Page 179 - Southlake FY23 Budget

CITY DEPARTmEnT OvERvIEw

POLICE DEPARTmEnT

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City-wide goal: Develop a highly qualified, motivated, well-trained, and innovative work force to serve the needs
of an evolving community by solidifying a learning culture and implementing recommendations from the City of
Southlake’s Organizational Learning and Development Strategic Operations Plan.
Department goal: Continue to provide timely, high-quality training that is relevant to the current and future threat
environment.
Implementation Strategy:
• Ensure all TCOLE certifications and contract training provider requirements are met and maintained.
• Fully implement the training simulator into department quarterly trainings and expand its use to
surrounding law enforcement partners.
• Ensure quarterly training addresses current threats and crime trends and incorporates deescalation and
force options based on industry best practices.
City-wide goal: Attract, develop, and retain highly qualified employees through the creation and implementation
of an innovative and strategic recruitment and retention plan which ensures a diverse applicant pool, promotes
personal growth, fosters employee engagement, and includes a dynamic and inclusive training environment
throughout an employee’s career.
Department goal: Continue to explore and identify creative methods to recruit, hire, and retain highly qualified and
talented individuals to serve and protect the community.
Implementation Strategy:
• Engage department employees to assist with updating the existing recruitment plan and identify new
strategies to maximize the qualified applicant pool.
• Update and refresh the current department recruitment video to expand its reach.
• Develop an effective satellite testing process to expand the qualified applicant pool.

City-wide goal: Optimize technology resources based on their purpose (Operations vs. Support).
Department goal: Capitalize on technology to enhance the Police Department’s ability to reduce or mitigate crime
and the fear of crime.
Implementation Strategy:
• Utilize the new CAD/RMS system to analyze data and identify trends to prevent and address crime through
strategic and effective resource deployment.
• Reevaluate and update the CompStat process based on the expanded capabilities of the new CAD/RMS
system.
• Provide timely, accurate, and relevant crime data to inform the community.

M
e Measures
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perfOrManCe Measures
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fy 2020
fy 2021
fy 2022
perfOrManCe Measure aCtuaLs aCtuaLs prOjeCtiOn fy 2023
target
Police Response Times for Priority 1 Calls
3:19 2:58 2:45 < 4 Min
Average Criminal Case Clearance Rate for Detectives
64% 63% 52% > 45%
Full-time Voluntary Turnover Rate
6.9% 9.7% 5.5% < 8%

178 FY 2023 City of Southlake | BUDGET BOOK
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