5 - PD Section 5_1_14PROPOSED D - 109 Police Department DEPARTMENT PURPOSE The Los Gatos/Monte S e reno 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 trai ning of personnel; crime prevention and community outreach; traffic safety; maintenance of records, property, and evidence; and community problem solving. The d epartment continues to build a strong police/c ommunity 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 . V olunteer programs such as Reser ve Police Officers, Volunteers in Policing (V IP), 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 6 years, volunteers have personally welcomed all new homeowners to the Town through the department’s New Resident Outreach Program. Additionally, community volunteers have been instrumental in the training and growth of the Community Emergenc y Response Team (CERT). The d epartment 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 d epartment 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 Po lice 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. This budget overview discusses the department’s focus for FY 2014/15 as well as its revenue and expenditure outlook. The department’s FY 2014/15 budget is higher than prior years, due to staffing changes described below and uncontrollable rate increases associated with personnel costs, as well as continuing to provide for the full range of services known to the community. The department has reclassified 4.0 FTE’s to better align responsibilities and address workload pressure with minimal budgetary impact.
PROPOSED D - 110 POLICE DEPARTMENT BUDGET OVERVIEW Position Re classifications The Department re -evaluated the staffing structure and reorganized due to previous year’s elimination of sergeant positions and the resignation of the Police Administrative Services Manager. Responsibilities held by these positions have been reassigned to newly created positions, as described below, to best meet the needs of the community. In addition, two vacant Community Service Officer (CSO) positions, a .5 FTE Dispatch position a nd .5 FTE time CSO Intern have been eliminated and reclassified to best address existing service needs. The elimination of the above 4.0 FTE’s has resulted in redistribution o f responsibilities among the following positions: • A Records and Evidence Manager , added to the Records and Communication program , will oversee the records staff and evidence functions. • One Records Specialist , added to the Investigations program , will assist with the in -take and out -take of evidence and support the Records and Evidence Manager within this program . • One Records Specialist position will be added and allocated among the Personnel & Community Services, Traffic and Parking Managem ent program s to provide support in these programs. • An Administrative A nalyst will support budget preparation, proj ections, revenue management, fiscal oversight and performance management . Emergency management services will continue to be provided primarily by Santa Clara County Fire Department employees with Police Department staff support, while supervision of Communications, Personnel and Training, and Traffic / Special Events functions have been combined under one Sergeant. Staff Augmentations In addition to the reclassifications addressed above , two positions as well as temporary staff funding have been added to the FY 2014/15 budget as described below: • T he department reallocated approximately $80,000 in operational cost s and identified roughly $80,000 in addit ional savings through California PERS 2 nd tier retirement rate adjustments. These savings are used to fund 1 .0 FTE permanent Officer position needed to address prior reductions in sworn staffing and assist in addressing staffing needs within the patrol division. • During the FY 2013/14 mid -year budget process the Town Council authorized inclusion of $175,000 in one time funds for a Patrol hire ahead position to backfill behind officers out on medical leave, paternity /maternity leave and retirements to avo id o vertime and service impacts . • An additional $60,000 in temporary employee funding will be added as one -time support to assist in reducing work load pressure , respond to expected fluctuations in the work force and address specific critical needs.
PROPOSED D - 111 P OLICE DEPARTMENT The department’s patrol officers work under a 12 hour schedule due to prior year staffing reductions. This shift structure provides increased patrol coverage but limits staffing flexibility . The department is committed to continually reviewing the most appropriate work schedule based on resources and the fiscal environment. Finally, d epartment revenues continue to reflect $70,000 in state funding for participation in a regional crime task force and more effective parking enforcement management though the use of newly implemented camera / license plate reader technology to replace manual marking of cars. ACCOMPLISHMENT S Core Values Accomplishments Community Character Preserve and enhance the appearance character and environment quality of the community • The department’s Volun teers in Policing (VIP) program continue s to manage graffiti abatement in Town. The VIP’s 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 P olice D epartment 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 Police Department continues to collaborate with Next Door Solutions to Domestic Violence in a 3 -year grant from the California Emergency Management Domestic Violence Program. The domestic violence advocate works directly with officers and detectives to enhance services to victims of domestic violence. The officer s, detectives and advocate have collaborated in the creation and implementation of domestic violence protocols. The advocate has immersed herself in the program and works directly with victims of domestic violence , being available 24 /7 to respond to incide nts as an immediate resource for victims. While this grant will end in July 2014, the Victim Services Unit will continue to collaborate with Next Door Solutions to provide immediate service to victims of domestic violence.
PROPOSED D - 112 POLICE DEPARTMENT ACCOMPLISHMENTS Core Values Accomplishments Good Governance Ensure responsive, accountable and collaborate government • The Police Department’s Crisis Response Unit receives monthly in house training specific to high risk tactical situations, use of force options, surveillance techniques, barricaded suspects and other high risk/low frequency events, such as “Active Shooter”. Over the past year, the Crisis Response Unit hosted an in -house “Active Shooter” training day for all sworn personnel at the bi -annual Advanced Officer Training. CRU Officers spent months planning the training by meeting with officials from local schools , churches and business establishments, to determine risk factors and officer training skills to prepare for those unexpected “Active Shooter” events. During this “Active Shooter” training, volunteers and non -sworn personnel were integrated as role players in the force on force simulated training scenarios. Each officer at Los Gatos Monte Sereno Police Department participated in the real -life scenario based training and benefited from the expertise of the Crisis Response Unit tactics. Civic Enrichment Foster opportunities for citizen involvement, and cultural, recreational and individual enrichment • The Police Department ’s Victim Services Unit was recognized by the International Association of Chiefs of Police (IACP) as the winner of the “2013 Excellence in Victim Services Award.” The award recognizes the law enforcement agencies that have developed and implemented innovat ive strategies for providing comprehensive services to crime victims. The Police Department competed against other departments across the world for the award by highlighting their Victim Services Unit. • The Police Department’s Explorer Post has grown from 4 Explorers to 13 Explorers in the last year with 3 new applicants in the process of becoming Explorers. They have learned and will continue to learn everyday life skills such as teamwork, commitment and dedication as well as skills specific to a law enf orcement career. They continue to support the Town with assistance at events such as Mus ic in the Park, Jazz on the Plaz, the tree lighting ceremony and the Annual Holiday Parade. They also assist at many of the foot races and other events in Town.
PROPOSED D - 113 POLICE DEPARTMENT Core Values Accomplishments Public Safety Ensure public safety through proactive community policing, effective emergency response, and community -wide emergency preparedness • To expand community partnerships for crime prevention and response the Los Gatos On Watch program was created during FY 20 13/14. This program joins the Police D epartment and the community in identifying and registering existing residential surveillance cameras to assist in crime prevention. This program sup ports the department’s vision of community policing and assists the work of the patrol and investigations division in solving crime. • Participation and training for members of the DART (Disaster Aid and Response Team) and CERT (Citizen Emergency response T eam) is ongoing. • The Police Department has developed and implemented a n enhanced Juvenile Diversion program, which allows the opportunity for first time low -level juvenile offenders to “divert” their criminal violation from being forwarded to the Juvenile Probation Departm ent. A group diversion program is now offered monthly at the Po lice Operations Building for multiple juvenile offenders and their parent s . Th is program is multi -faceted; first , the juvenile is required to sign a six month contract that outlines the punitive requirements they must adhere to which may include; communit y service, an apology letter, attending a four hour course specific to their offense, improving grades, and counseling services. Secondly, the program offers an intense , comp re he nsive, educational forum for parents and youth on topics relative to behavior s which put youth at risk of coming under the jurisdiction of the Juvenile Justice System. The educational forum has focus ed on t he responsible use of electronic communication devices, cyberbullying, and social media and the potential ramifications of poo r judgment while using such technology. This provides the parent/guardian with advice and tools to monitor and protect their children from further offending behavior. The diversion program has been successful with dozens of juvenile offenders resulting in hundreds of community service hours being completed in our community. It is believed that the education and accountability of this program empowers youth and their families to address existing problematic behaviors and prevent further issues from arising.
PROPOSED D - 114 POLICE DEPARTMENT 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses and Permits 80,861 $ 77,787 $ 79,736 $ 50,700 $ 94,599 $ 78,946 $ Intergovernmental Revenues 627,427 720,409 819,726 677,450 695,349 677,750 Service Charge 734,964 810,377 967,538 871,017 867,056 833,012 Fines & Forfeitures 615,529 742,501 601,248 666,350 546,300 596,800 Other Revenues 98,859 71,622 55,065 49,840 824,845 829,461 TOTAL REVENUES 2,157,640 $ 2,422,696 $ 2,523,313 $ 2,315,357 $ 3,028,149 $ 3,015,969 $ EXPENDITURES Salaries and Benefits 10,485,903 $ 10,795,482 $ 10,754,371 $ 10,871,484 $ 10,109,812 $ 11,444,261 $ Operating Expenditures 1,100,202 1,060,995 995,782 1,031,910 1,730,718 1,751,279 Grants - - - - - - Fixed Assets - 42,611 30,629 - 45,991 - Internal Service Charges 1,517,703 1,542,105 1,622,654 1,588,722 1,568,230 1,657,372 TOTAL EXPENDITURES 13,103,808 $ 13,441,193 $ 13,403,436 $ 13,492,116 $ 13,454,751 $ 14,852,912 $ 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted PROGRAM Administration 480,932 $ 501,637 $ 489,787 $ 497,890 $ 522,112 $ 691,514 $ Records & Communications 1,697,338 1,759,534 1,784,877 1,892,670 1,563,638 1,804,880 Patrol 6,492,809 6,530,522 6,716,137 6,891,440 6,392,819 7,086,827 Traffic 799,574 834,912 865,367 863,216 931,897 922,552 Investigations 2,175,508 2,146,303 2,015,927 2,031,764 1,877,849 2,506,391 Personnel & Community Services 811,631 851,330 792,275 565,091 575,340 380,334 Parking 627,244 682,732 630,591 678,545 738,811 687,414 Operating Grants 164 123,291 98,879 62,500 79,735 - Pass -Through Accounts 18,608 10,932 9,596 9,000 772,550 773,000 TOTAL EXPENDITURES 13,103,808 $ 13,441,193 $ 13,403,436 $ 13,492,116 $ 13,454,751 $ 14,852,912 $ DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 115 POLICE DEPARTMENT Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Chief of Police 1.00 1.00 1.00 1.00 1.00 Police Captain 2.00 2.00 2.00 2.00 2.00 Police Sergeant 8.00 8.00 6.50 6.00 6.00 Police Corporal 6.00 6.00 5.00 5.00 5.00 Police Officer 24.00 24.00 24.00 24.00 26.00 Community Services Officer 4.00 4.00 4.00 4.00 2.00 Police Admin. Services Mgr.1.00 1.00 1.00 1.00 - Records & Evidence Manager - - - - 1.00 Administrative Analyst - - - - 1.00 Executive Assistant to Chief 1.00 1.00 1.00 1.00 1.00 Communications Dispatcher 7.50 7.50 7.50 7.50 7.00 Parking Control Officer 2.00 2.00 2.00 2.00 2.00 Police Records Specialist 3.00 3.00 3.00 3.00 5.00 TOTAL PROGRAM FTEs 59.50 59.50 57.00 56.50 59.00 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Community Service Officer Intern 2,080 2,080 2,080 2,080 1,040 Police Officer - - - - 675 Police Records Specialist 320 320 320 320 320 Communications Dispatcher 520 520 520 520 942 TOTAL ANNUAL HOURS 2,920 2,920 2,920 2,920 2,977 POLICE DEPARTMENT STAFFING
PROPOSED D - 116
PROPOSED D - 117 Police Department POLICE ADMINISTRATION PROGRAM 4101 PROGRAM PURPOSE The Police A dministration Program is responsible for effectively managing all department al programs by developing policy, planning and implementing organizational tasks, ove rs eeing the department al budget and expenditures , and coordinating with other Town departments and divisions . The ad ministrative unit supports responsive, effective, and efficient police service and a strong police/community partnership. Direction of department al operations will be consistent with Town policies and community safety needs, especially in the areas of ope n communication with the public, responsive crime suppression and prevention programs, directed traffic enforcement to promote safe and orderly traffic flow on Town st reets , and comprehensive emergency preparedness. The Police A dministration program is de dicated to furthering the mission and goals of the department and to supporting the personnel who are responsible for carrying them out. This program also provides th e primary support for the Town’s Youth Commission activities. BUDGET OVERVIEW As part of the department’s reorganization as previously discussed, the Administrative Analyst position was added to this program . An Administrative Analyst position was eliminated due to budget reductions in FY 2003/04.
PROPOSED D - 118 POLICE DEPARTMENT Police Administration 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits 6,264 $ 2,622 $ 3,271 $ 1,700 $ 2,427 $ 1,744 $ Intergovernmental Revenue - - - - - - Service Charges - - - - - - Grants - - - - - - Fines & Forfeitures - - - - - - Other Revenues 53,937 34,595 14,501 15,000 26,375 30,000 TOTAL REVENUES 60,201 $ 37,217 $ 17,772 $ 16,700 $ 28,802 $ 31,744 $ EXPENDITURES Salaries and Benefits 360,487 $ 381,902 $ 362,039 $ 375,352 $ 393,784 $ 525,965 $ Operating Expenditures 17,555 14,248 23,694 19,200 24,618 45,586 Grants - - - - - - Fixed Assets - - - - - - Internal Service Charges 102,890 105,487 104,054 103,338 103,710 119,963 TOTAL EXPENDITURES 480,932 $ 501,637 $ 489,787 $ 497,890 $ 522,112 $ 691,514 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 119 POLICE DEPARTMENT Police Administration FY 201 4 /1 5 KEY PROJECTS 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 organization review, promotional process es, succession planning and continued participation in the Leadership Development Team. Budget Oversight The Administrative Department will track and monitor program budgets, including overtime, salary and benefits and operational components, on a quarterly basis to track financial trends within the department. 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 th e community. Public Safety Ensure public safety through proactive community policing, e ffective 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 . In furtherance of this vision the “New Resident Outreach” program has reached in excess of 2000 residences and continues to grow. Emergency Preparedness Following the restructuring of the responsibilities 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 communit y . The department will continue to coordinate with County Fire to update evacuation plans for areas subject to flooding and fires as variables change and in accordance with the Town Council’s strategic goals .
PROPOSED D - 120 POLICE DEPARTMENT Police Administration KEY PROGRAM SERVICES • Administer s department operations • Provide s policy and philosophy guidance • Develop s and monitor s the department’s annual operating budget • Provides departmental financial / budget and general and specific project analysis • Develop s and monitor s the department’s annual operating budget • Serves as department liaison for SVRIA committee Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Chief of Police 1.00 1.00 1.00 1.00 1.00 Administrative Analyst - - - - 1.00 Executive Assistant to Chief 1.00 1.00 1.00 1.00 1.00 Total Administration FTEs 2.00 2.00 2.00 2.00 3.00 POLICE ADMINISTRATION PROGRAM STAFFING
PROPOSED D - 121 Police Department RECORDS AND COMMUNICATION S 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 a nother designated agency. The Communications Center functions as the central point of contact for all department personnel as well as emergency and routine needs of the community. The Police Department Records u nit serves as a repository for all police records. Th is unit is responsible for the accurate d ata 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 man age 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 a Records & Evidence Manager who is responsible for monitoring the all departmental and criminal statistical data, as wel l as the management of the property and evidence divisions. BUDGET OVERVIEW As previously discussed the Records and Communications program has been reorganized to incorporate the new Records and Evidence Manager. The previous Police Administrative Services Manager position was eliminate d as well as .5 FTE Communications Dispatcher position . It is believed that when the dispatch center is fully staffed , at 7 FTE’s , on a 12 , 9 or 8 hour deployment model there will be su fficient coverage to support recurring time off and address administrative issues t hrough the use of a lead dispatch position. The department is committed to reviewing staffing mod els and resource levels based on the fiscal impact. Any extended unforeseen or unpredictable absences will continue to be addressed through the use of per diem dispatchers funded through temporary hours.
PROPOSED D - 122 POLICE DEPARTMENT Records and C ommunications Reduced front counter hours for the Records unit continue which allow more time to focus on uninterrupted data processing and reporting tasks, especially in light of the growing demand of public records requests processed by the records st aff. As a result of internal reorganizations, the department will re -evaluate the need for these reduced counter hours. The department is implementing an upgraded public safety radio system as part of a regional radio project. During this fiscal year, th e department plans to replace key radio infrastructure, purchase new radios for the new system and upgrade its radio dispatch facility. Funds from existing internal service accounts or state set -aside funds will cover the majority of costs. 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Service Charges 21,583 13,319 12,608 10,500 10,500 10,710 TOTAL REVENUES 21,583 $ 13,319 $ 12,608 $ 10,500 $ 10,500 $ 10,710 $ EXPENDITURES Salaries and Benefits 1,303,161 $ 1,341,374 $ 1,361,163 $ 1,471,277 $ 1,243,793 $ 1,456,301 $ Operating Expenditures 282,076 301,710 298,678 320,400 229,880 248,400 Fixed Assets - - - - - - Internal Service Charges 112,101 116,450 125,036 100,993 89,965 100,179 TOTAL EXPENDITURES 1,697,338 $ 1,759,534 $ 1,784,877 $ 1,892,670 $ 1,563,638 $ 1,804,880 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 123 POLICE DEPARTMENT Records and Communications FY 201 4 /1 5 KEY PROJECTS Core Values Key Projects Good Governance Ensure responsive, accountable, and collaborative government Shared CAD/RMS System In FY 13/14 the police department completed one half of the CAD/RMS project shared with the city of Sunnyvale. In FY 14/15 the Police D epartment will complete the second half of this venture through the transfer of statistical and historical data from the old Records Management System to the new. It is anticipated that the completion of this project will increase proficiencies and data sharing between both agencies moving toward a regional approach of information sharing. 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 the Silicon Valley Regional Interoperability Authority (SVRIA ), expects to transition over the next few years from a Town -wide public safety radio system to a regional system supporting all public safety entities within the County. In FY 13/14 , and in accordance with the Town Council ’s strategic goal to implement migra tion to regional communications and interoperability, the police department made an incremental step toward that goal by purchasing 2 new dispatch consoles. In FY 14/15 the department will continue to build the infrastructure to support these new consoles and evaluate the purchase of mobile and hand held radios to operate on the new system. Los Gatos is participating in the regional CAD to CAD (Computer Aided Dispatch) Data Exchange Project. This county -wide project will improve regional interoperable i nformation 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, fi re 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).
PROPOSED D - 124 POLICE DEPARTMENT Records and Communications KEY PROGRAM SERVICES Records • Respond s to customer inquiries • Process es police reports and citations • Process es criminal and traffic warrants • Provide s fingerprint services to citizens Communications • Respond s to 911 calls and other emergency/non -emergency calls • Provide s dispatch service to Patrol • Dispatch es emergency personnel • Handle s customer inquiries • Maintain s audio recordings of radio and phone traffic; provide s copies for court and department use
PROPOSED D - 125 POLICE DEPARTMENT Records and Communications Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Police Admin. Services Mgr.1.00 1.00 1.00 1.00 - Records & Evidence Manager - - - - 1.00 Communications Dispatcher 7.50 7.50 7.50 7.50 7.00 Police Records Specialist 3.00 3.00 3.00 3.00 3.00 Total Records & Comm. FTEs 11.50 11.50 11.50 11.50 11.00 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Police Records Specialist 320 320 320 320 320 Communications Dispatcher 520 520 520 520 942 Total Annual Hours 840 840 840 840 1,262 RECORDS & COMMUNICATION PROGRAM STAFFING Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 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 100%100%Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.Total number of CAD events created:1 37,170 38,198 36,640 31,506 32,000 2.Total landline and wireless calls received by dispatch (does not include 911 calls):55,003 53,756 72,944 58,538 55,765 3.Number of 911 calls received:8,904 10,142 9,858 9,879 10,000 4.Number of stored and/or impounded vehicles processed:174 179 206 204 200 5.Number of police reports processed:2,647 2,671 2,559 2,290 2,425 1 A CAD event documents any police-related activity by sworn or civilian personnel.Provide efficient delivery of department statistics by the 15th of every month.
PROPOSED D - 126
PROPOSED D - 127 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 P olice D epartment , 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, a nd 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 res ponsibility of the sergeant assigned to Personnel and Community Services. T he Personnel and Community Services Program is also responsible for the monitoring of all department information technology systems and programs. The unit s upervisor works closely with MIS Program staff members to e nsure 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 S ervices program and the Traffic program continue to be consolidated under one sergeant as the department explores reorganization options. This function will continue to manage community outreach efforts, volunteer programs, crime prevention, department p ersonnel 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 em ergency management and preparedness, the department’s capacity to continue all of the services prev iously managed by this position has been greatly reduced due to the elimination of the sergeant position and consolidation of job duties. The Town and Polic e Department are working with County Fire, who has taken direct responsibility for emergency management on a regional basis. In FY 201 4 /1 5 the School Resource Officer assignment, which had previously been m anaged through this program, will be transferred over to the Investigative division to more appropriately work in conjunction with the Juvenile Detective to facilitate more efficient collaboration and to address workload issues associated with the loss of a sergeant position.
PROPOSED D - 1 28 POLICE DEPARTMENT Personnel and Community Services In addition, in February 2013, the California Police Chiefs Association secured three -year 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 $70,000 of this funding to underwrite the costs for the officer assigned to the Santa Clara County Speciali zed Enforcement Task Force. It is anticipated that FY 2014/15 will be the last year the Town will receive this funding unless extended by the legislature . Finally, as a result of the department’s reorganization as previously described, the P ersonnel an d Community Services program will be funded with a 1.0 FTE Community Service Officer (CSO) position and .30 FTE Records Specialist . Pre vious staffing was 1.3 FTE at t he CSO classification . 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Intergovernmental Revenue 281,779 325,006 368,371 357,450 357,450 357,450 Service Charges - - - 92,000 117,668 - Fines & Forfeitures - - - - - - Other Revenues 96 660 350 - 80 - TOTAL REVENUES 281,875 $ 325,666 $ 368,721 $ 449,450 $ 475,198 $ 357,450 $ EXPENDITURES Salaries and Benefits 528,344 $ 598,994 $ 537,198 $ 336,843 $ 354,339 $ 147,722 $ Operating Expenditures 60,883 19,467 28,142 27,350 18,182 20,980 Fixed Assets - - - - - - Internal Service Charges 222,404 232,869 226,935 200,898 202,819 211,632 TOTAL EXPENDITURES 811,631 $ 851,330 $ 792,275 $ 565,091 $ 575,340 $ 380,334 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 129 POLICE DEPARTMENT Personnel and Community Services FY 2014 /1 5 KEY PROJECTS 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. The Victim Services Unit will add at least 3 additional volunteers this year to improve service to victims. 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 wild land fire evacuation, earthquake preparedness, flood evacuation and other crit ical disaster planning will continue. Existing efforts to train the community in disaster response and resiliency will continue under County Fire Department leadership.
PROPOSED D - 130 POLICE DEPARTMENT Personnel and Community Services KEY PROGRAM SERVICES • Man a ge s personnel hiring • Manage s the department al training program • Coordinate s the department’s community outreach, crime prevention , and neighborhood organization efforts • Manage s the department’s volunteer program • Coordinate s emergency management response, training of personnel , and maintenance of the Emergency Operations Center (EOC) • Develop s , coordinate s , and manage s the Community Emergency Response Team (CERT) Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Police Sergeant 1.00 1.00 0.50 - - Police Officer 1.00 1.00 1.00 1.00 - Community Services Officer 1.30 1.30 1.30 1.30 1.00 Police Records Specialist - - - - 0.30 Community Outreach Coordinator*Total Personnel & CS FTEs 3.30 3.30 2.80 2.30 1.30 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Police Officer - - - - 96 Total Annual Hours - - - - 96 *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 2014/15, this position will assume increased Town-wide responsibilities, as originally intended.
PROPOSED D - 131 POLICE DEPARTMENT Personnel and Community Services Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 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 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.40 40 40 40 40 2.39,786 40,000 32,062 31,000 32,500 3.$892,399 $897,200 $721,395 $697,500 $731,250 4.2,090 2,189 3,394 2,712 2,661 5.$43,890 $45,969 $71,274 $56,952 $55,881 6.187 323 286 329 300 7.58 40 50 40 40 8.12 12 17 15 20 9.50 38 39 35 35 355 393 432 467 502 *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 - 132
PROPOSED D - 133 P olice Department PATROL PROGRAM 4301 PROGRAM PURPOSE The Patrol Program provides 24/7 preventive patrol and engages in assigned and self -initiated enforcement actions and community problem solving designed to increase community safety. The Patrol unit maintains quality law enforcement and community service while providing a safer and more s ecure 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. The Community Ser vice Officer Intern will continue to 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, inc luding motorcycle duty and collateral assignments on the Special Weapons and Tactics (SWAT) Team, Crime Scene Investigation Team, Bicycle Team and Range Master Program. Officers on the Bicycle Team augment patrol activity by conducting bicycle patrol in th e downtown business district and other areas of Town when weather and time permits. BUDGET OVERVIEW In FY 2013/14, the Department hire d four new entry -level and lateral officers due to retirements and a separation . Additi onally, the department carried three vacancies for extended periods of time due to injuries suffered on the job. It is anticipated that some of these injuries will carry over into FY 2014/15 and additional age eligibility retirements may occur. Due to these variables it is expected th at the department will remain in a hiring and recruitment stage throughout FY 2014/15 resulting in an increased work load to staff to stay current with vacancies. The Patrol Program has moderate increases in expenditures for FY 2014/15. The expenditure increases are primarily attributed to salary and benefit increases for non -sworn staff per contract with the Town and the addition of the two new officer positions , one on -going permanent officer position and the second being a one -time, one -year over str ength officer position . The department is also expecting to change the location of critical equip ment in the patrol car interior and have added additional funds to line items in the expenditure budget as a placeholder for equipment changes.
PROPOSED D - 134 POLICE DEPARTMENT Patrol Program Due to prior year staff reductions, patrol officers continue to work 12 hour shifts to ma intain adequate staffing on each shift . This shift has proven inflexible and the department is committed to continually reviewing staffing models based on resources and the fiscal environment. The addition of an entry -level officer position in this year’s budget, as well as the addition of a one -time Patrol over -strength position to backfill behind officers out on medical leave , begins to address some of the much needed vacancy and shift coverage issues faced by the department. The department will work with Public Works to bring standardization to all fleet vehicles and equipment placed in or on the vehicles. Public works has entered into an agreement with the City of San Jose to provide police vehicle set -up. This will decrease the overall cost for police vehicle set up and equ ipment installation and e nsure consistent design standards which will be used to model the depar tment’s fleet in a similar fashion. 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits 42,247 $ 25,413 $ 26,608 $ 22,500 $ 23,000 $ 25,130 $ Intergovernmental Revenue 15,193 28,204 42,361 15,000 15,000 15,300 Service Charges 648,832 644,913 809,570 624,317 594,982 621,020 Fines & Forfeitures 4,915 12,792 28,214 18,000 18,100 18,100 Other Revenues - - - - - - TOTAL REVENUES 711,187 $ 711,322 $ 906,753 $ 679,817 $ 651,082 $ 679,550 $ EXPENDITURES Salaries and Benefits 5,682,288 $ 5,757,124 $ 5,844,137 $ 6,057,689 $ 5,538,549 $ 6,235,038 $ Operating Expenditures 146,092 111,763 101,975 116,675 148,700 129,225 Fixed Assets - 12,389 - - - - Internal Service Charges 664,429 649,246 770,025 717,076 705,570 722,564 TOTAL EXPENDITURES 6,492,809 $ 6,530,522 $ 6,716,137 $ 6,891,440 $ 6,392,819 $ 7,086,827 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 135 POLICE DEPARTMENT Patrol Program FY 201 4/15 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 str ategic and proactive efforts to identify, solve, and evaluate community problems involving alcohol, drugs, and youth high -risk behavior. The Operations unit will direct and monitor patrol personnel efforts toward achievement of the department’s vision and its ultimate departmental goal of “knowing everyone in our community” by hand delivering welcome packets to new residents in Town. Officers will also i nform new residents of our new Los Gatos On -Watch program along with the many other services the police department provides its community. Public Safety Ensure public safety through proactive community policing, effective emergency response, and communit y -wide emergency preparedness Fleet Consistency The department will be proactive and continue to identify, evaluate, and solve community problems involving properties in our community by working collaboratively with both our Code Enforcement Officers along with our Town Attorney to be responsive to the needs of the community.
PROPOSED D - 136 POLICE DEPARTMENT Patrol Program KEY PROGRAM SERVICES • Respond s to emergency and non -emergency calls for service • Perform s directed patrol and self -initiated activity during non -committed time • Investigate s crimes and traffic accidents • Support s the d e partment’s traffic enforcement control program, including issuance of traffic and parking citations • Solve s c ommunity problems using proactive Problem Oriented Policing techn iques • Build s relationships within the community to enhance public safety • Oversee s Disaster Aid Response Team (DART), Reserve Police Officers , and the Police Explorer Post Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Police Captain 1.00 1.00 1.00 1.00 1.00 Police Sergeant 5.00 5.00 4.00 4.00 4.00 Police Corporal 5.00 5.00 4.00 4.00 4.00 Police Officer 17.00 17.00 17.00 17.00 19.00 Total Patrol Program FTEs 28.00 28.00 26.00 26.00 28.00 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Community Service Officer Intern 2,080 2,080 2,080 2,080 1,040 Police Officer - - - - 530 Total Annual Hours 2,080 2,080 2,080 2,080 1,570 PATROL PROGRAM STAFFING
PROPOSED D - 137 POLICE DEPARTMENT Patrol Program Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1. a.Average response time - Priority I calls:4:31 4:54 4:06 4:18 4:30 b.Average response time - Priority II calls:6:44 7:29 7:51 8:14 8:27 c.Average response time - Priority III calls:11:10 10:28 13:09 13:10 13:12 Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.127 **87 89 101 101 2.4,144 4,143 3,898 3499 3499 3.4,912 4,586 4,758 4939 4939 4.390 380 820 800 800 5.$14,040 $13,680 $30,340 $29,600 $31,200 6.1,214 1,190 1,050 1,350 1,250 7.$42,490 $41,650 $36,750 $47,250 $43,750 8.5,104 5,937 5,532 5785 4576 9.872 779 763 771 775 *Times reflect Town of Los Gatos service calls only.** In FY 2010/11 several calls were evaluated and re-assigned priority status codes, resulting in a decrease of priority 1 calls.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:Number of Priority I calls (serious emergency and public safety hazard):Provide safe environment through timely response and police assistance.*
PROPOSED D - 138
PROPOSED D - 139 Police Department TRAFFIC PROGRAM 4302 PROGRAM PURPOSE The Traffic Program is responsible for e nsuring the safe a nd free flow of traffic on t own 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 nume rous hours coordinating and serving on annual public awareness campaigns designed to increase driver attentiveness to safety issues. Permitting and coordination of T own -sponsored events that may impact the flow of traffic on Los Gatos streets also fall un der 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 2014/15 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. In addition, as part of the reorganization, a .30 FTE Community Service Officer has been reclassified to a .30 FTE Records Specialist . 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.
PROPOSED D - 140 POLICE DEPARTMENT Traffic KEY PROGRAM SERVICES • Respond s to and investigate s traffic accidents • Educate s the public on traffic safety • Manage s the Special Event Permit process • Manage s the Parking Control Progra m FY 2014 /1 5 KEY PROJECTS 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits 3,928 $ 13,274 $ 9,366 $ -$ 30,672 $ 16,572 $ Intergovernmental Revenue 323,999 359,661 356,662 305,000 305,000 305,000 Service Charges 61,595 61,337 80,206 80,000 80,206 80,206 Fines & Forfeitures 27,748 29,980 39,028 20,350 25,200 25,200 Other Revenues - - - - - - TOTAL REVENUES 417,270 $ 464,252 $ 485,262 $ 405,350 $ 441,078 $ 426,978 $ EXPENDITURES Salaries and Benefits 583,534 $ 616,454 $ 644,791 $ 662,853 $ 711,032 $ 676,677 $ Operating Expenditures 87,931 87,158 112,973 89,500 108,049 122,657 Fixed Assets - - - - - - Internal Service Charges 128,109 131,300 107,603 110,863 112,816 123,218 TOTAL EXPENDITURES 799,574 $ 834,912 $ 865,367 $ 863,216 $ 931,897 $ 922,552 $ SUMMARY OF REVENUES AND EXPENDITURES Core Values Key Projects Public Safety Ensure public safety through proactive community policing, e ffective 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 police department continues to evaluate the availability of state and federal grants for the purposes of funding and facilitating numerous traffic priorities. Such programs and campaigns may 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. Traffic Monitoring In accordance with the Town Council’s strategic goal to increase installation and use of traffic speed monitoring signs, t he Administrative Sergeant , overseeing both traffic and parking , will incorporate information provided from the community to be used in the strategic deployment of traffic speed monitoring signs. Strategic use of these devices will be augmented with sworn patrol to decrease traffic violations in problem areas.
PROPOSED D - 141 POLICE DEPARTMENT Traffic Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Police Sergeant 0.70 0.70 0.70 0.70 0.70 Police Officer 2.00 2.00 2.00 2.00 2.00 Community Services Officer 0.30 0.30 0.30 0.30 - Police Records Specialist - - - - 0.30 Total Traffic Program FTEs 3.00 3.00 3.00 3.00 3.00 TRAFFIC PROGRAM STAFFING Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.a.Percentage of reported traffic collisions involving drugs or alcohol:11.01%14.90%14.50%13.13%13.39%(27)(30)(16)(16)(16)2.a.Traffic Index:27.52 35.51 30.43 29.3 30.55 Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.2,443 2,874 3,339 3000 2914 2.790 1383 1401 1392 1242 3.98 99 91 75 91 4.244 202 232 210 222 5.88 68 87 70 78 6.2,422 2,415 2,647 2,051 2,383 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):
PROPOSED D - 142
PROPOSED D - 143 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 c ounty t ask 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 A lcoholic B everage C ontrol (ABC) related licensing in Los Gatos. The Records unit now provide s crime analy sis and statistical supp ort to the department due to the reduction in a crime analyst position in this program in FY 2012/13. BUDGET OVERVI EW FY 2014/15 revenues are expected to increase due to the reclassification of the School Resource Officer to this program, while operating expenditures, including salary and benefits, are expected to decrease slightly due to operational savings with the Crime lab and the previously discussed staffing changes and reorganizations . Primary operating expenses, including Crime lab costs have been reduced this fiscal year as a result of reprioritization of cases being sent to these agencies and rolling 5 -yea r average cost calculations. These costs are expected to remain status quo for the duration of FY 2014/15. As part of the reorganization, 1 FTE Community Services Officer (CSO) assigned to this program has been reclassified as a Records Specialist. The remaining 1.0 FTE CSO position that will support this unit has assumed responsibilities for the court liaison role. This civilian position will have the liaison duties added to their current full time position in supporting the investigations unit.
PROPOSED D - 144 POLICE DEPARTMENT Investigations In FY 2014/15 the School Resource Officer assignment which had previously been managed under the Personnel and Community Services Program will be transferred to the Investigati ons division to effectively work in conjunction with the Juvenile Detective to facilitate more efficient collaboration and to address work load issues associated with the loss of a Sergeants position. Since FY 2009/10, funding for this position has been offset by an agreement with the high school and elementary school districts with each sharing costs for nearly one -half the officer’s salary and benefits. Both the elementary and high school districts ha ve agreed to continue their participation in this shared program once again for FY 2014/15. 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits 1,511 $ 3,224 $ 2,165 $ 1,500 $ 500 $ 500 $ Intergovernmental Revenue 6,456 - - - - - Service Charges 1,293 27,030 1,418 1,200 1,200 121,076 Fines & Forfeitures - - - - - - Other Revenues 1,406 1,265 5,778 1,000 1,000 1,000 TOTAL REVENUES 10,666 $ 31,519 $ 9,361 $ 3,700 $ 2,700 $ 122,576 $ EXPENDITURES Salaries and Benefits 1,735,809 $ 1,704,246 $ 1,593,827 $ 1,598,205 $ 1,482,189 $ 2,078,586 $ Operating Expenditures 228,253 214,634 208,735 164,200 128,984 133,156 Fixed Assets - - - - - - Internal Service Charges 211,446 227,423 213,365 269,359 266,676 294,649 TOTAL EXPENDITURES 2,175,508 $ 2,146,303 $ 2,015,927 $ 2,031,764 $ 1,877,849 $ 2,506,391 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 145 POLICE DEPARTMENT Investigations FY 201 4 /1 5 KEY PROJECTS 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. Additionally, the department is researching further investigative tools/databases to address challenges presented by social media and enhance investigators ability to s o lve crime s and protect the community. 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 Investigation s Program will manage a newly created Domestic Violence Response Team , in conjunction with Next Door Solutions. This partnership is grant funded and will enhan ce s the department’s ability to provide maximum available assistance for victims of domestic violence. Crime Prevention The Police Department recognizes the potential negative effects of cyberbullying on children and has taken a proactive approach to address the issue. In an effort to contact, communicate, educate, and protect our youth, our staff approached local school administration officials and collaborated with them to develop a course curriculum that would be impl emented into the 2013 school year at Los Gatos High School. The Police Department quickly and successfully integrated this anti -cyberbullying and digital responsibility class, which is taught by the School Resource Officer and other Police Department staf f. The interactive curriculum emphasizes prevention of cyber -crimes via sound decision making while using social media; students are also guided on how to get help and how to recognize a situation that has escalated beyond control. Students are educated about the dangers and legal ramifications of using social media inappropriately and presented with real life situations that have had local impact Cross Training To enhance and expand training opportunities, patrol officers will train with detectives as staffing allows .
PROPOSED D - 146 POLICE DEPARTMENT Investigations KEY PROGRAM SERVICES • Investigate s and solve s crimes • Direct s and coordinate s the prosecution of offenders • Provide s services to victims • Provide s diversion opportunities and counseling to local youth • Assist s in management of property and evidence • Monitor s and register s narcotics , sex , and arson offenders • Provide s administrative, strategic , and tactical crime analysis Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Police Captain 1.00 1.00 1.00 1.00 1.00 Poice Sergeant 1.00 1.00 1.00 1.00 1.00 Police Corporal 1.00 1.00 1.00 1.00 1.00 Police Officer * 4.00 4.00 4.00 4.00 5.00 Community Services Officer 2.00 2.00 2.00 2.00 1.00 Police Records Specialist - - - - 1.00 Total Investigation FTEs 9.00 9.00 9.00 9.00 10.00 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Police Officer - - - - 49 Total Annual Hours - - - - 49 *INVESTIGATIONS PROGRAM STAFFING Includes one officer in the Santa Clara County Enforcement Team (SCCET) and the reassignment of the School Resource Officer to this unit.
PROPOSED D - 147 POLICE DEPARTMENT Investigations Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.a.Number of Part I and Part II crimes cleared:511 546 558 400 450 2. a.Percentage of youthful offenders diverted from the criminal justice system:22%18%31%43%35%3.a.Percentage of criminal complaints issued by District Attorney with charges filed:72%75%69%71%69%b. Percentage of criminal complaints denied by District Attorney:26%26%31%25%26%Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.1651 1793 1630 1691 1700 2.456 403 469 440 460 * Numbers do not include cases handled by the RATTF and the SCCSET.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 - 148
PROPOSED D - 149 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 2013/14 the department completed the purchase and installation of a new parking enforcement technology. The technology automates many of the manual processes associated with parking enforcement which will serve to minimize injuries, increase efficiencies and realize a reduction in the number of citations contested. As part of the reorganization, a 0.4 FTE Community Service Officer (CSO) position previously budgeted for in this program has been reclassified to a Records Specialist position.
PROPOSED D - 150 POLICE DEPARTMENT Parking Management KEY PROGRAM SERVICES • Proactively manages the Town’s available parking inventory • Monitor s and enforce s parking and abandoned vehicle laws • Communicate s with and educate s residents, businesses, and visitors on parking issues and regulations • Coordinate s the Holiday Parking Program and its promotion 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits 26,911 $ 33,254 $ 38,326 $ 25,000 $ 38,000 $ 35,000 $ Intergovernmental Revenue - - - - - - Service Charges 1,661 1,278 1,237 500 - - Fines & Forfeitures 582,866 699,729 534,006 628,000 503,000 553,500 Other Revenues 24,840 24,840 24,840 24,840 24,840 25,461 TOTAL REVENUES 636,278 $ 759,101 $ 598,409 $ 678,340 $ 565,840 $ 613,961 $ EXPENDITURES Salaries and Benefits 292,280 $ 311,808 $ 315,415 $ 306,765 $ 323,626 $ 323,972 $ Operating Expenditures 258,640 291,687 209,072 285,585 282,520 278,275 Fixed Assets - - 30,629 - 45,991 - Internal Service Charges 76,324 79,237 75,475 86,195 86,674 85,167 TOTAL EXPENDITURES 627,244 $ 682,732 $ 630,591 $ 678,545 $ 738,811 $ 687,414 $ SUMMARY OF REVENUES AND EXPENDITURES Full Time Equivalent (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Police Sergeant 0.30 0.30 0.30 0.30 0.30 Community Services Officer 0.40 0.40 0.40 0.40 - Police Record Specialist - - - - 0.40 Parking Control Officer 2.00 2.00 2.00 2.00 2.00 Total Parking Mgmt. FTEs 2.70 2.70 2.70 2.70 2.70 PARKING MANAGEMENT FUND STAFFING
PROPOSED D - 151 POLICE DEPARTMENT Parking Management Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.a.Percentage of parking citations paid with initial notices:90%90%90%90%90%Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.11,337 11,741 11,991 9,490 10,443 2.$582,866 $699,729 $534,006 $503,000 $553,500 3.978 1050 1476 1461 1346 4.$26,911 $33,254 $38,326 $38,000 $35,000 5.468 487 299 300 324 6.32 24 28 26 26 Number of vehicles marked for 72-hour parking:Number of abandoned vehicles removed from public streets:Promote pedestrian and vehicular safety while providing improved traffic flow and increased parking availability on residential streets. Revenue received on parking permits issued:Revenue received on parking citations issued:Number of residential and employee parking permits issued:Number of parking citations issued:
PROPOSED D - 152
PROPOSED D - 153 Police Department PASS -THROUGH ACCOUNTS PROGRAM 4999 PROGRAM PURPOSE Revenues and e xpenditures which are collected for, and remitted to, external agencies are considered “pass -t hrough” appropriations in the Town’s budget. Accounting for these activities in a separate accounting structure allows the true cost of operations to remain intact within a program, eliminating unrelated funding fluctuations from year to year. BUDGET OVERVIEW There is no budgetary impact to this program as revenues will equal expenditures. The revenues and expenditures reflect a reasonable estimate based on prior year trends or department information; however, actuals may differ substantially from original budgeted nu mbers at fiscal year -end. FY 2014/15 revenues and expenditures reflect a pass -through of realignment money which the Town received to pass on to various jurisdictions. 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Intergovernmental Revenue - - - - - - Service Charges - - - - - - Fines & Forfeitures - - - - - - Other Revenues 18,580 10,262 9,596 9,000 772,550 773,000 TOTAL REVENUES 18,580 $ 10,262 $ 9,596 $ 9,000 $ 772,550 $ 773,000 $ EXPENDITURES Salaries and Benefits -$ -$ -$ -$ -$ -$ Operating Expenditures 18,608 10,932 9,596 9,000 772,550 773,000 Fixed Assets - - - - - - Internal Service Charges - - - - - - TOTAL EXPENDITURES 18,608 $ 10,932 $ 9,596 $ 9,000 $ 772,550 $ 773,000 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 154
PROPOSED D - 155 Police Department OPERATING GRANTS 4803 -48 10 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 abs orbed 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 pr ogram budget. BUDGET OVERVIEW As mentioned in the Personnel and Community Services 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 $70,000 of these funds. At this time it is anticipated that this will be the last year of this funding , and the department intends to utilize these funds to help offset costs for the officer assigned to the County regional task force.
PROPOSED D - 156 POLICE DEPARTMENT Operating Grants HOMELAND SECURITY GRANT RECOVERY ACT JAG GRANT 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Intergovernmental Revenue - - 1,432 - - - Service Charges - - - - - - Fines & Forfeitures - - - - - - Other Revenues - - - - - - TOTAL REVENUES -$ -$ 1,432 $ -$ -$ -$ EXPENDITURES Salaries and Benefits -$ -$ -$ -$ -$ -$ Operating Expenditures - - 1,432 - - - Fixed Assets - - - - - - Internal Service Charges - - - - - - TOTAL EXPENDITURES -$ -$ 1,432 $ -$ -$ -$ SUMMARY OF REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Intergovernmental Revenue - - - - - - Service Charges - - - - - - Fines & Forfeitures - - - - - - Other Revenues - - - - - - TOTAL REVENUES -$ -$ -$ -$ -$ -$ EXPENDITURES Salaries and Benefits -$ -$ -$ -$ -$ -$ Operating Expenditures 164 - - - - - Fixed Assets - - - - - - Internal Service Charges - - - - - - TOTAL EXPENDITURES 164 $ -$ -$ -$ -$ -$ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 157 POLICE DEPARTMENT Operating Grants OTS GRANT DOMESTIC VIOLANCE RSP GRANT 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Intergovernmental Revenue - 7,538 35,789 - - - Service Charges - - - - - - Fines & Forfeitures - - - - - - Other Revenues - - - - - - TOTAL REVENUES -$ 7,538 $ 35,789 $ -$ -$ -$ EXPENDITURES Salaries and Benefits -$ 21,080 $ 33,302 $ -$ -$ -$ Operating Expenditures - 9,396 1,485 - - - Fixed Assets - - - - - - Internal Service Charges - 93 161 - - - TOTAL EXPENDITURES -$ 30,569 $ 34,948 $ -$ -$ -$ SUMMARY OF REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Intergovernmental Revenue - - - - - - Service Charges - 62,500 62,499 62,500 62,500 - Fines & Forfeitures - - - - - - Other Revenues - - - - - - TOTAL REVENUES -$ 62,500 $ 62,499 $ 62,500 $ 62,500 $ -$ EXPENDITURES Salaries and Benefits -$ 62,500 $ 62,499 $ 62,500 $ 62,500 $ -$ Operating Expenditures - - - - - - Fixed Assets - - - - - - Internal Service Charges - - - - - - TOTAL EXPENDITURES -$ 62,500 $ 62,499 $ 62,500 $ 62,500 $ -$ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 158 CERT/EMPG HOMELAND GRANTS 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Intergovernmental Revenue - - 15,111 - 17,899 - Service Charges - - - - - - Fines & Forfeitures - - - - - - Other Revenues - - - - - - TOTAL REVENUES -$ -$ 15,111 $ -$ 17,899 $ -$ EXPENDITURES Salaries and Benefits -$ -$ -$ -$ -$ -$ Operating Expenditures - - - - 17,235 - Fixed Assets - 30,222 - - - - Internal Service Charges - - - - - - TOTAL EXPENDITURES -$ 30,222 $ -$ -$ 17,235 $ -$ SUMMARY OF REVENUES AND EXPENDITURES