24 - PD Section PROPOSED
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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.
The core services provided by the department include response to emergency and non-emergency calls for
service; identification of criminal activity; dispatch services; investigation and prosecution of crimes;
recruiting, hiring, and training of personnel; crime prevention and community outreach; traffic safety;
maintenance of records, property, and evidence; and community problem solving.
The department continues to build a strong police/community partnership through innovative department
and community programs, including a School Resource Officer funding partnership, Drug Free
Community Committee, homeless outreach, Youth Commission, 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 this partnership to the community. Additionally,
community volunteers have been instrumental in the training and growth of the Community Emergency
Response Team (CERT).
The 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, homeowner and neighborhood associations, schools, non-
profit organizations, the faith community, and service clubs, among others.
All Police Department personnel are committed to these activities and continue to make significant strides
toward reaching the ultimate goal of knowing everyone in the Los Gatos and Monte Sereno communities.
BUDGET OVERVIEW
This budget overview discusses the Police Department’s focus for FY 2012/13 as well as its revenue and
expenditure outlook for the next fiscal year.
The FY 2012/13 budget reflects a continued emphasis on community outreach and emergency
preparedness, strengthened by the Community Outreach Coordinator position included in the prior year’s
budget. Planned for this year is a transition of some emergency preparedness tasks to the Santa Clara
County Fire Department.
PROPOSED
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POLICE DEPARTMENT
The FY 2012/13 revenue outlook is positive; revenues are expected to increase slightly in the Parking
Management Program through the use of new parking-specific automated license plate reader technology.
Expenditures for salaries and benefits have decreased due to the elimination of a vacant Police Officer
position. It is anticipated that a Police Sergeant position vacancy will occur in FY 2012/13 due to a
retirement. Once vacant, this position will be eliminated, creating an opportunity to restructure and
consolidate police units. FY 2012/13 operating expenditures are higher than in prior years, largely due to
adjustments in contract services. In an effort to control costs, the department continues to explore
opportunities to lower expenses with minimal service disruptions, as discussed below. Per employee
expenses continue to rise due to pension and benefit cost increases and previously negotiated cost of
living salary adjustments.
In FY 2010/11, the patrol staffing schedule was modified from a combination 10-hour and 12-hour
schedule with five patrol teams to a straight 12-hour schedule with four patrol teams. This new structure
provided increased patrol staffing levels across the shifts; however, the department is still evaluating the
cause and impact of increased time off levels. The department is exploring alternative shift structures to
best manage department services and operations and will report back to Council during the next fiscal
year.
The department continues to work cooperatively with the elementary and high school districts to jointly
fund the School Resource Officer position (SRO). This year will be the second of a two-year agreement.
The two school districts have shared nearly one-half of the direct position costs. The elementary school
district has elected to no longer fund this position in FY 2012/13. As a result, revenues received by the
Town will decrease from $90,000 to $65,000. The services of the SRO will be directed to the high school
only, except for regular calls for service and to address special needs of the elementary school district.
In FY 2011/12, the department undertook a two-year, internally-focused strategic planning process to
address operational and organizational needs. The department also uses a strategic planning process to
evaluate opportunities for organizational effectiveness and remains committed to providing a high level of
quality service to the community. This strategic planning effort will continue through FY 2012/13.
PROPOSED
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Values Accomplishments
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Each year, members of the department participate in the Leadership Los
Gatos program. Their involvement serves to broaden their knowledge of
the Town’s business community and introduces them to many of our
business owners.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
A Victim Services Unit (VSU), begun in January 2011, has demonstrated
its effectiveness by contacting each and every victim of crime in Los
Gatos. To date, over 789 victims have received service from this unit.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Participation and training for members of the DART (Disaster Aid
Response Team) and CERT (Citizen Emergency Response Team) is
ongoing.
A Community Outreach Coordinator position, created in 2011/2012, has
established a comprehensive database of neighborhood and community
contacts which supports the work of the department and other Town
departments.
PROPOSED
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POLICE DEPARTMENT
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses and Permits 49,123$ 61,385$ 80,861$ 44,225$ 66,010$ 60,385$
Intergovernmental Revenues 474,128 720,792 627,427 557,410 610,360 607,450
Service Charge 661,678 718,090 734,964 721,710 743,763 692,283
Fines & Forfeitures 563,721 571,245 615,529 597,856 657,470 644,470
Other Revenues 128,578 62,954 98,859 40,140 80,139 42,140
TOTAL REVENUES 1,877,228$ 2,134,466$ 2,157,640$ 1,961,341$ 2,157,742$ 2,046,728$
EXPENDITURES
Salaries and Benefits 10,587,712$ 10,306,221$ 10,485,903$ 10,872,154$ 10,891,852$ 10,681,082$
Operating Expenditures 955,263 999,909 1,100,202 1,022,358 1,034,465 1,073,432
Fixed Assets- - - - - -
Internal Service Charges 1,512,786 1,478,022 1,517,703 1,540,531 1,554,356 1,634,446
TOTAL EXPENDITURES 13,055,761$ 12,784,152$ 13,103,808$ 13,435,043$ 13,480,673$ 13,388,960$
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
PROGRAM
Administration 500,754$ 488,663$ 480,932$ 486,244$ 490,684$ 497,856$
Records & Communications 1,566,102 1,693,890 1,697,338 1,833,832 1,799,824 1,916,307
Patrol 6,992,385 6,297,791 6,492,809 6,558,930 6,574,958 6,504,667
Traffic 719,597 769,632 799,574 870,101 850,451 864,893
Investigations 2,153,801 2,138,493 2,175,508 2,214,700 2,184,681 2,239,028
Personnel & Community Services 603,670 822,623 811,631 843,443 909,103 709,624
Parking 495,338 548,421 627,244 617,793 661,972 647,585
Operating Grants- 14,047 164 - 12,401 -
Pass -Through Accounts 24,114 10,592 18,608 10,000 9,000 9,000
TOTAL EXPENDITURES 13,055,761$ 12,784,152$ 13,103,808$ 13,435,043$ 13,493,074$ 13,388,960$
DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
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POLICE DEPARTMENT
*The sergeant reductions presented include a previously approved adjustment in FY 2011/12 and a budgeted half-year reduction
in FY 2012/13.
**The corporal reduction is actually a vacant officer position previously filled at the corporal level.
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Chief of Police 1.00 1.00 1.00 1.00 1.00 1.00
Police Captain 2.00 2.00 2.00 2.00 2.00 2.00
Police Sergeant*6.50 9.00 8.00 8.00 8.00 6.50
Police Corporal**5.00 5.00 5.00 6.00 6.00 5.00
Police Officer 24.00 25.00 26.00 24.00 24.00 24.00
Community Services Officer 4.00 4.00 4.00 4.00 4.00 4.00
Police Admin. Services Mgr.1.00 1.00 1.00 1.00 1.00 1.00
Executive Assistant to Chief 1.00 1.00 1.00 1.00 1.00 1.00
Communications Dispatcher 7.50 7.00 7.00 7.50 7.50 7.50
Parking Control Officer 2.00 2.00 2.00 2.00 2.00 2.00
Police Records Specialist 3.00 4.00 3.00 3.00 3.00 3.00
TOTAL PROGRAM FTEs 57.00 61.00 60.00 59.50 59.50 57.00
2008/09 2009/10 2010/11 2011/12 2012/13
Temporary Staff Hours Funded Funded Funded Funded Funded
Community Service Officer Intern 3,120 2,080 2,080 2,080 2,080
Police Records Specialist- 320 320 320 320
Communications Dispatcher 520 520 520 520 520
TOTAL ANNUAL HOURS 3,640 2,920 2,920 2,920 2,920
POLICE DEPARTMENT STAFFING
PROPOSED
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PROPOSED
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Police Department
POLICE ADMINISTRATION
PROGRAM 4101
PROGRAM PURPOSE
The Police Administration Program is responsible for effectively managing all departmental programs by
developing policy, planning and implementing organizational tasks, overseeing the departmental budget
and expenditures, and coordinating with other Town departments and divisions. The administrative unit
supports responsive, effective, and efficient police service and a strong police/community partnership.
Direction of departmental operations will be consistent with Town policies and community safety needs,
especially in the areas of 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 who are responsible
for carrying them out.
BUDGET OVERVIEW
This program continues to be the primary support for the Town’s Youth Commission activities. The
department’s strategic plan development and implementation is overseen by the Police Chief’s Office.
PROPOSED
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POLICE DEPARTMENT
Police Administration
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits 5,902$ 3,557$ 6,264$ 3,500$ 2,700$ 2,000$
Intergovernmental Revenue- - - - - -
Service Charges- - - - - -
Fines & Forfeitures- - - - - -
Other Revenues 75,814 25,775 53,937 5,000 45,000 8,000
TOTAL REVENUES 81,716$ 29,332$ 60,201$ 8,500$ 47,700$ 10,000$
EXPENDITURES
Salaries and Benefits 378,394$ 374,418$ 360,487$ 372,248$ 378,206$ 381,960$
Operating Expenditures 22,978 17,078 17,555 9,500 6,750 10,500
Fixed Assets- - - - - -
Internal Service Charges 99,382 97,167 102,890 104,496 105,728 105,396
TOTAL EXPENDITURES 500,754$ 488,663$ 480,932$ 486,244$ 490,684$ 497,856$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
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POLICE DEPARTMENT
Police Administration
FY 2012/13 KEY PROJECTS
KEY PROGRAM SERVICES
Administers department operations
Provides policy and philosophy guidance
Develops and monitors the department’s annual operating budget
Strategic Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
governance
Organizational Development
The Administration unit will continue to build on its efforts to strengthen the core
management team through skill development, cross-training, and team-based
work activities. Activities this year will focus on implementation of the strategic
plan for the department and continued participation in the Leadership
Development Team.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Youth Commission
The Los Gatos Youth Commission is responsible for advising the Town Council
on issues involving the youth of Los Gatos. The Commission works to solicit
input for various issues that are important to local youth. The Commission
participates in several local activities and will continue to expand its involvement
in the community.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Community Outreach Goal
The Administration unit will direct and monitor all personnel efforts toward
achievement of the department’s vision and its ultimate departmental goal of
“knowing everyone in our community,” and strengthening participation in the
department’s Volunteers in Policing program
Emergency Preparedness
With the retirement of the sergeant most closely responsible for emergency
preparedness, the department will begin to design a transition of emergency
service management to Santa Clara County Fire. The Police Department, in
partnership with the Town Manager’s Office, will provide input on the revision of
the emergency operations plan, continued work on evacuation plans for wildfire
and floods, and outreach to the community. Additionally, the department will
participate in the seventh year of “Los Gatos Prepared,” a campaign to provide
residents and businesses with a 72-hour resource plan for self-sufficiency during
a natural or man-made disaster.
PROPOSED
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POLICE DEPARTMENT
Police Administration
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Chief of Police 1.00 1.00 1.00 1.00 1.00 1.00
Executive Assistant to Chief 1.00 1.00 1.00 1.00 1.00 1.00
Total Administration FTEs 2.00 2.00 2.00 2.00 2.00 2.00
POLICE ADMINISTRATION PROGRAM STAFFING
PROPOSED
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Police Department
RECORDS AND COMMUNICATIONS
PROGRAM 4201
PROGRAM PURPOSE
The Police Department Communications Center handles the vast majority of all incoming phone calls to
the Police Department on a daily basis. Of significant importance is the answering of all 911 emergency
calls for service. In addition to answering these incoming calls, dispatchers are responsible for assigning
the appropriate police personnel needed to respond to the incident or transferring the call to another
designated agency. The Communications Center functions as the central point of contact for all
department personnel and the emergency and more routine needs of the community.
The Police Department Records unit serves as a repository for all police records. This unit is responsible
for the accurate data entry and maintenance of police activity in all systems including the in-house records
management systems, and county, state, and intra-state databases. Records personnel also provide
general information to the public on police-related matters and manage the release of public information.
Volunteers assist records personnel in the important community service of Live Scan records checks for
business and community certifications.
The Communications Center and Records Unit are supervised by the Administrative Services Manager,
who also provides support to police administration on the department budget, grant writing, and general
analytical duties.
BUDGET OVERVIEW
The department and the City of Campbell hired a consultant last fiscal year to do a feasibility study on the
practicality of a combined dispatch center to serve both agencies. The study revealed that the costs
associated with necessary infrastructure changes outweighed potential cost savings for this particular
consolidation. However, the topic of dispatch consolidation continues to be explored at a county-wide
level and other alternative models are being examined.
In FY 2010/11, one Communications Dispatcher position was held vacant. Due to resignations, extended
medical leaves, and the existing vacant position, the unit revised its working schedule to include 12-hour
shifts. This change established two teams of dispatchers working on opposite sides of the week,
providing for some alternative coverage options. The unit anticipates another resignation this fiscal year,
which will place further demands on existing staff. Therefore, due to continuing staffing challenges and
PROPOSED
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POLICE DEPARTMENT
Records and Communications
the unit’s increasing reliance on overtime to fill for vacancies, the department plans to fill the position
held open last year.
The department began implementation of a shared Computer Aided Dispatch and Records Management
System (CAD/RMS) with the City of Sunnyvale at the end of FY 2011/12. The transition process will
continue into this fiscal year and is planned to be fully operational by early 2013. This hosted system
solution facilitates real-time sharing of critical information and allows both agencies to take advantage of
a cost-sharing arrangement for system maintenance and any future enhancements.
During the last fiscal year, the Records Program adjusted public operating hours to assist with increased
workload demands. The adjustment proved to be effective and has allowed for more cross training and
increased efficiency. It is anticipated that no further adjustments to operating hours will be needed.
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Service Charges 22,359 12,221 21,583 14,500 12,600 12,200
TOTAL REVENUES 22,359$ 12,221$ 21,583$ 14,500$ 12,600$ 12,200$
EXPENDITURES
Salaries and Benefits 1,245,112$ 1,299,371$ 1,303,161$ 1,412,868$ 1,364,083$ 1,440,705$
Operating Expenditures 226,642 289,969 282,076 323,669 318,000 345,500
Fixed Assets- - - - - -
Internal Service Charges 94,348 104,550 112,101 119,669 117,741 130,102
TOTAL EXPENDITURES 1,566,102$ 1,693,890$ 1,697,338$ 1,856,206$ 1,799,824$ 1,916,307$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
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POLICE DEPARTMENT
Records and Communications
FY 2012/13 KEY PROJECTS
KEY PROGRAM SERVICES
Records
Responds to customer inquiries
Processes police reports and citations
Processes criminal and traffic warrants
Provides fingerprint services to citizens
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
Administrative Analysis
Provides departmental financial / budget and general and specific project analysis
Develops and monitors the department’s annual operating budget
Serves as department liaison for SVRIP committee
Core Values Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Shared CAD/RMS System
The Town and the City of Sunnyvale have engaged in the purchase of a shared
CAD/RMS system, which will be implemented this fiscal year. They are the first
two public safety agencies in the county to engage in a hosted system solution.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Communication System Enhancements
Staff will participate in exploring county-wide solutions in an effort to achieve
radio interoperability.
Staff will participate in exploring a hosted 9-1-1 system with other county
agencies.
Staff is working to move county database system access to the microwave
network, which will reduce costs for additional circuit/data lines.
PROPOSED
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POLICE DEPARTMENT
Records and Communications
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Police Admin. Services Mgr.1.00 1.00 1.00 1.00 1.00 1.00
Communications Dispatcher 7.50 7.00 7.00 7.50 7.50 7.50
Police Records Specialist 3.00 4.00 3.00 3.00 3.00 3.00
Total Records & Comm. FTEs 11.50 12.00 11.00 11.50 11.50 11.50
2008/09 2009/10 2010/11 2011/12 2012/13
Temporary Staff Hours Funded Funded Funded Funded Funded
Police Records Specialist- 320 320 320 320
Communications Dispatcher 520 520 520 520 520
Total Annual Hours 520 840 840 840 840
RECORDS & COMMUNICATION PROGRAM STAFFING
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
a.Statistics completed on or before the 15th day of the
month or nearest working date.
New Measure/
Data Not
Available
New Measure/
Data Not
Available
New Measure/
Data Not
Available
New Measure/
Data Not
Available
100%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.Total number of CAD events created:1
35,113 34,742 37,170 38,124 38,124
2.
Total landline and wireless calls received by dispatch
(does not include 911 calls):89,032 2 86,744 255,003 65,900 65,900
3.Number of 911 calls received:7,299 7,674 8,904 8,900 8,900
4.Number of stored and/or impounded vehicles processed:265 222 174 175 175
5.Number of police reports processed:3,036 2,669 2,647 2,625 2,625
1 A CAD event documents any police-related activity by sworn or civilian personnel.
2 FY 2008/09 and 2009/10 data are from a different database, which accounts for the higher call numbers in previous years.
Provide efficient delivery of department statistics by the 15th
of every month.
PROPOSED
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Police Department
PERSONNEL AND COMMUNITY SERVICES
PROGRAM 4202
PROGRAM PURPOSE
The Personnel and Community Services (PCS) Program provides a critical level of support to the Police
Department, primarily through the recruitment of new personnel, continued education and training for all
department members, development and administration of crime prevention activities, coordination of the
Town’s emergency response activities, and oversight of the numerous volunteer programs that support all
functions of the department.
Increased mandates and responsibilities from state and federal Homeland Security agencies are the
responsibility of the sergeant assigned to Personnel and Community Services. The Personnel and
Community Services Program is also responsible for the monitoring of all department information
technology systems and programs. The unit supervisor works closely with MIS Program staff members
to ensure the contemporary management of police information networks.
BUDGET OVERVIEW
The FY 2012/13 budget maintains prior years’ service levels with a potential moderate increase in
California Peace Officer Standards and Training (POST) reimbursement. FY 2012/13 salaries and
benefits have been adjusted and operating expenditures reflect a slight increase to meet educational and
training needs.
The Personnel and Community Services Program reflects shared funding for a School Resource Officer
(SRO) position, which is jointly supported by the Town and the elementary and high school districts.
This year, funding from the school districts will decrease by $25,000 due to the elimination of funding
from the elementary school district. Services will be directed primarily to the high school as a result.
The Community Outreach Coordinator position, funded and provided through Administrative Services,
continues to support the department through the expansion of a community contact database and
emergency preparedness resources.
During the year, the sergeant assigned to this program is expected to retire. This position will then be
eliminated, followed by the consolidation of the Personnel and Community Services Program with the
Traffic Program. Emergency preparedness management will be transitioned to non-sworn personnel,
Santa Clara County Fire, and part-time sworn staffing.
PROPOSED
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POLICE DEPARTMENT
Personnel and Community Services
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue 264,419 246,943 281,779 249,410 284,600 287,450
Service Charges- - - 91,800 91,800 65,000
Fines & Forfeitures- - - - - -
Other Revenues 3,124 - 96 - 320 -
TOTAL REVENUES 267,543$ 246,943$ 281,875$ 341,210$ 376,720$ 352,450$
EXPENDITURES
Salaries and Benefits 363,019$ 568,758$ 528,344$ 593,844$ 659,851$ 459,307$
Operating Expenditures 42,490 34,091 60,883 19,675 13,850 27,350
Fixed Assets- - - - - -
Internal Service Charges 198,161 219,774 222,404 229,924 235,402 222,967
TOTAL EXPENDITURES 603,670$ 822,623$ 811,631$ 843,443$ 909,103$ 709,624$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
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POLICE DEPARTMENT
Personnel and Community Services
FY 2012/13 KEY PROJECTS
KEY PROGRAM SERVICES
Manages personnel hiring
Manages the departmental 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)
Core Values Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Department Training
This program manages the training needs for all personnel in order to maintain
credential standards and improve job knowledge and performance. The
department will continue to evaluate all requests for external training in order to
keep costs at a minimum.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Volunteer Program
The department will focus on expanding the role of volunteers to support
appropriate public safety programs, including the Victim Services Unit (VSU),
New Resident Outreach Program, Community Emergency Response Team
(CERT), community patrols, and vacation checks.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Emergency Management
The department will continue to implement evacuation route signage and
community training, targeting areas vulnerable to wildfires and floods. In
addition, the department will continue to actively work with the Santa Clara
County Fire Department to develop and implement a regional approach to
emergency management, including implementation of a Personal Emergency
Preparedness (PEP) Program. A transition of emergency management
responsibility to a part-time employee and ultimately to County Fire will be
undertaken.
PROPOSED
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POLICE DEPARTMENT
Personnel and Community Services
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Police Sergeant 0.50 1.00 - 1.00 1.00 0.50
Police Officer 1.00 - 1.00 1.00 1.00 1.00
Community Services Officer 1.30 1.30 1.30 1.30 1.30 1.30
Community Outreach Coordinator*
Total Personnel & CS FTEs 2.80 2.30 2.30 3.30 3.30 2.80
*
PERSONNEL & COMMUNITY SERVICE PROGRAM STAFFING
The Community Outreach Coordinator position is included in the Personnel and Community Service
Office staffing to reflect the position's line of supervision. Funding allocation is 1 FTE in Non-
Departmental Program located in Administrative Services Section..
PROPOSED
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POLICE DEPARTMENT
Personnel and Community Services
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
a.Percentage of Volunteers in Policing (VIP) reporting
satisfaction with their assignments:
100%100%100%100%100%
2.
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 ativities to be a
positive experience:
100%100%100%100%100%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
40 40 40 40 40
2.37,056 40,464 39,786 40,000 40,000
3.$913,236$907,508$892,399$897,200$897,200
4.3,384 3,530 2,090 2,100 2,100
5.$71,064$74,130$43,890$44,100$44,100
6.156 254 187 296 296
7.51 58 58 40 40
8.15 28 12 12 12
9.64 70 50 50 50
(235)(305)(355)
*Customer satisfaction Performance Measures are based on the Town's 2003 survey results.
(total number of 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 sworn officers:
Average hours of training for non-sworn personnel:
Annual number of public school visits by the School
Resource Officer:
Number of hours of volunteer (VIP) service:
Prepare resident volunteers to assist in an emergency.*
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.*
PROPOSED
D - 126
PROPOSED
D - 127
Police Department
PATROL
PROGRAM 4301
PROGRAM PURPOSE
The Patrol Program provides preventive patrol and engages in assigned and self-initiated enforcement
actions and community problem solving designed to increase community safety. Officers are available to
provide police assistance seven days per week, 24 hours per day. The Patrol unit maintains quality law
enforcement and community service while providing a safer and more secure environment in which to
live and visit. The patrol officer initiates citizen contacts, responds to calls for service, makes arrests,
participates in community outreach and problem solving, and issues traffic citations and warnings.
Community Service Officer Interns respond to non-criminal and non-emergency calls where suspects are
no longer present, investigate accidents, assist patrol officers, and process crime scenes. Specialized units
provide support to the Patrol Program, including motorcycle duty and collateral assignments on the
Special Weapons and Tactics (SWAT) Team, Crime Scene Investigation Team, and Range Master
Program.
BUDGET OVERVIEW
The Patrol Program revenues are anticipated to increase somewhat in FY 2012/13, throughout most of the
revenue categories. Total operating expenditures will decrease due to the previously approved
elimination of a Police Sergeant position that became vacant through attrition in FY 2011/12. Upon the
FY 2011/12 retirement of a Police Captain and subsequent promotions in the department, a new vacancy
was created and will be eliminated in the FY 2012/13 budget as a reduction of a 1.0 FTE Police Officer
previously filled as a Corporal.
In FY 2011/12, the patrol staffing structure was modified from a combined 10-hour and 12-hour structure
to a straight 12-hour structure, increasing the number of officers on each shift while reducing the number
of patrol teams. The new 12-hour schedule continues to be evaluated for its benefits and impact,
specifically on overtime and use of leaves. Anticipated overtime savings attributed to this modified
staffing structure have not been as significant as anticipated.
PROPOSED
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POLICE DEPARTMENT
Patrol Program
FY 2012/13 KEY PROJECTS
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits 8,177$ 18,527$ 42,247$ 14,000$ 23,000$ 23,060$
Intergovernmental Revenue 33,043 18,662 15,193 3,000 20,000 15,000
Service Charges 576,907 640,304 648,832 552,700 551,250 551,150
Fines & Forfeitures 9,269 8,766 4,915 4,000 9,500 9,500
Other Revenues 936 - - - - -
TOTAL REVENUES 628,332$ 686,259$ 711,187$ 573,700$ 603,750$ 598,710$
EXPENDITURES
Salaries and Benefits 6,122,602$ 5,527,800$ 5,682,288$ 5,816,012$ 5,811,977$ 5,639,685$
Operating Expenditures 148,769 112,463 146,092 91,825 104,425 101,075
Fixed Assets- - - - - -
Internal Service Charges 721,014 657,528 664,429 651,093 658,556 763,907
TOTAL EXPENDITURES 6,992,385$ 6,297,791$ 6,492,809$ 6,558,930$ 6,574,958$ 6,504,667$
SUMMARY OF REVENUES AND EXPENDITURES
Core Values Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Problem Oriented Policing
The department, in partnership with schools, neighborhoods, and businesses, will
continue to develop strategic and proactive efforts to identify, solve, and evaluate
community problems involving alcohol, drugs, and youth high-risk behavior.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Transient Population
The transient population in town is approximately 50 individuals, many with
alcohol and/or drug dependency and severe mental health issues. The department
has initiated a program to assist homeless with housing and other services. This
is a collaborative effort between the Patrol Program, Veteran’s Administration,
faith community, and housing and social services. Patrol Program staff also work
with the justice system and attempt to divert homeless people with drug issues
into substance abuse programs monitored by the court.
PROPOSED
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POLICE DEPARTMENT
Patrol Program
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
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
Oversees Disaster Aid Response Team (DART), Reserve Police Officers, and the Police Explorer
Post
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Police Captain 1.00 1.00 1.00 1.00 1.00 1.00
Police Sergeant 4.00 6.00 6.00 5.00 5.00 4.00
Police Corporal 4.00 5.00 5.00 5.00 5.00 4.00
Police Officer 17.00 18.00 18.00 17.00 17.00 17.00
Total Patrol Program FTEs 26.00 30.00 30.00 28.00 28.00 26.00
2008/09 2009/10 2010/11 2011/12 2012/13
Temporary Staff Hours Funded Funded Funded Funded Funded
Community Service Officer Intern 3,120 2,080 2,080 2,080 2,080
Total Annual Hours 3,120 2,080 2,080 2,080 2,080
PATROL PROGRAM STAFFING
PROPOSED
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POLICE DEPARTMENT
Patrol Program
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
a.Average response time - Priority I calls:4:51 4:36 4:31 5:21 5:21
b.Average response time - Priority II calls:6:36 6:40 6:44 7:22 7:22
c.Average response time - Priority III calls:10:27 10:20 11:10 10:00 10:00
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.295 322 127 *80 80
2.4,041 4,299 4,144 3,980 3,980
3.5,552 5,378 4,912 4,510 4,510
4.744 597 390 400 400
5.$26,784$21,492$14,040$14,400$14,400
6.1,440 1,470 1,214 1,214 1,214
7.$50,400$51,450$42,490$42,490$42,490
8.
5,458 4,613 5,104 6,068 6,068
9.931 830 872 744 744
* In FY 2010/11 several calls were evaluated and re-assigned priority status codes, resulting in a decrease of priority 1 calls.
Provide safe environment through timely response and
police assistance.
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:
Hours of Volunteer Reserve Officer hours used:
Number of Priority II calls (immediate response, but
non-emergency):
Number of Priority III calls (non-emergency):
Number of Priority I calls (serious emergency and
public safety hazard):
PROPOSED
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Police Department
TRAFFIC
PROGRAM 4302
PROGRAM PURPOSE
The Traffic Program is responsible for ensuring the safe and free flow of traffic on town streets and
highways. Officers assigned to traffic enforcement are responsible for directed enforcement activities
designed to address traffic complaints and to reduce personal injuries obtained as a result of a traffic
collision. Officers spend numerous hours coordinating and serving on annual public awareness
campaigns designed to increase driver attentiveness to safety issues. Permitting and coordination of
Town-sponsored events that may impact the flow of traffic on Los Gatos streets also fall under the
responsibility of this unit. Supervision of the Parking Management Program is performed by the sergeant
in this program.
BUDGET OVERVIEW
The FY 2012/13 budget anticipates a small increase in revenue, primarily in the category of fines and
forfeitures; expenditures reflect a decrease, due primarily to reduced internal service charges. Two
motorcycle officers are currently assigned to the Traffic Program and are partially funded through a state
grant program ($100,000) and an agreement with the City of Monte Sereno ($100,000). The Monte
Sereno contribution calls for a dedicated 8 hours of traffic enforcement each week, in addition to those
hours required through the Law Enforcement Services contract. In FY 2011/12, the department received
a $103,000 grant from the State of California Department of Office of Traffic Safety. This grant funds
overtime for officers to perform traffic-related activities, provides traffic-specific training, and purchases
specialized radar equipment.
In FY 2012/13, the department anticipates combining the Traffic Program with the Personnel and
Community Services Program upon the retirement of the sergeant assigned to Personnel and Community
Services. As reflected in the FY 2012/13 budget, the sergeant position will be eliminated.
PROPOSED
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POLICE DEPARTMENT
Traffic
KEY PROGRAM SERVICES
Responds to and investigates traffic accidents
Educates the public on traffic safety
Manages the Special Event Permit process
Manages the Parking Control Program
FY 2012/13 KEY PROJECTS
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits 7,858$ 9,733$ 3,928$ 150$ 4,860$ 50$
Intergovernmental Revenue 176,666 432,734 323,999 305,000 305,000 305,000
Service Charges 59,839 61,595 61,595 62,210 63,433 63,433
Fines & Forfeitures 84,605 27,492 27,748 18,856 19,970 19,970
Other Revenues- - - - - -
TOTAL REVENUES 328,968$ 531,554$ 417,270$ 386,216$ 393,263$ 388,453$
EXPENDITURES
Salaries and Benefits 521,276$ 560,686$ 583,534$ 645,883$ 627,715$ 663,870$
Operating Expenditures 86,334 88,423 87,931 91,362 89,862 91,362
Fixed Assets- - - - - -
Internal Service Charges 111,987 120,523 128,109 132,856 132,874 109,661
TOTAL EXPENDITURES 719,597$ 769,632$ 799,574$ 870,101$ 850,451$ 864,893$
SUMMARY OF REVENUES AND EXPENDITURES
Core Values Key Projects
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Joint Traffic Enforcement
The department will continue to work periodically with the Campbell Police
Department to provide enhanced traffic enforcement in designated areas.
Traffic Safety Campaigns
The department will pursue new programs and provide assistance in established
programs that are designed to increase driver safety and awareness.
PROPOSED
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POLICE DEPARTMENT
Traffic
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Police Sergeant 0.70 0.70 0.70 0.70 0.70 0.70
Police Officer 2.00 2.00 2.00 2.00 2.00 2.00
Community Services Officer 0.30 0.30 0.30 0.30 0.30 0.30
Total Traffic Program FTEs 3.00 3.00 3.00 3.00 3.00 3.00
TRAFFIC PROGRAM STAFFING
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
a.Percentage of reported traffic collisions involving
drugs or alcohol:8.3%11.0%11.07%14.73%14.73%
(25)(29)(27)(33)(33)
2.
a.Traffic Index:19.54 30.26 27.52 30.48 30.48
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.1,863 2,162 2,443 2,331 2,331
2.718 569 790 1374 1374
3.91 103 98 110 110
4.300 264 244 224 224
5.79 71 88 76 76
6.1,544 2,149 2,422 2,317 2,317Number of hazardous citations:
Number of injury collisions:
Number of courtesy citations issued:
Number of DUI arrests:
Total number of traffic citations issued (includes
hazardous 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 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.
PROPOSED
D - 134
PROPOSED
D - 135
Police Department
INVESTIGATIONS
PROGRAM 4303
PROGRAM PURPOSE
The Investigations Program conducts self-initiated and follow-up investigations of crime, and coordinates
the prosecution of crimes through the court system.
Officers in this program spend the majority of their time on cases that require in-depth investigation,
which includes identification of crime trends and patterns, participation on a county task force, recovery
of stolen property, and deterrence of juvenile crime. Support is provided to patrol officers, who conduct
their own investigations. In addition, the unit maintains property and evidence storage and disposal, and
monitors sex offenders and all ABC related licensing in Los Gatos. The Records unit now provides crime
analysis and statistical support to the department due to the reduction in a crime analyst position in this
program in a prior fiscal year.
BUDGET OVERVIEW
FY 2012/13 revenues are expected to remain flat as no homeland security intergovernmental revenue,
received in previous years, is anticipated. Salaries and benefits expenditures have increased due to
changes in employee labor contracts and benefits.
Primary operating expenses, including California Identification (CAL ID), administered by the San Jose
Police Department and the Santa Clara County Crime Lab, will decrease. It is expected that these costs
will be reduced further in upcoming budget years as a result of a reprioritization of cases being sent to
these agencies and rolling average cost calculations. The Investigations Program will continue to monitor
internal processes to limit excessive lab analysis submissions and will be looking at reprioritizing
program goals to assist in in efficiencies. Many of these considerations will be made as a result of the
department’s Strategic Planning Process, currently underway.
The Investigations Program continues to assign one Police Officer position to the Santa Clara County
Specialized Enforcement Team (SCCSET). This task force does not reimburse the Town for officer
participation; however, the department does receive assistance from the members of this task force to
address narcotics-related and other serious crime in Los Gatos. In addition, officers assigned to this task
force receive training and experience that is valuable to the organization upon their return.
PROPOSED
D - 136
POLICE DEPARTMENT
Investigations
FY 2012/13 KEY PROJECTS
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits-$ 750$ 1,511$ 275$ 450$ 275$
Intergovernmental Revenue- 5,323 6,456 - 760 -
Service Charges 1,199 2,210 1,293 - 24,030 -
Fines & Forfeitures- - - - - -
Other Revenues 2,450 2,199 1,406 300 979 300
TOTAL REVENUES 3,649$ 10,482$ 10,666$ 575$ 26,219$ 575$
EXPENDITURES
Salaries and Benefits 1,692,943$ 1,699,779$ 1,735,809$ 1,760,074$ 1,736,420$ 1,794,468$
Operating Expenditures 228,234 230,240 228,253 229,917 223,708 217,900
Fixed Assets- - - - - -
Internal Service Charges 232,624 208,474 211,446 224,709 224,553 226,660
TOTAL EXPENDITURES 2,153,801$ 2,138,493$ 2,175,508$ 2,214,700$ 2,184,681$ 2,239,028$
SUMMARY OF REVENUES AND EXPENDITURES
Core Values Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Case Management
Usage of the Case Management tracking software will continue to evolve to
determine case investigation issues, service timelines, and workload balancing
needs.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Victim Services
The Investigations Program will coordinate with and oversee the Victim Services
Unit. This interface will allow the department to better identify crime trends,
victim needs, and service opportunities. Additionally, the Investigations Program
will manage a newly created Domestic Violence Response Team, in conjunction
with Next Door Solutions. This newly formed partnership is grant funded and
will enhance the department’s ability to provide maximum available assistance
for victims of domestic violence.
Cross Training
To enhance and expand training opportunities, patrol officers will train with
detectives when staffing allows, mitigating the loss of participation in a prior task
force assignment.
PROPOSED
D - 137
POLICE DEPARTMENT
Investigations
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
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Police Captain 1.00 1.00 1.00 1.00 1.00 1.00
Poice Sergeant 1.00 1.00 1.00 1.00 1.00 1.00
Police Corporal 1.00 1.00 1.00 1.00
Police Officer * 4.00 5.00 5.00 4.00 4.00 4.00
Community Services Officer 2.00 2.00 2.00 2.00 2.00 2.00
Total Investigation FTEs 9.00 9.00 9.00 9.00 9.00 9.00
*
INVESTIGATIONS PROGRAM STAFFING
Includes one officer in the Santa Clara County Enforcement Team (SCCET).
PROPOSED
D - 138
POLICE DEPARTMENT
Investigations
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
a.Number of Part I and Part II crimes cleared:339 722 511 540 525
2.
a.Percentage of youthful offenders diverted from the
criminal justice system:29%18%22%15%15%
3.
a.Percentage of criminal complaints issued by
District Attorney with charges filed:74%*77%72%69%69%
b. Percentage of criminal complaints denied by
District Attorney:21%25%26%25%25%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.582 **1730 1651 1739 1739
2.536 562 456 416 416
* Numbers do not include cases handled by the RATTF and the SCCSET.
** In FY 2009/10 most cases were sent to the Detective Bureau. This change resulted in the increase of cases from FY 2008/09 to FY 2009/10.
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.
PROPOSED
D - 139
Police Department
PARKING MANAGEMEMENT FUND
PROGRAM 4304
PROGRAM PURPOSE
The enforcement of parking regulations promotes pedestrian and vehicular safety, provides improved
traffic flow, and increases parking availability on residential streets. The Parking Management Program
is responsible for routine daily enforcement of Town-wide parking regulations. The Parking Management
Program also handles customer requests for the ticketing of vehicles for parking regulation violations
such as residential and employee zone permit parking, private property parking, and parking in loading
zones.
BUDGET OVERVIEW
It is anticipated that parking enforcement revenues will steadily increase during FY 2012/13 due to new
technology efficiencies, such as the purchase of a parking-specific automated license plate reader.
Furthermore, this improved forecast is based upon the increased use of temporary hours to monitor
enforcement methods and enhance efficiency. It is important to note that revenue generated as a part of
this program also has corresponding expenses, which are fees collected by Santa Clara County and the
electronic parking citation service. To offset these expenses, the Parking Program actively pursues the
collection of citation fines from those who attempt to evade payment.
PROPOSED
D - 140
POLICE DEPARTMENT
Parking Management
KEY PROGRAM SERVICES
Proactively manages 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 its promotion
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits 27,186$ 28,818$ 26,911$ 26,300$ 35,000$ 35,000$
Intergovernmental Revenue- - - - - -
Service Charges 1,374 1,760 1,661 500 650 500
Fines & Forfeitures 469,847 534,987 582,866 575,000 628,000 615,000
Other Revenues 22,140 24,840 24,840 24,840 24,840 24,840
TOTAL REVENUES 520,547$ 590,405$ 636,278$ 626,640$ 688,490$ 675,340$
EXPENDITURES
Salaries and Benefits 264,366$ 275,409$ 292,280$ 292,545$ 313,600$ 301,087$
Operating Expenditures 175,702 203,006 258,640 246,410 268,870 270,745
Fixed Assets- - - - - -
Internal Service Charges 55,270 70,006 76,324 78,838 79,502 75,753
TOTAL EXPENDITURES 495,338$ 548,421$ 627,244$ 617,793$ 661,972$ 647,585$
SUMMARY OF REVENUES AND EXPENDITURES
Full Time Equivalent (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Police Sergeant 0.30 0.30 0.30 0.30 0.30 0.30
Community Services Officer 0.40 0.40 0.40 0.40 0.40 0.40
Parking Control Officer 2.00 2.00 2.00 2.00 2.00 2.00
Total Parking Mgmt. FTEs 2.70 2.70 2.70 2.70 2.70 2.70
PARKING MANAGEMENT FUND STAFFING
PROPOSED
D - 141
POLICE DEPARTMENT
Parking Management
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
a.Percentage of parking citations paid with
initial notices:90%90%90%90%90%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.11,643 11,169 11,337 12,200 12,200
2.$469,850$534,987$582,866$628,000$615,000
3.734 758 978 978 978
4.$27,186$28,817$26,911$35,000$35,000
5.232 340 468 537 537
6.128 23 32 24 24
Number of vehicles marked for 72-hour parking:
Number of abandoned vehicles removed from
public streets:
Promote pedestrian and vehicular safety while
providing improved traffic flow and increased
parking availability on residential streets.
Revenue received on parking permits issued:
Revenue received on parking citations issued:
Number of residential and employee parking
permits issued:
Number of parking citations issued:
PROPOSED
D - 142
PROPOSED
D - 143
Police Department
PASS-THROUGH ACCOUNTS
PROGRAM 4999
PROGRAM PURPOSE
Revenues and expenditures which are collected for, and remitted to, external agencies are considered
“pass-through” appropriations in the Town’s budget. Accounting for these activities in a separate
accounting structure allows the true cost of operations to remain intact within a program, eliminating
unrelated funding fluctuations from year to year.
BUDGET OVERVIEW
There is no budgetary impact to this program as revenues will equal expenditures. The revenues and
expenditures reflect a reasonable estimate based on prior year trends or department information; however,
actuals may differ substantially from original budgeted numbers at fiscal year-end.
PROPOSED
D - 144
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue- - - - - -
Service Charges- - - - - -
Fines & Forfeitures- - - - - -
Other Revenues 24,114 10,140 18,580 10,000 9,000 9,000
TOTAL REVENUES 24,114$ 10,140$ 18,580$ 10,000$ 9,000$ 9,000$
EXPENDITURES
Salaries and Benefits-$ -$ -$ -$ -$ -$
Operating Expenditures 24,114 10,592 18,608 10,000 9,000 9,000
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
TOTAL EXPENDITURES 24,114$ 10,592$ 18,608$ 10,000$ 9,000$ 9,000$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D - 145
Police Department
OPERATING GRANTS
4803-4808
PROGRAM PURPOSE
This fund accounts for revenues and expenses attributed to grants for operating budget projects that fall
outside of the Capital Improvement Program Grant Projects. Capital Improvement Program 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 that a portion of the grant expenses are funded by the recipient agency,
which is reflected either as funding transferred into the grant, or expenditures reallocated to the
appropriate program budget.
BUDGET OVERVIEW
The FY 2012/13 Operating Grants budget reflects reimbursements received to date from an Office of
Traffic Safety (OTS) grant awarded in FY 2011/12. This $103,975 grant will provide funding for a year-
long program aimed at enhancing traffic safety and preventing deaths and injuries on roadways. In
particular, the grant will support the purchase of new equipment and implementation of special traffic
enforcement measures initiated by the department. This commitment is in keeping with the Town
Council’s Strategic Goals for 2012-2014, which emphasize enhanced traffic safety.
PROPOSED
D - 146
POLICE DEPARTMENT
Operating Grants
OTS GRANT
CERT/EMPG GRANT
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue- - - - 12,401 -
Service Charges- - - - - -
Fines & Forfeitures- - - - - -
Other Revenues- - - - - -
TOTAL REVENUES-$ -$ -$ -$ 12,401$ -$
EXPENDITURES
Salaries and Benefits-$ -$ -$ -$ 5,863$ -$
Operating Expenditures- - - - 6,497 -
Fixed Assets- - - - - -
Internal Service Charges- - - - 41 -
TOTAL EXPENDITURES-$ -$ -$ -$ 12,401$ -$
SUMMARY OF REVENUES AND EXPENDITURES
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue- 3,055 - - - -
Service Charges- - - - - -
Fines & Forfeitures- - - - - -
Other Revenues- - - - - -
TOTAL REVENUES-$ 3,055$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits-$ -$ -$ -$ -$ -$
Operating Expenditures- - - - - -
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
TOTAL EXPENDITURES-$ -$ -$ -$ -$ -$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D - 147
RECOVERY ACT JAG GRANT
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue- 14,075 - - - -
Service Charges- - - - - -
Fines & Forfeitures- - - - - -
Other Revenues- - - - - -
TOTAL REVENUES-$ 14,075$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits-$ -$ -$ -$ -$ -$
Operating Expenditures- 14,047 164 - - -
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
TOTAL EXPENDITURES-$ 14,047$ 164$ -$ -$ -$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D - 148