EXECUTIVE ADMINISTRATION & SYSTEMS MANAGEMENT PROGRAM

PROGRAM MISSION: To ensure that the Police Department receives the leadership, personnel policies, equipment and technology, services, support, and other resources it needs to fulfill its mission.

The Executive and Systems Management Division provides the Police Department with effective leadership, systems management and support services, to include: human resource management, in-service training and career development, information and technology management, planning and development, fleet and property management, customer service counter, court liaison, call diversion, parking adjudication, grant administration, fiscal management, licensing and professional standards compliance.

SIGNIFICANT BUDGET CHANGES:

• Personnel expenses increased because of step increases ($227,902).

• Non-personnel expenses increased due to an increase in telephone and communications costs resulting from adjustments of intra-county charges to Departments ($88,814).

• Budgeted revenue for a variety of fees has been increased based on actual collections ($36,405).

PERFORMANCE MEASURES:

• Estimates for reviews, audits and inspections are based on historical data and average increases related to increased activity.

• The number of internal investigations relating to the conduct of an officer or a situation is dependent upon requests from other officers, the public or public officials.

• Civil subpoenas processed include the total Police Department subpoenas now processed by the Internal Review Officer.

• News releases refer to standard summaries released to the media by the Department's Press Information Office, and does not include the weekly Crime Solvers features in which previously reported crimes are re-advertised to the public in order to stimulate confidential tips.

Information & Technology Management Section

• Customer Measures relating to Records Unit information requests processed include: telephone, U.S. mail, public, and radio transmission inquiries and requests for general records management information and record release policies as well as official records clearances, accident report copies and police incident report verifications made by citizens, insurance companies and authorized law enforcement personnel.

• The investigative activities and special enforcement programs of both the Operations Division and the Criminal Investigations Division affect the workload measures of the Records Management Unit.

• Accident reports processed include reports responded to by Police Officers and hit-and-run reports filed directly by citizens.

• The number of alarm registrations and the amount of revenue generated by one-time registration fees will eventually level off. However, the amount of revenue from FY 2004 false alarm fines increased. It is believed that this trend will continue as the number of businesses and residents within the County with burglar alarms increases.

• The False Alarm Enforcement Unit is in its fourth year, having begun operation in January 2001. It administers the County ordinance that requires owners of burglar alarm systems to register those systems with the Police Department and maintain them in good working order. The purpose of this program is not to generate revenue, but to reduce the number of false alarms. Therefore, future declines in fine-generated revenue are desirable, in that such declines would reflect improved compliance with the law.

Human Resources Management Section

• Number of officers hired is based on the number of vacancies created by officers leaving County employment due to retirements, resignations or terminations.

• The Police Department's Recruitment Program has been broadened to target the most diverse pool of qualified applicants. A successful officer alumnus program has been implemented whereby current officers attend career days at their college alma maters. Through the use of the Internet, our recruitment outreach encompasses over 100 colleges, universities, and military installations.

• In FY 2005, bilingual premiums and bonuses were implemented in recruitment and retention for Spanish speaking bi-lingual employees.

• During FY 2005, the Department's Cadet Program was implemented as part of the agency's long-term recruiting strategy.

Support Management Section

• One of the goals is to support geographic and community based policing efforts by taking calls for service and police incident reports via the telephone and internet. Citizen calls of a non-emergency nature will be diverted to these reporting systems, thus improving the readiness and emergency response capability of the patrol officers.

• Increased expenses incurred by taxicab drivers in terms of insurance, higher gasoline prices and maintenance costs, as well as the post 9-11 economical down-turn continue to affect hack licensing and testing operations.

• Organizational changes implemented in August 2003, and innovations in property, evidence and supplies management are expected to produce improved efficiencies in property management. Categories identified in workload measures have been redefined to better articulate the different workloads of the Evidence Management Team and Supply/Equipment Team, which comprise the Property Management Unit. Prior to FY 2004, the system in place did not capture the different workload measures that best define the efforts of the Property Management Unit.