Attachment 1h D – 117
Police Department
DEPARTMENT PURPOSE
The Los Gatos Monte Sereno Police Department provides police services to the Town of Los
Gatos and contractually to the City of Monte Sereno. The Department’s vision is to accomplish
three things: build a highly competent and professional Police Department, develop community
relationships, and engage the community in problem solving. The Department’s ultimate goal
is to know everyone in the community to facilitate high quality community policing.
The core services provided by the Police Department include responding to emergency and
non-emergency calls for service, identification of criminal activity, dispatch services,
investigation and prosecution of crimes, recruiting, hiring, training of personnel, crime
prevention and community outreach, traffic safety, maintenance of records, property and
evidence, and community problem solving.
The Police Department continues to build upon a strong police/community partnership through
innovative Department and community programs, including the School Resource Officer
funding partnership, Juvenile Diversion programs, Digital Media Safety/Cyberbullying
education, Safe Routes to School, Drug Free Community Committee, homeless outreach, Youth
Commission, Domestic Violence Advocate program, and traffic management. Volunteer
programs such as Reserve Police Officers, Volunteers in Policing (VIP), Disaster Aid Response
Team (DART), the Police Chaplain program, Parking Citation Hearing Officers, Victim Services
Unit (VSU), and the Police Explorer Scout program extend these partnerships to the community.
For the past eleven years, volunteers have personally welcomed all new homeowners to the
Town through the Department’s New Resident Outreach Program. Additionally, community
volunteers have been instrumental in the training and growth of the Community Emergency
Response Team (CERT).
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POLICE DEPARTMENT
The Police Department is focused on community problem solving. Individual Officers and patrol
teams are responsible for identifying problems and creating and implementing solutions to
those problems. In furtherance of this effort, the Department continues to develop
relationships with specific segments of our community such as the Chamber of Commerce,
Communities against Substance Abuse (CASA), Mothers against Drunk Driving (MADD),
homeowner and neighborhood associations, schools, non-profit organizations, the faith
community, service clubs, and others. All field staff are trained in effective community-based
policing tactics and strategies to de-escalate and respond appropriately to field situations (e.g.
interpersonal communications training).
All Police Department personnel are committed to a philosophy which promotes an
organizational strategy of partnership and problem-solving techniques with the ultimate goal of
high quality public safety and personalized policing, including a collaborative approach of
getting to know everyone in the Los Gatos and Monte Sereno communities.
BUDGET OVERVIEW
This budget overview discusses the Police Department’s focus for FY 2018/19 as well as its
revenue and expenditure outlook. The FY 2018/19 budget reflects a slight increase in salaries
and benefits attributed to increased CalPERS and medical benefit rates. Salary increases are
not reflected in the proposed budget as labor negotiations with the Town’s unions are pending.
The Police Department is committed to ongoing structural evaluation and budgetary efficiency
by regularly assessing internal functioning in light of increased service levels and the complex
demands of ensuring public safety. A recent retirement at the Lieutenant rank and senior
leadership transition in the Police Department during FY 2017/18 allowed an opportunity to
reevaluate the Department’s organizational effectiveness. As a result of these assessments, the
Police Department’s FY 2018/19 budget includes the elimination of the Lieutenant rank (2.0 FTE
positions). Defunding the Lieutenant rank position allows the Department to return to the two
Captain organizational model. The command re-structure also provides for the addition of an
Administrative Sergeant position (6.0 FTE Sergeants to 7.0 FTE Sergeants) ensuring an equitable
distribution of the Lieutenant’s responsibilities. These changes capture an ongoing savings to
the Police Departments FY 2018/19.
The Police Department and the Town of Los Gatos have enjoyed a very good relationship with
the City of Monte Sereno. Both communities have similar residential demographics and the
Police Department has provided quality and responsive services with a long history of reaching
out to its citizens, which has resulted in a strong bond between both communities. Revenues
generated as a result of the police services contract with the City of Monte Sereno are the
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POLICE DEPARTMENT
largest revenue source in the Police Department budget and has provided a stable base when
other Town revenues were subject to economic fluctuations.
Since FY 2009/10, funding for the School Resource Officer (SRO) position has been offset by an
agreement with the high school and elementary school districts with each sharing costs for
nearly one-half the Officer’s salary and benefits. Given the positive and collaborative working
relationship between the Town and the elementary and high school districts both have
mutually agreed to continue participation in this shared partnership, the current contract
expires at the end of FY 2018/19. Contract renewal is anticipated in FY 2019/20.
Department Reorganization
FY 2018/19 budget includes the elimination of 2.0 FTE Lieutenants. The removal of the
Lieutenant position enables reorganization and the proposal of an additional 1.0 FTE Captain,
allowing the Department to return to the two Captain organizational model. The reorganization
allows a command structure with delineated command and leadership of the Operations and
Support Services Divisions. This modification supports budgetary funding for an increase of 1.0
FTE Sergeant, increasing from 6.0 FTE Sergeants in FY 2017/18 to 7.0 FTE Sergeants for FY
2018/19. The increase of 1.0 FTE Sergeant better aligns the duties at the rank of Sergeant
providing further flexibility for operational effectiveness and additional opportunities for
succession planning.
Department Reclassification
To best meet the needs of the Department the FY 2018/19 budget includes one operational
reclassification. The 1.0 FTE Administrative Analyst assigned to Police Administration program
is now reclassified to a 1.0 FTE Senior Administrative Analyst. This position remains in the Police
Administrative program. The reclassification more closely aligns with the duties which require
complex analysis and formulation of important recommendations to Command staff.
Staff Resource Modifications
Temporary staff funding is proposed to the FY 2018/19 budget for technology support, and for
a Community Service Officer Intern. These temporary hours are from one-time funding.
• Additional temporary staffing hours (685 hrs.) are proposed as support for an IT
Technician to assist with critical operational technology needs and the regional radio
project including interoperability upgrades.
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POLICE DEPARTMENT
• Additional temporary staffing hours (270 hrs.) are proposed for a Community Services
Officer Intern (CSO) as a one-time support. The flexibility of using a CSO Intern allows
assignment to various divisions within the Police Department for maximum efficiency.
In consideration of staff reductions from prior years and for cost savings, patrol officers
continue to work 12-hour shifts to maintain adequate staffing levels on each shift. While this
shift schedule has proven to be inflexible yet necessary given the current staffing levels, the
Department is committed to continually reviewing staffing models based on available resources
and the fiscal stability. During FY 2017/18 several hybrid schedules were implemented for
individual officers to allow for coverage across all patrol shifts.
The Police Department budget consists of the following programs: Police Administration,
Records and Communications, Personnel and Community Services, Patrol, Traffic, Investigations
and Parking Management. Pass-Through accounts and Police operating grants are also
reflected in the Police Department.
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Goals Accomplishments
Community
Character
Preserve and
enhance the
appearance
character and
environment
quality of the
community
• FY 2017/18 the Department supported the Youth Commission’s
special project, to conduct outreach informing retailers with
tobacco permits of newly implemented tobacco sales permit
restrictions. Many of the restrictions prohibited the sales of
flavored and menthol tobacco products, decreasing exposure and
accessibility, while promoting a health wellness and environmental
quality in the town.
• During FY 2017/18 the Police Department collaborated with Parks
and Public Works and Caltrans in clean-up and preventative
maintenance efforts to deter criminal activity and address quality
of life issues along S. Santa Cruz Ave. and the Los Gatos Creek Trail.
Graffiti removal, posting of signage, and increased patrol check
enforcement have reduced citizen and merchant complaints and
issues related to litter, hazardous encampments, and related
concerns.
• In partnership with the Drug Enforcement Administration,
Community Against Substance Abuse (CASA), and Silicon Valley
Clean Water Program, the Police Department participated in two
National Prescription Drug Take-Back events which allowed the
community to turn in unused or old prescription medications for
safe environmental disposal. In addition, in FY 2017/18, the Police
Department participated in the County of Santa Clara MED-Project.
This program included the installation of a prescription medication
drop-off box at the Police Operations Building, allowing residents
to conveniently dispose of unused and expired prescription
medications.
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Goals Accomplishments
Good
Governance
Ensure
responsive,
accountable and
collaborate
government
• Members of the Department were selected to participate on
County-wide law enforcement committees which developed
working protocols for law enforcement agencies throughout the
Santa Clara County for Domestic Violence, Child Abuse, and Adult
Abuse investigations. The established Santa Clara County District
Attorney Protocols identify procedural investigation updates, case
law mandates, and maintain consistency of interoperability and
joint investigations.
• In FY 2017/18, the Department met with local community activist
groups to incorporate community perspective and change to law
enforcement policies and practices specific to immigration
enforcement and implicit-biased based policing strategies. The
discussions incorporated the Department’s practices and policies in
the development of recommended model policies with
consideration of community concerns and input.
• In FY 2017/18, the Police Department staff worked in collaboration
with the Los Gatos High School in the enhancement of their staff
Emergency Safety Training Plan, incorporating the school district
safety plans, collaborative law enforcement and first responder
practices, and the identification of campus risks and vulnerabilities.
The Department utilized trained officers in “Active
Intruder/Violence” to develop integrated training for school staff
and management of mass casualty situations.
• The Department transitioned to a new parking citation and permit
management system, Turbo Data Systems (TDS) in FY 2017/18. This
system provides resident access online for permit purchase,
renewal, payments, and citation processing. The system provides
additional customer service options and self-management of
parking permits, with capabilities of incorporating enhanced
technology and interface with other Department systems with
increased service delivery.
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Goals Accomplishments
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational and
individual
enrichment
• FY 2016/17 the Police Department partnered with Crisis Text Line
to promote alternative mental crisis communications with mental
health professionals from a mobile device. In FY 2017/18, the
Youth Commission, and local school administrators, incorporated
the promotion of Crisis Text Line into Los Gatos High School and
Fisher Middle School as an additional resource for students.
Student identification cards were re-developed and included Crisis
Text Line resources on the back of each student identification card.
• In FY 2017/18 the Department hosted 12 Neighborhood Watch
meetings and formulated three merchant discussions in
collaboration with the Los Gatos Chamber of Commerce.
Community residents of Neighborhood Watch Groups are provided
with a foundation of crime preventative measures, neighborhood
enrichment, and community involvement through Town programs
and partnerships. Follow up meetings and community policing
projects are developed, with actionable plans, while promoting
engagement in community problem solving and promoting CERT
opportunities.
• In 2018, the Department published its first Police Department
annual report online, recapping Department events, innovative
strategies and tools recently implemented such as a crime data
summary. As a part of the Department vision, the Police
Department recognizes the importance of transparency and
partnering with their community in crime prevention, deterrence,
and reduction strategies.
• The Department hosted three “Coffee with a Cop” events to allow
the community to connect with Police Officers in casual
communication over a cup of coffee. The Department used
locations in different areas of Town to solicit community
engagement and outreach. Many of the relationships and
discussions at these events have facilitated additional community
feedback, civic engagement, and understanding of community
concerns.
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Goals Accomplishments
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational and
individual
enrichment
• In FY 2017/18, the Police Department hosted its first annual
National Night Out event in Los Gatos. National Night Out is an
annual community-building campaign that promotes police-
community partnerships and neighborhood camaraderie to make
our neighborhoods safer and a more desirable place to live with
inclusion of community participation. This event enhances the
relationship between neighbors and law enforcement focusing on
community partnerships and involvement in emergency
preparedness and crime prevention programs.
• Department members focused on age-friendly awareness and
outreach programs for the senior citizen community specific to
fraud, internet crime prevention, and emergency preparedness
education. Officers and Detectives hosted four senior citizen crime
prevention forum presentations at various senior living residence
facilities in Town and partnered with Los Gatos Adult Recreation
Center in hosting a community “Elder Fraud” seminar.
Public Safety
Ensure public
safety through
proactive
community
policing,
affective
emergency
response, and
community-wide
emergency
preparedness
• In FY 2017/18 the Department continued the collaborative efforts
with Safe Routes to School, Traffic Safe Communities, local schools,
and Parks and Public Works in promoting pedestrian and bicycle
safety programs. These programs consisted of increased
enforcement around the schools, participating in Bicycle Rodeos,
working with coalitions and Safe Routes Committee liaisons,
identifying alternate safe bicycle and pedestrian routes, and
suggesting improvements and recommendations for safe route
infrastructure.
• The Police Department worked with other Town Departments in
the development of a comprehensive Town of Los Gatos Employee
Safety Plan, as a procedural reference guide for response to
emergencies and disasters at various Town facilities. Police
Department staff provided employee safety training and “Active
Intruder/Workplace Violence” training.
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Goals Accomplishments
Public Safety
Ensure public
safety through
proactive
community
policing,
affective
emergency
response, and
community-wide
emergency
preparedness
• Officers attended critical response training involving mass casualty
incidents and the administration of immediate medical trauma
care. As a result, the Department recognized the need for all first
responders to be equipped with rapid deployment medical trauma
kits, which would provide the best opportunity in preserving lives
and attending to medical issues during mass casualty incidents. In
FY 2017/18, each police vehicle was outfitted with rapid
deployment trauma kits, including life-saving supplies and
additional equipment to be deployed during mass casualty and
active situations.
• In FY 2017/18, the Department implemented directed patrol
deployment plans in Los Gatos and Monte Sereno to reduce the
local impact of residential burglaries which affected the region in
prior years. Through the utilization of crime data analytics and the
incorporation of traditional and nontraditional policing methods as
part of Department directed patrol plans, residential burglaries
decreased by twenty-three percent from 2015 to 2017.
Department members deployed covert resources in residential
neighborhoods, engaged in community crime prevention meetings,
increased proactive police visibility, and worked with regional
resources in data intelligence gathering and criminal justice
prosecutions.
• In collaboration with private organizations, religious organizations,
and other public facilities in Town, the Department conducted
threat assessments and risk analysis. Trained staff assisted
organizations in establishment of site emergency response
protocols. In addition, the SWAT Team provided hands on training
with the different public and private organizations in preparation
and planning for an active intruder and critical infrastructure
protection.
• In FY 2017/18, the Department utilized grant funding in partnership
with non-profit organization, Racing Hearts of America, to obtain
replacement automated external defibrillator (AEDs) for all patrol
vehicles. As first responders to crisis and medical aid calls for
service, AEDs have proven to be a valuable piece of equipment to
saving the life of citizens. Every year, since the department first
obtained AEDs, life-saving efforts have been performed utilizing
the AED with positive outcomes.
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Goals Accomplishments
Public Safety
Ensure public
safety through
proactive
community
policing,
affective
emergency
response, and
community-wide
emergency
preparedness
• In FY 2017/18 the Department allocated the Silicon Valley Regional
Communications Systems (SVRCS) radio equipment and
programmed public safety radios for the Police, Community
Development, and Public Works Departments. These radios are
valuable assets to regional interoperability and mass
communications during a major disaster, aligning inter-agency talk
groups for first-responders and mutual aid coordination. The Town
will be one of three law enforcement agencies fully implemented
on the SVRCS system in FY 2018/19.
• The Police Department and Town Manager’s Office facilitated staff
Emergency Operations Center (EOC) trainings related to the
“Incident Command System,” “National Emergency Management
System,” and participated in EOC deployment exercises. This
internal staff training is the foundation for additional training
phases related to EOC Operations, logistics, and standard operating
procedures during a major event or disaster.
• The Police Department worked in conjunction with Santa Clara
County Fire Department to host and facilitate community
awareness education and training focused on fire prevention and
evacuation. Two community forums were well-attended and
provided an opportunity for residents to learn about fire
prevention, community responsibility, and first responder
methods. The “Wildfire Prevention” community meetings are the
beginning of additional outreach opportunities in FY 2018/19,
which will include “Flood Evacuation and Prevention” and
“Earthquake Prevention and Response.”
• In FY 2017/18, the Department established an internal staff
recruitment team to identify and recruit potential officers,
dispatches and civilian staff members. This team revitalized the
recruitment platforms on the Police Department website,
conducted off-site recruitments at local academies, and established
a recurring recruitment, testing, and hiring process for Police
Department staff. In FY 2017/18, the Police Department hired
replacement staff for three sworn officers, three civilian staff
members, and two temporary employees, due to staff retirements
and departures.
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Goals Accomplishments
Public Safety
Ensure public
safety through
proactive
community
policing,
affective
emergency
response, and
community-wide
emergency
preparedness
• In FY 2017/18, the Police Department enhanced the advanced
training curriculum and participatory exercises with the Community
Emergency Response Team (CERT) program. Quarterly meetings
with neighborhood CERT leadership personnel promoted
community involvement and CERT recruitment, advanced CERT
training opportunities, and established unified protocols and
expectations for post-disaster situations. In FY 2018/19, the Police
Department will continue to build on the CERT program and
provide inter-operability training with the Emergency Operations
Center and the integrated Neighborhood Incident Command Posts.
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POLICE DEPARTMENT
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses and Permits 85,684$ 94,363$ 87,427$ 80,630$ 70,081$ 69,000$
Intergovernmental Revenues 751,219 853,715 817,331 617,715 621,513 600,641
Service Charge 715,742 977,705 1,049,384 1,079,555 1,080,128 1,122,092
Fines & Forfeitures 792,100 809,014 862,076 654,800 655,947 604,800
Other Revenues 1,185,166 621,391 64,356 129,387 58,761 122,172
TOTAL REVENUES 3,529,911$ 3,356,188$ 2,880,574$ 2,562,087$ 2,486,430$ 2,518,705$
EXPENDITURES
Salaries and Benefits 10,100,411$ 10,470,070$ 10,614,075$ 12,247,734$ 11,229,445$ 12,436,093$
Operating Expenditures 2,030,309 1,535,609 1,008,652 1,218,995 1,136,421 1,377,328
Grants 24,870 32,601 5,897 20,000 11,720 20,000
Fixed Assets 75,442 35,633 - - - -
Internal Service Charges 1,615,997 1,770,773 1,718,609 1,997,618 1,929,985 1,142,734
TOTAL EXPENDITURES 13,847,029$ 13,844,686$ 13,347,233$ 15,484,347$ 14,307,571$ 14,976,155$
Transfers Out
Transfers Out to Equipment Replacement 15,000$ -$ -$ -$ -$ -$
Total Transfers Out 15,000$ -$ -$ -$ -$ -$
TOTALEXPENDITUES & TRANSFERS OUT 13,862,029$ 13,844,686$ 13,347,233$ 15,484,347$ 14,307,571$ 14,976,155$
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
PROGRAM
Administration 774,187$ 889,742$ 957,504$ 1,023,502$ 1,009,384$ 1,045,209$
Records & Communications 1,756,928 1,914,577 1,949,183 2,306,596 2,052,042 2,400,868
Patrol 6,256,175 6,115,836 5,827,002 6,913,430 6,596,600 6,616,271
Traffic 816,227 719,561 932,169 977,570 995,460 921,515
Investigations 2,107,270 2,208,996 2,342,031 2,672,945 2,274,386 2,445,825
Personnel & Community Services 362,987 701,737 596,274 771,826 638,529 780,682
Parking 649,866 665,850 700,325 726,581 730,056 688,551
Operating Grants 30 71,920 14,567 53,782 10,578 39,119
Pass -Through Accounts 1,123,359 556,467 28,178 38,115 536 38,115
TOTAL EXPENDITURES 13,847,029$ 13,844,686$ 13,347,233$ 15,484,347$ 14,307,571$ 14,976,155$
DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
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POLICE DEPARTMENT
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
General Fund Funded Funded Funded Funded Proposed
Chief of Police 1.00 1.00 1.00 1.00 1.00
Police Captain 2.00 1.00 1.00 1.00 2.00
Police Lieutenant - 2.00 2.00 2.00 -
Police Sergeant 6.00 6.00 6.00 6.00 7.00
Police Corporal 5.00 4.00 4.00 4.00 4.00
Police Officer 26.00 25.00 25.00 25.00 25.00
Community Services Officer 2.00 2.00 2.00 1.00 1.00
Records & Evidence Manager 1.00 1.00 - - -
Police Records Manager - - 1.00 1.00 1.00
Senior Administrative Analyst - - - - 1.00
Administrative Analyst 1.00 1.00 1.00 1.00 -
Executive Assistant to Chief 1.00 1.00 1.00 1.00 1.00
Communication Dispatcher Lead - 1.00 1.00 1.00 1.00
Communications Dispatcher 7.00 6.00 7.00 7.00 7.00
Parking Control Officer 2.00 2.00 2.00 2.00 2.00
Police Records Specialist 5.00 5.00 4.00 4.00 4.00
Community Outreach Coordinator - - - 1.00 1.00
Human Resources Specialist - - - 1.00 1.00
Total General Fund FTEs 59.00 58.00 58.00 59.00 59.00
Temporary Staff Hours
Community Service Officer Intern 1,040 1,938 1,725 1,040 1,720
Community Service Officer 1,000 250 390 390 -
Police Officer 675 1,119 300 300 300
IT Technician - - - 685 685
Parking Control Officer - 357 357 357 -
Police Records Specialist 320 320 320 1,360 -
Communications Dispatcher 942 520 330 330 330
CSO-Investigation Evidence - - - 1,040 -
Total Annual Hours 3,977 4,504 3,422 5,502 3,035
DEPARTMENT STAFFING
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Police Department
POLICE ADMINISTRATION
PROGRAM 4101
PROGRAM PURPOSE
The Police Administration Program is responsible for ensuring public safety through proactive
community policing, effective emergency response, and collaborative community-wide
emergency preparedness by effectively managing departmental programs, developing policy,
planning and implementing organizational tasks, overseeing the departmental budget and
expenditures, and coordinating with other Town Departments. The Administration Program
supports responsive, effective, and efficient police services and a strong police community
partnership. Departmental operations are consistent with Town policies, core values, and
community safety needs, with particular focus on: open communication with the public,
responsive crime suppression and prevention programs, directed traffic enforcement to
promote safe and orderly traffic flow on Town streets, and comprehensive emergency
preparedness. The Police Administration Program is dedicated to furthering the mission and
goals of the Department and to supporting the personnel in their duties. The Police
Administration Program continually collaborates with other Town Departments to increase
effectiveness and enhance quality of life for the citizens of Los Gatos. This program also
provides the primary support for the Town’s Youth Commission activities.
BUDGET OVERVIEW
Fiscal year 2018/19 includes one reclassification of the Administrative Analyst position to Sr.
Administrative Analyst position to align the job class more closely to the work assigned. The FY
2018/19 budget reflects a slight increase in salaries and benefits attributed to increased
CalPERS and medical benefit rates. Salary increases are not reflected in the proposed budget as
labor negotiations with the Town’s unions are pending.
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POLICE DEPARTMENT
Police Administration
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 1,545$ 927$ 698$ 2,000$ 2,450$ 1,500$
Intergovernmental Revenue - - - - - -
Service Charges - - - - - -
Grants - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues 44,870 32,601 6,080 20,000 11,720 20,000
TOTAL REVENUES 46,415$ 33,528$ 6,778$ 22,000$ 14,170$ 21,500$
EXPENDITURES
Salaries and Benefits 604,852$ 691,914$ 780,603$ 837,240$ 825,317$ 899,787$
Operating Expenditures 19,227 17,675 20,611 21,500 21,500 21,500
Grants 24,870 32,601 5,897 20,000 11,720 20,000
Fixed Assets - - - - - -
Internal Service Charges 125,238 147,552 150,393 144,762 150,847 103,922
TOTAL EXPENDITURES 774,187$ 889,742$ 957,504$ 1,023,502$ 1,009,384$ 1,045,209$
TRANSFERS OUT
Transfer to Equipment Replacement 15,000$ -$ -$ -$ -$ -$
TOTAL TRANSFERS OUT 15,000 - - - - -
TOTAL EXPENDITURES & TRANSFERS OUT 789,187 889,742 957,504 1,023,502 1,009,384 1,045,209$
SUMMARY OF REVENUES AND EXPENDITURES
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POLICE DEPARTMENT
Police Administration
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure
responsive,
accountable, and
collaborative
governance
Organizational Structure and Development
The Police Administration will continue to evaluate the current staffing
structure within the organization to provide career growth opportunities,
maintain adequate operational capabilities, and provide oversight and
accountability. The Department will analyze the primary job responsibilities
under various job classifications and identify opportunities to improve
efficiency and effectiveness. In addition, career development and
succession planning will be conducted through skill development, cross-
training within programs, and identifying special assignment opportunities.
Budget Oversight and Equipment Grant Opportunities
During FY 2018/19, Police Administration will continue to track and monitor
program budgets including overtime, salaries and benefits, and operational
capabilities to ensure that the Department remains fiscally responsible. The
Department will continue to seek grant opportunities in effort to maximize
potential revenue sources and procure operational equipment replacement
needs.
Recruitment and Retention
The Police Administration will continue to work collaboratively with Human
Resources Department in identifying innovative staff recruitment and
retention strategies. In FY 2018/19, staff will provide ongoing recruitment
testing processes, increase the number of trained staff as background
investigators, and participate in job fairs and recruitment opportunities at
colleges and police academies. In addition, due to the extensive hiring
process, staff will identify potential departures and transitions to reduce
vacant positions for a duration of time.
Legislative Updates and Policy Revisions
The Police Administration will continue to monitor federal, state, and local
legislative updates and identify the operational impacts to the Department.
Legislative revisions and new legislation will often drive amendments to
Department policy, operational procedures, and mandated reporting
requirements. In FY 2018/19, staff will continue to monitor and forecast the
impacts of legislative mandates, while revising and developing model
policies and Department procedures.
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POLICE DEPARTMENT
Police Administration
FY 2018/19 KEY PROJECTS
KEY PROGRAM SERVICES
• Administers Department operations.
• Provides policy and operational guidance for staff.
• Develops and monitors the Department’s annual operating budget.
• Provides departmental financial/budget statistical analysis.
• Manage and oversee police service contractual obligations with the City of Monte
Sereno.
• Develops succession planning goals and opportunities for staff.
• Oversees Police Department’s media and mass notification communications.
• Provides project management on special projects.
• Manages division programs and personnel.
Core Goals Key Projects
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational, and
individual
enrichment
“See Something, Say Something” Campaign
During FY 2018/19, the Police Department will coordinate with the Youth
Commission in the promotion of Los Gatos “See Something, Say Something”
campaign in local schools. In unification with the Town, Los Gatos School
Districts, and educational institutions, the program is designed to promote
safety awareness, self-accountability, and overall campus safety through
identified communications methods and situational awareness education
with students and school staff. The program provides information and
available resources for students and staff to report suspicious activity, seek
crisis/mental health intervention, and alternative options for submitting
safety tips to school staff and police.
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POLICE DEPARTMENT
Police Administration
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Chief of Police 1.00 1.00 1.00 1.00 1.00
Police Captain - 1.00 1.00 1.00 1.00
Administrative Analyst 1.00 1.00 1.00 1.00 -
Senior Administrative Analyst - - - - 1.00
Executive Assistant to Chief 1.00 1.00 1.00 1.00 1.00
Total Administration FTEs 3.00 4.00 4.00 4.00 4.00
POLICE ADMINISTRATION PROGRAM STAFFING
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D – 137
Police Department
RECORDS AND COMMUNICATIONS
PROGRAM 4201
PROGRAM PURPOSE
The Police Department Communications Center (Dispatch) is a 24/7 division which handles the
majority of all incoming phone calls to the Police Department on a daily basis, including the
answering of all 9-1-1 emergency calls for service. In addition, dispatchers are responsible for
triaging calls for service, assigning the appropriate Police personnel to respond to incidents, or
transferring the calls to other designated agencies. The Communications Center functions as
the central point of contact for all Department personnel as well as emergency and routine
needs for the community.
The Los Gatos Monte Sereno Police Department Records Division is staffed by civilian personnel
who perform numerous support functions in addition to serving as the repository for all Police
records. This unit is responsible for accurate data entry and maintenance of reported Police
activity in all systems including in-house records management systems as well as county, state,
and federal database systems. This units collects, classifies, and reports crime statistics;
processes criminal and traffic warrants; processes criminal and traffic citations; and processes
all case reports sent to the District Attorney’s Office for prosecution within mandated time
restrictions. As the primary point of contact for the public at Police Headquarters, Records
personnel fulfill report requests, provide livescan fingerprinting service, and handle
administrative duties related to vehicles that are stolen, recovered, and towed including vehicle
releases with a high degree of professionalism.
The Records Division is supervised by a Records Manager who is responsible for monitoring all
departmental criminal and statistical data, reporting mandated information to the Department
D – 138
POLICE DEPARTMENT
Records and Communications
of Justice, producing internal and external communications, and conducting research and
managing special projects. The Records Manager is the Custodian of Records for police reports,
public records requests, and mandated statistical data reporting.
BUDGET OVERVIEW
FY 2017/18 allowed an opportunity to reevaluate the Department’s organizational
effectiveness. As previously discussed the Lieutenant rank has been eliminated, this change
generates an opportunity for the Department to increase from 6.0 FTE Sergeants to 7.0 FTE
Sergeants. The Records and Communications program has been updated to incorporate a 0.30
FTE of the Support Services Sergeant.
Temporary staffing hours have been outlined for an IT Technician to work with management on
the regional radio project as well as address police radio and other IT related matters.
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovenrmental Revenue 33,195 - - - - -
Service Charges 13,331 8,919 8,737 9,800 6,800 7,800
Fines & Forfeitures - - - - - -
Other Revenues - 1,074 143 - 3,372 3,372
TOTAL REVENUES 46,526$ 9,993$ 8,880$ 9,800$ 10,172$ 11,172$
EXPENDITURES
Salaries and Benefits 1,400,488$ 1,478,310$ 1,570,839$ 1,898,790$ 1,670,444$ 1,938,994$
Operating Expenditures 179,624 247,780 195,513 261,600 248,027 280,218
Fixed Assets 75,442 - - - - -
Internal Service Charges 101,374 188,487 182,831 146,206 133,571 181,656
TOTAL EXPENDITURES 1,756,928$ 1,914,577$ 1,949,183$ 2,306,596$ 2,052,042$ 2,400,868$
SUMMARY OF REVENUES AND EXPENDITURES
D – 139
POLICE DEPARTMENT
Records and Communications
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Records Management Systems and Computer Aided Dispatch
The Police Department will explore options in replacing an end-of-life
internal Records Management System (RMS) and Computer Aided Dispatch
System (CAD) which will accommodate, integrate, and enhance existing
database systems internally and externally. In FY 2017/18, the Department
identified existing system capabilities and the ability for a single system to
be utilized for all divisions of the Police Department, interoperability for
the Emergency Operations Center, and improved public accessibility
interface portals. In FY 2018/19, the Department will determine a timeline
and funding source for this project and will bring forward a Request for
Proposals.
Enhance Records Internal and External Accessibility
In FY 2018/19 the Records Program will be publishing commonly used
forms on the website, including forms utilized to fulfill requests for copies
of police reports. Additionally, Records will be reviewing and revising all
existing internal and external department forms, focusing on standardizing
templates and reducing waste by going paperless when appropriate. The
Police Department website will be revitalized to enhance user access with
updated information and resources.
In-Service Training and Enhanced Customer Service
In FY 2018/19, the Department will continue to provide specialized Crisis
Intervention (CIT) training for all first responders and dispatchers. The
Department recognizes the importance of providing CIT training and how it
may influence a positive outcome and enhance efficient communication
and customer service. Dispatchers will attend a CA Peace Officers and
Standards (P.O.S.T.) 16-hour Crisis Intervention for Communications
Dispatchers course. In addition, Records Support Services staff will be
provided an opportunity to attend customer service enhancement and
conflict resolution courses.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural, recreational,
and individual
enrichment
Records Unit and Community Volunteers
The Records unit will continue to collaborate with local higher educational
institutions in the college internship program, providing students with an
opportunity to assist staff in a limited capacity. Staff will also continue to
incorporate Community Service Officer Interns into the daily functions of
customer service-based duties at the Police Department.
D – 140
POLICE DEPARTMENT
Records and Communications
FY 2018/19 KEY PROJECTS
KEY PROGRAM SERVICES
Records
• Responds to customer inquiries.
• Processes police reports and citations.
• Processes criminal and traffic warrants.
• Provides fingerprint services to residents.
• Completes required statistical reporting to state and federal government.
• Processes subpoena and Public Records Requests.
• Distributes statistical information to Patrol and Investigations as needed.
Core Goals Key Projects
Public Safety
Ensure public safety
through proactive
community policing,
effective emergency
response, and
community-wide
emergency
preparedness
NexGen 911 Dispatch Technology
In FY 2018/19, staff will develop operational and tactical standards
required to prepare the Department and community for implementation of
the NexGen 911 system. This system allows the capability for the public to
make voice, text, or video emergency "calls" from any communications
device via internet networks to the Communications Dispatch Center.
While it is not anticipated that the NexGen 911 System will be
implemented in FY 2018/19, staff will need to ensure that the program is
fully developed, and necessary system capabilities are factored into full
implementation.
Interoperability Communications Transition
The Silicon Valley Regional Interoperability Authority (SVRIA) project to
replace the existing public safety radio system(s) in the County was
implemented in Los Gatos during FY 2017/18. Mobile and hand radios were
programmed and distributed to Police Department, Parks and Public
Works, and Community Development staff. To finalize this project in FY
2018/19, the Police Department will acquire the digital logger recorder
which will accommodate the new digital radio system and conduct
interoperable communications exercises with Town staff.
D – 141
POLICE DEPARTMENT
Records and Communications
Communications
• Responds to 911 calls and other emergency/non-emergency calls.
• Provides dispatch service to patrol.
• Dispatches emergency personnel.
• Handles customer inquiries.
• Maintains audio recordings of radio and phone traffic; provides copies for court and
Department use.
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Police Lieutenant - 0.30 0.30 0.30 -
Police Sergeant - - - - 0.30
Police Records Manager - - 1.00 1.00 1.00
Records & Evidence Manager 1.00 1.00 - - -
Communications Dispatcher Lead - 1.00 1.00 1.00 1.00
Communications Dispatcher 7.00 6.00 7.00 7.00 7.00
Police Records Specialist 3.00 3.00 3.00 3.00 3.00
Total Records & Comm. FTEs 11.00 11.30 12.30 12.30 12.30
2014/15 2015/16 2016/17 2017/18 2018/19
Temporary Staff Hours Funded Funded Funded Funded Proposed
IT Technician - 898 685 685 685
Police Records Specialist 320 320 320 1,360 -
Communications Dispatcher 942 520 330 330 330
Total Annual Hours 1,262 1,738 1,335 2,375 1,015
RECORDS & COMMUNICATION PROGRAM STAFFING
D – 142
POLICE DEPARTMENT
Records and Communications
Performance Objectives and Measures
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.
a.Statistics completed on or before the 15th day of the month or nearest
working date.
100%100%100%100%100%
Activity and Workload Highlights
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.Total number of CAD events created:**47,753 55,994 56,501 55,689 53,984
2.Total landline and wireless calls received by dispatch (does not include 911
calls):
48,638 48,404 46,630 43,970 46,911
3.Number of 911 calls received:10,251 10,181 10,489 10,226 10,287
4.Number of stored and/or impounded vehicles processed:179 148 194 207 182
5.Number of police reports processed:2,966 4,177 4,140 4,161 3,861
6.Number of public contacts at Records:***4,022 4,042 4,126 4,100 4,073
7.Number of citations processed:***4,952 6,338 4,856 4,655 5,200
* New measure effective FY 2014/15.
** A computer-aided dispatch (CAD) event documents all Police-related activity by sworn and civilian personnel.
*** New measure effective FY 2015/16, historical data provided when available.
Provide efficient delivery of department statistics by the 15th of every
month.*
D – 143
Police Department
PERSONNEL AND COMMUNITY SERVICES
PROGRAM 4202
PROGRAM PURPOSE
The Personnel and Community Services (PCS) Program provides an essential level of support to
the Police Department by overseeing the Department’s adherence to state and federal
mandates and values of the community for a transparent government law enforcement agency.
The PCS Program supports the Police Department through the recruitment and hiring of new
personnel; and continued education, in-service training, and professional growth of personnel
as required through California Peace Officer Standards and Training. This program identifies
succession planning; promotes organizational development; maintains personnel adherence to
professional standards; administers crime prevention activities and community event
programs; and coordinates the Town’s emergency management and response activities. In
addition, staff in the PCS program manage and provide oversight to the numerous volunteer
programs that support all functions of the Department. This program facilitates the
administrative management of the tow truck permit program, taxi permit program, and Alcohol
Beverage Control licensing permits.
The Police Department remains the Town’s primary Department to administer emergency
management and preparedness, through working in coordination with the Town Manger’s
Office and the Santa Clara County Fire Department. Staff in this program work in collaboration
with state and regional emergency management entities, such as Santa Clara County Office of
Emergency Services, in preparation and planning for earthquakes, fires, floods, and other
potential natural and man-made disasters.
The Personnel and Community Services Program is also responsible for monitoring and
controlling access to all Police Department secured information technology systems,
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POLICE DEPARTMENT
Personnel and Community Services
communications systems, and programs. The Division partners with Town Information
Technology (IT) Program staff members to ensure the contemporary management of Police
information networks, equipment, and software.
BUDGET OVERVIEW
As previously discussed the Lieutenant rank has been eliminated, this change generates an
opportunity for the Department to increase from 6.0 FTE Sergeants to 7.0 FTE Sergeants. The
Personnel and Community Services program has been updated to incorporate a 0.70 FTE of the
new Support Services Sergeant. Responsibilities include management of community outreach
efforts, volunteer programs, crime prevention, Department personnel hiring, training,
emergency management, and Department technology support.
In FY 2017/18 the Personnel and Community Service program was involved in hiring three
sworn officers, one reserve officer, three civilian staff members, and two temporary employees.
Additional temporary staffing hours will continue for the FY 2018/19 budget to augment
required background investigations. The Department is actively recruiting due to current and
anticipated vacancies going into FY 2018/19. Given these variables, it is expected the Personnel
Division will continue to remain in a hiring and recruitment stage throughout FY 2018/19. With
the lengthy recruitment cycle involved in hiring police sworn and civilian personnel, workloads
are anticipated to increase for staff.
D – 145
POLICE DEPARTMENT
Personnel and Community Services
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue 384,618 334,483 376,720 294,640 294,640 294,640
Service Charges 160,476 - - - - -
Fines & Forfeitures - - - - - -
Other Revenues 1,220 2,315 1,000 1,000 1,000 1,000
TOTAL REVENUES 546,314$ 336,798$ 377,720$ 295,640$ 295,640$ 295,640$
EXPENDITURES
Salaries and Benefits 134,059$ 422,193$ 337,873$ 492,563$ 364,442$ 519,160$
Operating Expenditures 21,806 11,580 14,865 21,550 23,450 191,350
Fixed Assets - - - - - -
Internal Service Charges 207,122 267,964 243,536 257,713 250,637 70,172
TOTAL EXPENDITURES 362,987$ 701,737$ 596,274$ 771,826$ 638,529$ 780,682$
SUMMARY OF REVENUES AND EXPENDITURES
D – 146
POLICE DEPARTMENT
Personnel and Community Services
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure
responsive,
accountable, and
collaborative
government
Police Department Training Plan
Personnel and Community Services staff will continue to monitor and
manage succession plan training for all Department employees. This unit
facilitates, plans, and organizes essential and mandated training for
employees while promoting career development through succession
plans. During FY 2018/19, this unit will refine and develop a revised staff
training plan which will adhere to mandates and promote succession
planning through categorization of mandated, recommended, and
enhanced training for each position within the organization.
Bloodborne Pathogens and Cal-OSHA Training
In FY 2018/19, Police Department staff will complete Cal-OSHA mandated
training on first-responder “Bloodborne Pathogens Awareness and
Exposures,” and “Air Purifying Respirator” fit testing and certification.
Sworn staff will be outfitted with updated air purifier respirator
equipment and provided certified training for use of the respirators
during hazardous materials and chemical exposure situations.
Emergency Services Grant Opportunities
Staff will research and collaborate with Santa Clara County Operation of
Emergency Services (SCCOES) in identifying available grant funding
through State Homeland Security Grant Program (SHSGP) and Emergency
Management Performance Grant (EMPG) programs for emergency
operations equipment and resources. Funding for upgraded technology
equipment would be utilized to enhance the operational capabilities of
the Emergency Operations Center in the event of a disaster.
Age-Friendly Senior Crime Prevention
The Department will continue community problem solving through
working with Neighborhood Watch groups, community organizations, and
senior service programs. Over the next fiscal year, the Department will
focus on community outreach and crime prevention education with
seniors, related to cyber-crimes, fraud scams and thefts. Officers will
attend community forums, senior residential living facilities, and senior
services group meetings to promote crime prevention measures and
provide available resources.
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POLICE DEPARTMENT
Personnel and Community Services
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational, and
individual
enrichment
“Getting to Know Everyone in the Community” Goal
The Police Administration will oversee and monitor all personnel efforts
toward achievement of the Department’s vision with the ultimate goal of
“knowing everyone in our community.” During FY 2018/19 the
Department will continue to foster relationships and host community
events such as: “Coffee with a Cop,” LGHS Job Shadowing Program, Boy
Scouts and Girl Scouts of America tours and presentations, National Night
Out, New Resident Outreach Program, Leadership Los Gatos participation,
Los Gatos Chamber Merchant outreach, and local service club
presentations.
Neighborhood Watch Programs
During FY 2018/19, the Police Department will continually work to expand
the Neighborhood and Business Watch Programs, targeting crime
prevention, awareness, and education. This community outreach
program allows the Department the ability to provide citizens with
current crime trends, engage in interactive communications, promote
crime preventative measures, and build community resilience and
neighborhood relationships. Annual follow up meetings will provide
updated information and revitalize community participation and
awareness.
Volunteers in Policing (VIP) Program
The Volunteers in Policing (VIP) Program has been an integral part of
promoting a safe community and conducting community outreach for the
Police Department. In addition, volunteers in the Department assist with
augmenting operational functions of staff through customer service and
support services. VIPs conduct patrol checks, participate in graffiti
abatement and clean-up, and assist with our New Resident Outreach
Program and Vacation Check Program. In FY 2018/19, the Department
seeks to increase the recruitment of volunteers in a way to foster
opportunities and enrichment for the community.
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POLICE DEPARTMENT
Personnel and Community Services
FY 2018/19 KEY PROJECTS
KEY PROGRAM SERVICES
• Manages personnel hiring.
• Manages community outreach through social media and community databases.
• Manages the Department training program.
• Coordinates the Department’s community outreach, crime prevention, and
neighborhood organization efforts.
• Manages the Department’s volunteer program.
• Coordinates emergency management response, training of personnel, and maintenance
of the Emergency Operations Center (EOC).
• Develops, coordinates, and manages the Community Emergency Response Team (CERT)
and the Disaster Aide Response Team (DART).
Core Goals Key Projects
Public Safety
Ensure public
safety through
proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Emergency Operations Plan
The Police Department continues to be the Town’s primary
representative for emergency management and emergency volunteer
coordination in collaboration with the Town Manager’s Office and the
Santa Clara County Fire Department. In FY 2018/19 the Department will
focus emergency management and preparedness to ensure critical
planning and community training for wild land fire evacuation,
earthquake preparedness, flood evacuation, and other critical disaster
planning. The Department will focus on emergency notifications and
communications systems planning, coordination and dissemination
through the SCC Alert Program, Nixle Program, and Town’s social media
platforms.
Advanced CERT Trainings and Exercises
In FY 2018/19, the Personnel and Community Services Program will work
with current Community Emergency Response Team (CERT) members and
identify an in-service training curriculum, providing advanced CERT
trainings and participation in local and regionalized CERT exercises. As a
part of this project, staff will assist in the distribution and allocation of
necessary CERT equipment for designated Neighborhood Incident
Command Post locations throughout the town.
D – 149
POLICE DEPARTMENT
Personnel and Community Services
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Police Lieutenant - 0.70 0.70 0.70 -
Police Sergeant - - - - 0.70
Community Services Officer 1.00 2.00 1.00 - -
Police Records Specialist 0.30 - - - -
Community Outreach Coordinator - - - 1.00 1.00
Human Resources Specialist - - - 1.00 1.00
Total Personnel & CS FTEs 1.30 2.70 1.70 2.70 2.70
2014/15 2015/16 2016/17 2017/18 2018/19
Temporary Staff Hours Funded Funded Funded Funded Proposed
Police Officer 96 296 300 300 300
Total Annual Hours 96 296 300 300 300
PERSONNEL & COMMUNITY SERVICE PROGRAM STAFFING
D – 150
POLICE DEPARTMENT
Personnel and Community Services
Performance Objectives and Measures
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.
a.Percentage of Volunteers in Policing (VIP) reporting satisfaction with their assignments:100%100%100%100%100%
2.Prepare resident volunteers to assist in an emergency.
a.Percentage of CERT participants better prepared to assist in an emergency:100%100%100%100%100%
3.
a.Percentage of Town volunteers who find their participation in Town volunteer activities
to be a positive experience:
100%100%100%100%100%*
Activity and Workload Highlights
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.65 115 118 74 93
2.12 52 60 60 46
3.25 30 38 26 30
4.35,526 37,840 25,239 23,990 30,649
5.$799,335 $851,400 $567,877 $539,774 $689,601
6.2,062 1,894 1,414 1,402 1,693
7.$43,302 $39,774 $29,687 $29,613 $35,594
8.21 36 31 36 31
9.413 441 466 441 449
* Town volunteers are no longer a performance measure in the Police Department.
Total number of active trained CERT personnel:
Dollar value of total annual volunteer (VIP) hours of service:
Number of CERT personnel trained this year:
Average hours of training for per sworn officer:
Average hours of training for non-sworn personnel:
Number of hours of volunteer (VIP) service:
Enhance the breadth of public safety services provided through the effective use of
volunteers.
Hours of essential training provided to each person in a specialized assignment (Detective
Bureau, Traffic, etc.):
Total number of hours volunteered Town-wide (not including VIP):
Total value of volunteer hours (not including VIP):
Create a spirit of cooperation between the Town organization and the community.
D – 151
Police Department
PATROL
PROGRAM 4301
PROGRAM PURPOSE
The Patrol Program provides both proactive and reactive service to the community, responding
to emergency and non-emergency calls for service, conducting traffic enforcement, engaging in
directed and self-initiated enforcement actions, and utilizing community problem solving
techniques designed to increase public safety. The Patrol Program implements innovative law
enforcement techniques and crime suppression deployment plans to reduce crime, provide
community service and outreach, and maintain the safety and security of Los Gatos. Patrol
Officers initiate citizen contacts, respond to calls for service, make arrests, conduct criminal
investigations, participate in community and neighborhood events/meetings, utilize predictive
policing problem solving strategies, provide directed patrol in crime areas, and issue traffic
citations and warnings. Within the patrol function, specialized trained officers participate as
Field Training Officers (FTO), Crisis Intervention/Mental Health Officers (CIT), Homeless Liaison
Officers, K-9 Officers, and Bicycle Officers. Officers in this program also assume other collateral
assignments on specialized Department teams. The specialized teams provide support to the
Patrol Program, including the Crisis Response Unit (CRU), Crisis Negotiation Team (CNT), Traffic
Collision Investigation/Crime Scene Team, Peer Support Team, Firearms/Range Team,
Defensive Tactics Team, and the Bicycle Team.
The Reserve Police Officer Program in this division consists of voluntary part-time, sworn
employees who are trained to assist regular patrol activities as a secondary Officer in a patrol
capacity or during special events. These volunteers sworn officers are certified and maintain
standards as required by California Peace Officers Standards and Training. During FY 17/18,
Reserve Officers were utilized to supplement patrol staffing, perform directed patrol in crime
targeted areas, assist with traffic control, work special events, and assist with administrative
and criminal pre-booking procedures.
D – 152
POLICE DEPARTMENT
Patrol Program
BUDGET OVERVIEW
The Police Department and the Town of Los Gatos enjoy a very good relationship with the City
of Monte Sereno. In FY 2015/16, the Town entered into a restructured, ten-year agreement
effective July 1, 2015, to provide Law Enforcement Services to the City of Monte Sereno. This
agreement allows for consideration of ongoing updates in law enforcement practices and more
closely reflects the workload and modernized service delivery models for both the Town and
the City of Monte Sereno. The annual contract rate based on the Average Annual Consumer
Price Index for benefits for the 12-month period ending December of the previous calendar
year, plus 2%, increases the FY 2018/19 contract to $831,440.
FY 2018/19 budget includes the elimination of 2.0 FTE Lieutenants. The removal of the
Lieutenant position enables reorganization and the proposal of an additional 1.0 FTE Captain,
allowing the Department to return to the two Captain organizational model. The reorganization
allows a command structure with delineated command and leadership of the Operations and
Support Services Divisions. This Captains position will oversee Patrol and Investigations divisions
budgeted as follows: 4301 (.50 FTE) and 4303 (.50 FTE).
In FY 2017/18 the Department hired three new Officers to replace Officers who retired or
separated. Additionally, the Department carried vacancies within the Patrol Program for
extended periods of time due to on the job-related injuries and unexpected leaves. As a result,
Officers assigned to other Divisions were temporarily re-assigned to patrol to maintain current
staffing levels and service. Additionally, it is expected there will be upcoming vacancies due to
retirements from FY 2017/18. This means the Department will continue to remain in a hiring
and recruitment stage throughout FY 2018/19 with an increased workload while staff backfills
vacant positions.
In consideration of staff reductions from prior years and for cost savings, Patrol Officers
continue to work 12-hour shifts to maintain adequate staffing levels on each shift. While this
shift schedule has proven to be inflexible yet necessary given the current staffing levels, the
Department is committed to continually reviewing staffing models based on available resources
D – 153
POLICE DEPARTMENT
Patrol Program
and the fiscal stability. During FY 2017/18 several hybrid schedules were implemented for
individual Officers to allow for coverage across all patrol shifts.
Temporary staffing hours have been outlined for Community Service Officer Interns (CSO
Intern). Under direction of the assigned Sworn staff, the CSO Intern will be utilized in non-
emergency calls for service, non-injury traffic collisions, assisting patrol and other divisions in
non-enforcement administrative circumstances. The part-time temporary Community Services
Officer (CSO) position previously allocated between Code Compliance and the Police
Department, is moving entirely to the Community Development Department’s budget. The
nighttime Code Compliance CSO will continue to work closely with the Police Department on
noise complaints and other issues.
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 21,704$ 29,676$ 28,461$ 25,130$ 18,500$ 18,500$
Intergovernmental Revenue 4,327 5,727 14,266 14,000 1,000 1,000
Service Charges 440,168 760,043 813,401 833,862 841,791 874,960
Fines & Forfeitures 15,768 32,874 46,302 25,100 27,200 25,100
Other Revenues - - 3,321 - - -
TOTAL REVENUES 481,967$ 828,320$ 905,751$ 898,092$ 888,491$ 919,560$
EXPENDITURES
Salaries and Benefits 5,447,010$ 5,345,598$ 5,042,450$ 5,832,078$ 5,528,984$ 5,970,614$
Operating Expenditures 110,285 119,956 130,631 194,576 206,893 185,221
Fixed Assets - - - - - -
Internal Service Charges 698,880 650,282 653,921 886,776 860,723 460,436
TOTAL EXPENDITURES 6,256,175$ 6,115,836$ 5,827,002$ 6,913,430$ 6,596,600$ 6,616,271$
SUMMARY OF REVENUES AND EXPENDITURES
D – 154
POLICE DEPARTMENT
Patrol Program
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Community
Character
Preserve and
enhance the
appearance,
character and
environmental
quality of the
community.
Transient Encampment Outreach and Services
The Patrol Program designates specific Officers to act as Liaison Officers
to the transient population in Town by connecting them to available
social services. During FY 2018/19, the Homeless Liaison Officer and
Patrol Program will conduct creek trail encampment outreach, provide
resources and services, evaluate necessary encampment clean-up in
designated areas, and identify critical physical and mental health
resources for the transient populations. The Transient Outreach Project
will improve quality of life, reduce criminal activity, and maintain
community safety in Town.
Good Governance
Ensure
responsive,
accountable, and
collaborative
governance
Crisis Intervention Training
The Police Department recognizes the importance of continuing to
provide in-service training applicable to crisis intervention and dealing
with subjects who suffer mental illness. Officers identify signs and
symptoms of mental illnesses, learn effective communication tools, and
develop mechanisms of de-escalating crisis with mental health subjects in
the field. In FY 2018/19, the Department will continue to train Patrol
Officers through the 40-hour CIT Academy and identify additional
advanced mental health training as means for de-escalation of potential
critical incidents.
Enhanced Report Writing Systems
The Patrol Program will work in collaboration with the Records Program
in the identification of an enhanced and more efficient automated report
writing system. In FY 2017/18, over 9000 total reports were generated by
officers and processed by the Records Program. To increase patrol officer
functions and efficiencies the Patrol Program will research new
automated report writing systems and software.
D – 155
POLICE DEPARTMENT
Patrol Program
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure
responsive,
accountable, and
collaborative
governance
Body Camera Replacement
The Patrol Program and Administration Program will continue to explore
replacement options for body worn camera technology. In 2009, the
Department was one of the first law enforcement agencies to incorporate
body worn camera technology, resulting in increased Officer
accountability and prosecution of cases, with a decrease in sustained
citizen complaints and liability and litigation. In FY 2018/19, the
Department will identify feasible options for replacement, integration
with existing technology systems within the Department, and digital
transfer and redaction.
Patrol Operations Shift Schedules
The Police Administration will continue to evaluate alternative staffing
models and schedules for Patrol Operations, factoring in current allocated
staffing, optimal shift coverage, staff fatigue and feasibility, and
operational capabilities. Over the last several years, staff has made
impromptu modifications to the current patrol staffing models due to
staff vacancies and operational adjustments
D – 156
POLICE DEPARTMENT
Patrol Program
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Citizens Police Academy
In FY 2018/19 the Department will begin researching the workload and
curriculum to host a Citizens Police Academy for community members.
Staff will collaborate with other jurisdictions who currently host a Citizens
Academy and identify model ideas for integration and implementation
into a unique Los Gatos Monte Sereno Police Department Citizens
Academy. In addition, the Department will identify staff expertise and
additional training which may be of value in facilitating the project.
Public Safety
Ensure public
safety through
proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Directed Patrol Crime Suppression Plans
The Department will continue to identify current crime trends and
implement various patrol plans and community outreach strategies, every
six months, to reduce specific crime types. Patrol plans consist of directed
enforcement patrol, undercover operations, crime analysis, and
increasing proactivity levels by patrol officers in crime suppression areas.
The Patrol Program will continue to conduct monthly analysis of directed
patrol plans to measure effective and non-effective strategies, and work
in coordination with Neighborhood Watch Groups in community policing
efforts.
Crime Deterrence and Policing Thru Technology
The Patrol Program will continue to identify modern technology and
strategic policing techniques to deter criminal behaviors, while enhancing
investigative capabilities. Enhanced technology has emerged in law
enforcement and is temporarily deployed in high crime targeted areas
and during special event hazard planning. During FY 2018/19, the
Department will explore mobile technology which may assist with policing
and enhancement of security in public parking lots, public walking trails,
and for use at special events.
D – 157
POLICE DEPARTMENT
Patrol Program
FY 2018/19 KEY PROJECTS
KEY PROGRAM SERVICES
• Responds to emergency and non-emergency calls for service.
• Performs directed patrol and self-initiated activity during non-committed time.
• Investigates crimes and traffic accidents.
• Utilizes innovative crime suppression techniques and directed patrol plans to reduce
crime.
• Supports the Department’s traffic enforcement control program, including issuance of
traffic and parking citations.
• Solves community problems using proactive Problem Oriented Policing techniques.
• Builds relationships within the community to enhance public safety and increase
community policing.
• Oversees the deployment of volunteer police teams such as, the Disaster Aid Response
Team (DART), Reserve Police Officers, and the Police Explorer Post.
Core Goals Key Projects
Public Safety
Ensure public
safety through
proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Electric Patrol Bicycles
The Patrol Program continues to seek and identify strategic deployment
strategies to increase visibility, prevent crime, and respond to calls for
service efficiently. During FY 2018/19, the Patrol Program will seek to
incorporate electric bicycles for the Bicycle Team as an additional
deployment capability for Patrol Officers working in designated areas of
traffic congestion, rugged terrain along the creek trail, and during special
events.
Emergency Safety Planning & Site Assessments
The Department works collaboratively with the community in solving and
preventing crime through innovative programs. During FY 2018/19, the
Patrol Program will continue working with private business corporations
and private schools in developing ongoing security assessment and
building a foundation for developing individual Emergency Action Plans
(EAP). The participation and collaboration in developing EAP’s promote a
unified response, consistent training, and an opportunity for patrol to
better understand threats and vulnerabilities throughout the Town.
D – 158
POLICE DEPARTMENT
Patrol Program
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Police Captain 1.00 - - - 0.50
Police Lieutenant - 0.50 0.50 0.50 -
Police Sergeant 4.00 4.00 4.00 4.00 4.00
Police Corporal 4.00 4.00 4.00 4.00 4.00
Police Officer 19.00 17.00 17.00 17.00 17.00
Total Patrol Program FTEs 28.00 25.50 25.50 25.50 25.50
2014/15 2015/16 2016/17 2017/18 2018/19
Temporary Staff Hours Funded Funded Funded Funded Proposed
Community Service Officer Intern 1,040 1,040 1,040 1,040 1,720
Community Service Officer 1,000 250 390 390 -
Police Officer 530 - - - -
Total Annual Hours 2,570 1,290 1,430 1,430 1,720
PATROL PROGRAM STAFFING
D – 159
POLICE DEPARTMENT
Patrol Program
Performance Objectives and Measures
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.
a.Average response time - Priority I calls:4:36 4:27 4:08 4:02 5:00
b.Average response time - Priority II calls:6:33 6:49 5:34 5:16 10:00
c.Average response time - Priority III calls:8:12 9:19 6:34 6:19 15:00
Activity and Workload Highlights
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.536 314 380 339 392
2.13,990 13,859 13,065 16,896 14,453
3.13,226 14,782 15,335 12,800 14,036
4.Number of Priority IV incidents (other):*12,370 15,485 17,392 14,450 14,924
5.Total number of Incidents:*40,122 44,440 46,211 44,484 43,814
6.776 784 571 780 728
7.$40,073 $40,485 $29,486 $40,305 $37,587
8.1,079 947 765 857 912
9.$37,765 $29,085 $26,775 $26,320 $29,986
10.4,572 4,576 4,576 4,576 4,575
11.822 953 1,040 1,098 978
12.Total number of reports written by Community Service Officer intern:**Data Not
Available
131 138 160 143
*FY 2014/15 incident types were recategorized and consolidated to most accurately reflect previously established priority definitions (I, II, III).
Prior year calculations were based upon 9 Priority Types. FY 2014/15 and proceeding will be reflective of 4 Priority Types as defined above.
** New measure effective FY 2015/16.
Hours of Volunteer Reserve Officer hours used:
Number of Priority II incidents(urgent emergency that requires immediate
response):*
Number of Priority III incidents (non-emergency):*
Total number of arrests by Los Gatos/ Monte Sereno Police Department:
Number of hours patrolling Monte Sereno:
(Per agreement - 4160 hrs. patrol + 416 traffic/annually)
Dollar value of total Disaster Aid Response Team service used:
Dollar value of total Reserve Officer hours used:
Hours of Disaster Aid Response Team service used:
Number of Priority I incidents (immediate emergency with threat of life and
public safety hazard):*
Provide safe environment through timely response and police assistance.
D – 160
D – 161
Police Department
TRAFFIC
PROGRAM 4302
PROGRAM PURPOSE
The Traffic Program is supervised by a Sergeant and staffed by two Officers. Officers assigned
to the Traffic Program are responsible for ensuring drivers, bicyclists and pedestrians adhere to
the California Vehicle Code. Officers educate, encourage, and enforce good driver behavior by
applying the Vehicle Code and evaluate collision data to conduct directed traffic
enforcement. Officers issue traffic citations when practical and/or reasonable. The Officers
utilize national and regional traffic safety programs and campaigns to manage and coordinate
community education activities designed to address traffic complaints, increase bicyclist and
pedestrian safety, and reduce property damage and personal injuries suffered as a result of
traffic collisions. Some of these proactive education activities are designed to educate the
youth in bicycle safety, including rules of the road and proper use of safety helmets and
equipment. The Traffic Program works collaboratively with Parks and Public Works, Bicycle
Pedestrian Advisory Commission, Transportation and Parking Commission, and the Monte
Sereno Better Streets Commission in promoting the success of programs such as Safe Routes to
School.
The Traffic Program manages the school crossing guard program and for more than a decade,
the Police Department, the Los Gatos Union School District, and the Union School District have
participated in a partnership to provide contracted crossing guard services. The current
contract expires at the end of FY 2017/18, contract renewal is anticipated for FY 2018/19.
D – 162
POLICE DEPARTMENT
Traffic
BUDGET OVERVIEW
The Traffic Program is staffed with a 0.70 FTE Sergeant, and 2.0 FTE Officers. The Sergeant
reviews documented vehicle collision reports, identifying trends in primary collision factors.
The Sergeant works collaboratively with the Town’s Parks and Public Works Department to help
identify roadway improvements to promote safe travel for all modes of transportation including
vehicle, bicycle, pedestrian and mass transit or school bussing. Administrative duties of the
Traffic Sergeant include management and coordination with area tow companies for local tow
service, coordination with area school districts in staffing of crossing guards and coordination
with Parks and Public Works in the design and service functions of the Police Patrol fleet.
Officers assigned to the Traffic Program utilize state and local laws to educate, encourage and
enforce good, safe driver behavior. Utilizing marked police patrol vehicles, speed
detection/awareness devices and transportable RADAR trailers, Officers focus traffic
enforcement efforts along all roadways within the Town based upon collision data, community
reports, and environmental trends. The Traffic Officers work with area school districts and Los
Gatos-Monte Sereno Safe Routes by facilitating bicycle safety rodeos and education to
elementary and middle school grade students during walk-to-school and bike-to-school week.
Traffic Officers investigate and document vehicle collisions and participate in local, regional and
national safe driving campaigns such as: Click it-or Ticket, Avoid the 23 and Distracted Driving.
The Program’s ultimate goal is to reduce property damage, injury, and death related to vehicle
collisions.
D – 163
POLICE DEPARTMENT
Traffic
FY 2018/19 KEY PROJECTS
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 21,427$ 21,926$ 14,588$ 13,000$ 8,466$ 8,500$
Intergovernmental Revenue 324,018 366,266 361,175 305,000 325,000 305,000
Service Charges 85,843 91,051 107,702 107,702 107,702 107,702
Fines & Forfeitures 19,777 20,899 14,737 22,200 21,247 22,200
Other Revenues - - - - - -
TOTAL REVENUES 451,065$ 500,142$ 498,202$ 447,902$ 462,415$ 443,402$
EXPENDITURES
Salaries and Benefits 574,997$ 464,942$ 665,351$ 684,354$ 706,111$ 690,650$
Operating Expenditures 121,930 122,400 137,398 143,603 143,603 143,603
Fixed Assets - - - - - -
Internal Service Charges 119,300 132,219 129,420 149,613 145,746 87,262
TOTAL EXPENDITURES 816,227$ 719,561$ 932,169$ 977,570$ 995,460$ 921,515$
SUMMARY OF REVENUES AND EXPENDITURES
Core Goals Key Projects
Good Governance
Ensure
responsive,
accountable, and
collaborative
government
Mobile Electronic Traffic Citations
The Traffic Program will be evaluating the integration and incorporation
of an electronic traffic citation management system, compatible with
current mobile technology and database systems within the Department.
Mobile traffic citation technology would decrease Officer time spent on
manual citations, decrease support services staff workload in the
uploading of data entry into current Records Management Systems, and
increase data reporting and transfer through the court system.
Traffic Collision Reconstruction Equipment
During FY 2018/19, the Traffic Program will evaluate upgraded technology
and equipment which may be utilized in the collection of investigative
data at major traffic collision and crime scenes. The Nikon Total Station
Systems enhances the ability for traffic investigators to reconstruct the
incident, survey exact locations of evidence, and provide an accurate
analysis and review of the investigation for presentation during criminal
proceedings.
D – 164
POLICE DEPARTMENT
Traffic
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure
responsive,
accountable, and
collaborative
government
Traffic Enforcement and Collision Reconstruction Training
As a part of the Department training plan in FY 2018/19, the Traffic
Program seeks to increase traffic enforcement, collision reconstruction
and investigation, and motorcycle officer specialized training. The training
goal will enhance versatility and expertise through certification of all
Patrol Officers in Lidar/Radar Enforcement training, provide advanced
collision investigation training, and increase motorcycle riding tactics and
techniques.
Public Safety
Ensure public
safety through
proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
“Keep Kids Alive Drive 25”
In FY 2018/19, the Traffic Program will be collaborating with community
and Neighborhood Watch Groups to promote the “Keep Kids Alive, Drive
25” campaign. Staff will develop an implementation plan in collaboration
with Parks and Public Works to increase signage and conduct additional
traffic speed surveys of targeted roadways.
Directed Traffic Enforcement Plans
The Department will facilitate and manage traffic safety and hazardous
area deployment plans derived from resident concerns, staff requests,
traffic safety committees and coalitions, and collision data. During FY
2017/18 traffic enforcement plans and deterrence models include:
deployment of radar trailers, education and awareness, enforcement,
participation in inter-agency joint traffic campaigns, community meetings,
and identification of potentially hazardous traffic areas through
collaboration with traffic engineers.
Safe Routes and Promoting the Five “E’s”
As a part of traffic safety education and awareness, the Department
continues to promote the “Five E’s,” Evaluation, Engineering, Education,
Encouragement, and Enforcement in collaboration with Safe Routes to
School. In FY 2018/19, the Department will continue to participate in Safe
Routes to School and Transportation and Parking Commission programs
and projects to identify alternative transportation methods, traffic flow
and safety, and promote bicycle and pedestrian safety to students.
D – 165
POLICE DEPARTMENT
Traffic
KEY PROGRAM SERVICES
• Responds to and investigates traffic accidents.
• Educates the public on traffic safety.
• Provides traffic enforcement.
• Participates in community traffic safety committees and programs.
• Collaborates with the Traffic and Parking Commission.
• Review traffic safety plans for special events.
• Participates in regional efforts to maintain traffic safety.
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Police Sergeant 0.70 0.70 0.70 0.70 0.70
Police Officer 2.00 2.00 2.00 2.00 2.00
Police Records Specialist 0.30 - - - -
Total Traffic Program FTEs 3.00 2.70 2.70 2.70 2.70
TRAFFIC PROGRAM STAFFING
D – 166
POLICE DEPARTMENT
Traffic
Performance Objectives and Measures
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.
a.Percentage of reported traffic collisions involving drugs or
alcohol:4.47%5.70%6.73%4.93%5.46%
(21)(21)(19)18 18
2.
a.Traffic Index:21.4 23 28 25 30
Activity and Workload Highlights
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.2,709 2,585 2,839 2,380 2,400
2.Number of hazardous citations:1,991 1,945 1,929 2,007 2,268
3.Number of courtesy citations issued 1,937 2,808 2,399 2,899 2,511
4.47 50 60 48 51
5.469*366 282 303 317
6.93 83 69 91 75
*Traffic collision report increase due to reports being written for non-injury collisions in lieu of information exchange between parties.
Number of injury collisions:
Number of DUI arrests:
Total number of traffic citations issued (excludes courtesy citations):
Number of traffic collision reports:
Through directed enforcement, the program seeks to minimize the
loss of life and reduce personal injuries due to traffic collisions.
Reduction of DUI-involved collisions through specialized
enforcement and educational programs.
The Traffic Index is a national standard developed by the Federal
Office of Traffic Safety (OTS). The index number is determined by
dividing the number of hazardous citations issued by the total
number of fatal and injury collisions. An index of 25 - 35 is generally
viewed as desirable. A substantially higher number would indicate
that officers are writing an excessive number of citations that are not
related to the causes of traffic collisions. A substantially lower
number indicates that inadequate staffing or attention is directed at
the traffic collision problem in a jurisdiction.
D – 167
Police Department
INVESTIGATIONS
PROGRAM 4303
PROGRAM PURPOSE
The Investigations Program conducts both self-initiated and follow-up investigations related to
crime, coordinates the prosecution of crimes through the criminal justice system, and performs
special operations and enforcement.
Officers in this Program spend the majority of their time conducting in-depth investigations,
which includes the identification of crime trends and patterns, suspect identifications and
apprehensions, evidence collection, inter-agency collaboration, and victim outreach. In
addition, the Investigations Program maintains the required registration, monitoring, and
enforcement of sex offenders and arson offenders. Officers in this program have expertise in
the development and execution of search warrants, recovery of stolen property, interview and
interrogation techniques, sexual assault investigative techniques, property and person crimes
follow up investigation, and juvenile crime and diversion.
An Officer in this Program is assigned as the School Resource Officer (SRO). The SRO works
collaboratively with school staff, administration, and students in both the Los Gatos-Saratoga
Union High School District and Los Gatos Union School District, to promote campus and
community safety amongst youth. Since FY 2009/10, funding for the SRO position has been
offset by an agreement with the high school and elementary school districts with each sharing
costs for nearly one-half the Officer’s salary and benefits. Contract renewal is anticipated for FY
2019/20.
In addition, an Officer from this Program is assigned to the Santa Clara County Specialized
Enforcement Team (SCCSET) Task Force. This regional Task Force specializes in the investigation
D – 168
POLICE DEPARTMENT
Investigations
of major narcotics trafficking, fugitive apprehension, and providing support to local law
enforcement agencies in major criminal investigations.
BUDGET OVERVIEW
FY 2018/19 budget includes the elimination of 2.0 FTE Lieutenants. The removal of the
Lieutenant position enables reorganization and the proposal of an additional 1.0 FTE Captain,
allowing the Department to return to the two Captain organizational model. The reorganization
allows a command structure with delineated command and leadership of the Operations and
Support Services Divisions. This Captains position will oversee Patrol and Investigations
divisions budgeted as follows: 4301 (.50 FTE) and 4303 (.50 FTE).
The Property and Evidence Division is comprised of 1.0 FTE Community Service Officer overseen
by the Investigations Program and managed by the Detective Sergeant. The Property and
Evidence Unit maintains storage of evidence and property, facilitates property dispositions,
conducts chain of custody evidence releases, coordinates digital media discovery requests, and
manages evidence destruction and disposal.
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 680$ 705$ 889$ 500$ 665$ 500$
Intergovernmental Revenue - 70,000 50,000 - - -
Service Charges 2,206 112,557 114,506 119,191 122,299 122,630
Fines & Forfeitures - - - - - -
Other Revenues 180 1,670 2,685 1,000 3,525 1,000
TOTAL REVENUES 3,066$ 184,932$ 168,080$ 120,691$ 126,489$ 124,130$
EXPENDITURES
Salaries and Benefits 1,703,673$ 1,808,796$ 1,934,392$ 2,211,130$ 1,835,902$ 2,116,560$
Operating Expenditures 121,443 116,180 130,531 148,100 147,946 152,033
Fixed Assets - - - - - -
Internal Service Charges 282,154 284,020 277,108 313,715 290,538 177,232
TOTAL EXPENDITURES 2,107,270$ 2,208,996$ 2,342,031$ 2,672,945$ 2,274,386$ 2,445,825$
SUMMARY OF REVENUES AND EXPENDITURES
D – 169
POLICE DEPARTMENT
Investigations
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
School Resource Officer “Vaporization Diversion Program”
The School Resource Officer is working in collaboration with Los Gatos High
School Administration to develop a school diversion program and provide
education and deterrent methods in combatting the illegal use of “vaping”
amongst youth at the high school. The School Resource Officer will be
teaching courses for the diversion program, educating students of the
health risks, school regulations, and applicable Town Ordinances. The high
school will utilize the “vaping” diversion program as an opportunity to
maintain any restorative actions within the school and not the juvenile
criminal justice system.
Evidence and Property Dispositions
During FY 2017/18, additional temporary staff hours were dedicated to
completing dispositions for a backlog of evidence and property from prior
years. Due to legal mandates and requirements within the disposition
process, each case requires thorough analysis for determination of final
disposition. In FY 2018/19, the Investigations Program will continue to
maintain current workflow of evidence and property dispositions and
update department procedural manuals and evidence retention schedules
in accordance with new legislation.
Public Safety
Ensure public safety
through proactive
community policing,
effective emergency
response, and
community-wide
emergency
preparedness
Active Intruder and Campus Safety Curriculum
In FY 2018/19, the School Resource Officer (SRO) and Los Gatos High
School will be collaborating in the development of a student educational
curriculum on “Response to Campus Violence and Maintaining School
Safety.” The SRO and certified trainers in the Department will host training
for students at Los Gatos High School. This project is an additional phase to
a more comprehensive campus safety awareness and emergency
evacuation training to be provided to school staff.
GPS Anti-Theft System
Over the last year, the Department has recognized a regional increase in
property crimes, specifically thefts of packages and bicycles. During FY
2017/18, the Department implemented new Global Positioning System
(GPS) technology into operations, targeting public areas where thefts of
valuables are likely to occur. In FY 2018/19, the Investigations Program will
continue to utilize the GPS technology to apprehend offenders who
commit theft of packages, bicycles, and personal valuables from vehicles.
D – 170
POLICE DEPARTMENT
Investigations
FY 2018/19 KEY PROJECTS
KEY PROGRAM SERVICES
• Investigates and solves crimes.
• Directs and coordinates the prosecution of offenders.
• Provides services to victims.
• Provides diversion opportunities and counseling to local youth.
• Assists in management of property and evidence.
• Monitors and registers narcotics, sex, and arson offenders.
• Provides administrative, strategic, and tactical crime analysis.
• Oversees School Resource Officer program and involvement in the schools.
Core Goals Key Projects
Public Safety
Ensure public safety
through proactive
community policing,
effective emergency
response, and
community-wide
emergency
preparedness
Cyber-Crime Investigations
With the advancement of technology, social media and cyber-crimes
modus operandi continue to evolve. In collaboration with regional cyber-
crime task forces, the Investigations Program will continue to receive
ongoing cyber-crime and cyber investigative training. In FY 2018/19, the
Department seeks to provide opportunities for Officers to work with the
Regional Enforcement Allied Computer Team and Internet Crimes Against
Children Task Force.
D – 171
POLICE DEPARTMENT
Investigations
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Police Captain 1.00 - - - 0.50
Police Lieutenant - 0.50 0.50 0.50 -
Poice Sergeant 1.00 1.00 1.00 1.00 1.00
Police Corporal (Frozen)1.00 - - - -
Police Officer * 5.00 6.00 6.00 6.00 6.00
Community Services Officer 1.00 - 1.00 1.00 1.00
Police Records Specialist 1.00 2.00 1.00 1.00 1.00
Total Investigation FTEs 10.00 9.50 9.50 9.50 9.50
2014/15 2015/16 2016/17 2017/18 2018/19
Temporary Staff Hours Funded Funded Funded Funded Proposed
Police Officer 49 823 - - -
CSO-Investigation Evidence - - - 1,040 -
Total Annual Hours 49 823 - 1,040 -
*
INVESTIGATIONS PROGRAM STAFFING
Includes one officer in the Santa Clara County Enforcement Team (SCCET) and the reassignment of the
School Resource Officer to this unit.
D – 172
POLICE DEPARTMENT
Investigations
Performance Objectives and Measures
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.
a.Number of Part I and Part II crimes cleared:559 674 696 601 633
2.
a.Percentage of youthful offenders diverted from the
criminal justice system:
43%28%24%31%32%
3.
a.Percentage of criminal complaints issued by District
Attorney with charges filed:
69%76%79%72%74%
b. Percentage of criminal complaints denied by District
Attorney:
29%23%17%26%24%
Activity and Workload Highlights
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.1,430 1,888 1,417 1,403 1,535
2.352 683 809 813 664
3.314 292 357 365 332Annual number of public school visits by the School
Resource Officer:
To divert local youth from the criminal justice system.
To provide thorough and objective analysis of crime to
achieve resolution of criminal matters.
Number of criminal complaints requested for review at
District Attorney's Office:
Number of cases investigated:
To obtain criminal complaints against violators.
D – 173
Police Department
PARKING MANAGEMENT
PROGRAM 4304
PROGRAM PURPOSE
The Parking Management Program provides oversight for the coordination, management and
enforcement of vehicular parking upon the roadways, highways, and throughout the municipal
parking lots in the Town. The Program is supervised by a Sergeant and staffed by two Parking
Control Officers who utilize the California Vehicle Code and Town Municipal Code to enforce
unlawful, time restricted, and permit-only vehicular parking throughout the Town. This
enforcement increases pedestrian, bicycle, and vehicle safety, enhances efficient traffic flow,
and renews parking space availability on highways, residential streets, and within municipal
parking lots. The Parking Management Program responds to calls for service and conducts
proactive enforcement related to violations involving: residential/employee zone permit-only
parking, private property parking, time-restricted parking, disabled parking, and loading zones.
In addition, the Program compliments police services by assisting with vehicle tows, conducting
traffic control, and facilitating the deployment of speed awareness trailers (radar trailers). The
Parking Management Program manages the Abandoned Vehicle Abatement Service Authority
(AVASA) program in Town and manages the issuance of residential and business preferential
parking permits.
The Parking Management Program progressively collaborates with the community, Parks &
Public Works, Transportation and Parking Commission, and Safe Routes to School program
organizers to address preferential permit parking, special event parking management, and
traffic around schools. During FY 2018/19, the Parking Management Program will continue to
collaborate with Parks and Public Works, and community stakeholders in the development of a
comprehensive parking study as identified in the proposed Capital Improvement Program.
D – 174
POLICE DEPARTMENT
Parking Management
BUDGET OVERVIEW
Parking Management Program staffing consists of 0.30 FTE Police Sergeant and 2.0 FTE Parking
Control Officers. The automated parking enforcement technology deployed in FY 2017/18
continues to improve the efficiency, accuracy, and safety of the parking violation citation
process by allowing the Parking Enforcement Officer to utilize computerized citation equipment
to accurately document parking violations and issue parking violation citations. The new system
utilizes a cloud-based approach allowing for multiple user accounts, an online web-portal, and
online payment processing with enhanced data reporting capabilities.
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 40,328$ 41,129$ 42,791$ 40,000$ 40,000$ 40,000$
Intergovernmental Revenue - - - - - -
Service Charges - - - - - -
Fines & Forfeitures 756,555 755,241 801,037 607,500 607,500 557,500
Other Revenues 28,566 28,566 28,566 28,566 11,746 28,566
TOTAL REVENUES 825,449$ 824,936$ 872,394$ 676,066$ 659,246$ 626,066$
EXPENDITURES
Salaries and Benefits 235,332$ 227,280$ 282,567$ 291,579$ 298,245$ 300,328$
Operating Expenditures 332,605 338,321 336,358 336,169 333,888 326,169
Fixed Assets - - - - - -
Internal Service Charges 81,929 100,249 81,400 98,833 97,923 62,054
TOTAL EXPENDITURES 649,866$ 665,850$ 700,325$ 726,581$ 730,056$ 688,551$
SUMMARY OF REVENUES AND EXPENDITURES
D – 175
POLICE DEPARTMENT
Parking Management
FY 2018/19 KEY PROJECTS
KEY PROGRAM SERVICES
• Proactively collaborate with Park and Public Works Department in the management of
the Town’s available parking inventory.
• Monitors and enforces parking and abandoned vehicle laws.
• Communicates with and educates residents, businesses, and visitors on parking issues
and regulations.
• Coordinates the Holiday Parking program and special event parking control.
• Manages and oversees the parking citation appeal process.
• Coordinates efforts with the Transportation and Parking Commission and Parks and
Public Works.
Core Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Parking Control Technology System Upgrade
During FY 2018/19, the Parking Management Program will explore
replacement Automated License Plate Reader (ALPR) technology options
for monitoring time-limited and permitted parking areas. Updated ALPR
technology will enhance the ability to accurately monitor and enforce
timed parking zones with maximum efficiency. In anticipation of equipment
replacement costs, this project will be evaluated with consideration of
integration into current software systems and parking management
operational procedures.
Community Character
Preserve and enhance
the appearance,
character and
environmental quality
of the community.
Virtual Parking Permits
During FY 2018/19, the Parking Management Program will explore an
implementation and cost allocation/savings plan for optional transition to
virtual parking permits. As a feature of the current Parking Management
System, virtual parking permits allows increased flexibility and
management of parking permits, instant updates and data collection, and
increased enforcement efficiency.
Comprehensive Parking Study
During FY 2018/19, staff will coordinate and collaborate with Parks and
Public Works staff in the proposed comprehensive parking study which will
evaluate options to address employee parking, student parking, and other
issues.
D – 176
POLICE DEPARTMENT
Parking Management
Full Time Equivalent (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Police Sergeant 0.30 0.30 0.30 0.30 0.30
Police Record Specialist 0.40 - - - -
Parking Control Officer 2.00 2.00 2.00 2.00 2.00
Total Parking Mgmt. FTEs 2.70 2.30 2.30 2.30 2.30
2014/15 2015/16 2016/17 2017/18 2018/19
Temporary Staff Hours Funded Funded Funded Funded Proposed
Parking Control Officer - 357 357 357 -
Total Annual Hours - 357 357 357 -
PARKING MANAGEMENT FUND STAFFING
D – 177
POLICE DEPARTMENT
Parking Management
Performance Objectives and Measures
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.
a.Percentage of parking citations paid with initial notices:90%88%89%89%89%
2.Enforce timed limit, residential and employee zoned permit parking
a.During enforcement hours respond to community reported
parking problems within 20 minutes:
Data Not
Available
Yes Yes Yes Yes
Activity and Workload Highlights
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.14,657 15,667 14,652 14,804 14,945
2.1,386 1,371 1,369 1,369 1,374
3.372 449 606 435 466
4.24 23 20 25 23
5.$40,328 $41,129 $39,422 $40,000 $40,220
6.$629,468 $755,240 $581,479 $607,500 $643,422
Revenue received on parking permits issued:
Revenue received on parking citations issued:
Number of residential and employee parking permits issued:
Number of parking citations issued:
Number of vehicles marked for 72-hour parking:
Number of abandoned vehicles removed from public streets:
Promote pedestrian and vehicular safety while providing
improved traffic flow and increased parking availability on
residential streets.
D – 178
D – 179
Police Department
PASS-THROUGH ACCOUNTS
PROGRAM 4999
PROGRAM PURPOSE
Revenues and expenditures which are collected for, and remitted to, external agencies are
considered “pass-through” appropriations in the Town’s budget. Accounting for these activities
in a separate accounting structure allows the true cost of operations to remain intact within a
program, eliminating unrelated funding fluctuations from year to year.
BUDGET OVERVIEW
There is no budgetary impact to this program as revenues equal expenditures. The revenues
and expenditures reflect a reasonable estimate based on prior year trends or Department
information; however, actuals may differ substantially from original budgeted numbers at fiscal
year-end.
FY 2018/19 revenues and expenditures reflect a pass-through of Department of Justice
Fingerprinting realignment funds and Community Emergency Response Team (CERT) funds. As
this program includes no staff activity, it does not have Key Projects or Performance Measures.
D – 180
POLICE DEPARTMENT
Pass-Through Accounts
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue - - - - - -
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues 1,118,802 560,300 27,573 38,115 1,536 38,115
TOTAL REVENUES 1,118,802$ 560,300$ 27,573$ 38,115$ 1,536$ 38,115$
EXPENDITURES
Salaries and Benefits -$ -$ -$ -$ -$ -$
Operating Expenditures 1,123,359 556,467 28,178 38,115 1,536 38,115
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES 1,123,359$ 556,467$ 28,178$ 38,115$ 1,536$ 38,115$
SUMMARY OF REVENUES AND EXPENDITURES
D – 181
Police Department
OPERATING GRANTS
4803-4812
PROGRAM PURPOSE
This fund accounts for revenues and expenditures attributed to grants for operating budget
projects that fall outside of the Capital Improvement Program (CIP) Grant Projects. The Town’s
CIP project guidelines state a project must have a value of $25,000 or more with a minimum
useful life of 5 years at a fixed location.
Grant revenues and expenditures are structured to net out to zero. If overages or non-
reimbursable expenses occur for grant activities, the additional charges are absorbed within the
Department’s operating budget. Some grants require a Town matching or other contribution as
part of the award, which is reflected either as funding transferred into the grant, or
expenditures reallocated to the appropriate program budget.
BUDGET OVERVIEW
In FY 2017/18 the Police Department was awarded a grant through the Board of State and
Community Corrections (BSCC) to increase positive outcomes between municipal law
enforcement and high-risk populations. The State Controller’s Office is authorized to disburse
these funds according to a schedule provided by the Department of Finance. Provision 1 of
Item 5227-102-0001 of the Budget Act of 2016 requires a minimum of 60 percent of the total
funding must go to Police Departments employing 100 or fewer Officers. BSCC grant continues
into FY 2018/19.
D – 182
POLICE DEPARTMENT
Operating Grants
BSCC COMMUNITY GRANT
BVP GRANT
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue - - - - - -
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - 49,706 10,578 39,119
TOTAL REVENUES -$ -$ -$ 49,706$ 10,578$ 39,119$
EXPENDITURES
Salaries and Benefits -$ -$ -$ -$ -$ -$
Operating Expenditures - - - 49,706 10,578 39,119
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES -$ -$ -$ 49,706$ 10,578$ 39,119$
SUMMARY OF REVENUES AND EXPENDITURES
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue - - 4,076 4,075 873 -
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES -$ -$ 4,076$ 4,075$ 873$ -$
EXPENDITURES
Salaries and Benefits -$ -$ -$ -$ -$ -$
Operating Expenditures - - 4,076 4,076 - -
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES -$ -$ 4,076$ 4,076$ -$ -$
SUMMARY OF REVENUES AND EXPENDITURES
D – 183
POLICE DEPARTMENT
Operating Grants
HOMELAND SECURITY GRANT
OTS GRANT
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue - 71,919 10,491 - - -
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES -$ 71,919$ 10,491$ -$ -$ -$
EXPENDITURES
Salaries and Benefits -$ 31,037$ -$ -$ -$ -$
Operating Expenditures - 5,250 10,491 - - -
Fixed Assets - 35,633 - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES -$ 71,920$ 10,491$ -$ -$ -$
SUMMARY OF REVENUES AND EXPENDITURES
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue - 2,075 603 - - -
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES -$ 2,075$ 603$ -$ -$ -$
EXPENDITURES
Salaries and Benefits -$ -$ -$ -$ -$ -$
Operating Expenditures - - - - - -
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES -$ -$ -$ -$ -$ -$
SUMMARY OF REVENUES AND EXPENDITURES
D – 184
POLICE DEPARTMENT
Operating Grants
ABC GRANT
DOMESTIC VIOLENCE RSP GRANT
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue 5,061 3,245 - - - -
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES 5,061$ 3,245$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits -$ -$ -$ -$ -$ -$
Operating Expenditures 30 - - - - -
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES 30$ -$ -$ -$ -$ -$
SUMMARY OF REVENUES AND EXPENDITURES
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue - - - - - -
Service Charges 5,246 - 26 - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES 5,246$ -$ 26$ -$ -$ -$
EXPENDITURES
Salaries and Benefits -$ -$ -$ -$ -$ -$
Operating Expenditures - - - - - -
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES -$ -$ -$ -$ -$ -$
SUMMARY OF REVENUES AND EXPENDITURES