Agenda Packet CCPD 02/06/2013
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Temporary CCPDPage 1 of 51Meeting Date: February 6, 2013
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Temporary CCPDPage 2 of 51Meeting Date: February 6, 2013
Trophy Club Entities
100 Municipal Drive
Trophy Club, Texas 76262
Legislation Details (With Text)
File #:2013-66-T Version:1 Name:
Type:Agenda Item Status:Regular Session
File created:2/1/2013 In control:Temporary Crime Control and Prevention District
(CCPD)
On agenda:2/6/2013 Final action:
Title:Discuss and take appropriate action regarding the January 23, 2013 Minutes
Attachments:January 23, 2013 Minutes.pdf
DateVer.Action ByActionResult
TITLE
Discuss and take appropriate action regarding the January 23, 2013 Minutes
Temporary CCPDPage 3 of 51Meeting Date: February 6, 2013
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Temporary CCPDPage 4 of 51Meeting Date: February 6, 2013
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Temporary CCPDPage 5 of 51Meeting Date: February 6, 2013
Trophy Club Entities
100 Municipal Drive
Trophy Club, Texas 76262
Legislation Details (With Text)
File #:2013-67-T Version:1 Name:
Type:Agenda Item Status:Regular Session
File created:2/1/2013 In control:Temporary Crime Control and Prevention District
(CCPD)
On agenda:2/6/2013 Final action:
Title:Discuss and take appropriate action regarding Draft Budget Plan and Crime Control Plan
Attachments:CCPD Draft plan three.pdf
DateVer.Action ByActionResult
TITLE
Discuss and take appropriate action regarding Draft Budget Plan and Crime Control Plan
Temporary CCPDPage 6 of 51Meeting Date: February 6, 2013
TOWN OF TROPHY CLUB
CRIME CONTROL AND PREVENTION DISTRICT
OVERVIEW
Chapter 363 of the Texas Local Government Code allows for the creation of a Crime Control and
Prevention District (hereinafter „CCPD
instance 1/4 of 1 percent, assuming voter approval on May 11, 2013
.
The Trophy Club Town Council appointed a Temporary Board of Directors for the proposed
Crime Control and Prevention District. The members of that board are:
Dena Boudreau Chair
Adam Broyles Board member
Brent Card Board member
Christopher Davis Board member
Timothy Gamache Board member
Paul Glowacki Vice-Chair
J.J. Isherwood Board member
This board will consider a two-year Crime Control and Prevention Plan as well as a Budget Plan
for the District.
The following pages outline the Crime Control and Prevention Plan and the Budget. The Plan
provides funding and follows strategies. These strategies are:
1.Enhance the efficiency and effectiveness of the Trophy Club Police Department through
development of a needs assessment and engaging engineering experts to plan and
implement a new police facility.
2.Enhance the crime fighting capabilities of the Trophy Club Police Department through
the acquisition of equipment and technology.
3.Increase the capabilities of the Trophy Club Police Department through increased staffing
in specific areas.
As dictated by state law, if the voters approve the creation of the District, the TownCouncil will
appoint a Permanent Board of Directors. This board will oversee the District and develop annual
budgets and plans.
Temporary CCPDPage 7 of 51Meeting Date: February 6, 2013
CRIME CONTROL AND PREVENTION PLAN TWO YEAR PLAN
Throughout the history of law enforcement in America, changes in technology ushered in
changes in crime control strategies. As equipment, technology, and training have improved
agencies moved from the traditional model to the professional model to the community policing
model to the intelligence-led model.
The Trophy Club Police Department recognizes the effectiveness of the two most recent models
but also recognizes the effectiveness of traditional law enforcement practices such as rapid
response to calls for service.
The Trophy Club Police Department primarily uses a hybrid form of community policing,
embracing the problem-solving and partnership aspects of community policing. We also include
what many consider a more traditional response by having a uniformed officer respond to all
calls for service as quickly as time permits. Detectives not civilian personnel follow-up on all
criminal events. However, in keeping with the problem oriented/community oriented model,
officers look for potential problem areas where there are reoccurring problems and partner with
residents and other stake holders to resolve those problems.
The Town of Trophy Clubis a proactive town and its police department is no different. The
department attempts to equip its staff with the most effective safety and crime fighting
equipment they can reasonably afford. Funding sources have traditionally included the general
fund and grants. There are obvious limits on these sources of funding. The Department
competes with other Town departments for general fund dollars and against other public and
non-profit agencies for grant funding.
Any increase to our sales tax rate such as proposed through the creation of the CCPD will collect
taxes from non-residents who consume law enforcement services and provide needed funding to
improve public safety. The 1/4 of a cent sales taxallocated for the CCPDappears as a fair way of
spreading that burden because the choice to make purchases forwhich sales tax dollars are
collected rest solely with the purchaser.
Temporary CCPDPage 8 of 51Meeting Date: February 6, 2013
The Crime Control and Prevention District two-year plan and budget will focus on the following
strategies:
Development ofa needs assessment/design/engineering services for a Police Building
– The
Police Building is in abysmal condition. This is a critical issue for the Department. In order to
carry out its mission, the Department must move forward with a needs assessment, development
of architectural and engineering plans, and locating a site for a future police building.
Equipment and New Technology
– In order to carry out its mission, the police department must
equip and train its officers with various tools to maintain and improve public safety. Such tools
may include small pieces of equipment assigned to individual officers up to and including capital
equipment. Supervisors, in conjunction with the Town’s Information Technology staff
continually evaluate new technology that can be employed to enhance our efficiency.
Staffing Levels
–Critical law enforcement services in the Town of Trophy Club rely upon
establishing minimum staffing levels in specific areas in order to carry out its mission. The
district will support local law enforcement with additional staffing in order to ensure minimum
staffing for School Resource Officers.
Temporary CCPDPage 9 of 51Meeting Date: February 6, 2013
Action Step Justification for Request
Action Step Title: Development of a needs assessment/design/engineering
servicesfor a Police Building
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
The Police Building was built by G. E. Capital Modular Systems in early 1995. The concept of
construction was five (5) modular units transported in and secured together. These units were
leveled with jack stands and skirted with a brick ledge then covered with brick veneer. The
original cost was around $200,000.
Maintenance issues began to arise late 1999 starting with the roof. G. E. Capital referred us toa
company by the name of Maintenance Express. Maintenance Express is apparently now out of
business. Several attempts to repair the roof over the years have produced varied results. As
noted, the building is leveled on jack stands. These were placed on plywood that, over the years,
has deteriorated to the extent that the expansion of an unstable foundation has affectedthe roof
and floor of the building. Being a modular structure and set up like a trailer home, this building
does not have a solid foundation. The foundation is “pier and beam” although one contractor
advised me that some of the piers are cinder blocks and some are jack stands sitting on plywood.
After 17 years, you can imagine how much support plywood is actually providing.
Water damage from leaks in the roof has compromised the stability of the foundation and
supporting walls. Floors have buckled, resulting in ripped carpet, and sticking doors. Mold was
found in two offices and remediated.
Gallagher Roofing repaired the roof in 2006 after several years of temporary repairs. New down
spouts were installed at this time. Unfortunately these oversized down spouts cause additional
water to be introduced under the foundation. Currently, the roof is leaking in at least one
location.
Other maintenance includeof repairs to the air condition system. Two (2) different contractors
explain to us that the repairs to modular A/C units are costly because of where the units are
placed and also the fact that they are not manufactured to be used as a permanent fixed unit. An
estimate to replace all of these units has been obtained and would exceed the entire building
maintenance line item.
Problems with this type of construction used long-term could fill several pages. The board will
be offered the opportunity to do a walk-through at a futuremeeting.
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
The Department has relied on temporary fixes for air conditioners and the roof, via the Building
Maintenance line item. The HVAC units require hundreds of dollars of repair each season. The
Temporary CCPDPage 10 of 51Meeting Date: February 6, 2013
Building Maintenance line item has increased in actual expense every year since FY 2007-08
when actual expenses were $5420. As of September 1, 2012, the actual expense for FY 2011-12
was $10,073. This line item is set at $12,500 for FY 2012-13.
Repair of the substructure and floors, replacing carpeting and tile, painting the interior, etc. will
add greatly to the appearance of the building. An estimate of over $83,000 for this work was
obtained in 2012. Painting the interior walls alone has been estimated at $19,800. Future needs
but will undoubtedly include replacement of HVAC units (7 total) if we are to remain in this
building.
Repair of the substructure and floors, replacing carpeting and tile, painting the interior - $83,000
Repair/replace HVAC units - $29,700
Last year’s estimates of repairs to bring buildings into acceptable condition - $112,700
Last month extremely weak spot in the patrol room floor was patched with plywood to prevent
someone from stepping through the floor and the floor at the rear door of the building needs to be
repaired as well.
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
The Police Department will continue to operate from this facility until it is replaced or
condemned. Finding mold in two offices leads one to believe there could be more, yet
undiscovered mold. Fortunately, we were able to remediate the mold as it was not atoxicsort of
mold. We cannot, however, expose employees and visitors to the building to a toxic
environment. The building is too small; has too little storage; is poorly arranged; and does not
contain the appropriate training, locker, shower, or emergency use areas.
Further, the property actually belongs to the Municipal Utility District. It has been stated that
there is a letter from the MUD to the Town which sets a deadline for removal of the building so
the MUD can construct additional water storage units.
What existing funding (positions/programming) have you evaluated for use if no additional
resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
Eliminating positions, increasing technological capabilities, or re-engineering the process do not
apply. Sharing resources with other municipal departments is an appropriate consideration and,
should this needs assessment be funded by the CCPD, a needs assessment for other Town
departments should be funded from the General Funds.
A multi-use building was considered when the Fire Department was in the planning and
engineering stages. They had already committed a sizeable amount of money to the process and
Temporary CCPDPage 11 of 51Meeting Date: February 6, 2013
a redesign to include both Fire and Police Departments would have proven to be very expensive.
Further, the property upon which the Fire Department is built would not have been large enough
for both departments.
Land for locating public buildings in Trophy Club is rapidly disappearing. This is a primary
consideration and must be a priority when proposing a design for the structure. If land is
procured for a municipal service/police building, the needs assessment and architectural work
could proceed much more quickly as the building could be designed to fit the property.
A shared facility would eliminate the need for duplicate restrooms, kitchen facilities, training
rooms, and conference rooms. It would maintain the Town offices under one roof and enhance
cooperative efforts among the various departments.
However this is developed, one major concern is the absence of a hardened Emergency
Operations Center. The existing locations (FD with Town hall as back-up) are not sufficiently
hardened from external weather forces and are located in areas that are commonly available to
the general public. Neither situation is appropriate for an EOC.
Performance Measures:
Year 1
Locate property and negotiate for its purchase.
Start the needs assessment/design/engineering process with a Request for Proposal from the
appropriate firms.
Obtain political support for stand-alone Police Building.
Year 2
Obtain funding for building and start construction.
Temporary CCPDPage 12 of 51Meeting Date: February 6, 2013
All Equipment and New Technology requests are prioritized based on input
from Police Department Command Staff and are listed according to that
input.
Action Step Justification for Request
Action Step Title: Equipment and New Technology – TASER issue
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
“While a police officer is on duty he or she needs simple and reliable systems to protect
themselves as well as the public. Most confrontations do not justify the use of lethal force, but
an officer should not have to expose him or herself or the public to risk of injury from physical
confrontations with a violent combatant. Field studies of TASER® technology have shown
these less-lethal weapons can significantly reduce injuries to both suspects and officers.”
(*TASER International)
The Town Of Trophy Club is mostly residential. If we have to use force on someone, it is likely
that a member of our community may be directly affected. Officers do not want to injure a
combative individual. We only wish to stop them from causing injury to themselves or others.
Prior to the pilot program for TASER in Trophy Club, the force options a police officer had
included brute strength or hand-to-hand combat skills, OC Spray, striking the individual with a
collapsible baton, or lethal force (firearm). These limited options place the officer as well as the
department in direct line of fire for a liability nightmare. The liability and cost of litigation has
the potential to soar into the tens of thousands if not millions of dollars if an officer seriously
injures a combative individual.
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
In Fiscal Year 11-12, the Department entered into a pilot program for TASER use. We
purchased four units. Each officer was issued a holster and received the training necessary to
qualify to carry a TASER. We have been analyzing the effectiveness of this tool since fielding
them in the Spring of 2012. Prior to fielding the TASER, we amended our use of force policy to
include this less-lethal option.
To date, we have had one incident in which a TASER was actually used to stop a person. It
stopped him effectively and an arrest was accomplished. There has been at least one incident in
which TASER use was threatened and a violent confrontation that would have resulted in
injuries to both suspect and officers was avoided. The suspect complied with orders rather than
subject himself to the TASER. There has been anecdotal information passed along that
individuals have been much more likely to submit to arrest than to flee or fight when the TASER
is present, even if it is not deployed. If the TASER is not unholstered, no use of force report is
required so this data is not included in the analysis.
Temporary CCPDPage 13 of 51Meeting Date: February 6, 2013
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
If this request is not funded we will request the purchase of the TASER units for individual issue
in the FY 2013-14 budget.
What existing funding (positions/programming) have you evaluated for use if
no additional resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
These factors are not applicable.
Performance Measures
Year 1
Obtain and issue the TASER to each officer.
Continue the analysis of TASER use as well as other use of force options.
Provide necessary maintenance and upgrades on the new equipment in accordance with
manufacturer’s specifications.
Year 2
Continue the analysis of TASER use as well as other use of force options.
Provide necessary maintenance and upgrades on the new equipment in accordance with
manufacturer’s specifications.
Temporary CCPDPage 14 of 51Meeting Date: February 6, 2013
Action Step Justification for Request
Action Step Title: Equipment and New Technology – Fifth and sixth patrol
vehicles
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
The patrol fleet consists of four marked Chevrolet Tahoes. The decision to purchase the Tahoe
as a patrol unit was made when it became apparent that the Ford Crown Victoria Police
Interceptor would be phased out. The Dodge Charger had proven to be an unreliable
replacement for the Crown Victoria and the Ford alternatives were new and unproven. Chevrolet
reintroduced the Caprice for patrol use but it was a relatively new system that was also unproven
for patrol use. The Tahoe is expected to last longer, is a larger vehicle internally, and has many
other features that make it an exceptional patrol vehicle. Additionally, it has become a standard
item in many agencies.
With the increase in patrol staff authorized this fiscal year, there will be times when we will have
four officers on-duty at one time, each utilizing a patrol unit. With this use, the life expectancy
of the Tahoe will be reduced. Providing an additional patrol unit will ensure that there are
sufficient vehicles available to make the most efficient use of the personnel we have on-duty.
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
Until the three new full-time patrol officers are on the street, which is anticipated by May, 2013,
this will not be an issue. We will be evaluating the vehicle workload this summer to determine
whether or not to request two new patrol units instead of just one.
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
We will request funding for patrol unit(s) through the budget process. We will still patrol as
always although efficiency could be reduced if four officers are on-duty and fewer than four
vehicles are available.
What existing funding (positions/programming) have you evaluated for use if
no additional resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
Patrol is a primary police activity and will not be replaced by any other activity.
Performance Measures
Temporary CCPDPage 15 of 51Meeting Date: February 6, 2013
Year 1
Purchase fifth patrol unit.
Provide necessarymaintenance on the new vehicle in accordance with fleet maintenance
schedule.
Minimize down time of vehicle due to mechanical malfunctions.
Year 2
Purchase sixth patrol unit.
Provide necessary maintenance on the new vehicle in accordance with fleet maintenance
schedule.
Minimize down time of vehicle due to mechanical malfunctions.
Temporary CCPDPage 16 of 51Meeting Date: February 6, 2013
Action Step Justification for Request
Action Step Title: Equipment and New Technology – Equipment to outfit
fifth and sixth patrol units
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
Under normal circumstances we will transfer existing and still usable vehicle equipment from a
vehicle being taken out of the patrol fleet into a new patrol vehicle. If a fifth of sixth patrol
vehicle is funded, there will not be equipment to transfer as it will still be in use in existing patrol
vehicles.
Equipment to completely outfit a new patrol vehicle is almost as expensive as the vehicle itself
and includes emergency equipment (lights and siren), radio, radar, video camera, ruggedized
laptop computer and mount, rear transport seat and partition, etc. If these vehicles are not
funded, it will not be necessary to fund this equipment.
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
If these vehicles are not funded this will not be applicable.
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
Having a marked patrol unit without the equipment needed to perform the patrol tasks would not
be an acceptable solution. If these vehicles are not funded this request should not be funded.
What existing funding (positions/programming) have you evaluated for use if
no additional resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
If these vehicles are not funded this will not be applicable.
Performance Measures
Year 1
Purchase and install necessary equipment in new patrol unit.
Provide necessary maintenance on the new equipment.
Year 2
Temporary CCPDPage 17 of 51Meeting Date: February 6, 2013
Purchase and install necessary equipment in new patrol unit including AED and rapid response
equipment as described below.
Provide necessary maintenance on the new equipment.
Temporary CCPDPage 18 of 51Meeting Date: February 6, 2013
Action Step Justification for Request
Action Step Title: Equipment and New Technology – Automated External
Defibrilators
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
Automated External Defibrilators (AED’s) save lives. These units are now portable, simple to
use, and available from multiple sources. Each patrol vehicle and the Police Building should be
equipped with AED’s. While we have not experienced a need for one of these units, it is only a
matter of time before we will. When we do, seconds can make a difference between survival and
death or serious physical harm.
When considering the unit to deploy, we would rely on the Fire Department for input. It would
be most appropriate to obtain equipment that was compatible with their existing equipment.
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
Each officer has received training in CPR. We will continue to update this training to stay up
with the latest protocol and rely on the Fire Department to provide the AED response.
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
We will continue to rely on the Fire Department for AED service and provide CPR until
firefighters are available.
What existing funding (positions/programming) have you evaluated for use if
no additional resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
Not applicable. It is unlikely other agencies would share their AED’s with us
Performance Measures
Year 1
Purchase and install the equipment in each patrol unit and the Police Building (six total if fifth
patrol vehicle is funded).
Train all employees on the new equipment.
Provide necessary maintenance on the new equipment.
Temporary CCPDPage 19 of 51Meeting Date: February 6, 2013
Year 2
Purchase and install the equipment in the sixth patrol unit, if funded.
Provide necessary maintenance on the new equipment.
Temporary CCPDPage 20 of 51Meeting Date: February 6, 2013
Action Step Justification for Request
Action Step Title: Equipment and New Technology – Identify and issue duty
weapons
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
Currently our officers supply their own duty weapon. There are a variety of weapons and
calibers carried by officers. We are relatively flexible on duty weapons and permit major
manufacturers weapons to be carried in either 9 MM, .357 Sig,.40 S&W, or .45 ACP caliber.
The department furnishes training, practice, and duty ammunition on one of these calibers to
each officer.
Each different make of firearm uses a different magazine. In fact, some firearms of the same
make use different magazines in similar weapons. The Glock 22, for instance, is a semi-
automatic pistol in .40 S&W caliber. The Glock 23 is also a semi-automatic pistol in .40 S&W
caliber. They are very similar but magazines for the Glock 23, a compact version of the Glock
22, won’t function in the Glock 22 (the magazine is too short). The Glock 22 magazine,
however, will function just fine in the Glock 23. It is a longer magazine so it will extend from
the frame but will function just the same.
Similarly, officers are offered several options for holsters and are allowed to carry Level 1
holsters (which have the minimum safety options), Level 2 holsters (with a second locking
mechanism), or Level 3 holsters (which have the most security from unauthorized removal).
With this wide variety of holsters comes the concern that if a second officer needed to access a
downed officer’s firearm, he or she might not be able to do so due to lack of familiarity with that
holster.
Issuing three to four different calibers means the Department must purchase training, practice,
and duty ammunition for three to four different calibers. Purchasing one caliber of training and
duty ammunition would probably result in an overall savings to the Department by buying a
greater volume of one type.
Standardizing duty weapons would allow us to standardize the ammunition, holsters, and
magazines. This would save money over the long run and increase officer safety. We would no
longer have a concern about officers on the same shift not being able to access a fallen officer’s
firearm if they were using the same holster. The officers could exchange magazines if one ran
out. All officers would be familiar with the duty weapon other officers were carrying,
eliminating the need for cross-training during an emergency situation.
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
Officers have practiced with each other’s firearms on a limited basis but full-scale training on the
various platforms is not feasible.
Temporary CCPDPage 21 of 51Meeting Date: February 6, 2013
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
We will continue to permit officers to carry the firearms they purchase.
What existing funding (positions/programming) have you evaluated for use if
no additional resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
This is not applicable. Officers are required to carry duty weapons and cross training would
prohibitively expensive and time consuming.
Performance Measures
Year 1
Identify the type and caliber of firearm, caliber, holster, and magazine pouches appropriate for
the Department through testing and evaluating various systems.
Year 2
Purchase the firearms and associated equipment.
Train officers on the new firearms and equipment.
Provide necessary maintenance on the new equipment.
Temporary CCPDPage 22 of 51Meeting Date: February 6, 2013
Action Step Justification for Request
Action Step Title: Equipment and New Technology – Update Opti-com
technology
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
The Opti-com is essentially a strobe light that opens the gates to our gated communities
permitting us to enter these areas without stopping to input a gate code on the keypad at the
entrances. Having to stop before entry can cost precious seconds when we respond to
emergencies in these gated communities. The Opti-com is mounted on the bumper guards of our
patrol vehicles. It has been determined that the strobe effect could cause a passing motorist who
is epileptic to have a seizure. The Fire Department is transitioning to an infrared system to
eliminate this strobe or LED flashing effect that occurs with our current lights. The infrared
system would eliminate this possibility since the light is invisible. We would continue to be able
to respond to emergencies without delay without posing a hazard to a passing motorist.
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
There is not an option to this action step. We will respond to emergencies in gated communities
using our current technology if this item is not funded.
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
We will still respond to emergencies in gated communities.
What existing funding (positions/programming) have you evaluated for use if
no additional resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
The only alternative here is to require physical entry of codes into each keypad. Since these
codes change occasionally, it becomes the responsibility of each community to forward any
changes to the Department and our responsibility to make sure each patrol officer is informed of
the changes. The Opti-com system reduces response times.
Performance Measures
Year 1
Temporary CCPDPage 23 of 51Meeting Date: February 6, 2013
Partner with gated communities on cost sharing, if possible. Cost disclosed in budget does not
reflect partnering with gated communities. Opti-com are used in locations outside Town as well
as for gated communities.
on existing patrol fleet
Purchase and install the infrared equipment .
Train officers on the new equipment.
Provide necessary maintenance on the new equipment.
Year 2
Provide necessary maintenance on the new equipment.
Temporary CCPDPage 24 of 51Meeting Date: February 6, 2013
Action Step Justification for Request
Action Step Title: Equipment and New Technology – Automated License
Plate Recognition System
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
Typical criminal activity in Trophy Club runs the gamut from graffitiand criminal mischief to
auto theft and burglary. We have been fortunate in that crimes against persons are the
exception, not the rule.
The Town of Trophy Club has grown rapidly over the last ten years from a quiet, sleepy suburb
of 5000 into a dynamic, accessible, well known residential suburb of southern Denton and north-
east Tarrant Counties with a population of over 9,000. Trophy Club is considered to be one of
the safest communities in North Central Texas. This has been accomplished through an award
winning model of crime prevention and early detection.
Most of the towns that border Trophy Club experience crime rates that are higher than ours in
spite of the fact that many of the same criminals travel through Trophy Club over shared borders.
The Police Department has been tasked with doing more with less and becoming as efficient as
possible in order to best use the resources we have. To that end, the Department has need of an
Automated License Plate Recognition (ALPR) system.
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
Officers on routine patrol frequently check suspicious motor vehicle license plates through the
TLETS/NLETS system in order to ascertain whether the vehicle or license plates are stolen or
whether the driver or other occupants may be wanted or connected with another offense. These
checks are completed one at a time by radio or through the Mobile Data Computer (MDC) in the
vehicle. In either case, license plate checks may take a minute or two to complete. In the case of
moving vehicles, one to two minutes puts distance between the officer running the check and the
vehicle and may impede the officer's ability to act should an occupant possibly be wanted or the
vehicle and/or license plate return as stolen.
Using currently available technology, vehicle license plates can now be read automatically by
ALPR systems. These plates are then compared to a current database of stolen vehicles, license
plates, and wanted persons that is updated and downloaded daily. The results are almost
instantaneous and allow the officer to concentrate on other observations even as his vehicle scans
thousands of plates automatically. This process is much more efficient and provides a "force
multiplier" for officers on patrol.The system will assist the Department in the prevention of
crime and aid officers in rapidly apprehending suspects responsible for criminal activity both in
Trophy Club and in surrounding municipalities. These ALPR systems will serve all groups
within the town, both residents and the visiting population and will allow greater public safety
through the detection of stolen vehicles, wanted persons, and vehicles used in criminal activity.
Temporary CCPDPage 25 of 51Meeting Date: February 6, 2013
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
Officers will continue to run vehicles one at a time through the radio or MDC in the patrol
vehicle. We will continue to find stolen vehicles and wanted persons. However, we will also
continue to miss potential criminals trolling through Trophy Club for opportunities to take
advantage of the fact that we can only be in one place at a time. Further, officers operating the
MDC in the vehicle are, at least partially, distracted while they are driving. As traffic increases,
the number of potential conflicts increases. Thus, during rush hour, when it is possible that a
greater number of violators are on the streets of Trophy Club, the risks associated with using the
MDC also increase.
What existing funding (positions/programming) have you evaluated for use if
no additional resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
Eliminating positions or programs or re-engineering the process are not applicable to this issue.
This is existing technology that can be applied throughout the patrol function by equipping each
patrol unit with the appropriate cameras and software. We hope to share data with numerous
agencies andhave previously attempted to fund this through a federal grant. These issues are
still being researched.
There are no options to lease this equipment.
Performance Measures
Year 1
Develop internal policies for the use of this technology.
Form partnerships with adjacent agencies and their crime analysis personnel in order to facilitate
communication of intelligence and crime data via a regional ALPR database and determine if the
sharing of data among the agencies is feasible.
Year 2
Identify and phase in the ALPR system most appropriate for the agency by researching other
local agencies using ALPR systems.
Obtain two ALPR systems for patrol use and train all potential users on the policy and operation
on the system.
Using comparative data, determine the success of the program at providing a safer community by
reducing crime through the identification, arrest, and prosecution of criminal offenders.
Determine if it is feasible to continue program with additional systems.
Temporary CCPDPage 26 of 51Meeting Date: February 6, 2013
Provide necessary maintenance and upgrades on the new equipment in accordance with
manufacturer’s specifications.
Temporary CCPDPage 27 of 51Meeting Date: February 6, 2013
Action Step Justification for Request
Action Step Title: Equipment and New Technology – Rapid Response
Equipment
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
Rapid response to a shooting situation or other calamitous event at a public facility has become
necessary due to the increasing severity of “active shooter” type events. Regardless of one’s
position on the cause or cure of these events, one truth remains: The United States is the only
nation in the world in which the first responders to this type of event are police officers. Every
other country in the world sends its military to deal with these events.
Whether we consider these events domestic terrorism or address them by some other name, the
local law enforcement agency will be the lead agency in the response. At risk of being labeled
paranoid, it must be recognized that our four schools, our hotels and businesses, and our parks
and playgrounds are potential targets for these events.
It has not happened in Trophy Club but that does not mean that it won’t. If it does, the
equipment, supplies, and training to deal with the event must be in place in advance.
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
Several of our officers have been to the “active shooter” type training that is offered in various
places. We have patrol rifles and shotguns with which all officers have trained. We currently
qualify with those firearms annually. Some officers have developed their own rapid response or
“go” bag but there is no standardization of equipment or supplies for these kits.
Personal equipment issued would include load bearingequipment, an advanced medical
kit, flex cuffs, and identification panels for the load bearing equipment. Other issued
equipment or supplies would be provided as needed from the general fund budget. Cost
per person would be about $315 for this equipment for a total of $6,930 for issued
equipment.
Equipment stored in vehicles would includerifle caliber vest plates and carriers, additional
magazines for the patrol rifleand other equipment such as wedges and entry tools for
opening or securing doors as well as a sturdy bag for each vehicle. Assuming that the fifth
patrol unit is funded we would need 10 bags and equipment sets. Estimated cost per
vehicle would be $1,796.50.
Ammunition and specialty munitions would also need to be funded for additional training
and to equip all vehicles with duty ammunition/munitionsfor the patrol rifle and/or
shotgun. $9.900 is budgeted for this purpose.
Temporary CCPDPage 28 of 51Meeting Date: February 6, 2013
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
There is no question that, if an event occurred, we would respond with all personnel that were
available. Mutual aid agreements already in place would enable us to call on agencies in the area
for assistance. Trophy Club officers, who would undoubtedly be first on the scene, would enter
as soon as the appropriate number of individuals was on the scene.
Response times and workloads would not be effected by our not having the equipment.
However, if an event of this sort occurred, there would not be any on-duty officers who would
not respond and take part. All other work would cease.
What existing funding (positions/programming) have you evaluated for use if no additional
resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
There is a federal program that permits us to identify and obtain military equipment that would
be appropriate to this program but it is unlikely other local police agencies would share their
equipment with us
Performance Measures
Year 1
Identify the rapid response equipment and supplies and determine which equipment would be
individual issue (22 officers) and which would be stored in police vehicles (ten units if the fifth
patrol unit is provided).
Obtain the equipment and supplies through the budget process or via the military equipment
program mentioned above.
Train all employees on the new equipment and supplies.
Provide necessary maintenance on the new equipment.
Year 2
Purchase and install the equipment in the sixth patrol unit, if funded.
Provide necessary maintenance on the new equipment.
Temporary CCPDPage 29 of 51Meeting Date: February 6, 2013
Action Step Justification for Request
Action Step Title: Equipment and New Technology – Handheld Electronic
Citation system
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
Currently officers complete citations by hand. With our previous court software system, we
could issue an electronic citation that was generated after an officer entered the necessary
information into the Mobile Data Computer. Without going into great detail, the records
management system the Police Department employs does not communicate with the court
system. The necessary software is available at some expense. If the software was obtained, the
officers could continue to issue citations manually or via the MDC. Using the MDC, with either
system, is less than favorable because the officer has to be inside the police vehicle to do so.
This is an officer safety issue. The Electronic Citation system permits the officer to remain
outside the vehicle where he or she can maintain a better view of the suspect vehicle, violator,
and trafficflow.
We will still need to address the issue of software compatibility and will work with Municipal
Court and IT to resolve that issue.
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
Officers have transitioned from hand-written citations, to electronic citations, and back to hand-
written citations. We will continue to operate in the most efficient manner possible.
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
We will continue to operate in the most efficient manner possible.
What existing funding (positions/programming) have you evaluated for use if
no additional resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
This would represent a technological improvement to our current method. The problem has been
the changes in software by the Police Department and Municipal Court. The PD obtained
software they would not otherwise have been able to obtain because Denton County S.O. gave it
to us. The court obtained software along with the Finance Department that worked best for
them. There is a way to make them compatible. We are working on it.
Temporary CCPDPage 30 of 51Meeting Date: February 6, 2013
Performance Measures
Year 1
Resolve the software compatibility issue between the PD and Court.
Determine if this system reduces data input time for either department and identify those savings.
Determine if there are Court Technology funds that could be utilized to offset the costs involved.
Year 2
Identify the appropriate Handheld Electronic Citation system and plan a multi-year phase in
program to evaluate the effectiveness of the system.
Temporary CCPDPage 31 of 51Meeting Date: February 6, 2013
Action Step Justification for Request
Action Step Title: Staffing Levels – School Resource Officer
Why is the action step being requested?
What is the issue to be addressed, when and how did it become an issue, etc.
The School Resource Officer (SRO) program wasstarted several years ago with a federal hiring
grant that permitted us to provide a SRO to Northwest ISD at no cost. Over time, NISD
provided a standardized stipend of $15,000 per year for the position. This did not come close to
covering the expense the Town incurred in providing an officer in the schools. Throughout this
time, the grant was dwindling down but was at least partially funded for, I believe, five years. At
the end of the grant, the Town, wanting to maintain this relationship with NISD, entered into an
interlocal agreement that provided the officer to the district with the district funding the position
for the school year. The officer was assigned as the Juvenile Detective most of the time although
he did work in patrol occasionally.
With the construction of Byron Nelson High School (BNHS) the SRO was provided with an
office there. He moved from Medlin Middle School the first year BNHS was open. As a result
of the increase in school age students in Trophy Club, juvenile related calls for service increased
by about 200% in one year.
The high school is now a four-year campus. Beck Elementary expanded last year and Lakeview
Elementary is expanding this year. Continued growth in the number of students is expected.
The Department has provided a SRO who expected to provide security as well as education
through the Law Enforcement Teaching Students (LETS) class (a DARE type curriculum), Eddie
Eagle (a firearms safety program from the NRA), and Texas Law and You training. A prior
SRO was also part of our bike team and assisted with bicycle rodeos at the schools throughout
the year. The SRO also provides any number of administrative to the district through his
presence at conferences and so forth.
Last fall, we added a full-time Juvenile Detective. The existing SRO moved into that position
and a patrol officer filled the SRO slot, making us one officer short on patrol. The approved
patrol positions will remedy this in time but the increased work load felt by our new SRO is
substantial. It is time to expand our presence at the schools in Trophy Club with the addition of
a second SRO.
The increased workload has been assumed by the SRO with frequent assistance from patrol
officers. Needless to say, whenever one of our two on-duty patrol officers responds to one of our
schools, our on-duty patrol staff is reduced by 50% leaving a SRO and a patrol officer to serve
the district and one patrol officer to provide services to 9000 residents affecting response time,
citizen satisfaction, and officer safety
What have you done to handle this issue until now?
Have you utilized overtime, contract help, part time hours, rental of equipment, technology
changes, changes in processes or procedures, had an unsatisfactory response, etc
Temporary CCPDPage 32 of 51Meeting Date: February 6, 2013
The increased workload has been handled by the SRO with frequent assistance from patrol
officers and/or supervisors. This reduces the available patrol staff to serve other areas of town,
increasing response time and decreasing quality of life for those residents as well as impacting
officer safety.
What would happen if this action step was not funded?
Would you still provide the service? How would response times or workload be affected? How
would other programs or positions be impacted?
If this is not funded we will continue to rely on patrol officers and/or supervisors to provide
services to the schools while resident’s receipt of services is decreased.
What existing funding (positions/programming) have you evaluated for use if no additional
resources are approved?
Have you looked at eliminating other positions, programs? Have you looked at technology
improvements? Have you looked at re-engineering the process? Utilizing contract or shared
resources with another department or agency?
This is not an action step that lends itself to technological or re-engineering opportunities.
Denton County S.O. provided a truancy officer who was provided an office at Medlin Middle
School. More often than not, patrol officers responded to assist the SRO regardless of whether
the deputy was available.
It is proposed that the second and subsequent years of service for the proposed SRO’s be
budgeted from the General Fund.
Performance Measures
Year 1
Alter the interlocal agreement with NISD to provide funding for a second SRO to be assigned at
Medlin Middle School.
Identify interested officers for this position and transfer one patrol officer.
Replace that patrol officer with a new hire.
Arrange training for the new SRO through funding provided by the district.
Year 2
If justified, alter the interlocal agreement with NISD to provide funding for a third SRO who
would office at Byron Nelson High School but be responsible for frequent visits to the
elementary campuses.
Identify interested officers for this position and transfer one patrol officer.
Replace that patrol officer with a new hire.
Arrange training for the new SRO through funding provided by the district.
Renew the interlocal agreement with NISD.
Temporary CCPDPage 33 of 51Meeting Date: February 6, 2013
Temporary CCPDPage 34 of 51Meeting Date: February 6, 2013
BACKGROUND
A creation election for the Crime Control and Prevention District allowing for the collection of a
one-fourthof one percent sales tax will be held in May, 2013. Proceedsfrom this sales tax may
only be used for law enforcement programs. State law requires that a public hearing be held in
relation to consideration of the proposed budget.
ANALYSIS
Proposed FY 2013-14 Budget
The proposed budget projects sales tax collection to be $160,000. Interest earnings arealso
projected however I do not have this projection. Projects for years one andtwo are hereby
submitted for considerationby the Temporary Board of Directors.
State law requires that the district fund an annual evaluation program to study the impact,
efficiency, and effectiveness of new or expanded crime control and crime prevention programs.
The law also requires that the board have an annual audit made of the financial condition of the
district by a third party auditor. Finally, the district can contract with the municipality for
administrative support. A total of $1,000 has been requested to cover the cost of the third party
audit and the use of town staff to provide administrative support and conduct the annual
evaluation.
Proposed FY 2013-14 Budget Detail
Crime Control and Prevention District
BEGINNING FUND BALANCE $ 0
REVENUES
Sales Tax $160,000
Interest/Misc. $?
Total Revenues
$160,000
Total Resources
$160,000
EXPENDITURES
Police Department Infrastructure
Start the needs assessment/design/engineering process with a Request for Proposal from the
appropriate firms.
Locate property and negotiate purchase
$18005
Total infrastructure $18000
-
OneTime Expenditures:
TASER (16 units) $20,000
Fifth patrol vehicle $26,000
Equipment to outfit fifth patrol unit $22,900
Automated External Defibrilators (6 at $2000 each) $12,000
Identify appropriate duty weapons/equipment (no cost year 1) $0
Update Opti-com technology (existing fleet) $4,000
Temporary CCPDPage 35 of 51Meeting Date: February 6, 2013
Automated License Place Recognition System (no cost year 1) $0
Rapid Response Equipment
Issued equipment $315 per person X 22 sets for current officers - $6,930
Vehicle equipment cost $1,796.50 per vehicle X 10 vehicles - $17,965.
Ammunition Cost for duty ammunition and training - $9900.
$34,795
-
Handheld Electronic Citation system (no cost year 1) $0
Total OneTime ExpendituresYear 1:$119700
$119695
Personnel
Second SRO $22300
Total Personnel $22300
TOTAL EXPENDITURES $160000
ENDING FUND BALANCE $0
Proposed FY 2014-15 Budget Detail
Crime Control and Prevention District
BEGINNING FUND BALANCE $ 0
REVENUES
Sales Tax $160000
Interest/Misc. $?
Total Revenues
$ 160000
Total Resources
$ 160000
EXPENDITURES
Administrative Fee $1000
Police Department Infrastructure
Identify funding source and begin construction
$36643
Total infrastructure $38400
-
OneTime Expenditures:
Sixth patrol vehicle $26,000
$26697
Equipment to outfit sixth patrol unit $22,900
Includes AED ($2000) and Rapid Response equipment costs ($1797)
Identify and issue duty weapons $14,000
Automated License Place Recognition System $34360
Handheld Electronic Citation system (no cost year 2) $0
Total one-time expenditures $99260$101,057
Temporary CCPDPage 36 of 51Meeting Date: February 6, 2013
Personnel
Third SRO $22300
Total Personnel $22300
TOTAL EXPENDITURES $160000
ENDING FUND BALANCE $0
RECOMMENDATION
It is staff’s recommendation that the Temporary Board of Directors of the Town of Trophy Club
Crime Control and Prevention District approve the FY 2013-14 and FY 2014-15 proposed
budgets. The proposed budgets will then be submitted to the Town Council for consideration.
Temporary CCPDPage 37 of 51Meeting Date: February 6, 2013
Trophy Club Entities
100 Municipal Drive
Trophy Club, Texas 76262
Legislation Details (With Text)
File #:2013-68-T Version:1 Name:
Type:Agenda Item Status:Regular Session
File created:2/1/2013 In control:Temporary Crime Control and Prevention District
(CCPD)
On agenda:2/6/2013 Final action:
Title:Discuss and take appropriate action regarding the Draft Presentation for Public Hearing
Attachments:Crime Control and Prevention District (CCPD) Citizens Brief.pdf
DateVer.Action ByActionResult
TITLE
Discuss and take appropriate action regarding the Draft Presentation for Public Hearing
Temporary CCPDPage 38 of 51Meeting Date: February 6, 2013
Trophy Club Entities
100 Municipal Drive
Trophy Club, Texas 76262
Legislation Details (With Text)
File #:2013-69-T Version:1 Name:
Type:Agenda Item Status:Regular Session
File created:2/1/2013 In control:Temporary Crime Control and Prevention District
(CCPD)
On agenda:2/6/2013 Final action:
Title:Set next meeting date and board comments on future agenda items
Attachments:
DateVer.Action ByActionResult
TITLE
Set next meeting date and board comments on future agenda items
Temporary CCPDPage 51 of 51Meeting Date: February 6, 2013