Budget Year / Version:
Budget Trends
Program Contacts

Contact Neil Shorb of the Department of Police at 240.773.5237 or Richard H. Harris of the Office of Management and Budget at 240.777.2795 for more information regarding this department's operating budget.

Related Links

Mission Statement

The mission of the Department of Police is to safeguard life and property, preserve the peace, prevent and detect crime, enforce the law, and protect the rights of all citizens. The Department is committed to working in partnership with the community to identify and resolve issues that impact public safety.

Community Policing Philosophy

Community Policing reflects the philosophical method and style of policing that the Department currently employs. It provides for Countywide and site-specific efforts to address community public safety issues through community partnerships and problem-solving strategies. These strategies have allowed the Department to establish programs to address community concerns as quickly as possible and to provide experience for the Department to draw from for problem resolution Countywide.

Budget Overview

The total approved FY18 Operating Budget for the Department of Police is $275,639,370, an increase of $10,567,383 or 3.99 percent from the FY17 Approved Budget of $265,071,987. Personnel Costs comprise 83.30 percent of the budget for 1,888 full-time position(s) and 195 part-time position(s), and a total of 1,950.30 FTEs. Total FTEs may include seasonal or temporary positions and may also reflect workforce charged to or from other departments or funds. Operating Expenses account for the remaining 16.70 percent of the FY18 budget.

Linkage to County Result Areas

While this program area supports all eight of the County Result Areas, the following are emphasized:

  • A Responsive, Accountable County Government
  • Safe Streets and Secure Neighborhoods

Department Performance Measures

Performance measures for this department are included below (where applicable), with multi-program measures displayed at the front of this section and program-specific measures shown with the relevant program. The FY17 estimates reflect funding based on the FY17 approved budget. The FY18 and FY19 figures are performance targets based on the FY18 approved budget and funding for comparable service levels in FY19.

Multi-Program Measures
Average emergency 911 call response time (minutes)7:297:467:307:307:30


  • Developed and implemented On-Line Pet Licensing for the Animal Services Division to streamline the registration and renewal processes for County residents.

  • Fully implemented a body-worn camera program for all uniformed patrol officers for the purpose of documenting evidence and accurately recording interactions that occur between officers and members of the public.
  • Created and implemented new use-of-force policies and protocols, purchased improved equipment (X2 Tasers) issued to all certified operators, and provided enhanced training to officers by utilizing scenario-based methods focused on effective communications and de-escalation techniques.

  • Worked in partnership with County officials, County delegates to the Maryland General Assembly, and key community members to garner support for a legislative proposal that led to the successful passage of Noah's Law to expand the mandatory use of ignition interlock devices and provide enhanced DUI penalties.


  • Add sixteen new officer positions and one sergeant position to keep pace with population growth and calls for service.
  • Add two officers and expand the scope of the Community Engagement Division to grow community partnerships and outreach efforts with African American; Asian; Hispanic; Latino; Lesbian, Gay, Bisexual, Transgender, and Questioning (LGBTQ); and faith-based communities. The Division will also work to fully implement NextDoor.com to increase the department's capacity for communication and enhanced outreach to residents concerning crime, safety, and neighborhood issues.
  • Work in partnership with the Department of Health & Human Services, to fully implement the Stop, Triage, Engage, Educate, and Rehabilitate (STEER) Program, which deflects low-risk individuals with substance abuse disorders away from the criminal justice system and directly into community-based treatment.
  • Enhance the Crime Lab capacity by adding a new forensic scientist position and operating expenses to increase the number of DNA samples processed in FY18, including those pursuant to sexual assault cases.

  • Work in concert with County agencies to finalize a strategic plan and implement corresponding initiatives and measures to meet the County's goal of preventing all traffic-related deaths, an initiative known as Vision Zero.
  • Add a Crossing Guard position for Bethesda / Chevy Chase Middle School #2.
  • Improve the stability of the County's 911 system with a cloud-based backup system and enhanced management of the Computer Aided Dispatch (CAD) system.
  • Enhance security coverage of the Council Office Building.

Innovations and Productivity Improvements

  • Technological enhancements that include:

    • Continuation of the CAD replacement project.

    • Implementation of a body-worn camera program for all uniformed patrol officers.

    • Implemented the CryWolf software, which reduces the time and effort required to process false alarms by integrating with CAD/RMS to track alarms, process invoices, and collect payments.

  • Opened the MCPD Warrant Turn-In Facility, which makes it more convenient and efficient for individuals with outstanding warrants to turn themselves in.
  • Revamped the driver-training curriculum through the Arrive Alive Program, increasing the focus on data and causation in an effort to reduce police officer collisions.

  • Consolidation of the Emergency Communications Center continues. Successfully implemented fire and law enforcement call taking protocols over the last year.

Collaboration and Partnerships

Stop, Triage, Educate, Engage, & Rehabilitate (STEER)

In partnership with the Department of Health & Human Services, MCPD initiated a 12-month pilot program (STEER) that deflects low-risk individuals with substance use disorders away from the criminal justice system and directly into community-based treatment.


Department of Health and Human Services

MCPD Cadet Program

Partnered with Montgomery College to establish the new Montgomery County Police Cadet Program, to enhance recruitment and hiring efforts.


Montgomery College

Keeping Seniors Safe

Partnership between the Montgomery County Commission on Aging and the MCPD Volunteer Resources Sections to administer the Keeping Seniors Safe Program, which is designed to increase awareness of safety issues within the senior community and provide related guidance and resources to seniors in regard to these issues.


Department of Health and Human Services

Increase public trust and confidence

Expanded community partnerships through the Office of the Chief, including the African American, Asian, Hispanic, and Latino liaison committees and public safety work groups; ongoing community meetings through the six district stations; facilitated several town hall style meetings; and enhanced outreach efforts to other segments of the County through the Interfaith Community Working group and LGBTQ community meetings.




Program Descriptions

  Office of the Chief

The Office of the Chief has ultimate responsibility for the overall management, direction, planning, and coordination of all Department of Police programs and operations.

The Internal Affairs Division (IAD) is organizationally located in the Office of the Chief. The Department strives to maintain a relationship of trust and confidence with the community that it serves; a critical part of maintaining this level of trust is through an effective and sound disciplinary process. The IAD ensures that each complaint is thoroughly reviewed and investigated so that corrective action is taken on sustained cases for improper conduct, as well as safeguarding employees from unwarranted criticism for properly engaging in their duties.

  Patrol Services

The Patrol Services Bureau (PSB) is responsible for providing direct police patrol services to the public through the six District Stations. Personnel provide initial response to incidents; identify crime, traffic, and community hot spots; and work in partnership with residents to solve problems of mutual concern. This bureau provides specially trained units such as the District Traffic Section, Special Assignment Team (SAT), District Community Action Team (DCAT), and School Resource Officers (SROs) to support preventive methods of crime suppression through planning, education, and community involvement, and to actively pursue and apprehend those involved in serious and high-risk crimes.

The District Traffic Sections enforce traffic laws and support efforts for overall collision reduction.

The Special Assignment Teams employ undercover surveillance as an effective crime fighting tool in situations such as drug and weapons offenses and where the mitigation of crime trends are enhanced by the deployment of officers in street clothes.

The District Community Action Teams are deployed to conduct targeted enforcement operations in response to identified crime increases and crime trends. These teams engage the community in community policing efforts to sustain gains achieved through joint partnership efforts.

The School Resource Officers are deployed to public high schools to provide police services while providing mentoring, mediation and educational services to all stakeholders in the school system with the goal of preventing crimes before they occur.

  Field Services

The Field Services Bureau (FSB) is responsible for providing specialized services in several key service delivery functions, necessary for safely and effectively executing both routine and complex field operations. The FSB consists of the following divisions: the Special Operations Division, the Traffic Division, the Public Information Office, the Animal Services Division, and the Security Services Division. The Crisis Intervention Team (CIT), District Court Liaison, and Peer Support Unit are also located in this Bureau.

The Special Operations Division consists of the Special Weapons and Tactical Team (SWAT), Canine Unit, the Special Events Response Team (SERT), Police Community Action Team (PCAT), the Emergency Services Unit (ESU), and the Managed Search Operations Team (MSOT).

The Traffic Operations Division focuses on enforcement of traffic laws, investigation of serious traffic collisions, and providing safety education for students and the general public. This division consists of the Automated Traffic Enforcement Unit (ATEU), the School Safety Section, and Special Traffic Operations Section, which includes four specialized units: Alcohol Initiatives Unit (AIU), Collision Reconstruction Unit (CRU), Commercial Vehicles Unit, and the Chemical Test for Alcohol Unit.

The Department's Public Information Office provides information to the public on matters of interest and safety through timely and accurate reports using traditional media routes and the latest social media trends.

The Animal Services Division is charged with responding to citizen complaints regarding animals that may endanger the public or cause public nuisances, and animals in need of protection. The Division also operates the Animal Services and Adoption Center facility, which provides housing and care to animals in need, and an adoption program that seeks to place those animals with the appropriate families.

The Security Services Division provides security staffing at various County facilities, to prevent or mitigate disorder and/or disruption. The Division is also responsible for providing executive protection duties for the County Executive.

Program Performance MeasuresActual
Number of traffic collisions in Montgomery County21,08722,80821,70020,60019,600

  Investigative Services

The Investigative Services Bureau is the primary investigative branch for serious and violent crime in Montgomery County. Detectives are assigned to one of the four divisions in this Bureau and are responsible for investigations leading to the detection, identification, apprehension and prosecution of persons responsible for committing serious crimes in the County. The Bureau is comprised of four major Divisions.

The Criminal Investigations Division is responsible for investigating a wide range of property crimes and crimes against persons. This Division consists of the District Investigative Section (fully operational investigative units at each district station), the Financial Crimes Section (fraud, pawn and electronic crimes), and the Central Auto Theft Section. The Crime Laboratory and the Forensic Services Section is also a part of the Criminal Investigations Division.

The Major Crimes Division includes the Homicide Section, the Robbery Section, the Fugitive Section, the Victim/Witness Assistance Section, the Missing Persons Section, and the Cold Case Section.

The Special Investigations Division consists of two sections: the Criminal Enterprise Section and the Drug Enforcement Section. The Criminal Enterprise Section includes the Repeat Offender Unit, the Vice/Intelligence Unit, the Criminal Street Gang Unit, and the Firearms Investigations Unit. The Drug Enforcement Section provides investigative capabilities in pharmaceuticals, asset forfeiture, and multi-level drug enforcement involving the participation of Federal, State, and local agencies. It also includes the Electronic and Technical Support Unit.

The Special Victims Investigations Division consists of four sections: the Child Abuse/Sexual Assault Section, the Missing Persons/Runaway Section, the Domestic Violence/Elder Abuse Section, and the Child Exploitation and Registry Section. The Division is responsible for investigating sex crimes against children and adults, physical child abuse, runaways, missing children, felony domestic violence, elder abuse, and registration violations of sex offenders.

Program Performance MeasuresActual
Crime investigation and closure rate: Homicide92%87%80%80%80%
Crime investigation and closure rate: Rape 192%84%80%80%80%
Crime investigation and closure rate: Robbery55%44%40%40%40%
Crime investigation and closure rate: Aggravated Assaults74%73%65%65%65%
Crime investigation and closure rate: Burglary38%31%30%30%30%
1  For more information on the changes made by the FBI to the definition of rape, visit https://ucr.fbi.gov/recent-program-updates/new-rape-definition-frequently-asked-questions.

  Management Services

The Management Services Bureau provides crucial administrative and management support services to the Department, and technical support to police operations through various types of technology, analysis, education, training, and maintenance of active and historical records and warrants. The Bureau is comprised of eight major divisions.

The Management and Budget Division is responsible for preparation and management of the Department's operating budget, financial matters, fleet management, grants, capital development and facilities, supplies and equipment, contracts and procurement, the Vehicle Recovery Section, and the False Alarm Reduction Section.

The Public Safety Communications Center answers all 911 calls dialed in Montgomery County, as well as non-emergency police service calls. Calls are screened, redirected, and dispatched as necessary.

The Information Management and Technology Division provides leadership and strategic direction on law enforcement technology issues and leads the Department's technology innovations. This Division includes the Records Section (the clearinghouse for criminal histories), crime statistics, the Message Routing Unit, Warrant Control Unit, Data Systems Unit, and the Records Management Unit. The Field Support Section includes the Telephone Reporting Unit (TRU), Warrant Control Unit, and the Data Systems Unit. Finally, the Technology Section is responsible for technical service and support to the District Stations and other facilities.

The Employee Health and Wellness Division is responsible for promoting the health and wellbeing of Department personnel; coordinating the administration of the Worker's Compensation program; and coordinating other initiatives with the County's Division of Risk Management.

The Personnel Division handles recruitment and selection of police-specific job classes; provides technical assistance to the Chief of Police and Executive Staff on all personnel matters; coordinates the development and administration of all promotional examinations with the Office of Human Resources; and conducts pre-employment background investigations for all Police Department personnel.

The Training and Education Division is responsible for the training and performance evaluation of police recruits, developing and providing in-service training for sworn officers and civilian employees, managing other programs including the Leadership Development Program, the Police Explorer Program, and the Citizens Academy.

The Policy and Planning Division is responsible for policy development and promulgation, maintaining accreditation under the Commission on Accreditation for Law Enforcement Agencies (CALEA) standards, conducting inspections and audits of Department units, and coordination of short- and long-term planning for the agency.

The Legal and Labor Relations Division is responsible for serving as a liaison with employee unions, investigation and response to employee grievances, training of supervisors in labor relations, and serving on the County negotiation team.

Program Performance MeasuresActual
Average time to answer 911 calls (seconds)
Budget Summary
Salaries and Wages155588836.00163385577.00 161176172.00 170930542.004.6
Employee Benefits73833357.0058854005.00 58766698.00 58516492.00-0.6
County General Fund Personnel Costs229422193.00222239582.00 219942870.00 229447034.003.2
Operating Expenses40859113.0042667405.00 43364074.00 46027336.007.9
Capital Outlay294395.000.00 0.00 0.000.0
County General Fund Expenditures270575701.00264906987.00 263306944.00 275474370.004.0
Full-Time1808.001828.00 1828.00 1887.003.2
Part-Time185.00186.00 186.00 195.004.8
FTEs1867.151886.75 1886.75 1949.303.3
Emergency 9117344463.006745000.00 6745000.00 6745000.000.0
Health Inspection: Restaurants-353.000.00 0.00 0.000.0
Miscellaneous Revenues320880.0040000.00 100000.00 100000.00150.0
Other Charges/Fees1896511.001500000.00 1700000.00 1700000.0013.3
Other Fines/Forfeitures479589.00274500.00 1744500.00 2274500.00728.6
Other Intergovernmental427281.0070335.00 310000.00 250000.00255.4
Other Licenses/Permits66798.0076300.00 76300.00 76300.000.0
Pet Licenses279963.001251707.00 759200.00 759200.00-39.3
Photo Red Light Citations4831163.004100000.00 4600000.00 4600000.0012.2
Speed Camera Citations19715605.0017200000.00 18750000.00 18750000.009.0
State Aid: Police Protection13276280.0014743832.00 14743832.00 14743832.000.0
Vehicle/Bike Auction Proceeds677441.00800000.00 840000.00 840000.005.0
County General Fund Revenues49315621.0046801674.00 50368832.00 50838832.008.6
Salaries and Wages428590.0099290.00 99290.00 126660.0027.6
Employee Benefits56988.0048710.00 48710.00 21340.00-56.2
Grant Fund - MCG Personnel Costs485578.00148000.00 148000.00 148000.000.0
Operating Expenses686483.0017000.00 17000.00 17000.000.0
Grant Fund - MCG Expenditures1172061.00165000.00 165000.00 165000.000.0
Full-Time1.001.00 1.00 1.000.0
Part-Time0.000.00 0.00 0.000.0
FTEs1.001.00 1.00 1.000.0
Federal Grants567731.000.00 0.00 0.000.0
State Grants506892.00165000.00 165000.00 165000.000.0
Grant Fund - MCG Revenues1074623.00165000.00 165000.00 165000.000.0
Total Expenditures271747762.00265071987.00 263471944.00 275639370.004.0
Total Full-Time Positions1809.001829.00 1829.00 1888.003.2
Total Part-Time Positions185.00186.00 186.00 195.004.8
Total FTEs1868.151887.75 1887.75 1950.303.3
Total Revenues50390244.0046966674.00 50533832.00 51003832.008.6
FY18 Approved Changes
Changes (with service impacts)
Enhance: Public Safety Communications Center Next Generation 9-1-1 [Management Services]9793070.00
Add: New Officer Positions [Patrol Services]89607116.00
Enhance: Crime Lab DNA Testing and Staffing [Investigative Services]6788391.00
Enhance: Council Office Building Security Enhancement [Field Services]6642320.00
Add: New Community Engagement Division Positions sworn [Patrol Services]2292532.00
Add: Emergency Communications Center Consolidation Transition Director Term Captain Position [Management Services]1930001.00
Add: ECC 911 Backup and Contracting for Management of Computer Aided Dispatch System [Management Services]175593-1.00
Enhance: Body Worn Camera Program Support Position [Management Services]819601.00
Add: Emergency Communications Center Consolidation Contractor Support [Management Services]400000.00
Add: New Sergeant [Patrol Services]335861.00
Add: New Crossing Guard for Bethesda-Chevy Chase Middle School #2 [Field Services]261190.30
Other Adjustments (with no service impacts)
Increase Cost: FY18 Compensation Adjustment48152390.00
Shift: Positions from Fire & Rescue Service for Emergency Communications Center Consolidation (27.0 FTEs) and Additional Positions for Civilianization (9.0 FTEs) [Management Services]230781936.00
Increase Cost: Annualization of FY17 Compensation Increases10382370.00
Increase Cost: Annualization of FY17 Lapsed Positions7301940.00
Increase Cost: Body Worn Camera Storage [Management Services]5611800.00
Increase Cost: Vehicle Costs for Certain New Positions Added in FY171376440.00
Increase Cost: FY18 Costs of FY17 Winter Training Class [Patrol Services]1356970.00
Increase Cost: Security Services Contract Cost [Field Services]1042810.00
Increase Cost: Emergency Communications Center Management Position Reclassification [Management Services]847130.00
Technical Adj: Cadet Progam Pooled Position [Management Services]03.25
Technical Adj: Police Aides for New School Bus Camera Program [Field Services]03.00
Decrease Cost: Motor Pool Adjustment-445310.00
Decrease Cost: Master Leases: Ballistic Vests and Body Cameras Costs-694100.00
Decrease Cost: Printing and Mail-883440.00
Decrease Cost: Elimination of One-Time Items Approved in FY17-903900.00
Technical Adj: Correction to Police Services Assistant Positions [Patrol Services]-93396-1.00
Decrease Cost: Increase Lapse for Recruit Training Dropouts-2867800.00
Decrease Cost: Overtime for Emergency Communications Center Positions Added in FY17 [Management Services]-5332550.00
Decrease Cost: Retirement Adjustment-21394750.00
FY18 APPROVED2754743701949.30
FY18 APPROVED1650001.00
Program Summary
Program NameFY17 APPR
Office of the Chief310936310.00385069113.00
Patrol Services113216919932.95115513356963.95
Field Services40358403276.3043608308293.60
Investigative Services37015438290.5039738552304.50
Management Services71371864378.0072928463375.25
Charges to Other Departments
Charged DepartmentCharged FundFY17
Emergency Management and Homeland SecurityGrant Fund1250000.701250000.70
Future Fiscal Impacts ($000s)
FY18 Approved275474.000000275474.000000275474.000000275474.000000275474.000000275474.000000
No inflation or compensation change is included in outyear projections.
Annualization of Positions Approved in FY180.000000964.000000964.000000964.000000964.000000964.000000
New positions in the FY18 budget are generally assumed to be filled at least two months after the fiscal year begins. Therefore, the above amounts reflect annualization of these positions in the outyears.
New Sergeant Position Operating Expense0.00000016.00000011.00000011.00000011.00000011.000000
This item represents the ongoing operating expense associated with the new Sergeant position.
Elimination of One-Time Items Approved in FY180.000000-1773.000000-1773.000000-1773.000000-1773.000000-1773.000000
Items recommended for one-time funding in FY18, including training costs for FY17 recruits that graduate in FY18; vehicles for new positions; crime lab outsourcing; ECC backup and CAD management costs; and desks, phones, and other equipment for certain new positions; will be eliminated from the base in the out years.
Attrition Recruits Winter Class Training Cost0.000000222.0000000.0000000.0000000.0000000.000000
FY19 personnel cost of the winter recruit class of 25 that will graduate in July 2018.
New Position Winter Class Training Cost 0.00000098.0000000.0000000.0000000.0000000.000000
This item represents the FY19 training costs of new sworn positions added to the budget in FY18.
PSCC Next Generation 9-1-10.00000014.00000028.00000043.00000059.00000059.000000
PSCC Next Generation 9-1-1 includes increase in 9-1-1 PBX Maintenance and Support, addition of Text to 9-1-1, and Next Generation 9-1-1 Services.
Vehicles for New Positions in Winter Class 0.000000859.0000000.0000000.0000000.0000000.000000
This item represents the vehicle costs for new officer positions in the FY18 winter training class.
Labor Contracts0.000000955.000000955.000000955.000000955.000000955.000000
These figures represent the estimated annualized cost of general wage adjustments, service increments, and other negotiated items.
Subtotal Expenditures275474.000000276829.000000275659.000000275674.000000275690.000000275690.000000
Annualization of Personnel Costs and FTEs
TitleFY18 Approved FY19 Annualized
New Community Engagement Division Positions sworn1682332.001785912.00
Crime Lab DNA Testing and Staffing738391.00984521.00
2nd (Bethesda) District Police Officers2368126.005357736.00
6th (Gaithersburg/Montgomery Village) District Police Station2021775.004574145.00
Body Worn Camera Program Support Position769601.001026141.00
Five New Officers1701305.004464765.00
New Sergeant277861.001002321.00
Additional Documentation