that this unit served as a special service, so It was assigned to the Special Services Division. The following portion of the organizational structure depicts these changes. I SWI=c" crkm PrevwAwn SOWN Trw q SKUM Sdroel LiMsoa offer Permits end Licenses 33 COSTS When considering any type of proposal, a primary consideration is cost. A cost analysis has been performed on each of the proposals mentioned. The following proposals have been prioritized and separated into three fiscal years. The proposals have been explained in detail in their respective sections of the text. The following tables depict each proposal and its estimated cost based on beginning pay grades and on a yearly basis. FISCAL YEAR 1988-1989 Priority Proposal Title Division Estimated Cost ------------------------------------------------------------ 1 Equalize Pay Admin. $3,200 Grades 2 Senior Officer Uniform $12,000 Status 3 Education Spec- Uniform $20,000 ialty Pay 4 Rank of Lieuten- Admin. $1,600 ant for Admin. Asst. 5 One Records Tech. Svcs. $12,744 Technician 6 One Dispatcher/ Tech. Svcs. $15,552 Jailer 7 Crime Scene C.I.D. $18,144 Technician 8 Parking Attend- Uniform $6,200 ant (part-time) -------------------------------------------------------------- Total Estimated Cost for Fiscal Yr. 1988-89 $89,440 34 FISCAL YEAR 1989-1990 Priority Proposal Title Division Estimated Cost ------------------------------------------------------------- 1 Uniform Division Uniform $27,096 Captain 2 3 4 Criminal Invest- C.I.D. igator Dispatcher/ Jailer One Records Technician Tech.Svcs. Tech. Svcs. $18,144 $15,552 $12,744 5 Janitor Tech. Svcs. $8,820 -------------------------------------------------------------- Total Estimated Cost for Fiscal Yr. 1989-90 $82,356 FISCAL YEAR 1990-1991 Priority Proposal Title Division Estimated Costs -------------------------------------------------------------- 1 Two Uniform Uniform $17,052 (ea.) Officers $34,104 3 Criminal Invest- C.I.D. igator Dispatcher/ Tech. Svcs. Jailer $18,144 $15,552 4 Rank of Sgt. Tech. Svcs. $1,200 for Property Officer ------------------------------------------------------------- Total Estimated Cost for Fiscal Yr. 1990-91 $69,000 35 FISCAL YEARS 1988 - 1991 FISCAL YEAR ESTIMA= TOTAL COST 1988-1989 $89,440 1989-1990 $82,356 1990-1991 $69,000 -------------------------------------------------------------- TOTAL ESTIMATED COST.............................$240,796 36 INITIAL CONSIDERATIONS 1.) Analyze the trend set for Total Calls Per Year. 2.) Analyze the Population Increase Trend. 3.) Analyze the Population Projections as given by PLAN 2000 - City of College Station Comprehensive Planning Program. INTRODUCTION The following three year plan for the College Station Police Department is an evaluation of Historical Data on Calls for Service, Historical Data on Population Statistics, as well as Projected Population Statistics for the City of College Station. This information has been compiled and analyzed so that the College Station Police Department will be able to better evaluate the needs of the community as they are related to police services. HISTORICAL DATA ON CALLS FOR SERVICE Historical Data on Calls for Service was obtained from C.S.P.D. computer files. The following table (TABLE 1) lists the data obtained from those files for the years 1981-1987. TABLE 1 YEAR NUMBER OF CALLS % CHANGE 1981 14974 ----- 1982 16761 11.93 1983 18263 9.96 1984 16994 -6.95 1985 18449 8.56 1986 20420 10.68 1987 ** 22000 7.74 Source: College Station Police Data Files ** - 1987 data is a projected estimate The data in Table 1 does not show any significant trend pattern other than an increase in the number of calls between the years 1981-1987, with the exception of the year 1984. However, this data will be utilized later in this report in a projection analysis. POPULATION Various methods are available to estimate and project population. Estimates and projections of local population provide a basis for anticipating future needs for community services (i.e. Police Services). College Station's City Planner, Jane Kee was contacted on the area of Historical Data for the Population and Population Projections for. the City of College Station. Kee presented a city planning program entitled, "PLAN 2000". This plan contained the population data needed for the three year plan of the College Station Police Department. The following data and their explanations are excerpts from "PLAN 2000" 1987 Update Phase I Comprehensive Planning Program compiled by the City of College Station Planning Division. In "PLAN 2000" population estimates and projections were prepared using 1980 Census information. In this update, new estimates and projections are made using the most current data available. Population change involves three components: births, deaths and migration. In College Station, an additional component is University growth, so estimates and projections provided by the University are used in conjunction with other methods. Literature indicates that no particular projection method is consistently more accurate than any other, but some may be more appropriate depending on the size of the area, the rate of change occurring, the expected uses of the results, the length of the projection period, and the amount of time available for the study. HISTORICAL DATA ON POPULATION STATISTICS Based on past Census estimates, the population of College Station does not show any significant trend pattern. Table 2 illustrates an erratic population change from 1981 through 1986. However, if we were to eliminate the years 1983 and 1984 due to their uncharacteristic values we would find that the population has been increasing at a mean rate of 6.51% per year. This mean was found by averaging the years 1982, 1985 and 1986. This percentage increase seems high as compared to 1990 projections. TABLE 2 YEAR POPULATION % CHANGE 1981 39991 ------ 1982 42685 6.74 1983 44170 3.48 1984 45756 3.59 1985 48776 6.60 1986 51796 6.19 Source: PLAN 2000,Bureau of Census If all years were to be considered, then the mean rate would be 5.32%. This rate would be more accurate as compared to the 1990 projections. However, we must remember that projections are just that. POPULATION PROJECTIONS In "PLAN 2000" population projections were made on five year intervals. Since this three year plan only includes the year 1990, this will be the only year used. No ideal method exists for estimating or projecting population. All methods are affected by the assumptions used, the available data and constraints of the method employed. There are several things to keep in mind that affect the accuracy of results; 1. Smaller populations are more difficult to estimate or project. 2. Rate of change within study area. 3. Data obtained is not always accurate and consistent. 4. Fluctuations in trends influence extrapolation tech- niques. 5. Specific components of the population are not always available, i.e., the migration component for College Station is difficult to determine. For the above reasons, several methods were utilized to try to reduce the likelihood of unreasonable estimates or projections. These factors are all difficult to anticipate. The following table is a population projection for 1990. TABLE 3 YEAR POPULATION 1990 57747 Source: City Planning Division PROJECTED MANPOWER REQUIREMENTS By analyzing the given data, we can project the required manpower for the year 1990. It is unfortunate that an analysis on a yearly basis cannot be performed due to available data provided. However, we can project for the year 1990. The following table illustrates a ratio between calls for service and population:. This was done in hopes to project a calls for service value for the year 1990. This value was gained by making a ratio from calls for service and population. This calls/population ratio was then averaged to obtain a mean ratio of 38.7. This value was then applied to the population value of the year 1990 to obtain calls for service value of 22348. TABLE 4 YEAR POPULATION CALLS FOR SERVICE CALLS/POPULATION RATIO 1981 39991 14974 37.4 1982 42685 16761 39.3 1983 44170 18263 41.3 1984 45756 16994 37.1 1985 48776 18449 37.8 1986 51796 20420 39.4 Mean: 38.7 1990 57747 22348 38.7 By using an average ratio (mean) we are more likely underestimating the actual ratio. It is shown in the table that the ratio for 1986 is 39.4. This is approaching 40.0. An extrapolation of calls for service reveals that in 1987, the total number of calls for service may be approximately 22,000. If this is true, then the calls for service for the year 1990 would be approximately 23,098. This figure seems to be more accurate according to the latest data and this will be the figure used in future calculations. The following Patrol Staff Assessment Formulas are formulas derived to determine 'required manpower for a 24-hour time period by utilizing several factors. Those factors include Total Calls for Service for the particular year in question, Average Time Required to Complete the Call, Unobligated Time (Administrative), and days that an officer is off duty (Holiday, Vacation, Sick Leave). The formula was applied to College Station Police Department as it exists today as well as the Department in it's protected state in the year 1990. The results are given on the following two pages. THREE YEAR GROWTH PLAN Patrol Staff Assessment Formula-------------------1987 Step 1 22,000 Total Calls for Svc.-1987 x 58.8 Total Minutes Required 1ZyUbUU Total Obligated Time (Minx) 1293600 - 60 Total Obligated Time (Hrs) z156U Step 2 21560 x 3 Unobligated Time b4bbU Total Manhours Available 64680 - 8 Total Man Days Available 8085 8085 365 22.2 Positions Required/Day Step 3 365 Days per Year -138 Days Off per Man 22 P Total Work Days Available Per Man 8085 227 35.6 Total Men Necessary to be Assigned to the Uniform Division This formula illustrates that for the College Station Police Department to work efficiently, 35.6 officers are needed on the Uniform Division in a 24-hour time period. These officers are those of non -supervisory status. This formula only illustrates those officers utilized for Calls for Service. The 22,000 Total Calls for Service in 1987 is an extrapolation projection for the year. THREE YEAR GROWTH PLAN Patrol Staff Assessment Formula------------------1990 Step 1 23,098 Total Calls for Svc.-1990 x 58.8 Total Minutes Required 1358162.4 Total Obligated Time (Mins) 1358162.4 60 22636.04 Total Obligated Time (Hrs) Step 2 22636 x 3 Unobligated Time 67908.12 Total Manhours Available 67908.12 - 8 8488.52 Total Man Days Available 8488.52 365 23.26 Positions Required/Day 365 Days Per Year - 138 Days off Per Man 227 Total Work Days Available Per Man 8488.52 227 37.39 Total Men Necessary to be Assigned to the Uniform Division This formula illustrates that for the College Station Police Department to work efficiently in the year 1990, 37.39 officers are needed on the Uniform Division in a 24-hour time period. These officers are also those of non -supervisory status. This formula only illustrates those officers utilized for Calls for Service. The 23,098 Total Calls for Service in 1990 is a figure obtained by utilizing a ratio projection. The results reveal an increase of 1.79 men from the year 1987 to 1990. This means that two additional positions will need to be created in the Patrol Division by the year 1990 for College Station Police Department to work on an efficient level. OTHER CONSIDERATIONS These projected figures to not include any unusual changes that may occur within the city during the three year span that has been discussed. Many Texas cities are rapidly changing and there are many things that could happen in the College Station environment which could affect the results of the projections made. A reduction by the State Legislature that would affect A&M enrollment and faculty would have a big Impact on this area. The addition of several hospital facilities to a city with previously no facilities, will affect the population numbers as well as the composition. Any industrial development employing a significant number of people will bring in support services and additional people. This may not occur within the three year period discussed but, it should be a consideration. Relative figures were obtained from the 1977 "Municipal Yearbook", a publication from the International City Manager's Association. The following table reveals some interesting figures of other police departments' manpower as compared with College Station. MEAN SWORN/UNIFORMED POLICE POPULATION Population Group Mean Police Population No. Cities 10,000-24,999 28 854 25,000-49,999 74. 394 50,000-99,999 120 196 Source: 111977 Municipal Yearbook", (ICMA) p. 160. eser 1p tlLolas COLLEGE STATION POLICE DEPARTMENT JOID DEAORIPTIOM Job Title: Chief of Police Range: Department: Police Reports To: City Manager Job Summary The chief executive officer responsible for directing and managing the personnel, equipment, and resources assigned to the police department. Job Scooe Works under the general supervision of the city manager. Sets the overall goals and objectives of the department. Directs the preparation of budget and manpower requests. Formulates and implements departmental policies and procedures. Principal Duties and Assignments 1. Directs and coordinates overall field operations and auxiliary services within the department. 2. Reviews activities and reports. 3. Formulates and enforces departmental rules and regulations, work methods, policies, procedures, and budget. 4. Maintains liaison with other agency officials and citizen groups connected with police department functions. S. Conducts inspections in reference to work methods and functions. 6. Conducts conferences with supervisors and staff as to daily work functions and evaluates the effectiveness of the actions being taken. 7. Conducts staff meetings with on -duty command and staff officers. 8. Represents the department at public functions. 9. Manages and controls the departmental budget. 10. Appoints, assigns, schedules, and/or disciplines members of the department subject to the policies of the city and department. Other Asoects of the Job Any combination of training or experience providing the following knowledge, skills, or abilities: Graduation from an accredited four-year college or university with a bachelor degree in law enforcement or related field. At least eight years of police experience, of which at least three years must have been in a senior management capacity. Possesses or has the ability to immediately obtain the TCLEOSE advanced certificate. Must possess a valid Texas drivers license. Has the ability to develop and implement department policy. Has the ability to administer and manage a municipal police department. Is able to direct all line and auxiliary police services and activities. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Major Range: Department: Police Reports To: Chief of Police Job Summary A senior -level administrative position within the department. Specialized in either general field operations or general staff functions, such as records or communications but is expected to possess sufficient ability and knowledge of departmental operations to assume either or both functions as needed and/or assigned. Exercises limited managerial authority in the temporary absence of the chief by providing continuity of operation and decision making functions. Job Scope Works under the general supervision of the chief and is expected to demonstrate a reasonable amount of independent judgement in initiating and successfully completing general assigned duties. Must have had extensive law enforcement experience and a thorough working knowledge of departmental policies and procedures. Performs any related duties as needed and/or assigned. Principal Duties and Assionments Directs and manages the personnel, equipment, and budget assigned to a bureau of the department. Responsibilities may include, but are not limited to, the following: 1. Develops and implements programs, policies and procedures to improve the efficiency of the bureau and to increase the productivity, responsibility and motivation of staff. Identifies ways to improve the quality of law enforcement in the community. 2. Coordinates and works with other bureau commanders. Manages communication between divisions and sections within the bureau. Manages resolution of complaints and carries out problem solving within the bureau and with other bureaus. Manages the resolution of citizen generated complaints. 3. Reviews field activities, criminal activities, and staffing distribution. Makes staffing assignments based on the assessment of current situations and community needs. 4. Develops and assists in the development of departmental programs such as; employee training and development, job efficiency, public confidence, and manpower/equipment utilization. S. Assists the chief in setting disciplinary policies and procedures. May conduct meetings with subordinates to develop recommendations for disciplinary policies and procedures. Makes recommendations regarding disciplinary actions. Takes EFFECTIVE JANUARY 1, 1988 Job Description Major P ago �2 disciplinary action when appropriate. 6. Mantes personnel related matters, reviews compensation, vacation and leave requests. Reviews training critiques. 7. Maintains communication with superior and subordinates. May conduct meetings with division captains, lieutenants, and sergeants to discuss status of on going operations and future plans. Attends briefings as necessary. 8. Assists in the preparation of the annual budget. 9. Supervises division captain and other personnel, evaluates work performance of subordinates. 10. May be assigned to act in the official capacity of the Chief of Police in the absence of the chief and perform related duties as required or as directed by the chief. 11. Maintains cordial relations with citizen groups and the general public. 12. Performs other tasks and duties as assigned by the chief. Other Aspects of the Job Requires considerable training and education directly related to law enforcement and police activities. Graduation from an accredited college or university with a bachelor degree in law enforcement or related field is preferred. Must have a minimum of ten year's continuous experience as an officer with the College Station Police Department and hold the rank of non -probationary captain or lieutenant in good standing. Possesses or has the ability to immediately obtain the TCLEOSE advanced certificate. Must possess a valid Texas drivers' license. Must have considerable knowledge of management principles and supervisory techniques. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Captain Range: Department: Police Reports To: Major Job Summary Performs as a commander of a division within the department. Directs and coordinates activities of personnel and equipment assigned to that division. Job Scope Works under the general supervision of a police major. May supervise a large number of subordinate personnel. Principal Duties and Assignments Responsibilities may include but are not limited to the following: 1. Supervises investigations. Conducts interviews. Records, accounts and tabulates data. 2. Conducts periodic staff inspections and prepares detailed reports outlining the findings of inspections and makes appropriate recommendations. 3. Plans, organizes, and directs all activities of his respective division. 4. Develops and assists in the development of departmental programs such as; employee training and development, job efficiency, public confidence, and manpower/equipment utilization. 5. Supervises officers and civilians. Evaluates work performance of subordinates. 6. Evaluates current and future staffing needs and submits recommendations to a major. Plans for future growth of the division. Makes work load and staffing assignments. 7. Assists in preparation of the annual divisional budget. Monitors and approves expenditures against the current budget. 8. Maintains cordial relations with citizen groups and the general public. 9. Assists in the development of department policies and procedures. 10. Participates in the development and maintenance of effective labor and management relations. 11. Performs related duties as directed by the major. Other Aspects of the Job Any combination of training or experience providing the following knowledge, skills, or abilities. Graduation from an accredited college or university with a bachelor degree in law enforcement or related field is preferred. At least eight years of continuous EFFECTIVE JANUARY 1, 1988 Job Description Captain aago a experience as a police officer with the department. Hold the rank of non -probationary lieutenant or sergeant in good standing. Has the ability to plan, instruct, supervise and review the work of subordinate personnel. Is able to deal effectively and courteously with associates and the general public. Has a working knowledge of the principles and techniques of patrol and investigative work. Is knowledgeable in the use and care of firearms. Must possess or have the ability to immediately obtain the advanced TCLEOSE certificate. Must possess a valid Texas drivers license. Must possess a knowledge of municipal ordinances, state and federal laws. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Lieutenant Range: Department: Police Reports To: Captain, Major, or Chief Job Summary Performs technical, staff, supervisory, and administrative duties to assist in the operations and administration of a division or section within the department. Supervises sergeants, officers, and civilian personnel. Job Sc4Rg Works under the general supervision of a chief, captain, or a major, depending upon assignment. Principal Duties and Assianments Responsibilities may include but are not limited to the following: 1. Schedules, coordinates, and monitors the activities of assigned personnel. Reviews work scheduling and duty assignments made by sergeants. Evaluates manpower and equipment needs and provides appropriate coverage. 2. Supervises police sergeants, police officers, and civilian personnel. Makes evaluations of subordinates work, including conducting field observations as necessary. Counsels personnel, makes personnel decisions, reviews compensation, vacation and leave requests, makes recommendations regarding disciplinary actions. Takes disciplinary action when appropriate. 3. Investigates citizen complaints and answers appropriate questions from citizens. Counsels officers regarding complaints and resolves problems concerning the officer. Handles police related requests from citizens when appropriate. 4. Reviews administrative records, may review incident logs, offense reports, traffic citation logs and other records as necessary. 5. Conducts meetings, attends sergeant and other employee meetings as necessary. 6. May coordinate communication between officers and courts, Monitors distribution of subpoenas. Monitors officer court appearances. 7. May monitor jail operations. 8. May assign probationary officers to field training officers. Reviews field training officer evaluations and makes training and transfer assignments. 9. May assist the chief, major, or captain with preparing the annual budget. 10. Takes charge of activities and directs actions of subordinate personnel at the scene of a major incident, when required. 11. Inspects equipment and appearance of subordinates, inspects police facilities for adequacy. EFFECTIVE JANUARY 1, 1988 Job Description Lieutenant p ago 2 12. Makes arrests. Determines the need for training and schedules employees for appropriate training. Assists in the development of departmental training courses. 13. Assists in the development of police department polices and procedures. Participates in the development and maintenance of effective management/labor relations. 14. Maintains records, prepares necessary reports, and performs related work as required. 15, Provides public information through news releases and answering questions from the news media. Develops and distributes printed material for public information and awareness. 15. Plans and delivers presentations to the general public. Answers questions and written inquiries concerning the department, law enforcement, etc. Refers the public to the proper department, agency, or authority when necessary and is generally available to respond to and serve the public information needs. 17. Receives and evaluates citizen complaints regarding the conduct of officers. Discusses complaints with the public regarding the conduct of officers. Investigates alleged misconduct and prepares concise, comprehensive reports to the chief. 18. Manages the development and implementation of inspection programs. Conducts inspections of all department operations to ensure effective resource utilization. 19. Performs related duties as required or as directed by his supervisor. Other Asoects of the JoL Any combination of training or experience providing the following knowledge, skills, or abilities. Graduation from an accredited college or university with a bachelor degree in law enforcement or related field preferred. At least five years of continuous experience as a police officer with the department. Hold the rank of non -probationary sergeant or senior officer in good standing. Has the ability to plan, instruct, supervise, and review work of subordinate personnel. Is able to deal effectively and courteously with associates and the general public. Possess or has the ability to immediately obtain the advanced TCLEOSE certificate. Possess a valid Texas drivers license. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT 009 DEDOMPTIOM Job Title: Police Sergeant Range: Department: Police Reports To: Lieutenant Job Summary Performs supervisory, investigative and administrative work. Directs assigned police personnel in general law enforcement, recruiting, training, and investigation during assigned work period. Job Scooe Works under the general supervision of a police lieutenant. Supervises a varying number of either uniformed officers, non -uniformed officers, or civilians on a shift basis. Principal Duties and Assignments Any one position may not include all of the duties listed. The listed duties may not include all tasks which may be found in a position in this class. 1. Inspects appearance and equipment of assigned personnel. 2. Patrols an assigned area, observing, supervising and instructing. Makes evaluations of subordinates work, including conducting field observations as necessary. 3. Checks and reviews reports of daily activities and other reports of subordinates. 4. Issues traffic instructions and assignments at the scene of activities. 5. Checks, supervises and instructs motorcycle officers engaged in enforcement of traffic laws and in the control of traffic. 6. May be assigned to either the operations or services bureau. 7. Supervises the recruiting and training functions of the department. 8. Supervises the personnel functions and performs other related administrative tasks as required. 9. May take charge of the scene of major fires, accidents, crime scenes, or riots until relieved by a superior officer. 10. Takes direct charge of a division in the absence of the lieutenant. 11. May be required to work varying hours, shift work, and holidays. 12. Investigates citizen complaints. Counsels personnel. Makes personnel decisions. Reviews compensatory, vacation, and leave requests. Makes recommendations regarding disciplinary actions. 13. Performs other related tasks as required. EFFECTIVE JANUARY 1, 1988 Job Description Police Sergeant Page 2 Other ASD8CtS of the Job Any combination of training or experience providing the following knowledge, skills, or abilities: Graduation from an accredited college or university with an associate degree in law enforcement or related field is preferred. High school diploma or GED is required. Must possess or have the ability to immediately obtain the TCLEOSE intermediate certificate. Must have at least three years of continuous service as a police officer with the College Station Police Department. Must have the ability to observe situations analytically and objectively and report them clearly and calmly under stress. Must be able to deal effectively and courteously with associates and the general public. Is able to supervise subordinate police officers. Has the ability to handle and care for firearms. Must possess a valid Texas operator's license. Must have a working knowledge of municipal laws, ordinances, and regulations. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DEBORIPTIOM Job Title: Senior Officer Range: Department: Police Reports To: Sergeant or Lieutenant Job Summary Trains new recruit officers. Protects the lives and property of the people of College Station through crime prevention and law enforcement. Works crime prevention assignments or any special assignment on an as needed basis. Job Scooe Works under the general supervision of a police sergeant. Trains new recruits. Investigates assigned criminal offenses. Works with minimal supervision and assumes the duties and responsibilities of a sergeant in their absence. Principal Duties and Assionments Any one position may not include all of the duties listed. The listed duties may not include all tasks which may be found in a position in this class. 1. Patrols an assigned area in the performance of police and investigative duties. Investigates crimes and accidents. 2. Prepares reports. Interviews and interrogates suspects and witnesses. 3. May supervise other officers or civilians as necessary. Reads special orders and gives instruction at squad meetings. 4. Uses and instructs recruit officers in the use of equipment furnished for collecting and preserving evidence and for administering first aid. S. Establishes and maintains effective working relationships with associates, subordinates, and the public. 6. Takes control of crime scenes when called upon and performs all necessary follow- up investigation. 7. Prepares initial case and arrest reports in detail. 8. Secures crime scene. Takes photographs, preserves and collects evidence when needed. 9. Prepares necessary paperwork to obtain warrants for searches and arrests. Serves criminal and civil papers as required. 10. Assists other agencies in the apprehension of suspects, surveillance, and gathering of intelligence information which is common to both agencies. 11. May be assigned to work undercover in drugs, vice, etc., as needed. 12. Evaluates recruit officers progress on a weekly basis. Prepares daily, weekly, and monthly reports as applicable pertaining to the activity and case work of assigned recruits. EFFECTIVE JANUARY 1, 1988 Job Description Senior Officer Page 2 13. May be required to work varying hours, shift work, and holidays. 14. Trains new recruit officers. in basic duties, responsibilities, and department policy and procedures. 15. Serves outstanding warrants and assist in collecting outstanding fines. 16. Acts as a public school liaison, giving various lectures and seminars. 17. Serves as property officer in charge of all department property and equipment. 18. Plans, develops, and implements departmental training programs. 19. May be assigned as a motorcycle officer. 20. May be assigned as a canine officer. 21. Performs other related tasks as required. Other Aspects of the Job Works under the general supervision of a sergeant. Must have leadership ability and be able to assume command of any given situation when other supervisors are absent. Must have sufficient knowledge of patrol and criminal investigation procedures to lead other officers in these areas when required. Must be familiar with the current criminal and traffic codes, along with existing departmental policy. Must have a working knowledge of life-saving and rescue procedures, firearms, self-defense, investigative, and instruction procedures. Must be mindful of the high visible image officers project to the community. _ Must have a valid Texas drivers license. Must possess the ability to quickly analyze situations and make correct and accurate decisions as a result of such analysis. Must have two years continuous service as a police officer with the department. Must possess or have the necessary requirements to be able to obtain the TCLEOSE intermediate certificate. Must have exceeded expectations on the performance evaluation for the previous six months period. Must have knowledge of the general principles, methods, practices, and techniques of police and investigative work. Knowledge of the methods and equipment for preserving and collecting evidence. Is able to guide and direct subordinate officers. Has the ability to deal effectively and courteously with associates and the general public. Has the ability to react quickly and calmly in emergency situations. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Police Officer Range: Department: Police Reports To: Sergeant, Lieutenant Job Summary To protect the lives and property of the people of College Station through crime prevention and law enforcement. Job Scone Volume of work varies from day to day depending upon type of calls, number of units on the road, and number of offenses observed during the tour of duty. Principal Duties and Assignments Any one position may not include all of the duties listed. The listed duties may not include all tasks which may be found within a position in this class. 1. Patrols an assigned area by car, motorcycle, or on foot to discourage crime. Observes violations of the law and takes appropriate action. 2. Makes and assists in making criminal investigations. 3. Conducts security checks on commercial buildings. 4. Conducts security checks on residences as requested. 5. Directs traffic. 6. Issues traffic citations. 7. Investigates traffic accidents and unusual or suspicious conditions. 8. Responds to emergency calls (accidents, burglaries, prowlers, etc.) and takes appropriate action. 9. Prepares for and testifies in court on criminal and traffic cases. 10. Prepares and submits appropriate reports as required. 11. Answers citizens questions concerning laws and city ordinances. Provides citizen assistance when appropriate. 12. Secures crime scenes and preserves evidence. 13. Guards and transports prisoners. 14. Serves civil and criminal papers. 15. Properly maintains vehicle, personal, and assigned departmental equipment. 16. Speaks to and works with various community groups to promote good public relations and inform citizens of police activities and crime prevention programs. 17. Performs other assigned duties as required. Other Aspects of the Job Associate degree or two years of college in law enforcement or related field from an EFFECTIVE JANUARY 1, 1988 Job Description Police Officer P ago 2 accredited college or university preferred. High school diploma or GED required. Must know existing criminal and traffic codes. Must be prepared for and capable of dealing with violence directed at himself -or others at all time. Must have knowledge of life saving and rescue procedures. Must be proficient in firearms and knowledgeable self defense techniques. This position is one of high visibility and requires good personal grooming and hygiene habits. Must have the ability to make quick and accurate decisions. Must possess a valid Texas drivers license. - EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Administrative Secretary Range: Department: Police Reports To: Chief of Police Job Summary Serves as secretary to the chief executive officer. Job Scaoe Responsible for secretarial services which include relieving the chief executive officer of routine administrative details. This position involves extensive public contact requiring the exercise of independent judgement, initiative, and discretion based upon a knowledge of administrative policies and procedures. Requires an overall knowledge of the complete municipal organization. Principal Duties and Assianments 1. Receives telephone calls and visitors for the assigned offices. Determines the nature of business and directs the person to the appropriate authority. 2. Schedules appointments and maintains a calendar for all administrative personnel. 3. Takes and transcribes dictation and composes correspondence. 4. Prepares a variety of reports and materials. S. Schedules and arranges various committee meetings. 6. Maintains administrative and confidential records. Prepares accurate reports from these records when necessary. 7. Handles paperwork on all department purchases, ensuring proper fiscal action is taken. 8. Updates budget information for the department and maintains division printout records. Distributes budget information to appropriate areas. 9. Maintains time cards and records for all employees within the department. 10. Handles off -duty work requests from local businesses and citizens. Schedules and posts notices as required. 12. Operates a word processing system. Other Aspects of the Job Must be knowledgeable in administrative processes. Must have the ability to maintain effective working relationships with people within the department, city officials and employees, and the general public. Requires the skill to take and transcribe oral dictation. Must be able to type a minimum of 60 words per minute and be proficient in operating a word processing system. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Animal Control Officer Range: Department: Police Reports To: Commander, Operations Bureau Job Summarv_ To enforce state laws and city ordinances relating to the ownership, maintenance, and care of animals. To enforce city parking regulations. Job Scope Works varying shifts. Subject to on call status. May be required to work weekends and hoi idays. Principal Duties and Assianments 1. Patrols the city to pick up stray and unlicensed animals. 2. Enforces city ordinances governing animal and rabies control. 3. Enforces livestock regulations. 4. Ensures that licensing requirements for pet shops and animal breeders are met. 5. Investigates complaints about animals. 6. Issues parking tickets. 7. Works school crossings when assigned. Other Aspects of the JoI2 Performs other related duties as assigned and/or required. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Jail/Communications Shift Supervisor Range: Department: Police Reports To: Lieutenant, Technical Services Division Job Summary To manage operation of jail/communications shifts and supervise personnel assigned to his respective shift. To ensure that guidelines, policy, and procedures are properly followed and that all necessary functions are carried out. Job Scope Supervises four or more jailers/dispatchers. Works shift work, including nights, holidays, and weekends. Principal Duties and Assignments 1. Supervises jail/communications operations on a shift by shift basis. Ensures that proper policies and procedures are followed. Reports equipment malfunctions and building damage to the supervisor. 2. Conducts employee evaluations. 3. Conducts conferences and counsels employees concerning any problems. 4. Trains new personnel and provides remedial training as needed. 5. Prepares for shift by reviewing previous shift activities and collects information to be passed on. 6. Confers with patrol supervisors, patrol officers, CID supervisors, and investigators concerning warrants, wanted persons, computer entries, etc. 7. Checks daily activities at end of shift. Passes on information to incoming shift supervisor. 8. Investigates complaints of misconduct of subordinates. Makes recommendations on action to be taken and reports such to their supervisor. 9. Schedules duty hours, days off, approves comp. time, etc., of personnel assigned to their shift. 10. Responsible for notification of off duty personnel in event of illness or emergency, or fills in personally in the event of an unscheduled absence of a person on his shift. 11. Makes work area assignments of individuals. 12. Performs the principal duties and responsibilities of jailer/dispatcher. 13, Assists in establishing, writing, and updating the section's operational manuals. 14. Takes and attempts to resolve complaints concerning service. Makes reports of such to supervisor. EFFECTIVE JANUARY 1, 1988 Job Description Jail/Communications Supervisor Page 2 15, Informs personnel of updates and changes regarding formats for CADS, TLETS/NLETS and TCIC/NCIC networks, Reports TLETS violations to his supervisor. 16, Performs other duties and tasks consistent with the job junction as needed or as. assigned by superiors. Other Aspects of the Job Knowledge of computer assisted dispatch system and geography of the city. Knowledge of laws governing the custody of persons and property. Knowledge of TLETS/NLETS guidelines. Ability to deal with distraught/irrational persons. Subject to call out during emergency situations. EFFECTIVE JANUARY 1, 1986 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Communications Operator Range: Department: Police Reports To: First Shift Jail/Communications Shift Supervisor Job Summary Receives calls from the public and from officers. Organizes and communicates information to necessary persons by radio, telephone, on paper, or in person. Job Scope Coordinates 10 detectives, 6 administrative, 1 warrant officer, 2 humane officers, and approximately 7 officers. Volume of work includes the proper handling of approximately 200 phone calls. Principal Duties and Assignments 1. Answers and routes the majority of phone calls on the non -emergency phone lines. 2. Logs daily the incoming and ending results of phone calls received. 3. Takes messages for department employees. 4. Takes dark house information, filling out the proper forms. 5. Updates emergency business cards as needed. 6. Assists inter -department secretaries as needed to handle phone calls. 7. Assists dispatch in obtaining necessary information as needed. (funeral escorts, towed vehicles, etc.) 8. Works assigned duty hours of 8:00 am to 5:00 pm, Monday through Friday. Other Aspects of the Job Ability to deal with irrational people on the telephone. Ability to quickly route calls to the proper destination. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DEGORIPTION Job Title: Dispatcher/Jailer Range: Department: Police Reports To: Communications Shift Supervisor Job Summary To receive and document all requests for police services. To relay call information to the appropriate officer or agency. Job Scoge Deals with a high volume of radio communications, telephone calls, computer entry, and retrieval. Books, monitors, feeds, and releases prisoners incarcerated in the department holding facility. Principal Duties and Assionmenta 1. Answers 911 lines, relaying emergency information to the appropriate police or fire agency, or this department's officers. 2. Answers the regular business telephone lines, obtaining pertinent information regarding calls for police services, prisoners held, or referring inquiries to the appropriate agency or department. 3. Documents initial calls for service information, either by computer terminal operation or by a manual paper system. 4. Provides field officers telephone contact services within the parameters as determined by the division head. S. Operates and communicates with deaf persons using the appropriate equipment. 6. Operates the computerized dispatch equipment by assigning calls, maintaining officer availability status, and data entry about the closing of calls for service. 7. Operates the base radio control station for all appropriate and authorized radio frequencies. 8. Operates the TLETS terminal, sending and receiving a high volume of messages. 9. Ensures the communications voice tape recorder(s) are operating properly; is responsible for its proper daily maintenance, upkeep, and security. 10, Monitors the jail facility, ensuring it is secure and the necessary supplies are on hand. 11, Monitors the prisoners incarcerated, providing them with subsequent telephone calls, food, and performs and completes the necessary handling of prisoner property; completes paperwork toward releasing the prisoners. 12. Responsible for monitoring and recording business and residential alarms received, directly or indirectly. EFFECTIVE JANUARY 1, 1988 Job Description Dispatcher/Jailer Page 2 13. Responsible for locating warrants of arrest for officers in the field. 14. Completes the necessary documents for dark house and close patrol services. 15, Monitors CCTV stations in thedispatch and jail areas. 16. Makes written reports of specific criminal offenses and minor incidents. Makes and distributes activity logs as directed. 17, Performs other duties and tasks consistent with the job functions as directed by the immediate supervisor, or higher supervisor in the chain of command. Other Aspects of the Job Must possess the ability to deal with irrational people, cope with highly stressful conditions, and have a knowledge of criminal law. Must possess the abi lity to speak clearly, type, concentrate, and have good listening skill as well as work with various types of people. Subject to call out during emergency situations. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Records Technician Supervisor Department: Police Reports To: Lieutenant, Technical Services Division Job Summary To maintain and ensure the integrity of all police records. Oversees the work production of the records technicians to ensure accuracy and a steady work flow so that an efficient records section is maintained. Job Sc4RQ Supervises the records section, assuming the position of work leader. Principal Duties and Assianments.. Responsibilities may include but are not limited to the following: 1. Performs any and all the duties of the civilian records technicians. 2. Interviews, supervises, trains, counsels, and evaluates immediate staff in the performance of their jobs. 3. Schedules work assignments and updates division commander of activities and/or problems within the records section. 4. Acts as liaison with county and district court personnel. S. Complies with district and county expunction orders. Alters records as required by such order and maintains expunction order files. 6. Reviews police reports for errors and returns to shift commander for corrections. 7. Maintains files of microfilm grant information. Prepares report to the governor's office. 8. Performs related duties as required. Other Aspects of the Job Must maintain thorough knowledge of the report writing manual, Texas Penal Code, records management computer applications, city ordinances, and department policy and procedures to insure that appropriate practices are adhered to. Must keep a working knowledge of the Open Records Act and NCIC/TCIC procedures. Requires extensive contact with the public on a daily basis. Ability to work different hours to cover shifts as needed. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DEGORIPTION Job Title: Records Technician Range: Department: Police Reports To: Records Technician Supervisor Job Summarv, Maintain an accurate and efficient records keeping system of all police activities, cases, reports and files for the purpose of retrieving and presenting them in a timely manner when requested. Job Scone Meet and greet all incoming public and assist them in police matters. Process an average of 1500-1700 police service activity reports per month through prescribed procedures. Princioal Duties and Assionments Responsibilities may include but are not limited to the following: 1. Attends customer counter. Answers inquiries relating to police department services. Collects monies for various service fees, 2. Takes police reports for thefts, harassments, lost/found articles over the phone and in person when requested, 3, Processes all class B and higher arrests, including fingerprints, arrest reports, and offense/incident reports to ensure proper form usage and classification. 4, Generates, maintains, and ensures the integrity of all police records and/or reports, both original and microfilmed. 5, Data entry of police records and daily backup of computer system.. 6, Researches statistics as requested by personnel, media and the public, 7. Distributes, processes, and issues permits for solicitor and itinerate vendor applicants. 8. Checks, verifies, and modifies all NCIC/TCIC stolen/wanted entries. Contacts complainant to verify status. 9. Maintains daily logs of all cases assigned to CID, Maintains DWI intoxilyzer logs. Tabulates logs and compiles monthly reports. Forwards to proper entities. 10, Compiles various monthly reports, including UCR and computer generated monthly reports. 11. Conducts 40-50 report requests and name checks daily (via mail and in person requests), 12, Performs all other tasks and duties consistent with these job functions as directed or assigned by superiors. EFFECTIVE JANUARY 1, 1988 Job Description Records Technician Page 2 Other Aspects of the Job Ability to accurately and efficiently maintain complex clerical records and prepare detailed reports. Involves extensive public contact. Requires shift work including weekends and holidays. Knowledge of the Texas Penal Code, Open Records Act, city ordinances, and NCIC/TCIC entry procedures for verification. Ability to use CRT with speed and accuracy. Ability to learn and adhere to strict procedures as related to police work. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Programmer/Analyst Range: Department: Police Reports To: Commander, Services Bureau Job Summary Assists in the maintenance and development of software that will support the needs of the various departmental components that utilize the department computer systems. Job Scooe Works with various hardware and software systems. Writes new programs. Modifies existing programs. Schedules and ensures proper maintenance of computer system. Performs system backups on a scheduled basis. 1. Trains and advises users on the proper use of current and new hardware and software. 2. Develops new software. 3. Expands and improves existing software. 4, Consults with supervisors to determine software needs. S. Works with system users to solve software/hardware problems. 6. Maintains appropriate hard copy and tape documentation. 7. Operates the computer system and peripheral equipment. 8. Programs, issues, and maintains a log of departmental security key cards. Other Amcts of the J.Q Requires a thorough working knowledge of the Editor programming language and specific working knowledge of department hardware and software. Performs other related duties and directed and/or required. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DEBORIPTIOM Job Title: Traffic/Crime Analyst Range: Department: Police Reports To: Records Technician Supervisor Job Summary Input and retrieve statistical information from traffic accidents and citations. Job ScoDe Inputs data gathered from an average of 90-100 accidents and 1200-1300 traffic citations monthly. Analyzes data and produces statistical reports as requested. Principal Duties and Assignments i . Processes all traffic citations and accidents using the T.R.A.C.E.R. program and any other prescribed procedures developed. 2. Maintains files of traffic citations and accident reports. 3. Completes monthly statistical reports as required for the Texas Highway Department. Researches and compiles statistical reports for police department personnel as required. 4. Performs all other tasks and duties as consistent with these job functions. Other AsQ9cts of the Jop Knowledge of data entry. Ability to type a minimum of 30 words per minute. EFFECTIVE JANUARY 1, 1988 0 COLLEGE STATION POLICE DEPARTMENT JOB DESCRIPTION Job Title: Secretary Range: Department: Police Reports To: Bureau Commander Job Summary Serves as secretary to the bureau commander. Job Scope Responsible for performing normal secretarial functions. Requires the ability to make judgements based upon a knowledge of department policies and procedures. Principal Duties and Assignments 1. Schedules appointments and maintains a calendar for the bureau commander and others within the bureau as necessary. 2. Takes and transcribes dictation and composes correspondence. 3. Composes and types various letters and forms. 4. Prepares a variety of reports and materials. 5. Enters information on employee time cards and forwards the cards to the administrative secretary. 6. Maintains office files. Prepares reports from files and other data as needed. 7. May prepare check requisitions for amounts less than $100.00 when the administrative secretary is absent. 8. Acts as receptionist for the bureau, directing individuals to proper locations. 9. Provides information to the public regarding bureau activities of a public nature. Refers difficult and unusual problems to the appropriate official. 10. Operates various types of standard office equipment. 111 Performs other related duties as assigned by the bureau commander. Other Aspects of the Job Must possess the ability to compose and prepare routine correspondence and documents. Must have the ability to type 45 words per minute. Must be able to deal with public relations problems and complaints in a courteous and tactful manner. May be required to operate a word processor or personal computer. EFFECTIVE JANUARY 1, 1988 COLLEGE STATION POLICE DEPARTMENT JOB DEGORIPTIOM Job Title: Janitor Range: Department: Police Reports To: Lieutenant, Technical Services Division Job Summary Performs a variety of heavy routine cleaning tasks in an assigned work area. Princioal Duties and Assignments Responsibilities may include but are not limited to the following: 1. Washes down jail floors. 2. Removes and cleans venetian blinds. 3. Cleans and services assigned buildings, shelters, and surrounding areas. 4. Vacuums rooms, halls, stairways, and public areas. S. Gathers and disposes of trash and wastes. 6. Washes walls and windows. 7. Cleans lighting fixtures, tops of windows, and door frames. 8. Operates and maintains mechanical cleaners and polishers. 9. Makes an inventory of supplies needed; keeps sufficient quantities on hand. 10. Assists in moving objects and performs a variety of related tasks. 11, Replaces light elements, cleans A/C and heat filters. 12. Replinishes rest rooms, break rooms and others with necessary paper and sanitary products. Other Aspects of the Job Knowledge of the use of common cleaning tools and techniques are necessary. Ability to exercise initiative and judgment in maintaining a clean and orderly area. Ability to stand, walk, climb stairs, and carry heavy loads throughout the working day. Works a schedule according to the department's needs. EFFECTIVE JANUARY 1, 1988