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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, 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 this partnership to
the community. For the past five years, volunteers have personally welcomed all new homeowners to
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).
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.
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POLICE DEPARTMENT
BUDGET OVERVIEW
This budget overview discusses the department’s focus for FY 2013/14 as well as its revenue and
expenditure outlook.
The department’s FY 2013/14 budget is generally stable from the prior year and reflects continuation of
the full range of services known to the community. Staffing reductions from the prior year, specifically
the elimination of a sergeant position with responsibility for emergency management and personnel and
training duties and the resignation of the department’s Administrative Services Manager have required the
department to reorganize functions. Emergency management services will be provided primarily by a
Santa Clara County Fire Department employee with Police Department staff support. Supervision of
several administrative functions (Records, Communications, Personnel and Training, and Traffic/Special
Events) are supervised by one person on an interim basis as the department uses the year to explore and
implement a revised organizational structure. Anticipated salary savings from the Administrative Services
Manager vacancy will provide the department flexibility to address unexpected needs.
Department revenues reflect an addition of funds for participation in a regional crime task force and more
effective parking enforcement management though the use of camera/license plate reader technology to
replace manual marking of cars. A Domestic Violence Advocacy grant continues to provide partial
funding for a police officer position this year.
Expenditures relating to staffing costs increase primarily due to increases in benefits and cost of living
adjustments under an existing contract with sworn personnel. The department continues to realize
expenditure savings from a reduction in maintenance costs from its now shared Computer Aided Dispatch
system with the City of Sunnyvale. Crime lab and Cal-ID (regional fingerprint identification services)
have decreased significantly this fiscal year.
The department’s patrol officers have been working on a 12 hour schedule for the past two years to
reduce overtime and increase staffing on each of four shifts. Restoration of the prior five shifts
combining both 10 and 12 hour work schedules would require adding a Sergeant position and possibly
increased overtime funding to maintain minimum staffing levels on each shift.
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Values Accomplishments
Community
Character
Preserve and
enhance the
appearance
character and
environment
quality of the
community
The department’s Volunteers in Policing (VIP) program continues to
manage graffiti abatement in Town. The Volunteers are equipped with
graffiti cleaning products to quickly remove graffiti from public places
when they become aware of it. VIP’s watch for graffiti while on patrol, or
respond to community reports of it via the Police Department website, or
graffiti hotline. During the last year, volunteers removed a reported 80
instances of unsightly graffiti from Town property.
Good Governance
Ensure responsive,
accountable and
collaborate
government
The department continues to send two employees per year to 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 and civic leaders.
The department went through a formal Strategic Planning process to guide
and strengthen its efforts in specific areas such as succession planning,
service priorities, internal communications, technology and accountability.
The Police Department collaborated with Next Door Solutions to
Domestic Violence to obtain a 3- year grant from the California
Emergency Management Domestic Violence Program to allow for a
domestic violence advocate to work directly with a department detective.
The detective and the advocate work together in the creation and
enhancement of domestic violence call protocols, outreach materials and
administrative tools. The grant reimburses the Police Department $65,000
per year to cover personnel costs devoted to the program.
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational and
individual
enrichment
The department hosted a community stakeholder meeting to involve those
community members in the development of the departments Strategic
Plan. The meeting was both to inform the community about what the
department was doing to focus on specific issues, and to allow their
participation and input into the process
In wake of the tragic school violence in Newtown Connecticut this past
year, the Police Department partnered with the Los Gatos Union
Elementary School District, and the Los Gatos High School District to
host a parent information night regarding the preparedness plans of both
the schools and the Police Department to deal with the serious issue of
violent intruders on school campuses.
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POLICE DEPARTMENT
Core Values Accomplishments
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
In line with increasing demand for technological advances in policing,
the department became the third police agency in the local bay area to
obtain crime predictive analytic software. Predictive Policing (PRED-
POL) uses existing crime data to predict where crime is most likely to
occur. The goal of use of the software is to send officers, during their
discretionary patrol time, to those areas predicted by the software, to
intercept a crime in progress or simply to deter would-be criminals.
The dispatch center underwent a complete upgrade to its Computer Aided
Dispatch (CAD) system. The police department partnered with the
Sunnyvale Department of Public Safety and Tiburon inc. to invest in a
robust, state of the art computer dispatch system. The new system is
expected to have more functionality, and will streamline emergency call
handling and response.
The department officers and dispatchers are undergoing training in active
violent school intruder trainer. Largely in response to the concerns of
citizens, as voiced at the school community meeting, department training
will focus on response to these very dangerous calls, as well as ensuring
that our internal protocols are up to date.
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POLICE DEPARTMENT
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses and Permits61,385$ 80,861$ 77,787$ 60,385$ 62,317$ 50,700$
Intergovernmental Revenues720,792 627,427 712,871 607,450 612,311 677,450
Service Charge718,090 734,964 747,877 692,283 730,903 808,517
Fines & Forfeitures571,245 615,529 742,501 644,470 595,899 666,350
Other Revenues62,954 98,859 141,660 42,140 830,074 112,340
TOTAL REVENUES2,134,466$ 2,157,640$ 2,422,696$ 2,046,728$ 2,831,504$ 2,315,357$
EXPENDITURES
Salaries and Benefits10,306,221$ 10,485,903$ 10,774,402$ 10,633,548$ 10,720,895$ 10,871,484$
Operating Expenditures999,909 1,100,202 1,051,599 1,073,432 1,797,797 1,031,910
Fixed Assets- - 42,611 - - -
Internal Service Charges1,478,022 1,517,703 1,572,581 1,631,781 1,624,766 1,588,722
TOTAL EXPENDITURES12,784,152$ 13,103,808$ 13,441,193$ 13,338,761$ 14,143,458$ 13,492,116$
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
PROGRAM
Administration488,663$ 480,932$ 501,637$ 490,740$ 476,388$ 497,890$
Records & Communications1,693,890 1,697,338 1,759,534 1,893,735 1,826,168 1,892,670
Patrol6,297,791 6,492,809 6,530,522 6,499,684 6,671,309 6,891,440
Traffic769,632 799,574 834,912 864,326 825,181 863,216
Investigations2,138,493 2,175,508 2,146,303 2,230,287 2,107,976 2,031,764
Personnel & Community Services822,623 811,631 851,330 707,190 812,354 565,091
Parking548,421 627,244 682,732 643,799 651,536 678,545
Operating Grants14,047 164 123,291 - 97,348 62,500
Pass -Through Accounts10,592 18,608 10,932 9,000 675,198 9,000
TOTAL EXPENDITURES12,784,152$ 13,103,808$ 13,441,193$ 13,338,761$ 14,143,458$ 13,492,116$
DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
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POLICE DEPARTMENT
.
Full Time Equivalents (FTE)
Authorized2009/102010/112011/122012/132013/14
Town StaffPositionsFundedFundedFundedFundedFunded
Chief of Police1.00 1.00 1.00 1.00 1.00 1.00
Police Captain2.00 2.00 2.00 2.00 2.00 2.00
Police Sergeant6.00 8.00 8.00 8.00 6.50 6.00
Police Corporal5.00 5.00 6.00 6.00 5.00 5.00
Police Officer24.00 26.00 24.00 24.00 24.00 24.00
Community Services Officer4.00 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 Chief1.00 1.00 1.00 1.00 1.00 1.00
Communications Dispatcher7.50 7.00 7.50 7.50 7.50 7.50
Parking Control Officer2.00 2.00 2.00 2.00 2.00 2.00
Police Records Specialist3.00 3.00 3.00 3.00 3.00 3.00
TOTAL PROGRAM FTEs56.50 60.00 59.50 59.50 57.00 56.50
2009/102010/112011/122012/132013/14
Temporary Staff HoursFundedFundedFundedFundedFunded
Community Service Officer Intern2,080 2,080 2,080 2,080 2,080
Police Records Specialist320 320 320 320 320
Communications Dispatcher 520 520 520 520 520
TOTAL ANNUAL HOURS2,920 2,920 2,920 2,920 2,920
POLICE DEPARTMENT STAFFING
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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.
Implementation of the department’s vision, succession planning and strategic planning is overseen by the
Police Chief’s Office.
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POLICE DEPARTMENT
Police Administration
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits3,557$ 6,264$ 2,622$ 2,000$ 2,219$ 1,700$
Intergovernmental Revenue- - - - - -
Service Charges- - - - - -
Fines & Forfeitures- - - - - -
Other Revenues25,775 53,937 34,595 8,000 35,091 15,000
TOTAL REVENUES29,332$ 60,201$ 37,217$ 10,000$ 37,310$ 16,700$
EXPENDITURES
Salaries and Benefits374,418$ 360,487$ 381,902$ 375,289$ 353,288$ 375,352$
Operating Expenditures17,078 17,555 14,248 10,500 19,046 19,200
Fixed Assets- - - - - -
Internal Service Charges97,167 102,890 105,487 104,951 104,054 103,338
TOTAL EXPENDITURES488,663$ 480,932$ 501,637$ 490,740$ 476,388$ 497,890$
SUMMARY OF REVENUES AND EXPENDITURES
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POLICE DEPARTMENT
Police Administration
FY 2013/14 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 succession planning,
reinvestment in the strategic planning process of the prior years, 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
Following the retirement of the sergeant responsible for emergency preparedness,
the department has transitioned primary emergency service management to the
Santa Clara County Fire Department. The Police Department, in partnership with
the Town Manager’s Office, is providing input on the revision of the emergency
operations plan, evacuation plans for wildfire and floods, and outreach to the
community.
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POLICE DEPARTMENT
Police Administration
Full Time Equivalents (FTE)
Authorized2009/102010/112011/122012/132013/14
Town Staff PositionsFundedFundedFundedFundedFunded
Chief of Police1.00 1.00 1.00 1.00 1.00 1.00
Executive Assistant to Chief1.00 1.00 1.00 1.00 1.00 1.00
Total Administration FTEs2.00 2.00 2.00 2.00 2.00 2.00
POLICE ADMINISTRATION PROGRAM STAFFING
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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 Records and Communication programs have remained essentially status-quo as compared to FY
2012/13 although there has been some transfer of operational savings and expenses between line items.
In FY 2012/13, the department’s Administrative Services Manager resigned. This position is currently
held vacant and the duties have been assumed by an Administrative Sergeant while the department
explores its reorganization options.
In addition, the dispatch center continues to rely primarily on the use of hourly dispatchers from other
agencies to backfill for vacancies due to sick or vacation absences by permanent staff members. A
positive outcome of the shared CAD system with the City of Sunnyvale, in addition to cost savings and
shared data, has been an increase in the pool of available hourly dispatchers. Training time previously
required to learn an agency-specific CAD system has been significantly shortened as hourly dispatchers
already are trained in the use of the system. The increased cost for hourly dispatches is being offset
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Records and Communications
primarily by not filling the .50 FTE vacancy authorized for this program and from overtime cost savings.
Last year, the front counter hours for the Records unit were reduced in an effort to allow more time to
focus on uninterrupted data processing and reporting tasks. This practice continues to benefit the unit
especially in light of the growing demand of public records requests processed by the records staff while
having a minimal impact on customers.
Shortly after the beginning of FY 2012/13, the department elected to discontinue the consolidated court
liaison program with the City of Campbell resulting in a cost savings to the Town. This function
continues to be assumed by a civilian within the detective bureau on an interim basis as reorganizational
opportunities are evaluated.
The department’s public safety radio system is also budgeted out of this program. A regional effort is
underway to upgrade all public safety radio systems. The department continues to support these regional
projects through a Joint Powers Authority. The department is using this year to create a strategic plan to
use internal replacement funds to begin to upgrade key dispatch center components and plan for other
future upgrades.
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Service Charges12,221 21,583 13,319 12,200 10,500 10,500
TOTAL REVENUES12,221$ 21,583$ 13,319$ 12,200$ 10,500$ 10,500$
EXPENDITURES
Salaries and Benefits1,299,371$ 1,303,161$ 1,341,374$ 1,419,186$ 1,355,175$ 1,471,277$
Operating Expenditures289,969 282,076 301,710 345,500 345,109 320,400
Fixed Assets- - - - - -
Internal Service Charges104,550 112,101 116,450 129,049 125,884 100,993
TOTAL EXPENDITURES1,693,890$ 1,697,338$ 1,759,534$ 1,893,735$ 1,826,168$ 1,892,670$
SUMMARY OF REVENUES AND EXPENDITURES
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POLICE DEPARTMENT
Records and Communications
FY 2013/14 KEY PROJECTS
Core Values Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Shared CAD/RMS System
In FY 2012/13 the Police Department partnered with the City of Sunnyvale
Department of Public Safety for a complete upgrade of our existing CAD/RMS
systems to a new platform utilizing a hosted mainframe. The City of Sunnyvale
is the host agency and Los Gatos connects to the host via the regional ECOMM
microwave network. This arrangement allows both agencies to share all data,
share system maintenance costs and potentially cross-train employees, primarily
dispatchers, so they are capable of working in either agency when needed.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Communication System Enhancements
The Town of Los Gatos, as a member of SVRIA, will begin work to transition
from a Town-wide public safety radio system to a regional system supporting all
public safety entities within the County. This project will span the next 3-5 years.
The Silicon Valley Regional Communications System (SVRCS) is planned to
replace existing public safety radio systems with a county-wide digital radio
infrastructure in the newly allocated 700MHz band. Using EComm for
connecting dispatch centers with radio sites, SVRCS will be designed to provide
radio coverage as good or better than that provided by today’s mosaic of radio
systems along with new features such as GPS location and unit status. SVRCS is
a major project with an estimated cost of $100M. While the roll-out of the
complete system awaits adequate funding, implementation has begun in small
incremental stages to match available funding. Stages 1 and 2 will be completed
in 2013 and will allow the Cities of Santa Clara and Sunnyvale to transition to the
new SVRCS.
Good Governance
Ensure responsive,
accountable and
collaborate
government
On-line reporting
The department plans to upgrade its current internally created online crime
reporting system with a commercial web based product used for on-line reporting
of crimes. The new product will speed report processing time for police staff and
standardize information collected from resident victims.
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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
Public Safety
Ensure public safety
through proactive
community
policing, affective
emergency
response, and
community-wide
emergency
preparedness
CAD/CAD Data Exchange
Los Gatos is participating in the regional CAD to CAD (Computer Aided
Dispatch) Data Exchange Project. This county-wide project will improve
regional interoperable information data sharing between fifteen (15) public safety
answering points and their disparate computer aided dispatch systems. It will
create the ability for each agency to import/export resource data from their CAD
system to support law enforcement, fire and medical core business objectives
while streamlining dispatch operations and reducing service response times. This
5-year project is managed under the direction of SVRIA (Silicon Valley Regional
Interoperability Authority).
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POLICE DEPARTMENT
Records and Communications
Full Time Equivalents (FTE)
Authorized2009/102010/112011/122012/132013/14
Town Staff PositionsFundedFundedFundedFundedFunded
Police Admin. Services Mgr.1.00 1.00 1.00 1.00 1.00 1.00
Communications Dispatcher7.50 7.00 7.50 7.50 7.50 7.50
Police Records Specialist3.00 3.00 3.00 3.00 3.00 3.00
Total Records & Comm. FTEs11.50 11.00 11.50 11.50 11.50 11.50
2009/102010/112011/122012/132013/14
Temporary Staff HoursFundedFundedFundedFundedFunded
Police Records Specialist320 320 320 320 320
Communications Dispatcher 520 520 520 520 520
Total Annual Hours 840 840 840 840 840
RECORDS & COMMUNICATION PROGRAM STAFFING
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
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%100%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.Total number of CAD events created:1
35,11334,74237,17038,19840,59440,594
2.
Total landline and wireless calls received by
dispatch (does not include 911 calls):89,032 2 86,744 2 55,003 53756 55876 55,786
3.Number of 911 calls received:7,2997,6748,90410,14211,56811,568
4.
Number of stored and/or impounded vehicles
processed:265222174179218218
5.Number of police reports processed:3,0362,6692,6472,6712,6712,671
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.
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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
In FY 2013/14, following the elimination of a sergeant position in the FY 2012/13 budget, supervision of
the Personnel and Community Services program and the Traffic program are consolidated under one
sergeant as the department explores reorganization options.
This function will continue to manage community outreach efforts, volunteer programs, crime prevention,
department personnel hiring, training, and department technology support. The Town’s emergency
management function had previously been overseen by the Personnel and Training Sergeant. While the
Police Department will remain the Town’s primary department to manage emergency management and
preparedness, the department’s capacity to continue all of the services previously managed by this
sergeant will be greatly reduced due to the elimination of the sergeant position and consolidation of job
duties. The Town and Police Department are working with County Fire, who has taken direct
responsibility for emergency management on a regional basis.
The School Resource Officer assignment is also managed out of this program and will continue this fiscal
year under a new two-year agreement. Since FY 2009/2010, funding for this position has been offset by
an agreement with the high school and elementary school districts with each sharing costs for one-half the
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POLICE DEPARTMENT
Personnel and Community Services
officer’s salary and benefits. Both the elementary and high school districts have agreed to continue their
participation in this shared program once again for FY 2013/14.
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue246,943 281,779 325,006 287,450 287,450 357,450
Service Charges- - - 65,000 92,000 92,000
Fines & Forfeitures- - - - - -
Other Revenues- 96 660 - - -
TOTAL REVENUES246,943$ 281,875$ 325,666$ 352,450$ 379,450$ 449,450$
EXPENDITURES
Salaries and Benefits568,758$ 528,344$ 598,994$ 456,988$ 555,820$ 336,843$
Operating Expenditures34,091 60,883 19,467 27,350 29,763 27,350
Fixed Assets- - - - - -
Internal Service Charges219,774 222,404 232,869 222,852 226,771 200,898
TOTAL EXPENDITURES822,623$ 811,631$ 851,330$ 707,190$ 812,354$ 565,091$
SUMMARY OF REVENUES AND EXPENDITURES
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POLICE DEPARTMENT
Personnel and Community Services
FY 2013/14 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 a comprehensive emergency
management program. Direct responsibility for emergency management has been
transferred to the Santa Clara County Fire Department. The Police Department
will continue to be the Town’s representative for emergency management and
will ensure that critical planning for wildland fire evacuation, earthquake
preparedness, flood evacuation and other critical disaster planning will continue.
Existing efforts to train the community in disaster response and resiliency will
continue under County Fire Department leadership.
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POLICE DEPARTMENT
Personnel and Community Services
Full Time Equivalents (FTE)
Authorized2009/102010/112011/122012/132013/14
Town Staff PositionsFundedFundedFundedFundedFunded
Police Sergeant- - 1.00 1.00 0.50 -
Police Officer1.00 1.00 1.00 1.00 1.00 1.00
Community Services Officer1.30 1.30 1.30 1.30 1.30 1.30
Community Outreach Coordinator*
Total Personnel & CS FTEs2.30 2.30 3.30 3.30 2.80 2.30
*
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 current line of supervision, although the funding is under the non-
departmental program in Town Administrative Services. In FY 2013/14, this position will assume
increased Town-wide responsibilities, as originally intended.
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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
Actual
2012/13
Estimated
2013/14
Budget
1.
a.Percentage of Volunteers in Policing (VIP)
reporting satisfaction with their assignments:
100%100%100%100%100%100%
2.
a.Percentage of CERT participants better prepared
to assist in an emergency:
100%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%100%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.
404040404040
2.37,05640,46439,78640,00042,00042,000
3.$913,236$907,508$892,399$897,200$942,060$942,060
4.3,3843,5302,0902,1893,0963096
5.$71,064$74,130$43,890$45,969$65,01665016
6.156254187323352352
7.515858404040
8.152812121212
9.647050384040
(235)(305)(355)(393)(433)(433)
*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.*
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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 has moderate increases in revenue and expenditures for FY 2013/14. The
expenditure increases are primarily attributed to salary and benefit increases for sworn staff per contract
with the Town. The department is also expecting to change some equipment in the patrol fleet and have
added additional funds to line items in the expenditure budget as a placeholder for equipment changes. An
increase to the revenue budget for patrol is a result of enhanced alarm registration collection and false
alarm billing. In previous years the department hired an outside firm to manage both the registration and
collection processes; however, these processes are currently being handled by internal staff and volunteers
and the Department plans to continue with the in-house model.
In March 2011, the Police Department implemented a 4 shift, 12 hour work schedule for patrol that has
increased staffing on each shift, reduced overtime needs and allowed for elimination of a vacant sergeant
position the following year. However, patrol officers no longer have the option of working a 10 or 12
hour shift that was previously available under the prior hybrid 5 shift schedule with both 10 and 12 hour
work schedules. This has proven physically demanding and highly undesirable for some officers. The
department will evaluate in FY 2013-14 the possibility of returning to the prior hybrid 5 shift model in a
5/10/2013 PROPOSED
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POLICE DEPARTMENT
Patrol Program
future year, including increased costs for restoration of the sergeant position and possibly increased
overtime.
The department will work with Public Works to bring standardization to all fleet vehicles and equipment
placed in or on the vehicles. The department is looking to other agencies within the county for validated
set-up and design standards which will be used to model the department’s fleet in a similar fashion. It is
anticipated that the Town would engage in a service contract for vehicle set up with a neighboring agency
instead of utilizing various outside vendors in an effort to bring more consistency in design and
equipment installation.
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits18,527$ 42,247$ 25,413$ 23,060$ 23,311$ 22,500$
Intergovernmental Revenue18,662 15,193 28,204 15,000 32,448 15,000
Service Charges640,304 648,832 644,913 551,150 546,050 624,317
Fines & Forfeitures8,766 4,915 12,792 9,500 21,784 18,000
Other Revenues- - - - - -
TOTAL REVENUES686,259$ 711,187$ 711,322$ 598,710$ 623,593$ 679,817$
EXPENDITURES
Salaries and Benefits5,527,800$ 5,682,288$ 5,757,124$ 5,635,039$ 5,777,898$ 6,057,689$
Operating Expenditures112,463 146,092 111,763 101,075 119,599 116,675
Fixed Assets- - 12,389 - - -
Internal Service Charges657,528 664,429 649,246 763,570 773,812 717,076
TOTAL EXPENDITURES6,297,791$ 6,492,809$ 6,530,522$ 6,499,684$ 6,671,309$ 6,891,440$
SUMMARY OF REVENUES AND EXPENDITURES
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POLICE DEPARTMENT
Patrol Program
FY 2013/14 KEY PROJECTS
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
Fleet Consistency
The department will work closely with the Town’s Public Works department to
help standardize patrol fleet vehicles and equipment. This effort is expected to
significantly reduce technology challenges resulting from prior inconsistent
installations from different vendors.
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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)
Authorized2009/102010/112011/122012/132013/14
Town Staff PositionsFundedFundedFundedFundedFunded
Police Captain1.00 1.00 1.00 1.00 1.00 1.00
Police Sergeant4.00 6.00 5.00 5.00 4.00 4.00
Police Corporal4.00 5.00 5.00 5.00 4.00 4.00
Police Officer17.00 18.00 17.00 17.00 17.00 17.00
Total Patrol Program FTEs26.00 30.00 28.00 28.00 26.00 26.00
2009/102010/112011/122012/132013/14
Temporary Staff HoursFundedFundedFundedFundedFunded
Community Service Officer Intern2,080 2,080 2,080 2,080 2,080
Total Annual Hours2,080 2,080 2,080 2,080 2,080
PATROL PROGRAM STAFFING
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POLICE DEPARTMENT
Patrol Program
Performance Objectives and Measures
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.
a.Average response time - Priority I calls:4:364:314:544:434:43
b.Average response time - Priority II calls:6:406:447:298:598:00
c.Average response time - Priority III calls:10:2011:1010:2814:3713:00
Activity and Workload Highlights
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.322127 *87106106
2.4,2994,1444,1434,1544154
3.5,3784,9124,5864,5284528
4.597390380425425
5.$21,492$14,040$13,680$15,300$15,300
6.1,4701,2141,1901,4321,432
7.$51,450$42,490$41,650$50,120$50,120
8.
4,6135,1045,9376,4946494
9.830872779788788
* In FY 2010/11 several calls were evaluated and re-assigned priority status codes, resulting in a decrease of priority 1 calls.
Number of Priority I calls (serious emergency and
public safety hazard):
Provide safe environment through timely
response and police assistance.
Hours of Volunteer Reserve Officer hours used:
Number of Priority II calls (immediate response,
but non-emergency):
Number of Priority III calls (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:
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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
As planned for in the FY 2012/13 budget, the Traffic Program has been consolidated under the
supervision of the Administrative Sergeant who is also responsible for the Personnel and Community
Services program.
The department will continue to explore other grant funded opportunities to help offset overtime for
specialized enforcement activities in certain locations, such as school districts, or specific times of year
such as the holiday season.
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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 2013/14 KEY PROJECTS
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits9,733$ 3,928$ 13,274$ 50$ -$ -$
Intergovernmental Revenue432,734 323,999 359,661 305,000 292,413 305,000
Service Charges61,595 61,595 61,337 63,433 80,206 80,000
Fines & Forfeitures27,492 27,748 29,980 19,970 19,970 20,350
Other Revenues- - - - - -
TOTAL REVENUES531,554$ 417,270$ 464,252$ 388,453$ 392,589$ 405,350$
EXPENDITURES
Salaries and Benefits560,686$ 583,534$ 616,454$ 663,330$ 623,508$ 662,853$
Operating Expenditures88,423 87,931 87,158 91,362 94,070 89,500
Fixed Assets- - - - - -
Internal Service Charges120,523 128,109 131,300 109,634 107,603 110,863
TOTAL EXPENDITURES769,632$ 799,574$ 834,912$ 864,326$ 825,181$ 863,216$
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. Such
programs and campaigns include “Safe Routes to School”; Avoid the 13 (DUI
campaign); distracted driver month (April of each year); and the annual “click it
or ticket” seat belt campaign.
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POLICE DEPARTMENT
Traffic
Full Time Equivalents (FTE)
Authorized2009/102010/112011/122012/132013/14
Town Staff PositionsFundedFundedFundedFundedFunded
Police Sergeant0.70 0.70 0.70 0.70 0.70 0.70
Police Officer2.00 2.00 2.00 2.00 2.00 2.00
Community Services Officer0.30 0.30 0.30 0.30 0.30 0.30
Total Traffic Program FTEs3.00 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
Actual
2012/13
Estimated
2013/14
Budget
1.
a.Percentage of reported traffic collisions
involving drugs or alcohol:8.3%11.0%11.01%14.90%5.10%5.10%
(25)(29)(27)(30)(12)(12)
2.
a.Traffic Index:19.5430.2627.5235.5131.4233.5
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.1,8632,1622,4432,8743,2023202
2.718569790138342944294
3.9110398998686
4.300264244202234234
5.797188688484
6.1,5442,1492,4222,4152,6402,640
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.
Number 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):
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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 2013/14 revenues are expected to increase slightly and operating expenditures, including salary and
benefits, are expected to decrease slightly due to staffing changes.
Primary operating expenses, including Crime lab costs and regional criminal identification services costs
Cal-ID, administered by the San Jose Police Department, have been reduced this fiscal year by $41,000
and $20,000 respectively, as a result of reprioritization of cases being sent to these agencies and rolling 5-
year average cost calculations. These costs are expected to remain low for more than this year as Cal-ID
costs are more variable and are dependent upon policy decisions made by a regional board.
The Community Services Officer (CSO) assigned to support this unit has assumed responsibilities for the
court liaison role which is the savings noted in the Records and Communications program mentioned
earlier in this document. This civilian position will have the liaison duties added to their current full time
position in supporting the investigations unit. Subsequently, some of the minor case follow-up, or other
supportive functions, may have to be reduced or eliminated to account for the duties necessary to handle
the court liaison function.
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POLICE DEPARTMENT
Investigations
Also noteworthy in this program are two external short-term funding streams to assist with program
support. In FY 2011/12, the department obtained a 3-year grant from the California Emergency
Management Agency in the amount of $62,500 per year. This grant is a partnership with Next Door
Solutions to Domestic Violence with the funds being utilized to support the officer, investigations and
programs offered for victims of domestic violence.
In addition, in February 2013, the California Police Chiefs Association secured funding from the State of
California to help offset costs to local law enforcement as a result of parole realignment (AB109). Each
county in the state receives a specific funding allotment to be used for regional law enforcement
programs. The Town of Los Gatos will receive $70,000 of this funding to underwrite the costs for the
officer assigned to the Santa Clara County Specialized Enforcement Task Force.
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits750$ 1,511$ 3,224$ 275$ 1,800$ 1,500$
Intergovernmental Revenue5,323 6,456 - - - -
Service Charges2,210 1,293 27,030 - 1,300 1,200
Fines & Forfeitures- - - - - -
Other Revenues2,199 1,406 1,265 300 1,302 1,000
TOTAL REVENUES10,482$ 10,666$ 31,519$ 575$ 4,402$ 3,700$
EXPENDITURES
Salaries and Benefits1,699,779$ 1,735,809$ 1,704,246$ 1,786,243$ 1,677,011$ 1,598,205$
Operating Expenditures230,240 228,253 214,634 217,900 219,803 164,200
Fixed Assets- - - - - -
Internal Service Charges208,474 211,446 227,423 226,144 211,162 269,359
TOTAL EXPENDITURES2,138,493$ 2,175,508$ 2,146,303$ 2,230,287$ 2,107,976$ 2,031,764$
SUMMARY OF REVENUES AND EXPENDITURES
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POLICE DEPARTMENT
Investigations
FY 2013/14 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
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 partnership is grant funded and will enhances 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 as staffing allows.
5/10/2013 PROPOSED
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POLICE DEPARTMENT
Investigations
Full Time Equivalents (FTE)
Authorized2009/102010/112011/122012/132013/14
Town Staff PositionsFundedFundedFundedFundedFunded
Police Captain1.00 1.00 1.00 1.00 1.00 1.00
Poice Sergeant1.00 1.00 1.00 1.00 1.00 1.00
Police Corporal1.00 1.00 1.00 1.00 1.00
Police Officer * 4.00 5.00 4.00 4.00 4.00 4.00
Community Services Officer2.00 2.00 2.00 2.00 2.00 2.00
Total Investigation FTEs9.00 9.00 9.00 9.00 9.00 9.00
*
INVESTIGATIONS PROGRAM STAFFING
Includes one officer in the Santa Clara County Enforcement Team (SCCET).
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.
a.Number of Part I and Part II crimes cleared:339722511546596596
2.
a.Percentage of youthful offenders diverted
from the criminal justice system:29%18%22%18%9%9%
3.
a.Percentage of criminal complaints issued by
District Attorney with charges filed:74%*77%72%75%69%69%
b. Percentage of criminal complaints denied by
District Attorney:21%25%26%26%31%31%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.582 **17301651179316201620
2.536562456403428428
* 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.
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Police Department
PARKING MANAGEMENT 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
During FY 2012/13, this program anticipated the introduction of new technology to assist with parking
enforcement activities in the Town; however, internal and external events delayed the implementation of
this technology. However, with approval of the FY 2013/14 budget, the department will purchase the
system and will begin implementation in the first quarter of the fiscal year. The technology will automate
many of the manual processes associated with parking enforcement which will serve to increase the
number of citations written as well as realize a reduction in the number of citations contested.
5/10/2013 PROPOSED
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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
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits28,818$ 26,911$ 33,254$ 35,000$ 34,987$ 25,000$
Intergovernmental Revenue- - - - - -
Service Charges1,760 1,661 1,278 500 847 500
Fines & Forfeitures534,987 582,866 699,729 615,000 554,145 628,000
Other Revenues24,840 24,840 24,840 24,840 24,840 24,840
TOTAL REVENUES590,405$ 636,278$ 759,101$ 675,340$ 614,819$ 678,340$
EXPENDITURES
Salaries and Benefits275,409$ 292,280$ 311,808$ 297,473$ 315,696$ 306,765$
Operating Expenditures203,006 258,640 291,687 270,745 260,360 285,585
Fixed Assets- - - - - -
Internal Service Charges70,006 76,324 79,237 75,581 75,480 86,195
TOTAL EXPENDITURES548,421$ 627,244$ 682,732$ 643,799$ 651,536$ 678,545$
SUMMARY OF REVENUES AND EXPENDITURES
Full Time Equivalent (FTE)
Authorized2009/102010/112011/122012/132013/14
Town Staff PositionsFundedFundedFundedFundedFunded
Police Sergeant0.30 0.30 0.30 0.30 0.30 0.30
Community Services Officer0.40 0.40 0.40 0.40 0.40 0.40
Parking Control Officer2.00 2.00 2.00 2.00 2.00 2.00
Total Parking Mgmt. FTEs2.70 2.70 2.70 2.70 2.70 2.70
PARKING MANAGEMENT FUND STAFFING
5/10/2013 PROPOSED
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POLICE DEPARTMENT
Parking Management
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.
a.Percentage of parking citations paid with
initial notices:90%90%90%90%90%90%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.11,64311,16911,33711,74110,26012,000
2.$469,850$534,987$582,866$591,387$513,851$543,000
3.734758978105011001100
4.$27,186$28,817$26,911$33,254$35,000$35,000
5.232340468487328328
6.1282332243434
Number of vehicles marked for 72-hour parking:
Number of abandoned vehicles removed from
public streets:
Promote pedestrian and vehicular safety while
providing improved traffic flow and increased
parking availability on residential streets.
Revenue received on parking permits issued:
Revenue received on parking citations issued:
Number of residential and employee parking
permits issued:
Number of parking citations issued:
5/10/2013 PROPOSED
D - 150
5/10/2013 PROPOSED
D - 151
Police Department
PASS-THROUGH ACCOUNTS
PROGRAM 4999
PROGRAM PURPOSE
Revenues and expenditures which are collected for, and remitted to, external agencies are considered
“pass-through” appropriations in the Town’s budget. Accounting for these activities in a separate
accounting structure allows the true cost of operations to remain intact within a program, eliminating
unrelated funding fluctuations from year to year.
BUDGET OVERVIEW
There is no budgetary impact to this program as revenues will equal expenditures. The revenues and
expenditures reflect a reasonable estimate based on prior year trends or department information; however,
actuals may differ substantially from original budgeted numbers at fiscal year-end. FY 2012/13 revenues
and expenditures reflect a pass-through of realignment money which the Town received to pass on to
various jurisdictions.
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue- - - - - -
Service Charges- - - - - -
Fines & Forfeitures- - - - - -
Other Revenues10,140 18,580 10,262 9,000 675,198 9,000
TOTAL REVENUES10,140$ 18,580$ 10,262$ 9,000$ 675,198$ 9,000$
EXPENDITURES
Salaries and Benefits-$ -$ -$ -$ -$ -$
Operating Expenditures10,592 18,608 10,932 9,000 675,198 9,000
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
TOTAL EXPENDITURES10,592$ 18,608$ 10,932$ 9,000$ 675,198$ 9,000$
SUMMARY OF REVENUES AND EXPENDITURES
5/10/2013 PROPOSED
D - 152
5/10/2013 PROPOSED
D - 153
Police Department
OPERATING GRANTS
4803-4809
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
In FY 2011/12, the department received a three-year grant from the California Emergency Management
Agency. This annual allocation in the amount of $62,500, is a partnership grant with Next Door Solutions
to Domestic Violence. The funds support the position costs of a detective and a supervisor, who use a
portion of their time working with Next Door Solutions for domestic violence investigations, and
ensuring that programs offered to the victims of domestic violence are made readily available them.
As mentioned in the Investigations section of this document, the California Police Chiefs Association
secured funding in early 2013 from the State of California to help offset costs to local law enforcement as
a result of parole realignment (AB109). Each county in the state is scheduled to receive a specific
funding allotment to be used for regional law enforcement programs. The Town of Los Gatos will
receive $70,000 of these funds. At this time it is anticipated that this will be funded for at least the next 2
fiscal years, and the department intends to utilize these funds to help offset costs for the officer assigned
to the County regional task force.
5/10/2013 PROPOSED
D - 154
POLICE DEPARTMENT
Operating Grants
CERT/EMPG GRANT
RECOVERY ACT JAG GRANT
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue3,055 - - - - -
Service Charges- - - - - -
Fines & Forfeitures- - - - - -
Other Revenues- - - - - -
TOTAL REVENUES3,055$ -$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits-$ -$ -$ -$ -$ -$
Operating Expenditures- - - - - -
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
TOTAL EXPENDITURES-$ -$ -$ -$ -$ -$
SUMMARY OF REVENUES AND EXPENDITURES
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue14,075 - - - - -
Service Charges- - - - - -
Fines & Forfeitures- - - - - -
Other Revenues- - - - - -
TOTAL REVENUES14,075$ -$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits-$ -$ -$ -$ -$ -$
Operating Expenditures14,047 164 - - - -
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
TOTAL EXPENDITURES14,047$ 164$ -$ -$ -$ -$
SUMMARY OF REVENUES AND EXPENDITURES
5/10/2013 PROPOSED
D - 155
POLICE DEPARTMENT
Operating Grants
OTS GRANT
DOMESTIC VIOLANCE RSP GRANT
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue- - 7,538 - 31,144 -
Service Charges- - - - - -
Fines & Forfeitures- - - - - -
Other Revenues- - - - - -
TOTAL REVENUES-$ -$ 7,538$ -$ 31,144$ -$
EXPENDITURES
Salaries and Benefits-$ -$ 21,080$ -$ 33,301$ -$
Operating Expenditures- - 9,396 - 1,485 -
Fixed Assets- - - - - -
Internal Service Charges- - 93 - 63 -
TOTAL EXPENDITURES-$ -$ 30,569$ -$ 34,849$ -$
SUMMARY OF REVENUES AND EXPENDITURES
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses & Permits-$ -$ -$ -$ -$ -$
Intergovernmental Revenue- - - - - -
Service Charges- - 62,500 - 62,499 62,500
Fines & Forfeitures- - - - - -
Other Revenues- - - - - -
TOTAL REVENUES-$ -$ 62,500$ -$ 62,499$ 62,500$
EXPENDITURES
Salaries and Benefits-$ -$ 62,500$ -$ 62,499$ 62,500$
Operating Expenditures- - - - - -
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
TOTAL EXPENDITURES-$ -$ 62,500$ -$ 62,499$ 62,500$
SUMMARY OF REVENUES AND EXPENDITURES
5/10/2013 PROPOSED
D - 156