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R-99-06-24-10D1 - 6/24/1999RESOLUTION NO. R- 99- 06- 24 -10D1 WHEREAS, the U. S. Department of Justice, has grant funds available to cities for various law enforcement projects, and WHEREAS, grant funds are available through the C.O.P.S. (Community Oriented Policing Services) in Schools Program under the Universal Hiring Program for the hiring of two additional School Resource Officers, and WHEREAS, the City Council wishes to make application for the grant to provide financial assistance for the above - described program, Now Therefore BE IT RESOLVED BY THE COUNCIL OF THE CITY OF ROUND ROCK, TEXAS, That the Mayor is hereby authorized and directed to make the necessary application for the above - described grant. The City Council hereby finds and declares that written notice of the date, hour, place and subject of the meeting at which this Resolution was adopted was posted and that such meeting was open to the public as required by law at all times during which this Resolution and the subject matter hereof were discussed, considered and formally acted upon, all as required by the Open Meetings Act, Chapter 551, Texas Government Code, as amended, and the Act. RESOLVED this 24th day of Ju LAND, City Secretary %:\ WPOOCS \RESOLUTI \R90626O1.WPO /SCg RI`s- T A. STLUKA, . , Mayor City of Round Rock, Texas CITY OF ROUND ROCK POLICE DEPARTMENT 615 E. PALM VALLEY BLVD. ROUND ROCK, TEXAS 78664 -3227 EMERGENCY 911 BUSINESS 512 - 218 -5500 June 9, 1999 C.O.P.S. Universal Hiring Program U.S. Department of Justice 1100 Vermont Avenue, N.W. - Washington, DC 20530 ATTN: Christine Schneider Dear Ms. Schneider: The City of Round Rock is applying for federal funding under the C.O.P.S. in Schools Grant Program for two additional full -time officer positions to be placed in primary or secondary schools. The Round Rock Police Department, ORI #2460500, Applicant Agency EIN #746017485 is currently receiving federal funds under the Universal Hiring Program Grant #95CFWX209. Sincerely, Paul N. Conner Chief of Police PC:BD:jak "TO PROTECT and SERVE" 16.4 � Robert tluka, ayor Round Rock, Texas CITY OF ROUND ROCK POLICE DEPARTMENT 615 E. PALM VALLEY BLVD. ROUND ROCK, TEXAS 76664-3227 EMERGENCY 911 BUSINESS 5t2- 218 -5500 June 3, 1999 Ms Lori E. Hunter 1100 Vermont Avenue, N.W., 5 Floor Washington, D.C. 20530 Re: COPS Grant Dear Ms. Hunter: The City of Round Rock plans to retain the positions created with the COPS grant after the federal funding expires in three years. At the end of the grant period, funding for the officers' salaries will be obtained from general fund revenues through an increase in the department budget. Sincerely, Paul N. Conner, Chief of Police Round Rock Police Department Round Rock, Texas "TO PROTECT and SERVE" ROUND ROCK POLICE DEPARTMENT TO: David Kautz, Director of Finance Steve Sheets, City Attorney FROM: Paul Conner, Chief of Police DATE: June 10, 1999 615 E. PALM VALLEY BLVD ROUND ROCK, TEXAS 78664 PHONE: (512) 218 -5500 FAX: (512) 218 -7060 TO PROTECT and SERVE" MEMORANDUM SUBJECT: Approval of C.O.P.S. in Schools Grant Program Attached is a copy of the grant application I would like to present to the City Council on June 24 1999. We are quickly approaching the grant deadline, so your expeditious review is appreciated. If this grant is approved, it will allow us to place a police officer in our new Stoney Point High School, and serve each of our middle schools with one officer. You will notice that the grant is loaded on the back end. As a result, our costs do not really begin until the third year. I intend to approach the school district to pick up the funding for both of these positions beginning in year three. If that is not successful, the city will be obligated to fund these positions for one year following the final grant year. With our anticipated growth, I don't expect that this will be an issue. Please let me know if you have any questions or desire changes to this grant. COPS in Schools Partner Information Page Under the COPS in Schools grant program, law enforcement agencies are eligible to apply for federal funding . to assist with the cost of hiring additional officer positions to be placed in primary or secondary schools. To be eligible to receive funding under this grant program, applicants must enter into a partnership agreement with with an official for a specific school or school district with general educational oversight authonty in that juris- diction. Please attach additional information detailing the proposed project. If there is going to be multiple partners involved in this project, lease complete a separate form for each. If the proposed project affects an entire school district, then the official with general oversight over the entire school district may complete the partner information page. • General Information: Name of Law Enforcement Agency: Round Rock Police Department ORI: 2460500 Name of Partner Agency or School District Round Rock I.S.D. School Offidal Name: Dr. Thomas Gaul Title: Superintendent Address: 300 N Lake Creek Drive _.., City. Round Rock State: TX Zip Code: 78681 Telephone: (512) 464 -6000 FAX: 2,112)___4_6_4 Please attach a signed memorandum of understanding detailing the proposed project Signature of Law Enforcement Executive: Date: Signature of School Official: Date: Updated: October 29, 2998 COPS in Schools Program Application Fenn: This page must be returned to the COPS Office Mr-air-00l Problem Identification COPS in Schools Application Addendum Gang Violence / Activity adjacent to or within the Middle and High Schools of Round Rock Independent School District within the city limits of Round Rock, Texas. • 30 documented gangs as of March 1999 • 573 confirmed / associate gang members • 175 juvenile gang members Williamson County is Texas's second fastest growing county. Round Rock's proximity to the Austin metropolitan area and the Interstate 35 corridor, it provides easy access to gang activities and drug trafficking. Schools provide a ready -made gang member recruiting base and drug distribution center. Gang related activities have grown commiserate with the population explosion. Gang activities at the schools range from recruiting members to property destruction, thefts, assaults, drug dealing, and weapons violations. The School Resource Officers presence for the last two years has dramatically hindered gang activities. Despite the School Resource Officers involvement, the Round Rock Independent School District's related gang violence / activities steadily increased from `93 -`94 to present. (see attachment #1 line #3 Safe and Drug Free School and Communities Act, State of Texas Annual Evaluation Report for Round Rock ISD.) Based on this data analysis, Round Rock Police Department proposes expanding by two the number of School Resource Officers. Their duties encompass identifying hard core gang members, potential recruits, and associated illegal activities. With a student population exceeding 3300, Round Rock High School is central Texas's largest single campus school. This does not include the 207 students attending Round Rock Opportunity Center, an alternative learning school. During the school year 1998 -1999 the Round Rock Police Department School Resource Officers assigned to Round Rock Ifigh School identified and documented 58 gang members. This was accomplished via Round Rock Police Department Standard Operating Procedure (effective September 23, 1998) based on United Supreme Court case People vs. Holguin - 1985. Another 51 gang members were identified and documented on or around three middle school campuses within Round Rock city limits. Data analysis indicates that while gang activities are increasing, incidents where firearms were confiscated have decreased significantly. (see attachment #1 line #15) This can be attributed directly to School Resource Officer presence. Round Rock I.S.D. is opening a new high school for the school year 99 -00. This facility will be within the jurisdiction of the Round Rock Police Department. This new school will have an initial population approaching 1200 students. Previous experience dictates the need for additional School Resource Officers. Pro - active involvement and an overall approach of crime prevention efforts such as youth programs, anti -drug, gang, and violence programs decrease gang influence. Regular meetings with school groups to discuss crime will inhibit expansion of gang activities. Community Police Strategies The most successful approach is the Triad concept. This three part strategy is the essence and foundation of the School Resource Officer program. First, the officer acts as an educator or classroom presenter where presentations are scheduled through the school administration. Popular topics include but are not limited to drug and alcohol abuse, crime prevention, gang awareness, the legal process, safety awareness, violence prevention, and conflict resolution. The second aspect is as an active listener or informal counselor. The officer affords the entire school population informal counseling based on the officer's expertise as a law enforcement professional. The School Resource Officer is to be a resource in the school community, developing working relationships with and supplementing the professional school counseling staff. Part three of the Triad is law enforcement activities. The School Resource Officer is responsible for carrying out all duties and obligations as a police officer. The School Resource Officer's decision to intervene will be made when it is necessary to prevent violence, a breach of the peace, personal injury or property loss. The School Resource Officers are able to identify incidents unique to the school environment that are not generally encountered through routine street patrol. Successful community policing strategies include the D.A.RE. (Drug Abuse Resistance Education) program. D.A.R.E. provides lessons that focus on helping students manage their feelings of anger and resolve conflicts without resorting to violence or the use of alcohol and drugs. This program implemented in the elementary and middle schools. Gang awareness presentations are given to parents, teachers, school administrators, and other civic groups. School Resource Officers conducted classroom presentations on violence reduction, and conflict resolution. Peer mediation and the formulation of a Police High School Explorer Post were successful innovations. The School Resource Officers involvement in the formation and continuing activities of the High School Leo Club, a youth civic organization, provided a valuable link between the police department and the high school community. Inherent in the duty of a School Resource Officer is intelligence gathering. The School Resource Officer builds a network of information sources in an effort to stay abreast of current trends. Additionally this is invaluable in preparing for potential gang activities. Intelligence gathering is equally important in criminal investigation. This enables the School Resource Officer to take a pro - active stance. The School Resource Officer also participates in extra curricular activities outside the school day. The officer attends these functions to develop and enhance rapport between youth, parents, educators and police officers, thus creating a positive law enforcement role model. Quality and Level of Commitment to Program Through dedication and developing ownership of the assigned school, the officer expands duties to go above and beyond their normal scope. The officer builds student rapport thereby affording positive interaction opportunities. The School Resource Officer has the commitment and dedication to develop, initiate, and expand new programs. Using vision and creativity the School Resource Officer increases student participation, ultimately benefiting students, the schools, the police department and the community. The School Resource Officer presents a positive role image, thereby instilling good citizenship qualities, lowering the crime rate and serves as a link between the school, law enforcement agencies and other social services. Currently, the School Resource Officer's time commitment exceeded 2100 hours per officer annually. This time was given to community presentations for parents, foster parents, child and protective services, educational personnel and other civic groups. This program operates on a year round schedule and is not limited to the school year. The Round Rock Police Department Explorer Program, recruited from various Round Rock I.S.D. campuses. This program began within the past year and has expanded to include neighboring communities. The Explorer Program participated in curbing illegal sale of alcohol to minors as well as other vital community projects. A Round Rock Police Department School Resource Officer was named Officer of the Year by The Round Rock Chamber of Commerce. This is a clear indication of the quality of service rendered and the recognition of such service by the community. Link to Community Policing: The Round Rock Police Department School Resource Officers have implemented the Community Policing philosophy that promotes and supports organizational strategies to address the causes of crime, reduce the fear of crime and social disorder through problem- solving tactics and community- police partnerships. This is another example of how the Round Rock Police Department identifies a location or populous and addresses their unique problems, issues, conflicts, crime and fear of crime, as well as, identifying potential problems not generally encountered through routine street patrol operations. The School Resource Officer will approach a problem by forming a community partnership with the Round Rock I.S.D. students, parents, faculty, staff, and administrators. This program will be evaluated through a combination of traditional crime analysis methodologies and customer satisfaction surveys completed by the school community. Data will also be collected to evaluate not only the number of students, staff, and administrators affected by the program, but also the number of pro- active prevention hours spent for each of the schools Incidents 2. 3. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Students referred for disciplinary action related to the possession, sale, or use of TAOD* Students arrested for offences related to the possession, sale, or use of TAOD* Incidents of school - related gang violence Students placed in alternative education due to possession, sale, or use of TAOD* Other students placed in Alternative Education (excluding line 4 above) Out -of— school suspensions related to possession, sale, or use of TAOD* Other out -of- school suspensions (excluding line 6 above) Expulsions related to possession, sale, or use of TAOD* (do not include students placed in an alternative to expulsion program) Other expulsions (do not include students placed in alternative to expulsion program) (excluding line 8 above) Assaults against students Assaults against teacher /staff Acts of vandalism /criminal mischief against school property TOTAL 1993 -94 460 0 l 11 60 0 435 0 0 739 19 68 2 3 1 37 1836 1994 -95 460 20 9 20 187 71 943 19 38 651 29 767 18 63 54 2 3 2 Acts of vandalism /criminal mischief against student property Acts of vandalism /criminal mischief against teacher /staff property Number of firearms confiscated Number of other weapons confiscated 6 2625 1995 -96 429 37 43 63 215 56 1297 8 15 55 4 2961 1996-97 374 56 51 42 222 39 1379 2 22 666 17 73 71 1 0 77 3 0 12 3035 1997 -98 261 65 89 81 456 1 0 1438 4 10 796 16 89 6 3393 1998 -99 *TAOD = Tobacco, Alcohol, and Other Drugs SAFE AND DRUG -FREE SCHOOLS AND COMMUNITIES ACT STATE OF TEXAS ANNUAL EVALUATION REPORT ROUND ROCK ISD PROGRAM SPECIFIC INDICATORS Applicant Name: City of Round Rock ORI Code (Assigned by FBI): 7460500 State: Texas _ This worksheet will assist you in properly organizing and estimating your costs and providing the necessary details for financial review. Complete fart I if you are requesting funds for full -time officers, fart 2 if you are requesting part -time officers, and both parts if you are requesting full- and part -time officers. Everyone must complete a Budget Summary. If you plan to hire more than one part -time officer and they will be working a different number of hours, use average salary and benefit figures. The budget information you provide will he used to calculate your grant amount. Assistance in completing this information is available from the U.S. Department of Justice Response Center at 1 -800- 421 -6770, or by writing the COPS Office, 1100 Vermont Avenue, NW, Washington, DC 20510. (ikiR Approval #1103 -0027, exp. 5/98 Part 1: Complete If You Are Requesting full-Tnne Officers 1. Cost Per Full -Time Officer — Year 1 Instructions Current Annual Entry-Level Base Salary $ 30.000 (a) Enter the base annual salary that your department currently pays a new, entry - level officer. Annual Fringe Benefits: 'FICA /Social Security Health Insurance Life Insurance Vacation Sick Leave Retirement 'Worker's Comp. *Unemployment Ins. Other (Please list others.) Tnlal Fringe Benefits $ 9,699 Total Year 1 Salary and Benefits $ 39,699 U.S. Department of Justice, Office of Community Oriented Policing Services Universal Hiring Program Budget !donation $ 2,295 Department costs of FICA/SS (may not exceed 7.65%). $ 2.650 Department costs toward health insurance coverage. $ - Dcpartmcnt costs toward life insurance coverage. $ - Dcpartmcnt vacation costs, if not included in base salary. $ - Department sick leave costs, if not included in base salary. $ 3,600 Dcpartmcnt contribution to retirement benefits. $ 1,010 Department costs of worker's compensation. $ 144 Department costs of unemployment insurance. $ -0- Costs of equipment, training, uniforms. vehicles and overtime are not permitted. Please do not Include these costs. (b) Sum of department fringe benefit costs for Year 1. (c) Year 1 base salary plus Year 1 fringe benefits (line a + line b). 1 2. Cost Per Full -Time Officer — Year 2 Current Annual Entry-Level Base Salary $ Annual Fringe Benefits: *FICA /Social Security $ 2,410 I Iealth Insurance $ 2,650 I,ife Insurance $ —0— Vacation $ —0— Sick Leave $ —0— Retirement $ 3,780 _ `Worker's Comp. $ 1,061 'Unemployment ins. $ 144 Other $ _ —0— (Please list others.) Total Fringe Benefits Total Year 2 Salary and Benefits 31,500 (d) 3. Cost Per Full -Time Officer — Year 3 Current Annual Entry-Level Base Salary $ 3t1,075 Total Fringe Benefits Total Year 3 Salary and Benefits $ 10,045 $ 41,545 Annual Fringe Benefits: ',FICA/ Social Security $ 2,530 I Iealth Insurance $ 2,650 Life Insurance $ —0— Vacation $ — 0 — Sick Leave $ —0— Retirement $ 3,969 'Worker's Comp. $ 1,114• 'Unemployment Ins. $ 144 Other $ —0— (Please list others.) (e) (f) (g) $ 10.407 (h) $ 43.482 (i) 2 Instructions Enter the base annual salary that your department ru rrntly pays a new. entry-level officer in Year 2. Department costs ofFICA/SS (may not exceed 7.65%). Department costs toward health insurance coverage. Department rusts toward life insurance coverage. Department vacation costs, if not included in base salary. Department sick leave casts. if not included in base sala Department contribution to retirement henefits. Department costs of workers compensation. Department costs of unemployment insurance. Costs of equipment, training, uniforms, vehicles and overtime are not permitted. Please do not Include these costs. Sum of department fringe benefit costs for Year 2. Year 2 base salary plus Year 2 fringe henefits (line d line c). Instructions Enter the base annual salary that your department currently pays a new, entry -level officer in Year 3. Department costs of FICA/SS (may not exceed 7.65 %). Department costs toward health insurance coverage. Department costs toward life Insurance coverage. Department vacation costs. if not included in base salary. Department sick leave costs, if not included in hasr salary. Department contribution to retirement benefits. Department costs of worker's compensation. Department costs of unemployment insurance. Costs of equipment, training, uniforms, vehicles and overtime are not permitted. Please do not include these costs. Sum of department fringe benefit costs for Year 3. Year 3 base salary plus Year 3 fringe henefits (line g+ Tine h). Department Name: Part 2: Complete If You Are Requesting Part -Time Officers Noir: Thar is a funding rap for part -time officers in proportion to the number of hours worked (c.g., 20 hours/week = .5 full -time equivalent officer). 1. Part -Time Hours: What is the average number of hours per week that your part -time How many hours per week is considered full -tim - ment? What is the average number of . - . r year that your part -time COPS officer will work? What is the ho or the part -time COPS officer? p y the hourly rate by the average number of hours per year and enter this amount in (j) below. 2. Cost Per Part -Time Officer — Year 1 Current Annual Entry-Level Base Salary For a Part -Time Officer $ (j) Annual Fringe Benefits: 'FICA /Social Security $ Health Insurance $ Life Insurance $ Vacation $ Sick Leave Retirement r s Comp. $ `Unemployment Ins. $ Other $ (Please list others.) Total Fringe Benefits $ (k) Total Year 1 Salary and Benefits $ (I) 3 ORI Code (Assigned by FBI): Instructions cer will work? Enter the base annual salary that your department currently pays a new, entry - level. part -time officer Department costs • - - •r S (may not exceed 7.05%). D n t costs toward health insurance coverage. Department costs toward life insurance coverage. Department vacation costs. if not included in base .salary. Department sick leave costs, if not included in base salary Department contribution to retirement benefits. Department costs of worker's compensation. Department costs of unemployment insurance. Costs of equipment, training, uniforms. vehicles and overtime are not permitted. Please do not include these costs. Sum of department fringe benefit costs for Year 1. Year 1 base salary plus Year 1 fringe benefits (line j + line k):' 3. Cost Per Part -Time Officer — Year 2 Current Annual Entry-Level Base Salary $ (m) Annual Fringe Benefits: 'FICA /Social Security $ Icollh Insurance $ Life Insurance $ Vacation $ Sick Leave $ Retirement $ 'Worker's Comp. $ 'Unemployment Ins. $ Other (1'1r ers.) Total Fringe Benefits Total Year 2 Salary and Benefits (n) ( 4. Cost Per Part-lime Officer — Year 3 Current Annual Entry-Level Base Salary $ i (p) Annual Fringe Benefits: Instructions Enter the base annual salary that your department currently pays a nctv,, entry - level, part -time COPS officer in War 2. Department costs ofFICA/SS (may not exceed 7.65 %). Department costs toward health insurance coverage Department costs toward life insuranc • gc. Department vacation c� . ' of included in base salary. Depart, .- cave costs, if not included in base salary. apartment contribution to retirement benefits. Department costs of worker's compensation. Department costs of unemployment insurance. Costs of equipment. training, uniforms, vehicles and overtime are not permitted. Please do not include these costs. Sum of department fringe benefit costs for Year 2. Year 2 base salary plus Year 2 fringe benefits (line m + line n). Instructions Enter the base annual salary that your department currently pays a nets, entry- level, part -time COPS officer in Year 3. 'FICA /Social Security Health Insurance Life Insurance Vacation Sick Leave Retirem orker's Comp. 'Unemployment Ins. Other (Please list others.) $ $ $ $ $ Total Fringe Benefits $ (q) Total Year 3 Salary and Benefits $ (r) 4 Department costs of - may not exceed 7.65 %). Del. costs toward health insurance coverage. Department costs toward life insurance coverage. Department vacation costs, if not Included in base salary. Department sick leave costs, If not included in base salary. Department contribution to retirement benefits. Department costs of worker's compensation. Department costs of unemployment insurance. Costs or training, uniforms. vehicles and overtime are not permitted. Please do not Include these costs. Sum of department fringe benefit costs for Year 3. Year 3 base salary plus Year 3 fringe benefits (line p + line (1). Prparhnenl Name: Round Rock Pnl ire mararrmAnt ORI Code (Assigned by FBI): 2460500 Part 3: -Universal Ring Program — Budget Summary After completing Part 1 and /or fart 2 of this form, answer the following questions. If necessary, attach an explanation of how you computed salaries and benefits for the worksheet. Be sure to answer EVERY question. Missing or erroneous information can greatly slow the grant - making rrocecs. L If your department's second - and third -year costs for salaries and /or henefits are greater than the first year, check the reason(s) why in the space below: r Cost of living adjustment (COLA) r Step raises • r Changes in benefit costs N Other (attach an explanation) *Attachment /11(5.03 Policy) 2. If e mu are requesting full -time officer(s), what is the department's total 3 -year cost for salaries and benefits for one officer ? (c' r f 1 1): 174,726 (s Multiple the total from (s) above by 0.75 (75%): $ 93,544 (t). Compare (t) to $75,000. Write whichever amount is LESS: $ 25_,011.0_ This is the maximum amount of Federal funds for which your department is eligible. If you are requesting part -time officer(s), what is the department's total 3 -year cost for salaries and henefits for one officer? (I i - o + r): NIA (v) . Multiple the total from (v) above by 0.75 (75%): $ N/A (w). This is the maximum amount of Federal funds for which your depart ment is eligible. 3. State and municipal agencies that receive Federal grants are required to have audits of those grants forwarded to a single Federal agency (Justice, I IUf), HHS, Transportation, etc.). The single Federal agency where such audits are sent is known as your "Cognizant Federal Agency.' For assistance in determining which Federal agency receives your audits, call 1- 800- 421 -6770. Enter the name of this Federal agency in the space below: 4. Starting date of your fiscal year: October 1, 1999 Ending date: Sepr.emher 3n, 7nnn NOTE: UNLESS A WAIVER IS AUTHORIZED, FEDERAL FUNDS FOR EACH OFFICER CANNOT EXCEED 75 PERCENT OF 3 -YEAR COSTS OF AN ENTRY -LEVEL OFF'ICER'S SALARY AND BENEFITS, OR $75,000, WHICHEVER IS LESS. IF NO FUNDS WERE BUDGETED FOR WORKER'S COMPENSATION, FICA OR UNEMPLOYMENT, PLEASE EXPLAIN. 5 5. Under COPS grants, the Federal share of total salaries and henefits must decrease each year leading to full local funding by the fourth year of officers' employment. At the same time, your local share must increase each year. The percentage of total officers' salaries and henefits paid with Federal funds must he less in Year 2 than in Year 1 and less in Year 3 than in Year 2. Looking at it from the local funding perspective, the per- centage of total officers' salaries and henefits paid with local funds must he more in Year 2 than in Year 1 and more in Year 3 than in Year 2. Pill out (hr following 3 -year projection, showing how the Federal share and your share will change year by year for one officer. If applying for a waiver, you must still complete the Federal and local amount sections as if you were not receiving a waiver. Federal Share Requirement for One Full -Time Officer's Salar and Benefits Federal Amount (MI writ must derrease each year) Loral Amount (I'rnrnlage must increase each year) 101,11 (Federal Amount plus Local Amount) YEAR 1 $'39,699 $ —0— $ 39,699 Year 1 - line (c) .YEAR 2 $ 35,301 $ 6,244 $ 41,545 Year 2 line (1) Federal Share Requirement for One Part-Time Officer's Salary and Benefits Federal Amount (Percentage must decrease each year) Local Amount (Percentage must increase each year) Total (Federal A p us Local Amount) YEAR 1 $ • Year 1 - line (I) YEAR 2 Ycar 2 • line (o) 6 YEAR 3 $ —0— $ 43,482 $ 43,482 Year 3 - line (0 YEAR 3 TOTAL - 3 YEARS $ 75,000 May not excvcd 757 of total et∎st% or 57 +,(110, whichever is smaller • line (ul $ 49,726 $124,726 Total 3 - year costs - Gnr (s) TOTAL - 3 YEARS line (v) Year 3 - line (r) Total 3.year costs • line (w) Signature The under:tiigned attests to the accuracy of the Budget Information submitted on the preceding pages. Name (typed) of Authorized Official: Title: Signal un 7 Date: POLICY PERFORMANCE MANAGEMENT PROCESS ATTACHMENT #1 HUMAN RESOURCES POLICY AND PROCEDURES 5.00 COMPENSATION AND SALARY ADMINISTRATION 6.03 PERFORMANCE MANAGEMENT PROCESS The City of Round Rock will provide a uniform and equitable process of communicating to employees the performance expectations, their actual achievements, and recommendations for improving performance. Performance Management Processes are critical because employees need to know areas in which they are having success as well as areas where they should improve to meet performance standards and /or career enhancement goals. Regular status employees' performance will be evaluated twice a year. The review conducted at the end of the appraisal period will serve as the basis for any performance based salary increase. Introductory period status employees will receive a performance appraisal prior to the completion of six months of employment with the organization. Temporary employees hired for a period of less than six (6) months are not required to be evaluated. The performance management process is used to set expectations, document performance, provide periodic feedback on performance and to identify areas where improvement is needed. The performance management cycle includes the following activities: Supervisor and employee discuss Competencies and identify Key Results Areas (KRAs) and develop performance standards for the KRAs. A performance standard is a statement of the results that will exist wtlen job performance meets supervisor's expectations. Performance standards provide a method of measuring performance instead of measuring people. During the appraisal period, the supervisor and employee must have periodic discussions to review and document the employee's progress toward achieving the performance standards. Mid -year and at the end of the appraisal period, the employee is given an opportunity to assess his or her own performance and achievement during the appraisal period, and to identify developmental needs. The employee's comments provide Information that may be relevant to the reviewing supervisor. The employee's input also provides the basis for discussion between the supervisor and employee regarding future training and career development opportunities. The supervisor appraises the employee's performance, documents actual achievements and assesses the employee's knowledge and skills, meets with the employee to review the supervisor's assessment and provides input into the employee's developmental plan. Performance management results from the interrelationship of four separate elements: • the performance plan; • the performance appraisal; • the career enhancement feedback, developmental plan; and • the performance review conference. The performance plan : • Identifies the competencies and provides examples of descriptors of behavior associated with each rating: • provides a lists of the KRA and the associated standards of performance; 1 03/26/98 HUMAN RESOURCES POLICY AND PROCEDURES 5.00 COMPENSATION AND SALARY ADMINISTRATION 5.03 PERFORMANCE MANAGEMENT PROCESS continued • documents the communication of performance expectations between employees and supervisors; and • serves as a management tool for ensuring that overall organizational goals and objectives are addressed. TYPES OF PERFORMANCE APPRAISALS The performance appraisal provides: • documentation of an employee's achievements toward meeting performance standards and expectations related to competencies; and • a management toot for assessment of individual and organizational productivity. The development plan: • identifies training and developmental needs to enhance or improve future performance; and • identifies training and developmental needs to enhance career opportunities for the employee. The performance review conference provides an opportunity for discussion between the employee and supervisor regarding overall performance, developmental needs and future performance plans. There are several types of performance appraisals: Introductory Period Review New employees work in an introductory period status for their first six (6) months of employment. Employees should meet with their supervisor to develop a performance plan within the first thirty (30) days of initial employment. Supervisors must inform employees during a performance plan conference that a progress conference will be conducted after three (3) months. One month prior to completion of the introductory period, new employees will receive a performance review. If the overall performance appraisal rating is documented as Exceeds Expectations or Meets Expectations, the supervisor should recommend the employee for regular status. Due to extenuating circumstances, the supervisor may recommend that the introductory period be extended. The extension must be approved by the Department Director. If the overall performance appraisal rating is documented as Needs Improvement or Does Not Meet Expectations, the supervisor may recommend termination. The supervisor discusses the appraisal with the employee and follows the signature process. Upon completion of the signature process, the appraisal must be received in Human Resources by the end of the sixth month of the Introductory period. if an introductory period employee changes positions before completing the six (6) month period, a new introductory period wit begin for the new position. However, the new beginning date of the introductory period does not affect employment status for purposes of leave usage. The end of the introductory period for leave purposes will be based on the original date of hire. Regular Status Employees Review Performance reviews will be conducted twice a year. The mid -year review should be conducted no later than March 30 The mid -year review will not be the basis for a salary action, but will provide an opportunity for the employee and supervisor to discuss the employees progress toward meeting performance standards and competency �+ development. Fiscal year -end reviews will serve as the basis for pay for performance salary Increases. The review should be conducted within thirty (30) days of the beginning of a new fiscal year, on October 1st. 2 03/26/98 HUMAN RESOURCES POLICY AND PROCEDURES 5.00 COMPENSATION AND SALARY ADMINISTRATION 5.03 PERFORMANCE MANAGEMENT PROCESS continued Other reviews A performance review should also be conducted for the following reasons: Transferring employees: For a transferring employee, the current supervisor prepares a performance appraisal if the employee's: • last appraisal was completed more than three (3) months before the effective date of the transfer, or • performance has significantly changed since their last appraisal. Transferring supervisor. For a transferring supervisor, the supervisor prepares a performance appraisal if the employee's: • appraisal is due within three (3) months after the effective date of the transfer, or • performance has significantly changed since the last appraisal. Performance Issues: A supervisor may conduct a performance appraisal when: • an employee's performance deserves special recognition, or • an employee's performance does not appear to be meeting expectations. Change in Duty Assignment: A supervisor should conduct a performance appraisal when: • an employee's KRAs and/ or standards of performance change significantly; • an employee's KRAs and /or standards of performance change as a result of a promotion, demotion or a lateral classification change. PERFORMANCE All employees should meet with their supervisor to develop a performance plan within PLAN the first thirty (30) days of employment, or upon a change in classification. The employee and the supervisor sign the performance plan indicating that performance standards have been discussed and communicated as the basis for an appraisal of the employee's performance. Performance plans are to be maintained at the division level. The performance plan identifies the KRAs and establishes the performance standards for each employee's job. KRAs originate from the Job Description, which documents the essential, job - specific functions of the position. KRAs may also originate from the City's mission, goals and objectives. Standards of Performance are statements of conditions that will exist when job performance meets the supervisor's expectations. Performance standards should include qualitative and quantitative criteria that ensures the work group/employee will meet goals and objectives related to the tasks. Standards are written for the job, rather than for the employee performing the job. Performance standards provide a method of measuring an employee's performance. Objective performance standards must be defined for each KRA. All standards must be measurable. The performance plan remains in effect until amended or until another plan is signed. PERFORMANCE The purpose of the appraisal is to document the employee's performance in relation to APPRAISAL the performance standards established In the performance plan. It ensures constructive communication between employee and supervisor in the interest of productivity. The supervisor must specifically document In quantitative and/or qualitative terns whether or not, and to what degree, performance standards have been met. 3 03/26/98 HUMAN RESOURCES POLICY AND PROCEDURES 5.00 COMPENSATION AND SALARY ADMINISTRATION 5.03 PERFORMANCE MANAGEMENT PROCESS continued DEVELOPMENT PLAN The purpose of the Development Plan is to identify the employee's areas of strengths and developmental needs. It is used to assist the employee in improving employee performance or to prepare for lateral and/or vertical career changes. Through the performance management process, goals can be set for acquiring new skills, improving and/or correcting current employee performance and for acquiring new knowledge and skills to make career changes. Department Directors are responsible for ensuring consistency of ratings within their department, Appraising supervisor's should route the appraisal document to the next level supervisor for review prior to conducting the performance review. A conference is held to review and discuss the supervisor's appraisal and the employee's self - assessment. The conference also provides an opportunity for the supervisor and employee to review the existing performance plan and to make adjustments for the future, as appropriate. MANAGEMENT REVIEW PERFORMANCE REVIEW CONFERENCE PERFORMANCE IMPROVEMENT PLAN (PIP) The supervisor discusses the appraisal with the employee and follows the signature process. If the employee refuses to sign the appraisal document, another member of management must verify that the employee refused to sign and then sign the document. The reviewer signs the document after the performance appraisal conference has been held. Upon completion of the signature process, the supervisor provides a copy of the appraisal to the employee and forwards the original to Human Resources and Staff Development by the end of the month following the month of appraisal. The supervisor may evaluate the employee's performance at any time during the appraisal period. The following rules apply: (1) If an employee receives an overall Performance Appraisal Rating of Does Not Meet Expectations on the annual appraisal, a PIP must be implemented; (2) If the employee is not meeting the performance standards for a particular task at anytime during the appraisal period, the supervisor has the option of placing the employee on a Performance Improvement Plan (PIP). Supervisors must apply the same practice to all similarly situated employees. The plan identifies deficiencies, provides a methodology for improvement, and establishes a timetable in which performance must be Improved. Usually, the maximum period for a PIP is ninety (90) calendar days. The original plan remains with the supervisor until the completion of the PIP period and a copy is given to the employee. A copy of the plan must be attached to the appraisal document that is submitted to Human Resources. At the end of the PIP period, the supervisor and employee meet to discuss the employee's progress, training needs, and future action items. The supervisor documents (in a memorandum to the appropriate approving authority) the results of the improvement review session. If an employee fails to maintain performance standards, the opportunity for an employee to improve performance will not necessarily be repeated. Disciplinary action up to and including termination may result without an additional PIP. If the employee's performance has not improved within the time period established, the supervisor may determine that additional time is warranted to achieve the objectives, or that performance is such that disciplinary action is necessary. 4 03/26/98 HUMAN RESOURCES POLICY AND PROCEDURES 5.00 COMPENSATION AND SALARY ADMINISTRATION 5.03 PERFORMANCE MANAGEMENT PROCESS continued REBUTTAL If an employee does not agree with the supervisor's assessment of performance, the employee may respond by providing a written rebuttal. The purpose of a rebuttal is to record the employee's disagreement with the supervisor's appraisal of his/her performance. An employee may provide a written rebuttal attached to the performance appraisal form. The written rebuttal must be submitted within ten (10) working days following the date the appraisal was administered. The supervisor must provide a written response to the rebuttal within 5 (five) working days following the receipt of the rebuttal. MANAGEMENT If the employee does not think that the Issues raised have been sufficiently addressed, a REVIEW Management Review may be requested. The purpose of the Management Review is to provide an opportunity for the employee to request a change in any specific rating. Issues conceming the Development Plan may not be the basis for a Management Review. TRACKING AND RECORD KEEPING The appraising supervisor and employee requesting the review should meet with successive levels of management, up to and including the Department Director, in order to address the employee's concems. A decision by the Department Director is final. The request for a Management Review must be submitted in writing to the immediate supervisor within ten (10) working days following the date the appraisal review conference was held. Written response at each level of the Management Review must be submitted to the employee within five (5) working dates of receipt of request. In order for a review to be conducted at each level, the employee must a written request to successive levels of management within (5) workings days of receipt of a determination. In any event, the completed document should be received by Human Resources no later than November 1st. Human Resources tracks performance appraisals and will provide the Department Director the names of employees whose performance reviews are thirty (30) days past due. The City Manager will be given this Information when reviews are sixty (60) days overdue. The original Employee Performance Management Review is maintained in the personnel files in Human Resources. Human Resources will conduct an administrative audit to ensure the document is complete. Access to an employee's Performance Management Review is limited to: the employee; designated Human Resources staff; designated Legal staff; a designated representative of the employee (in the employee's presence); supervisors in the employee's line of supervision; or an organizational hiring authority who is considering the employee's record in relation to an actual job posting. Disposition of copies: • After all required signatures are obtained, the document is distributed as follows: • Original to Human Resources • Copy maintained at the supervisor and /or division/office level • Copy to employee 5 03/26/98 HUMAN RESOURCES POLICY AND PROCEDURES 5.00 COMPENSATION AND SALARY ADMINISTRATION 5.03 PERFORMANCE MANAGEMENT PROCESS continued Retention: Employee personnel files are confidential and are maintained in accordance with state laws and regulations. However, the performance review document is subject to the Public Information Act. RELATED CITY POLICIES AND PROCEDURES EFFECTIVE DATE April 1, 1998 5.00 Compensation and Salary Administration Pay and Classification Plan, Fiscal year 1997 -1998 6 03/26/98 US. Departmetlt of Justice Office of Cotnmunity Oriented Policing Services (;e1' flegarling Lobbying; Debarment, Susi erlstofl and Other Rt I eldlity Matters Otug-Fiee Worgtiace Requirements Domination with Atka: bet Agencies; Non-Supplanting; and Retenboa Although the Department of Justice has made every effo to simplify the application process, other provisions of Federal law require us to seek your actihation regarding certain mutters. Applicants should read the regulations cited blow and the instructions for certification induded in the regulations to understand the requiremerds and whetter they apply to a particular applicant. Signature of this form provides for compliance with certification requirernerds wader 28 CFR Part 69, New Restrictions m Lobbying • and 28 CFR Part 6Z "Government-wide Debarment and Suspension (Nanprexw t) and Govea mmt -wide Requirements for Drug -Free Workplace ( Grants),' and the moedrutian and crosupplarding iequiranents of the Public Safety Partnership and Coarmumity Poling Act of 199 The certifications shall be treated as a material represen- tation d tact upon which reliance will be placed when the Department of Justice determines to awed the covered grant. 1. Lobbying As required by Section 1352, Title 31 of the U5. Code, and imple- mented at 28 CFR Part 69, for persons entering unto. pant or coop- erative ess em end over $100,000, as defaced at 28 CFR Part 69, the applicant certifies that A. No Fedeal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for info- mdng or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congas, or an employee of a Member of Congress in connection with the nuking of any Federal grant the enuring into of any cooperative agreement and the euension, continuation, renewal. amendment or modification of any Federal grant or cooperative agreement, B. 11 any fends other than Federal appropriated fads have been paid or will be paid to any person for influencing a attempting to influence an officer or employee of any agency. a Member of Congress, an offerer or employee of Congas, or an employee of a Member of Congress in connection with this Federal gent or cooperative agreement the undersigned shall complete and sub- mit Standard Forrnt — L L'Disclosure of Lobbying Activities.' in accordance with its instructions; C. The undersigned shall require that the language of this certifi- cation be included in the award documents for all subawards at all tiers (including subgr ants, contracts under grants and coopera- tive agreements, and submntracb) and thst all sub-recipients shall certify and disclose accordingly. 2. Debarment Suspension and Other Responsibility Matters (Direct Recipient) As required by Executive Order 1549, Debarment and Suspension. and implemented at 28 CFR Part 67, for prospective participants in primary covered transactions, as defied at 28 CFR Pat 67, Section 67.510 — A. The applicant certifies that it and in principals: (i) Are not presently debarred, suspended, proposed for debarment declared ineligible, sentenced to a denial of Fedora) benefits by a sat or Federal court, or votettarily excluded from coveted tratwetions by any Federal depart- ment er agency, fad Have not within a three-year period preceding lies appli- cation been convicted of or had s civil judgment to ndeted again* than for commdaicn of fraud or a criminal offense in connection with chaining, 'tam>pting to obtain. or perform - ing public (FedeaL sat or foal) trassadtion or contract ender • public transaction; violation of Federal or sat antitrust statutes or commission of embeakmamt daft. forgery; bribery, talstficbnn or dttruttionn d temeds, making false statements, or receiving stolen property; (ui) Are not prase fly indicted for or otherwise criminally or dygly charged by • governmental entity (Federal, sat or local) with ommission of any of the offenses enrmmted in Paragraph (A)(u) of -his oertifiatiorn and . (iv) Have not within a thre -year period preceding this sppli- atiorn had one or more public transactions (Federal, sat or kcal) terminated for awe or default and B. Where the applicant is unable to certify to any of the state emu in this certification, he or she shall attach an ehcplanation to this application 3. Drug -Free Workplace (Grantees Other Than Individuals) As required by the Drug-Free Workplace Act of 1988, and imple- mented at 28 CFR Pan 67, Subpart E for granters, as defined at 28 CFR Pan 67, Sections 67.615 and 67.620 — A. 'The applicant certifies that it will, or will continue to, provide a drug -free workplace by. (1) Publishing a statement notifying employees that the • unlawful manuhctwe, distribution. dispensing, possession or use of a cnrtrolled substance is prohibited in the grantee's workplace and specifying the actions that will be taken against employees for violation of such prohibition; (ii) Establishing an an -going drug -free awareness program to inform employee about — (e ) The dangers of drug abuse in the workplace; (b) The grantee's policy of maintaining a drug -free workplace: (c) Any availabk drug counseling, rehabilitation and employ- ee assistance programs; and - (d) The penalties that may be imposed upon employes for drug-abuse violations oo vrvng in the workplace: MO Making the performance requirement oi the each t be given to be theater grant be gih^eu a ropy of Cement required by paragraph (i); (iv) Notifying the employee in the statement required by P (i) that, as a emulation of ettploymmu tinder the grant, the employee will — (a) Abide by the terms of the statement and (b) Notify the employer of his or her conviction for a violation of a aimtina] drug statute ocurtring in the work- place no later than five calendar days after such conviction; (v) Notifying receiving tie agency, e under subparagraph writing, within 10 calendar days after paragraph (iv)(b) born an otherwise actual notice of such conic- employees mist provide notice, including petition title, to: COPS O&ce,1100 Vermont Ave., NW, W a s h i n g t o n , DC 40530. N o t i c e shall include the idehti& cabal nu ber(s) of each affected grant: (vi) Taking one of the following actions, within 30 calendar days of naive% notice under subparagraph (iv)(b), with respect to any employee who is ao convicted — (a) Taking appropriate personnel action against such an employee, up to and including termination. consistent with the requirements of the Refabibation Act of 1973, as amend- ed; or dN Requiring such employee to participate satisfactorily in a 8 abuse assistance or rehabilitation program approved for such purposes by a Federal, state or 1001 health law a fo ce- rmmm or other appropriate agency; (vu) Malang a good faith effort to continue to maintain a drugdree workplace through implementation of paragraphs (hi), (iv), (v) and (vi). Grantee Name and Address: Application Na and /or Project Name: Typed Name and Title of Law Enforcement Representative Signature: B. The gram may insert in the space provided below the site for the fin performance of work done in connection with the spear Place of performance (street address, city, county, state, 2:i p code Check O If there are workplaces on file that are not identified here. Section 67b33 of the enema:re provides that a grantee that is a sate may elect to nuke one certification in each Federal fiscal ye a copy of which should be included with each application elect to use OR Form 4061 Seas and state agencies may Check 0 If the state has elected to complete 01P Form 406) /7. & Coa'diaatioe 6. Aearation • requiem applicants and Ccatm u ity Policing Aet of 1994 ration tvltit all agenci certify that time has bean appropriate coordi- nation es that may be affected by the applicant's grant proposal nation with the Office if appi�� Affected agencies among include, aong others, the Office agenda. Saks Attorney, state or kcal prosecutors, or The appliaM certifies that there has been appropriate coordination with all affected agencies. 5. Nom - Supplanting The applicant hereby certifies that Federal funds will rot be used to replace or supplant sate or local funds, or funds supplied by the Bureau of Indian Affairs, that would, in the absence of Federal aid, be made available to or for law enforcement purposes The applicant hereby certifies that it understands that it must abide by its submitted plan to retain the additional officer positions at the concusion of the grant period. Grantee WS/ Vendor Number. Date: As the duly avthoriud representative of the governing body, f certi that Chef em binding fwd to the tions, including the plan to main. Elections of new officials will not relieve dm �tfotig d aboo eerm'fica- gooe^�ng body of its abligafions raider this grant. Typed Name and Title of Government Representative: Signature: Date: US. Department of Justice Office of Community Oriented Policing Services Assurances $e vent provisions of Federal law and policy apply to all grant programs. We (the Office of Community Oderted Policing Services) neat to Beare your assurance that you (the applicant) will comply with the provisions, If you would like further I:dormnation about any of the matters on which we seek your assurance, please contact ts. By your authorized representative's signature, you aware us and ratify to us that you will comply with ail legal and administrative require- ments that govern the applicant for aaoeptanoe and use of Federal grant funds In particu ar; you assure us that 1. You have been legally and officially authorized by the appropriate governing body (for eun>ple, mayor or city co c l) to apply far this grant and that the persons signing the application and these assur- ances on your behalf are authorized to do so and to ad on your behalf with respell to any issues that may arise during processing of this application. 2. You will comply with the provisions of Federal law which limit certain political activities of your employees whose principal em- ployment is in connection with an activity financed in whole or in part with this gr ant. These restrictions are set forth in 5 US.0 § 1501, et seq. 3. You will comply with the minimum wage and maximum hours provisions of the Federal Fair Labor Standards Act, if they apply to you. 4. You will establish safeguards, if you have not done so already, to prohibit employees from using their positions fora purpose that is, or gives the appearance of being, motivated by a desire for private gain for themselves or others, particularly those with whom they have family, business or other ties. 5. You will give the Department of Justice or the Comptroller General access to and the right to examine records and documents related to the grant 6. You will comply with all requirements imposed by the Depart- ment of justice as a condition or administrative requirement of the gams; with the program guidelines; with the requirements of OMB Circulars A-87 (governing cost adculations) and A -128 or A433 (gov- aning audits); with the applicable pioviaans of the Omnibus Crime Control and Safe Streets Act of 1968, as amended; with 28 CIR Part 66 (Uniform Administrative Requirements); with the provisions of the area edition of the appropriate COPS grant ovenei s manual; and with all other applicable laws, orders, regulations or circulars. 7. You will, to the extent practicable and consistent with applicable law, seek recruit and hire qualified members of racial and ethnic minority groups and quaked women in brder to further effective law ehfoeemneht by increasing their ranks within the sworn posi- tions In your agency. 8. You will not, on the ground of race, colon religion, national origin. gede4 disability or age, unlawfully allude any person from partic- ipation in, deny the bene5as of or employment to atry person, or sub- ject any pin to diaaimiruation trh canneCim with any programs or activities funded in whole or in put with Federal funds. These civil rights requirements are found in the non - discrimination provi- sions of the Omnibus Crime Control and Safe Streets Ad of 1968, as amended (42 USG § 3789(d)); Title VI of the Civil Rights Act of 1964, as ameded (42 US.0 § 2000d); the Indian Civil Rights Act (75 US.0 §§ 1301. 1303); Section 504 of the Rehabilitation Ad of 1973, as amend- ed (29 US.0 § 794); Tide 11, Subtitle A of the Americans with DlnbB- itia Act (ADA) (42 US.C. § 12101, et seq.); the Age Disaiml ation Act of 1975 (42 US.C. § 6101, et seq.); and Department of Justice Noah - Discrimination Regulations contained in Title 28, Parts 35 and 42 (subparts C, D, E and G) of the Code of Federal Regulations. A. In the event that any meat or administrative agency makes a finding of discrimination on grounds of race. color, religion, rational origin, gender; disability or age against you after • due process hearing, you agree to forwud • ropy of the fading to the Office of Gvil Rights. Office of justice Programs, 810 7th Street, NW, Washington, DC 711631. 8. If you are applying for a grant of 5500,000 or more and Depart - men regulations (28 CFR 42.301 at seq.) require you to submit an Equal Opportunity Employment Plan, you will do so at the time of this application, if you have not done so in the past. If you are applying for a grant of less than $500,000 and the regulations require you to maintain • Plan on file in your office, you will do so within 120 days of your grant award. • 9. You will insure that the facilities under your ownership, lease or supervision which shall be utilized in the accomplishment of the project are not listed on the Environmental Protection Agency's (EPA) list of Violating Facilities and that you will notify us if you are advised by the EPA indicating that i facility to be used in this grant is under consideration for listing by EPA. 10. If your state has established a review and comment procedure under Executive Order 12372 and has selected this program for review, you have made this application available for review by the state Single Point of Contact. 11. You will devise a plan io retain the increased hiring level with state and local funds after the conclusion of your grant. I hereby ce7tify compliance With the above assurances throe govern the application and use of Federal funds. Signatury • Date DATE: June 21, 1999 SUBJECT: City Council Meeting — June 24, 1999 ITEM: 10.D.1. Consider a resolution authorizing the Mayor to execute a grant application to the Department of Justice for two additional School Resource Officers under the C.O.P.S. in Schools program. Staff Resource Person: Paul Conner, Chief of Police.