Attachment 2 - Operational Efficiencies by DepartmentOPERATIONAL EFFICIENCIES BY DEPARTMENT
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Town Manager’s Office
Already Implemented
• Town Social Media Record Retention (December 2021): Implementation of
ArchiveSocial social media retention software transformed a manual process of
gathering social media records in response to both public records requests and internal
staff requests to an electronic process. Efficiency Outcome: ArchiveSocial has changed a
manual process that could take hours depending on the size of the request into an
electronic report that can be pulled in minutes. It has also allowed the Town a
mechanism to capture deleted and edited comments, improving transparency and
access to records, and meeting our legal retention requirements.
• Email Distributions (March 2020): Communications and documents that had been
printed and distributed in hard copy were converted to email distributions. Efficiency
Outcome: Reduced production time, saved paper, and reduced copier maintenance.
• Communications and Outreach (ongoing): Expanded modes of communication to the
public via improved website content, summaries of Council actions, social media use,
strategic use of postcards to all residents, and other mechanisms. Efficiency Outcomes:
Improved access and transparency of Town activities, upcoming engagement
opportunities, and access to information. Enhanced consistent responses to customer
inquiries by directing the public to information available on the Town website. Reduced
research time for public inquiries.
• Updated Procurement Policy (Fall 2021): The Town Manager’s Office led a multi-
Departmental effort to update the Town’s Procurement Policy that was approved by the
Town Council in December 2021. Efficiency Outcomes: Reduced processing times for
procurement.
• Events Streamlining (July 2022): Enhanced template for standard conditions and
eliminated redundant process steps. Efficiency Outcome: Faster processing times for
Special Event Permits.
• Economic Vitality Streamlining: See Community Development Department
Clerk Department
Already Implemented
• Town Agreement Processing (April 2020): Implementation of DocuSign software
transformed a Town-wide paper-based agreement review and signature process to an
electronic process. Efficiency Outcome: DocuSign has reduced the agreement
processing time from two to three weeks minimum to five to seven calendar days
maximum (weekends included).
• JustFOIA Public Records Request System (March 2022): Public records requests are
submitted and handled through the online system. Efficiency Outcome: This has
reduced staff processing time by 50%.
• Municode Portal (March 2022): Allows staff, Council, and the public to
search for an agenda item on any meeting date without having to know ATTACHMENT 2
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the specific date. Efficiency Outcome: Reduces search time by approximately 50% and
greater public transparency.
• Electronic Document Filing (March 2020): Where possible we have eliminated paper
files. Efficiency Outcome: Electronic filing reduces the amount of time staff spends filing
by 50% and also reduces costs for filing supplies.
Information Technology
Already Implemented
• IT Service Desk Ticketing Solution (January 2021): ServiceDesk Plus, a cloud hosted ITSM
(IT Service Management) solution, was implemented to manage the complete life cycle
of IT incidents and support requests which were previously managed through Outlook
email by individual IT Staff. Efficiency Outcome: ServiceDesk Plus has reduced the time
to resolution significantly as illustrated by Staff’s rating of the timeliness of IT’s support
which rose from 96% in 2020 to 100% in 2022.
• New Hire and Separation Process (June 2022): An improved IT New Hire and Exit form
was implemented to better manage the onboarding and offboarding process through
automated workflows and notifications. Efficiency Outcome: IT Staff receives new hire
and separation notifications in a timely manner with formal HR approval which allows IT
Staff to focus their time on the activities related to the onboarding and offboarding
process rather than chasing down information.
• IT Orientation for New Hires (February 2022): A formal IT orientation is scheduled for all
new hires on their first day of work to get them fully situated on their computers and
various applications. Efficiency Outcome: New hires are immediately able to utilize
their computers and other systems where technology does not become a hinderance
but rather a springboard to get them operating fully in their new job function.
• Sharepoint File Storage (February 2021): Various departmental file shares stored on a
local file server were migrated over to Sharepoint as the new online document
management system. Efficiency Outcome: The Sharepoint platform allows for
concurrent viewing and editing of hosted files which allows Staff to collaborate on files
together at the same time without having to wait on others to finish their work and
close the files. Sharepoint hosted files also provide the flexibility of accessing files
remotely without the need for direct VPN access to the Town’s internal network thus
eliminating additional hurdles and IT support to access data.
• Microsoft Teams (February 2020) : Microsoft Teams was implemented as the Town’s
communication platform which allows for online meetings as well as file and
screensharing for all Town Staff. Efficiency Outcome: Microsoft Teams was an
important tool during the Covid shutdown period and continues to be a highly utilized
tool for remote/hybrid work to keep people connected. Microsoft Teams allows Staff to
quickly communicate and collaborate with one another in a highly dispersed work
environment.
• Internet Service Reliability (October 2020): The Town’s internet service was migrated
from a 50MB connection through Comcast Business over to a 200MB connection with
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Frontier Communications. The Library’s internet connection was also leveraged with
the new Frontier connection to be utilized as a failover connection. Efficiency Outcome:
The Town experienced frequent outages with Comcast during PG&E power
interruptions and was generally unreliable and slow. The new internet connection has
considerably increased uptime and reliability which allows Town staff, including public
safety, to better serve the community without any unplanned disruptions.
Town Attorney’s Office
Already Implemented
• Using ABAG-PLAN (June 2022): Sending town claims to our third-party administrator
(ABAG-PLAN) to evaluate claims as they come in. Efficiency Outcome: The PLAN
handles all the claims rather than the Town Attorney’s Office staff
• Outside Council (June 2022): Using outside counsel to advise regarding response to
Police Department subpoenas (unless it involves a simple matter such as requesting a
hearing continuance in which case the Town Attorney can handle). Efficiency Outcome:
Reduces time spent on the long cases.
• Lexis Nexis (June 2022): Implementation of Lexus Nexis lets the Attorney’s office have
access to a database of case law and legislative history. Efficiency Outcome: This makes
it easier and efficient for the Attorney’s Office to find Legal documents.
• Contract Template (Prior to January 2020): The already created contract template is
standard template that departments can input in a created document. Efficiency
Outcome: Reduces the preparation and review time for agreements.
Finance Department:
Already Implemented
• Timesheet via email (March 2020): Timesheet submittal and approval via email
replacing a paper-based submittal and approval. Efficiency Outcomes: Decreased
processing time and enabled remote work when social distancing was required by Public
Health Orders. This also decreased the cost of paper and printing, and protects the
environment.
• Paperless Account Payable processing (March 2020): The accounts payable process is
now paperless with every invoice approved via email. Efficiency Outcomes: Decreased
processing time and enabled remote work when social distancing was required by Public
Health Orders. It also provides an easier transition to storing all items electronically
thus providing easier access for future research and/or to meet auditor and Department
requests. This also decreased the cost of paper and printing, and protects the
environment.
• Positive Pay (November 2021): The Town implemented positive pay, an automated cash
management service employed by financial institutions to deter check fraud. Positive
pay matches the checks issued with those presented for payment. Efficiency Outcome:
Reduced possible fraud and staff time interacting with banking partners.
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• Digital Accommodation of Business License Processing (March 2020): Utilized email and
digital phone messaging to streamline and provide business license processing during
office shut-down due to Public Health Orders. Efficiency Outcomes: Business owners
were able to communicate and receive timely answer regarding business license
applications. Payments were still submitted via check during the office closure, and the
email communication ensured that the correct amount and documentation were
submitted.
• Virtual audit engagements (Spring 2020): Uploaded all documentation to the
Independent Auditor web portal. Efficiency Outcomes: Streamlined the audit process
timeline, making the requested information available immediately to the auditor team.
Reduced the time of pulling physical backup and scanning materials.
• Journal Entry Approval via email (Spring 2020): Journal entry submittal and approval via
email replaced a paper-based submittal and approval process. Efficiency Outcome:
Faster turnaround of journal entries with the email submission procedures. Backup
electronically stored. Documents are easier to access as well as provide to auditors
when requested.
• SharePoint utilization for the Operating and Capital Budget (March 2022): Efficiency
Outcome: Utilizing the simultaneously shared document made the collaboration
between users and Departments more effective while meeting the compressed timeline
to produce budget documents.
• Work from Home Schedule (August 2021): Ability to work from home a couple of days
per week has resulted in better scheduling of certain tasks. Efficiency Outcome: Able to
log in and complete early bank account review from home and provide activity
information to other staff who may need to complete related bank activities prior to
cutoff times.
Human Resources Department:
Already Implemented
• HR and Payroll Shared Folder (2021): A single location on the Town’s server for
confidential new hire payroll paperwork. Efficiency Outcome: Enhanced security for
confidential information, reduces processing times, reduces the use of paper, and
improves digital filing.
• NeoGov eForms (Fall 2020): Allows for employee forms to be routed for signature
digitally and securely. Efficiency Outcomes: Reduces staff time by creating, managing,
and routing documents electronically for approval.
• NeoGov Onboard (Fall 2020): Allows for new hire packet forms to be sent to new
employees digitally and securely through a self-service portal. Efficiency Outcomes:
Enhances security of confidential documents. Reduced processing time of documents.
Streamlined and improved the consistency of the onboarding process, review of Town
policies, and trainings. Saves paper and copier maintenance.
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• New User IT Form and the User Exit Form (Spring 2022): Documentation for new and
exiting employees. Efficiency Outcomes: Improved workflow, enhanced
documentation of IT equipment use and returns.
• Virtual Onboarding, Offboarding, and Interview Processes (Spring 2020): Zoom
capability enabled the Town to continue its recruitment-related processes, including
testing of candidates. Efficiency Outcome: No loss in productivity during the Public
Health Order shutdowns.
• Online Open Enrollment Process and Virtual Wellness Challenge (Fall 2020): Completed
Open Enrollment for benefits on time. Efficiency Outcome: Provided a flexible way for
staff to learn about changes to benefits, allow for online enrollment, and reduce staff
time for processing materials.
• On-Demand Virtual Sexual Harassment Prevention Training (Fall 2021): Used the
services of Liebert Cassidy Whitmore (LCW) for online training. Efficiency Outcome: All
employees to meet this State requirement flexibility during the Pandemic.
Implementation Underway
• NeoGov Perform: An automated performance evaluation system. Efficiency Outcomes:
Increases engagement between employees and supervisors. Reduces time to complete
evaluations, saves paper, and reduces copier maintenance.
• Improved Access to Forms: Working with IT to develop the HR section of an internal
platform for employees to access information and forms online. Efficiency Outcome:
Reduces staff time searching for and completing forms.
Library Department
Already Implemented
• Targeted Teen Volunteer Roles (October 2021): Solicitation for high school volunteers
based on specific skill sets needed rather than the past practice of accepting general
volunteers. Efficiency Outcome: Reduced labor load for staff equivalent to .1 FTE per
week while allowing for staff to focus on higher level tasks.
• Collection Assessment Software for EDI Analysis (July 2022): Implementation of
software to analyze the scope of diversity of the library’s collection which replaces a
time-intensive manual system of evaluation. Efficiency Outcome: Reduced staff time for
collection analysis projects by appropriately 60 hours per year.
• Historical Archives Online Platform (July 2022): Migration of historical archives to the
new digital platform CatalogIt. Efficiency Outcome: Improved functionality and
searchability has reduced records input and retrieval from twenty minutes per entry to
five minutes per entry. Lower cost of software has cost savings of $3,000 annually.
• Wireless Staff Radios (February 2021): Implementation of wireless radios worn by all
staff replaced inbuilding communication by word of mouth and email. Efficiency
Outcome: Facilitation of rapid communication among staff saves approximately two
hours of staff time per day and enhances safety.
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• Program Backup Cross Training (July 2022): Developed training for all full-time staff
members to be assigned and trained as substitutes for scheduled programs and events
eliminated need to cancel or reschedule programs. Efficiency Outcome: Increased
quality of service to the public and reduced service interruptions. Approximately sixty
minutes of staff time per day are saved through this cross-training.
• Tech Equipment Troubleshooting Cross Training (May 2022): Cross-training of all full-
time staff for troubleshooting issues with public computers, printers/copiers, and self-
check machines decreased reliance on availability of specialized staff members.
Efficiency Outcome: Increased quality of service to the public and decrease in down
time of malfunctioning equipment from 30 minutes to 5 minutes.
• Public Desk Cross Training (October 2021): Cross-training of all full-time staff and most
part time staff to field all first level public interactions at three different service points
(children’s desk, reference desk, circulation desk) decreased reliance on availability of
specialized staff members. Efficiency Outcome: Increased quality and speed of service
to the public. Approximately sixty minutes of staff time per day are saved through this
cross-training.
• Appointments for Historical Research (January 2022): Implementation of appointment
booking via Library website for patrons needing historical research replaced a drop-in
system. Efficiency Outcome: Labor-time related to historical research appointments has
been reduced by approximately 2 hours per week. Pre-booked appointments allow for
more efficient staff scheduling and time management, fewer interruptions, and more
focused attention to the patron.
• Time Boxed Active Project Meetings (June 2022): Adoption of “time-boxing” for
simultaneous work on collaborative projects transformed discussion meetings to output
meetings which bring projects to completion. Efficiency Outcome: Projects are
completed 20% more quickly across the board.
• World Languages Collaboration (November 2020): Development of inter-library agency
workgroup to share language purchasing, cataloging, and translation expertise in
multiple languages other than English replaced reliance on vendors and outsourcing.
Efficiency Outcome: Eliminating reliance on venders’ expertise has resulted in a cost
savings equivalent to $6,000 per year.
• Staff Role and Project Assignments (November 2020): Reassignment of staff project
roles based on immediate changing need for skill sets rather than job descriptions.
Efficiency Outcome: Labor-time savings of approximately .5FTE annually across all
specializations.
• Virtual Staff Development (May 2020): Assignment of staff to new virtual training
opportunities from the State Library and other agencies increased professional learning
opportunities with fewer staffing impacts. Efficiency Outcome: Labor-time savings of
approximately 100 hours per year.
• Library Director Check-In Meetings (June 2020): Virtual attendance at monthly meetings
with Library Directors across the State replaced slow email communication chains and
fostered problem solving. Efficiency Outcome: Reduced redundancy of work across
different library jurisdictions has allowed the Library Director to save approximately 120
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hours of time per year, enabling the Director to devote this time to other important
priorities.
• Wireless Public Printing Software (June 2021): Implementation of Princh wireless
printing software for credit card payment and release of public printing jobs replaced
manual system of making change and manual print releases. Efficiency Outcome: Labor-
time savings of approximately one hour per day.
• Friends of the Library Payment Systems (April 2021): Installation of cash donation box
and self-serve DipJar credit card payment for the Friends of the Library eliminated staff
need for making change, overseeing donations, and monitoring purchases. Efficiency
Outcome: Labor-time savings of approximately one hour per day.
• Cashless Operations (June 2020): Elimination of all cash transactions and removal of
cash register replaced daily cash handling. Efficiency Outcome: 30% reduction in wait-
time for service to the public at library desks. Approximately one hour per day of labor-
time is also saved.
• Shared Files and Folders via Cloud Platform (April 2020): Implementation of and
migration to OneDrive, SharePoint, and Office 365 for all staff files and working
documents replaced system of files stored on individual computers. Efficiency
Outcome: By eliminating the need for file transfers, multiple file versions, and backups,
and by allowing for increased collaboration and simultaneous editing, the shared files
have saved approximately ten hours of staff time per week.
• Collaborative Communication Application (March 2020): Implementation of MS Teams
application transformed real-time digital communication among staff. Efficiency
Outcome: Real-time remote communication has saved approximately three hours of
staff time per day.
• Shared Purchasing Tracking and Reconciliation (July 2020): Creation of a shared
universal master spreadsheet for tracking all internal account spending replaced
individual staff tracking for budget line items. Efficiency Outcome: Saves approximately
sixty hours of staff time per year, including forty hours of Library Director time, thereby
allowing the Director and staff to direct this time towards other public needs.
• Staff Laptops (September 2020): Purchase of laptop computers and docking stations for
full time staff members replaced desktop computer towers, allowing greater flexibility in
staff usage of different workspaces. Efficiency Outcome: Location flexibility saved
approximately 0.5 hours per week per employee.
• Outsourced Book Processing (October 2020): Increase of amount of book processing
(catalog records and shelf ready preparation) reduced scope of in-house processing.
Efficiency Outcome: The outsourcing of book processing saved approximately four
hours of staff time per week.
• Direct Purchase of Catalog Records for Languages Other Than English (September 2020):
Purchase of complete records direct from book vendors eliminated need for staff to
translate and create records in-house. Efficiency Outcome: Purchasing complete
records saved approximately thirty hours of staff time annually.
• Hold Items Pulling (July 2020): Creation of collaborative team system to locate and pull
items requested by patrons replaced a tedious individual process. Efficiency Outcome:
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Increased speed of service to the public. Time spent on pulling reserves reduced from 2
hours per day to 30 min per day.
• Adhesive Receipt Paper (August 2022): Utilization of adhesive receipt paper to attach
automatedly printed hold and reserve notes to books replaced manual writing, cutting
and rubber banding paper slips to books. Efficiency Outcome: The switch to adhesive
receipt paper has saved approximately twenty minutes per day of staff time and has
increased the speed of service to the public.
• Patron Initiated Replacement of Lost or Damaged Items (September 2020): Adopted
procedure of encouraging patrons to replace their lost or damaged items with a new
identical copy replacing system of staff-initiated replacement. Efficiency Outcome: Staff
time spent replacing lost or damaged items has been completely eliminated.
• Display Books in Children’s Room (January 2021): Utilization of additional surface areas
in Children’s Room to display recently returned books decreased need to reshelve all
items. Efficiency Outcome: Staff time spent on reshelving children’s books has been
reduced from forty to thirty minutes per cart.
• Paperless Invoices (August 2020): Adoption of workflow process to receive, route, and
approve invoices replaced a paper-based system of copies, physical signatures, and
interoffice mail routing. Efficiency Outcome: The new workflow process for invoices
saves approximately one hour of staff time per week.
• Close Caption Transcription Software (February 2021): Acquisition of automatic
transcription software for historical interviews and programs eliminated need for
manual in-house transcription. Efficiency Outcome: The usage of automatic
transcription software saves approximately 8 hours of staff time per project.
• Design Software (April 2021): Utilization of simple user interface Canva design software
allowed for access to premade templates and designs for print and social media
replacing previous cumbersome design software and need for designing files from
scratch. Efficiency Outcome: Use of Canva has reduced time spent on designing social
media posts and flyers from 90 minutes per item to 15 minutes per item.
• E-Magazine Consortium Purchasing (July 2021): Cooperation with neighboring library
jurisdictions to purchase a core collection of e-magazines at a discounted rate reducing
financial cost. Efficiency Outcome: Cost-savings of $4,800 annually.
• State Access to Databases (September 2021): Joined State-sponsored programs to
access educational and job-searching databases and subscriptions reducing financial
cost. Efficiency Outcome: Cost savings equal to $13,500 annually.
• Check-in Meetings with Partner Organizations (February 2022): Adoption of regular
check in meetings with partners for NUMU, LGS Rec, and LGSUHS District
representatives to increase dialog, replacing communication voids. Efficiency Outcome:
Streamlined communication with partners has eliminated problems resulting from
miscommunication among departments, thereby saving approximately 10 hours of staff
time per year.
• Single Point of Contact Desk (May 2022): Reassessment of staffing coverage at
Reference and Children’s desks, based on daily foot traffic patterns, identified times of
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the day that could instead be serviced by a single front desk. Efficiency Outcome: Saved
ten hours of staff time per day.
• Public Computer Bulk Updates (August 2021): Adoption of new workflow for regular
updates to public computers can be done from a staff desk, replacing need for staff to
monitor computers in the public area while updates complete. Efficiency Outcome:
Saves approximately six hours of staff time per week.
• Rearrangement of Collections (December 2021): Modification of locations of high use
collections such as series chapter books and graphic novels in the Children’s area
allowed for more space to effectively locate, access, and shelve items. Efficiency
Outcome: This improve usage of space has resulted in higher-quality service to the
public and reduced reshelving time by approximately five minutes per cart.
• Self-Check Machines (October 2020): Installation of four new public self-service
checkout machines with RFID readers increased ability for public to successfully
checkout items without staff assistance. Efficiency Outcome: The self-service checkout
machines increase speed of service to the public through a 50% decrease in wait-times.
• Phone App Based Self-Checkout Functionality (October 2020): Addition of item checkout
functionality via the Library’s app provides ability for public to check out items in a fully
contactless manner. Efficiency Outcome: Allowing members of the public to
immediately check out items eliminates the need for staff to check out materials,
thereby cutting out wait-times for patrons who use this service. Saves approximately
thirty minutes of staff time per day.
• Phone Tree Software (May 2020): Implementation of RingCentral software to serve as a
phone tree for incoming calls routes public calls to the appropriate staff member or
desk, replacing the need for staff to field and transfer each call. Efficiency Outcome: The
software improves speed of service by reducing the length of telephone interactions
from five to three minutes per call.
• Communication Channels for County Emergency Management (August 2020):
Establishment of communication channel between County Library Director and local
staff sped dissemination of emergency updates, allowing staff to respond faster to
changes. Efficiency Outcome: Faster communication of updates allows staff
approximately three hours of advance planning time to respond to each upcoming
change.
• Shared Repository for Regional Library Document Templates (January 2021): Creation of
repository for Bay Area libraries to share document examples such as vendor
agreements, RFPs, and policy examples reduced need for documents to be created from
scratch-in house. Efficiency Outcome: Saves approximately four hours of staff time per
document.
• Staff Scheduling Software (November 2020): Implementation of LibCalendar software
for staff scheduling, remote schedule communication, and time off requests replaced a
more complicated software. Efficiency Outcome: LibCalendar reduces labor-time
devoted to schedule management by 30%.
• Reservation Functionality (August 2021): Implementation of reservation functionality to
the Library website provides method for the public to directly reserve study rooms,
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replacing need for reservations to be staff managed. Efficiency Outcome: By eliminating
the need for staff to manage reservations, this change saves approximately two hours of
staff time per week. The new system also increases quality of service to the public.
• Minimal Processing of High Circulation Children’s Items (March 2022): Creation of single
generic catalog record for hundreds of high-volume use children’s beginning reader
paperbacks replaced need to create individual records for each of those items.
Efficiency Outcome: Reduces processing time per item from 3 minutes to thirty
seconds.
• Patron Access to Historical Collections (April 2022): Relocation of non-archival historical
resources to the public area freed history workroom space and allows public to access
more resources without staff assistance. Efficiency Outcome: This intervention has
increased workspace and storage capacity for archives by 25%.
• Archive Finding Aids and Reorganization (March 2022): Creation of a comprehensive
finding aid for archived materials and physical reorganization of archives replaced
system of filing cabinets in a confined work area. Efficiency Outcome: The new finding
aid has reduced research time for historical questions from an average of 60 minutes to
20 min. per research inquiry.
• Historical Microfiche Digitization (June 2022): Outsourcing of digitization of historical
newspapers replaced need to digitize in-house. Efficiency Outcome: The outsourcing of
digitization has saved a total of 250 staff hours.
• Tech Tutoring Appointments and Volunteers (March 2022): Utilization of volunteers for
drop-in periods for patron help with computers and phones replaced scheduled
programmed timeslots that required staff. Efficiency Outcome: Saves two hours of staff
time per week.
• Restricted Hours for Book Donation Drop Off (April 2021): Restriction of time windows
for receiving donated books only to hours covered by volunteers eliminated need for
staff to handle book donations. Efficiency Outcome: Reduces staff interruptions; saves
approximately two hours of staff time per week.
• Immediate Purchasing from Local Vendors (April 2022): Establishment of relationships
with local booksellers facilitated ability to receive copies of popular titles that were
delayed due to supply chain issues with our normal vendors. Efficiency Outcome: Time
for obtaining back-ordered materials has been reduced from six weeks to two hours.
• Reference Question Software (February 2020): Implementation of Gimlet reference
transaction software allowed staff to quickly record questions asked by the public into a
searchable database utilized for facilitating statistical gathering and for cross-
referencing previously answered questions. Efficiency Outcome: Reduces research time
from five minutes to two minutes per reference transaction.
• Interns (April 2022): Reinstatement of library intern program post-pandemic opened
opportunities for library school students to work on Library projects temporarily
increasing staff capacity. Efficiency Outcome: Increased staff capacity by 0.5 FTE for the
duration of the internship.
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• Speaker Consortium (July 2022): Joined consortium of national library systems to host
authors and speakers for library programs at a consortium-negotiated rate. Efficiency
Outcome: Cost savings equivalent to $12,000 annually.
• Art and Craft Class Subscription (July 2022): Implementation of CraftBug subscription for
public access reduced need for staff to create similar content in-house. Efficiency
Outcome: Provides over 500 hours of program content with no additional staff time.
• Collection and Circulation Reports (July 2021): Generation of reports for item holds,
item deaccession, missing items, and item use duplicated in Koha catalog software,
replacing need for continued subscription to redundant software. Efficiency Outcome:
Elimination of redundant software leads to cost-savings of approximately $4,500 per
year
• Social Media Meetings (April 2022): Posts to Library social media accounts are made
during regularly scheduled meetings devoted to social media outreach, rather than at
random times. Efficiency Outcome: Saves approximately 2 hours of staff time per week.
• Staff Area Reorganization (March 2022): Reorganization of temporary holding areas in
staff work areas to facilitate workflow of processing, mending, and problem flagged
items. Efficiency Outcome: Increases efficiency of workflow in this area by 50%.
• Lasercut Signage and Branded Items (January 2021): Utilization of grant-funded laser
cutting equipment for rapid in-house production of signage and branded items
eliminated need for contracting through vendors. Efficiency Outcome: Cost savings of
approximately $2,000 per year.
• Program Supply Circulation to Public (November 2020): Circulation of existing Library
program and event supplies and equipment for public checkout freed workroom and
storage space while providing additional use of specialized items. Efficiency Outcome:
Provides an additional service to the public at no extra cost.
• Community Grant Application Process (July 2022): Utilization of SurveyMonkey platform
to receive and process grant applications streamlined document receiving and
formatting. Efficiency Outcome: Simplifies the application process, saving time for
applicants as well as reducing necessary staff time from 6 hours to 1 hour.
• Town Website Permissions (October 2021): Implementation of internal department
permissions for changes to the CivicPlus platform eliminated need to process webpage
updates and edits through an interdepartmental communication chain. Efficiency
Outcome: Cuts time for website changes from 24 hours to 15 minutes.
Police Department
Already Implemented
• Community Policing and the impact on service delivery (February 2022): A Community
Policing initiative was developed in early 2022, branded and launched in April 2022.
Efficiency Outcomes: Enhanced community-police partnerships and communication
improves the intent of the policing model in several ways. The fear of crime in a
community is reduced with a greater awareness of the presence of public safety efforts
and a relationship with the public safety resources that provide those services. The
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presence of crime is reduced through education to the community of what information
may be helpful to provide to the Police Department and when, thereby developing
additional “eyes and ears” for the Police Department to have a swift response to
concerns and develops helpful investigative information to solve crimes. Improved trust,
transparency, and access helps to mend and bridge perceptions related to individuals in
the policing profession and may aid in developing ambassadors for the profession and
recruitment for the LGMSPD.
• Flock (January 2022): The Police Department initiated a two-year pilot program for the
allocation and implementation of stationary automated license plate readers (ALPR)
throughout Town, as a crime suppression and investigative tool. Efficiency Outcome:
Images of vehicles reported as stolen, wanted as evidence in major crimes or associated
to missing persons are alerted to LGMSPD within seconds. The Flock system helped to
solve and prevent many crimes and 13 other law enforcement agencies share their data
with LGMSPD. This also allows to have a strategic deployment or response model based
on immediate information of where crime may be occurring, and evidence related to a
crime.
• Virtual Reality (VR) Training (February 2022): The purchase of virtual reality Decision
and Tactics Training Equipment with dedicated VR simulation components assists
LGMSPD in creating the most realistic training for officer’s decision making, de-
escalation and use of force. This system is Police Officer Standards and Training (POST)
approved and allows the subjects involved in the scenarios to have the mental status,
gender, race, and many other attributes of the subjects on the screen to be adjusted.
Efficiency Outcome: This equipment allows for onsite training and opportunities to
recreate situations they may encounter on duty, but in a controlled setting and to be
available on any shift throughout the week. This technology can also be shared with
members of the community to allow them to participate in a controlled environment in
some of the situations our sworn staff experience.
• RIMS (September 2020): RIMS is a new Computer Aided Dispatch (CAD) and Records
Management System (RMS) that interfaces with many different platforms utilized
currently and by other law enforcement partners in the county. Efficiency Outcome:
RIMS assisted the Police Department in being able to comply with existing and
upcoming mandates, capture ongoing statistical data, accurately measure performance,
better equip first responders with relevant information, and reduce report writing time.
RIMS interfaces with many other platforms in use by the Police Department, therefore
reducing the need for staff to login and access each database independently.
Additionally, the RIMS platform allows the ability to provide a website link where the
public can access information of police activity and arrests, which reduces the need for
staff to provide this information or the public having to make a request and increases
transparency. Residents can also request vacation checks, register their security
cameras, or request directed patrol on the site.
• Racial and Identity Profiling Act – RIPA (October 2021): Assembly Bill 953 referred to as
the Racial and Identity Profiling Act (RIPA) was passed by legislature to focus on
eliminating racial and identity profiling and improve diversity and racial and identity
sensitivity in law enforcement. The bill requires each state and local agency that
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employs peace officers to annually report to the Attorney General specified data
elements on all stops. Efficiency Outcome: Statistics received based on the RIPA
information will be published by Department of Justice in Spring of 2023 and accessible
on a database maintained by DOJ with other jurisdictions RIPA information for a
uniformed intake and transparency platform. Law enforcement agencies are able to
generate RIPA analysis information through the Stop Data Dashboard to review the
officer’s “perception” of various components of information mandated under the RIPA
requirements.
• National Incident Based Reporting System - NIBRS / CIBRS (February 2022):
Implemented to improve the overall quality of crime data collected by law enforcement
and an ability to provide circumstances and context for crimes and provide more useful
statistics to promote constructive discussion, measured planning, and informed policing.
This is a data collection method required by the FBI and replaces the previous Unified
Crime Reporting (UCR). The prior UCR Summary Reporting System (SRS) has been
retired and a more expanded information report will be available in 2023. Efficiency
Outcome: Significant amount of information related to victims, offenders’ relationships
property, and crimes that was not previously available for assessment of the totality of
each investigation under the UCR process.
• Transparency Webpage (May 2021): A single, user-friendly webpage on the Police
Department website provides consistent and transparent information on incidents
throughout different areas within LGMSPD’s jurisdiction. The website also includes
information related to Police Department training requirements, hate crimes, PRAs, Use
of Force, and Flock Safety Transparency Portal (updated daily). Efficiency Outcome: A
single location for information, improved accessibility of the data to the public,
improved customer service, and reduced calls for information.
• Body Worn Cameras and Mobile Audio Video Technology (July 2021): While the
Department was an early adopter of body-worn cameras (BWCs), the updated BWC
equipment also included Mobile Audio and Video (MAV) system in the patrol vehicles to
benefit the Town Department, and the public through enhanced evidence collection,
retention, increased officer safety, accountability, and transparency. Efficiency
Outcome: The BWCs and MAV system interface with an associated evidence
management platform that works in conjunction with the new Computer Aided Dispatch
System. This connection through technology limits staff time on categorizing and
tagging video evidence. The updated BWCs and MAV system are crucial in limiting
liability exposure.
• Axon Automated License Plate Readers – ALPR (August 2021 / July 2022): Axon Fleet 2
installed in August 2021 and upgraded to Axon Fleet 3 ALPR in July 2022. Fleet 3 allows
better coverage with camera angles and ability to read plates passing through the
camera angles. Plate reading technology alerts officers on the car computer on plates of
interest or with a want associated to the vehicle. The technology also retains the plate
read data through Axon Evidence for later investigations. Efficiency Outcome:
Immediate awareness of more than what an Officer can observe, similar to Flock but
mobile. This adds to the Officers’ situational awareness and has the same 30 days
retention period as Flock.
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• Fingerprinting contract with Los Gatos-Saratoga Recreation (LGS Rec) (November 2021):
Fingerprinting services for tow truck drivers, town applicants, and other as needed
purposes was being provided by Records staff utilizing outdated equipment.
Fingerprinting services are now being contracted through the LGS Rec. Efficiency
Outcome: Limited Records Staff is no longer having to track and provide services for
fingerprinting and allowing non-police staff into a secured area for fingerprinting
services. This allows for better security in the Police building and ability for staff to focus
on Police Records duties.
• Updated Surveillance System (July 2022): The Police Department updated and
modernized its antiquated interview recording and Police Operations Bureau overall
surveillance camera system. Efficiency Outcome: This new system allows access for
viewing from all available PD terminals, instead of one, and the recording function is
significantly more seamless.
• Evidence.com / Axon : Digital evidence management system for videos, photos,
documents. Efficiency Outcome: Time saved with efficiency tools offered with
redaction, transcription, and sharing evidence with secure link controls with law
enforcement partners. Evidence.com is a cloud-based system that integrates with RIMS
for auto tagging capabilities thereby reducing time officers had to previously review and
mark evidence.
• Per Diems in Dispatch (November 2021): The Police Department has utilized per diem
Dispatchers to supplement the full-time Dispatchers as they continue to train new
personnel. Per diem staff have provided additional needed shift coverage for full-time
dispatchers to have vacation, go to training, and provide increased staffing when
needed. Efficiency Outcome: Full time staff overtime hours in Dispatch is less than the
same timeframe a year ago, they are allowed time off, each Dispatcher was allowed to
attend a training course in the first six months of this year. improved staff retention.
• Social Media (February 2022): The Police Department has expanded the staff that has
access and approval for posting on the various Police Department social media sites and
are encouraged to share work experiences that the public may be interested in, provide
safety messages, and advertise upcoming events that the community may want to
attend. Efficiency Outcome: Social media provides immediate information and
awareness that is accessible to media and to community members. It allows for swift
consistency in messaging and provides a greater level of awareness for the Police
Department and its public safety efforts and connection with the community.
• Coplogic Online Reporting (August 2021): Online police reports are convenient and
accessible to the public any time of day. Online reporting allows Police Officers to be
available for emergencies and other high-priority situations. It also gives officers more
time for proactive and discretionary police work. Efficiency Outcome: Resulted in fuel
savings and improved response time to incidents. Support staff can process the reports
more efficiently. Since January 1, 2022 until August 1, 2022, a total of 163 online police
reports have been received through the online system. With each report estimated at
taking 1.5 hours for an Officer to document, this provided an estimated time savings of
244.5 hours of sworn staff time this year alone.
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• LexisNexis (June 2022): Automated accident report database that interfaces with the
RIMS platform. Efficiency Outcome: Provides a secure, electronic data management
resource that helps agencies deliver accident reports to requestors directly and
alleviates the requesting and issuance process that previously occurred through Police
Department Records staff manually. The accessibility to the requestor enhances public
service and document accessibility.
Implementation Underway
• Strategic Plan: The Police Department Leadership Team joined together for several days
for a facilitated Team Building Workshop with the purpose of team building and to
provide an opportunity to refine and build upon the strategic direction of the
organization. During the retreat, the team focused on problem solving, developing
organizational goals and objectives that can be implemented in the Department and
throughout the community. Efficiency Outcome: The Strategic Plan provides focus for
the Department over the next two years.
• Outside Vendor to Conduct Backgrounds: Instead of using retired staff to complete both
sworn and non-sworn background investigations, the Police Department elected to
contract with an outside vendor. Efficiency Outcome: Outside backgrounding services
create staff capacity and there is no potential for pre-conceived bias of having known an
applicant. Each background investigation and report is conducted in a similar manner,
depending on the position being sought.
• Investigative Technology Advancements: Enhanced intelligence systems for onsite
review instead of awaiting outside vendors or State and Federal law enforcement
partners to utilize their technology databases to extract and analyze the information.
Efficiency Outcome: Reduction in time for return of investigative information.
Expected
• Electronic Citations or E-cites (Spring 2023): Allows Officers to produce printable paper
citations in the field without having to hand write the document on a triplicate copy.
Efficiency Outcome: Through electronic communication, the information on the citation
is automatically uploaded in the interfacing RIMS Records Management program and
sends the pertinent information to the court system as well, thereby alleviating a lot of
time from writing the citation, Records staff having to enter and process the documents,
and limits paper storage by going to an automated capability.
• All of PD staff at POB (2023 – 2024): Develop a phased process with the goal of moving
the Police Department staff at Headquarters to the Police Operations building.
Efficiency Outcome: By bringing all Police Department staff together there are many
benefits and efficiencies including decreasing redundancy, improving communication,
enhancing access and camaraderie throughout the Police Department team, cross
training opportunities, and allow for all Police Department resources to be available to
the public at one location.
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Parks and Public Works Department
Already Implemented
• Special Use Permit Applications (April 2021): created a PDF fillable form for a paperless
process. Efficiency Outcome: Reduced the cycle time for the approval process.
• Special Use Permit Refund Request (September 2021): created a PDF fillable form for a
paperless process. Efficiency Outcome: Reduced the cycle time for the approval
process.
• Park Reservation Refund Request (September 2021): created a PDF fillable form for a
paperless process. Efficiency Outcome: Reduced the cycle time for the approval
process.
• QR Code Signage - Parks (September 2021): created a QR code for easy access to Parks
website. Efficiency Outcome: Allows residents/customers the ability to access Parks
website from their cell phone.
• Tree Removal Permit Application (August 2021): created a PDF fillable form for a
paperless process. Efficiency Outcome: Reduced the cycle time for the approval
process.
• Agreement Checklist (November 2021): created a PDF fillable form for a paperless
process. Efficiency Outcome: Reduced the cycle time for the processing of an
agreement.
• SharePoint (May 2020): For electronic work files, PPW switched over from local network
drives to cloud-based Microsoft SharePoint platform during the Covid shutdown as a
way to allow employees to continuously share and store documents even remotely.
SharePoint continues to be a useful tool for staff to access and work on documents
collaboratively. Efficiency Outcome: increased productivity, collaboration, and readily
available information to staff members.
• Engineering Document Archiving (June 2020): Scanned/digitized/cataloged hardcopy
documents (both typical letter size to large format, such as maps), which were
previously stored in large storage bins, to be archived and accessed quickly through
local network drive and SharePoint. Efficiency Outcome: Faster and easier access to
Engineering documents and freed up workspace for other tasks.
• Online Bidding for Public Works Projects (May 2020): In response to Covid-19, PPW
staff implemented online plan room and bidding platforms to allow electronic bid
advertising and bid management services. Efficiency Outcome: Minimize the need to
reproduce hardcopies of bid documents, consolidate bid management through online
platform, and allow contractors to submit bids online without having to physically
deliver or mail in bids.
• Postcard Mailings for Community Outreach (August 2020): Outsourced postcard
mailings by utilizing multiple online vendors. Efficiency Outcome: Reduced staff time
to manually prepare documents and effectively provides notices to the public in a timely
manner.
• Imagery and Light Detection and Ranging (LiDAR) Data Acquisition Cost Sharing
Agreement (September 2021): The Town entered into a cost agreement with the
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County of Santa Clara for the rights to utilize updated County-wide imagery and LiDAR
data. The Geographic Information System (GIS) and aerial map dataset are recent, and
the shared costs are nominal compared to costs for similar updated data if the Town
was to obtain as an independent agency. Efficiency Outcome: Staff is using most
updated and current aerial maps and GIS information to update the Town's GIS
application and identify and track Town infrastructure assets visible via aerials and
LiDAR information.
Implementation Underway
• Accela Upgrade: Implementation of online submittals for all Engineering applications
including electronic payments. Efficiency Outcome: Reduce the amount of staff time to
input information from applications into the database, improve payment process,
potentially improve cycle times, and faster conversion to digital filing.
Expected
• Public Works Development Review (2022): An assessment of the existing Public Works
development review process is underway by the new Director. Once the assessment is
concluded, specific implementation steps will be taken. Expected Outcomes: Improved
tracking of application status, streamlining the review to improve cycle times, and
improved customer experience.
Community Development Department
Already Implemented
• Virtual Inspections (April 2020 – August 2022): Implementation of virtual inspections to
perform field inspections during the Covid 19 pandemic. Efficiency Outcome: Virtual
inspections allows the Building Department to safely continue providing inspection
services to the many active construction projects in the Town.
• Digital Plan Submittal and Review (May 2020): Implementation of online application and
plan submittals for Building and Planning permits, and digital review replaced in-person
submittals during the Covid 19 pandemic. Efficiency Outcome: Online submittals and
review allowed the Building and Planning Divisions to continue providing permit
processing and resulted in conversion to a permanent paperless filing system.
• Review Time Tracking Report (ongoing): Development of new reports for use in tracking
the timeliness of submittals and reviews through the permitting process. This involves a
reconfiguration of the permitting workflow and task assignments. Efficiency Outcome:
Tracking review times of both staff and applicants is anticipated to provide a better
understanding of inefficiencies within the review timeline to identify areas for efficiency
improvements.
• Cross Train Plan Review (ongoing): Digital plan review training for permit and inspection
staff. Efficiency Outcome: Distributing specific plan review responsibilities to multiple
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Building Department Staff is anticipated to reduce review times on projects that do not
require a Design Professional review.
• Accela Cloud Hosted Migration (December 2021): Accela, the Town’s permitting, code
compliance, and land management solution, was migrated to Accela’s cloud hosted
platform. Efficiency Outcome: Migrating Accela to their cloud hosted solution has
eliminated the ongoing support and maintenance of four servers in the Town’s
datacenter. The Accela system is accessible without the need to be connected to the
Town’s internal network which allows for more efficient work by Staff out in the field.
• Enhanced Accela Citizen Access (ACA) Portal (January 2021): The ACA portal was
migrated to an enhanced version through Accela’s cloud hosted platform. This included
the development of an online permit decision tool. Efficiency Outcome: The Enhanced
ACA portal provides a much more intuitive user interface where the public can easily
apply for permits by eliminating the guessing game of what they need to apply for. The
newly developed permit decision tool helps to facilitate the application process and
minimizes erroneous information that Staff must often correct on the back end.
• Economic Recovery Process Reductions (2020-2021, ongoing. In coordination with
Economic Vitality):
o March 2020 – Town Council adopted an Economic Recovery Resolution in
response to the COVID-19 Pandemic. As time has passed, staff has brought
forward modifications, updates, and extensions to continue to streamline
commercial land use processes, foster economic recovery, and provide improved
customer service through process time and fee reductions and increased
flexibility.
o These modifications, updates, and extensions were adopted by the Town
Council: January 2021, February 2021, April 2021, and November 2021.
o Streamlining captured by the Economic Recovery Resolution include:
Businesses within the C-2 zone are authorized to use existing on-street
public parking for use of outdoor dining with an executed agreement;
Suspending parking requirements in private commercial lots to allow for
some parking spaces to be utilized for outdoor dining;
Businesses may relocate, expand, or open additional locations without
obtaining a new CUP and memorializing the expansion with an executed
Economic Recovery Agreement;
Personal service may locate within the C-2 and Office (O) zones with an
executed Economic Recovery Agreement;
Up to five new bars, markets, and other miscellaneous businesses may
locate with the C-2 zone utilizing an executed Economic Recovery
Agreement;
The cost of a new CUP is reduced by 50%, with the Town paying the
balance of the fees;
Alcohol consumption is permitted in Town parks, parklets, pop-up patios,
and temporary dining areas in alignment with the Town Code; and
The expiration date for all building permits and planning entitlements
shall be extended by two years.
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o Efficiency Outcome: Reduced permitting time and staff time required for
projects that would otherwise require a new CUP and associated multi-
department review and public hearing. In addition, the extension of existing
building permits and planning entitlements prevented the need for project
extension requests or new applications that would have been required after
permit expiration.
Implementation Underway
• Expedited Permit Process: Staff is looking into options for expedited Building Permit
application processing for certain types of Building Permits. Efficiency Outcome:
Expedited Building Permit processing is anticipated to provide plan check services in less
time than standard review timelines. Important components of this type of review will
be: the capacity of other departments and outside agencies to perform expedited
reviews; and addressing potential inequities related to increased costs for expedited
review.
• Digitizing Planning Project Files: As a follow-up to the transition to digital plan submittals
and review, the Planning Division is taking all current paper files and preparing them for
scanning to laserfiche. Efficiency Outcome: Digital access to project files is anticipated
to reduce staff time needed and increase promptness for responses to inquiries, PRAs,
and review of Use and Occupancy applications.
Multiple Departments:
Already Implemented
• Hybrid Conference and Meeting Equipment (January 2022): Installation of OWL hybrid
meeting hardware in library conference room, PPW conference room, and Council
Chambers created ability for all Town Departments to conduct hybrid meetings and
interviews. Efficiency Outcome: Increases the efficiency of scheduling meetings and
increases flexibility for attendees.
Implementation Underway
• Tyler Enterprise Resource Planning (ERP) System Migration: The Town’s current
CentralSquare ERP system will be migrated to a more modern ERP platform from Tyler
Technologies. The project started August of 2022 with an anticipated go live date
sometime in September of 2024. Efficiency Outcomes: Numerous areas of process
improvements and efficiencies have been identified below.
o Consolidate information, link processes and functions, and eliminate separate
Departmental spreadsheets/Excel databases in favor of a single system that
integrates the Town’s financial and non-financial applications through a common
database;
o Streamline business processes to take advantage of best practices through
automation, integration, and enhanced workflows;
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o Provide a user-friendly and intuitive user interface to promote system use and
productivity;
o Eliminate the need for redundant data entry (budget, timesheet, etc.);
o Eliminate the need for manual input when preparing the annual budget and
financial statements;
o Improve and/or provide necessary reports and reporting capabilities, and access
to data through inquiry or drilldown capabilities; and
o Provide interface capabilities with third-party systems;
o Electronic timesheet submittal and approval via integrated workflow system;
o Electronic invoice submittal and approval via integrated workflow system;
o Electronic requisition submittal and approval via integrated workflow system;
o Electronic Personnel Action Form submittal and approval via integrated
workflow system;
o Electronic Business License Application and Approval with integrated online
payment system;
o Streamlined Bank Reconciliation with automated software solutions;
o Automated reports for management decision making;
o Budget Dashboard for public participation.