Study Session AddendumDATE: MAY 16, 2014
TO: MAYOR AND TOWN COUNCIL
FROM: GREG LARSON, TOWN MANAGER
MEETING DATE: 05/19/14
ITEM NO: STUDY SESSION
ADDENDUM
SUBJECT: LOS GATOS/MONTE SERENO POLICE DEPARTMENT BUDGET
REMARKS:
Attached are responses to Council questions received so far regarding the Study Session on the
Police Department budget.
Several of the questions requested comparative information regarding other police agencies. At
the February 10, 2014 Special Council meeting, Council directed the Police Department to
provide an expanded budget presentation at the Proposed FY 2014 /15 Operating Budget public
hearing. There was not a Council majority for the following other possible analyses:
1. Historical comparisons;
2. Comparisons to other comparable policies agencies; and/or
3. Consideration of police services outsourcing/contracting out options (i.e., Sheriff)
While the Police Department did provide readily- available historical data in the Study Session
material, comparative information requires significant additional effort. Included in the responses
to Council questions is limited comparative information that was possible to obtain in a short
timeframe. This information regards the Town's most directly comparable agencies in Santa
Clara County, which are Campbell and Morgan Hill.
Attachment 1 Received with Staff Report:
1. Historical Budget Report for Los Gatos/Monte Sereno Police Department (previously
submitted)
Attachment 2 Received with Addendum:
2. Responses to Council Questions
PREPARED BY: PAMELA JACOBS
ASSISTANT TOWN MANAGER
Reviewed by: Assistant Town Manager Town Attorney Finance
NAMGR \Adn inWorkFiles\2014 Council Reports\May 19\5 -19 -14 PD Budget Study Session Report Addendwndoc
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Los Gatos
Monte Sereno
TO: Greg Larson, Town Manager
POLICE DEPARTMENT
DATE: May 16, 2014
FROM: Scott R. Seaman, Chief of Police
SUBJECT: Response to Questions from Council
COO
This memorandum is in response to the questions received from Town Council regarding the Police
Department Operating Budget Report.
Traffic Management Program (D -109, D- 139 -141)
a. Please describe in more detail the traffic management program.
b. Please describe what the LGPD has done /is doing to manage and
facilitate day -to -day traffic flow (as opposed to responding to accidents, staffing special
events, etc.)
c. LG scores on the "Traffic Index" have declined for 3 years. What is
the explanation? And does this refer to collisions only?
a. The Police Department is a partner with PPW in overall Traffic Management. The Police
Department is dedicated to traffic enforcement and education of the community by focusing on
historical traffic data, experiential understanding of traffic related issues, and reported
complaints. The Police Department also supports PPW through the traffic calming program.
b. Day today traffic management is the primary responsibility of the motor officers. Patrol
officers also support traffic enforcement and traffic flow issues as part of their general patrol
duties. The School Resource Officer dedicates time, as available, to traffic flow around the
schools, especially at the start of the school year.
Motor Officers are deployed during daytime hours of the work week when traffic flow is most
impacted. The motor officers must divide their time between traffic flow management,
targeted enforcement activities (DUIs, distracted driving, speeding, etc.) and responding to
citizen complaints.
During some times of the day traffic flow is impacted to a level due to roadway capacity that
traffic management is not easily achieved.
The Police Department regularly consults with PPW, the Transportation & Parking
Commission, the School Districts, the Youth Commission, and works in partnership with Safe
Routes to Schools to positively influence traffic impacts.
c. The Traffic Index, a nationwide standard, refers only to collisions and is a direct calculation of
the total number of hazardous citations divided by the total number of fatal and/or injury
collisions. Over the past several years the numbers of citations and injury accidents have
remained relatively constant with the exception of a decrease in the number of injury collisions
in FY 2011/12 causing a large increase in the traffic index for that year.
Subject: Police Department Response to Questions from Council
Date: May 16, 2014
Page 12
2. Position Reclassifications: What is the thinking in reallocating CSO positions to administrative
positions? Wouldn't these be better used as code compliance resources?
Community Service Officers (CSO) are civilian positions that perform specified police
administrative functions such as:
• Personnelibackground investigations
• Evidence /property management
• Special permits (events, taxi's, tow trucks, alarms)
• Parking citation processing/appeals /collections
• Community relations
• Patrol support
• Other functions.
Given overlapping vacancies in these and other positions, the Police Department has proposed and
the Town Manager is recommending a comprehensive reorganization and reclassification of four
full -time equivalent (FTE) positions to four different FTE positions at no increased cost, as
detailed in the proposed budget. Included in this reorganization is the high priority restoration of
a prior analyst position to focus on police department finances and performance measurement and
management.
CSO's are not utilized for code enforcement activities as the Police Department does not have
responsibility or expertise in enforcing zoning, building and most Conditional Use Permit related
conditions and violations. The Police Department does respond to noise - related complaints and
other evening, night -time and weekend non - emergency calls for service as resources are available.
The Town Manager will be separately presenting to Council an option for an additional part-time
position to augment code enforcement if the Council so directs.
3. Staff Augmentation (D -110)
Please deftne/describe "work load pressure" and "specific critical needs. "
The department has existing budgeted funding of $70,000 for temporary employees for all
programs within the Police Department. These existing funds support per diem dispatchers, part
time records personnel, CSO intern positions, part time retired police officers for completing
backgrounds. In FY 2013 /14, the estimated expenditures for temporary employees will exceed the
budget by $81,218, largely offset by vacancy savings.
During FY 2013/14 the department used temporary hour funds to support priority projects, such as
the CAD/RMS implementation. The department intends to use additional funding for this
purpose in FY 2014/15 as well as provide short-term staffing relief for current vacancies, primarily
in Dispatch and to support increased background investigations for new employees.
"Work load pressure" refers to existing and new work that has intensified primarily due to
turnover, vacancies that are occurring at a time of reduced staffing and on the job injuries.
Addressing "specific critical needs" refers to the need to complete backgrounds for these
vacancies as well as project management for priority projects.
Subject: Police Department Response to Questions from Council
Date: May 16, 2014
Page 13
4. Accomplishments (D- 111 -113)
a. How much involvement— management, supervision, training, etc.
does the LGPD have in the various volunteer programs described?
What is the cost in salary and time to the LGPD in administering the
programs?
b. In particular, with respect to the Juvenile Diversion program
described, is this solely an LGPD program, or conducted in
conjunction with County Probation, the DA's Office, the schools?
And is it post- arrest/pre- conviction or post - conviction?
(a) There are no specifically delineated costs associated with any of the department's volunteer
programs. They are all managed collaterally by sworn and/or civilian employees within the
department. The management of these programs is done on duty or through flexible scheduling
options. The impact of managing these programs while addressing traditional duties is not
specifically tracked. Typically 30 to 40 hours per month are spent by the sworn and/or civilian
staff coordinating and supervising all the volunteer programs and volunteers.
However, the benefits of having these programs has in many ways enabled the department to be
more efficient and seamless in problem solving with the community and further helps to reduce
work load pressures and address critical needs, provide support to staff, and provide value added
service to the community.
Notable examples of services performed by volunteers are: assignment to the Community
Emergency Response Team (CERT), Disaster Aid and Rescue Team (DART), Victim Services
Unit (VSU), New Resident Outreach Program, Police Explorer and Reserve Police Officer
program. The specific dollar amount associated with hours given and the value of this donated
time is outlined on page D -131 and is represented to be approximately $787,131.
(b) The Group Diversion program is a department initiated program and is supported voluntarily by
the Juvenile Probation Department. The Group Diversion program is an enhancement of the prior
one -on -one diversion approach. Sunnyvale DPS is the only other agency in Santa Clara County
that offers an in -house diversion program. All other agencies within the county send juvenile cases
to the Juvenile Probation Department for disposition.
As a result the department utilizes a Juvenile Probation Officer as a liaison to our diversion
program, at no cost. This affords the department the opportunity to take advantage of her expertize
and utilize the resources of the Juvenile Probation Department. This collaboration provides
parents and juveniles within the community the opportunity of having their case handled internally
rather than going directly to the Juvenile Probation Department without any intervention.
This approach closely integrates the work of Juvenile Probation and the School Resource Officer
who provides recommendations based on students need, crime type and severity, to the juvenile
detective for the recommendation of an in house diversion. The Diversion program is a post
arrest/pre- conviction program, with the option of sending the case to the Juvenile Probation
Department if the juvenile fails to comply with the measures set forth in the diversion program.
Subject: Police Department Response to Questions from Council
Date: May 16, 2014
Pagc 14
5. Revenues (D -114)
Do the "intergovernmental revenues" and "service charge" represent contract payments from
Monte Sereno? If not, what are they?
The Monte Sereno Police Services contract payment is located under Service Charges. The
following shows revenues for both Intergovernmental Revenues and Service Charges:
Intergovernmental Revenues
• Prop 172 Public Safety Tax
• AB 109 Public Safety Realignment Monies
• POST
• Traffic Safety (CVC) B &F
• SLESF
• Abandoned Vehicles
Service Charges
•
School Resource Officers
•
Special Events
•
Monte Sereno Police Services
•
Clearance Letters
•
Report Copies/Photos
•
Vehicle Release
•
Vehicle Repossession
•
Hourly Staffing Charges
•
Crossing Guards
•
PD Evidence Cases
•
Fingerprinting
•
Citation Sign -off
6. Dispatch generally
Please explain why it is cost effective for the Town to maintain its own Dispatch center and
personnel
In FY 2011/12, Council directed staff to contract for a dispatch consolidation study. The study,
completed in November 2012, focused on a possible dispatch consolidation between the Town and
the City of Campbell. That study revealed that a consolidation between the two cities was not
economically and practically feasible at the time due to initial costs, the time projected to recover
initial costs and considering two virtual /regional dispatch partnerships that were then underway
(Mountain View /Los Altos/Palo Alto and Los Gatos /Sunnyvale shared purchase of a dispatch
system upgrade).
In May 2013, Council received the following update: "The Town Council previously approved
staffs recommendation to study potential consolidation of the Los Gatos and Campbell dispatch
centers for operational effectiveness and efficiencies. That study is now complete and both
agencies have determined that the initial costs and operational challenges outweigh any potential
long term efficiencies and savings. However, the Town is continuing to pursue potential broader
dispatch partnerships that may have increased benefits for the Town. Specifically, the joint
acquisition of a common dispatch system with the City of Sunnyvale has led directly to reduced
Subject: Police Department Response to Questions from Council
Date: May 16, 2014
Page 15
up -front system costs and accelerated system upgrades with fixed annual costs, as well as
redundant capacity in Sunnyvale should the Civic Center dispatch center ever be temporarily
incapacitated or overwhelmed. In addition, further consolidations may be possible as regional
interoperability moves forward over the next decade." No further specific work has been
performed on dispatch consolidation since 2012.
Most public safety agencies in Santa Clara County have their own dispatch centers. Agencies
make this choice for reasons of local control of service levels and policies and local familiarity
with residents, personnel and conditions. Dispatchers, as Town employees, are directly and
continually engaged in department policy setting, training, development of procedures, and
resolution of issues. Operationally, the ability for supervisory/management personnel to be
physically present in the dispatch center on a random basis and during rimes of specific incidents
gives the department an advantage in continually managing performance and service delivery and
to understand the urgency /scope and provide direction for emergency issues.
7. Patrol Program (D- 133 -143)
a. Please describe what equipment is being changed in patrol cars
and why it is necessary.
b. Are the staffing levels and salaries/benefits oudinedfor LGPD
the same as/more thanNess than similarly sized communities in
the Bay Area which maintain their own police force?
c. Please explain how the participation of LGPD officers in County
Task Forces specifically benefits the Town of Los Gatos (see, in
particular, p. D -155 describing use of grant funds to "help" offset
costs of participation).
(a) The equipment that will be changed in the patrol cars is the in -car- camera video system. The
existing system is outdated, out of warranty and many of the replacement parts and technology
are obsolete. The existing system is approximately 8 years old and is in need of replacement to
maintain best practices /standards. At the same time, the mobile computer systems in the patrol
vehicle are being relocated from the trunk to the front area of the vehicle for better performance.
Since 2007 the Police Department has accrued funding through internal service charges associated
with the Equipment Replacement Fund, to pay for the equipment.
(b) Although the Council did not direct a comparison study of police costs, here is some information
from the most comparable police services in Santa Clara County:
POLICE DEPARTMENT
LOS GATOS
CAMPBELL
MORGAN HELL
Total Police Dept. Budget
$ 13,612,526.00
$ 13,422,637.00
$ 13,435,795.00
Total Salaries/Benefits
$ 10,808,894.00
$ 11,792,325.00
$ 10,867,900.00
Percentage
79%
88%
81%
Sworn Employees
38
42
38
Civilian Employees
18.5
22.8
18.5
Total Employee
56.5
64.8
56.5
Subject: Police Department Response to Questions from Council
Date: May 16, 2014
Page 16
(c) The police departments in Santa Clara County endorse and support the concept of regional sharing
of personnel in task forces. This participation expands the capabilities and professional
development of individual departments and provides a regional resource, a "force multiplier," for
crime problems that any individual city would not otherwise have the personnel or capacity to
address. The Police Department has participated in its current task force, the Santa Clara County
Specialized Enforcement Team SCCSET, since its inception and prior formulations, at least 25
years. The SCCSET task force addresses major crime impacts throughout Santa Clara County
focusing on crime issues requiring lengthy investigations, surveillance, specialized investigative
techniques and coordination with outside law enforcement agencies. Department personnel
assigned to this task force receive exposure to criminal investigation techniques and processes that
the department would not otherwise be able to provide. The personnel develop personal
relationships with other law enforcement personnel that directly contribute to successful criminal
investigation outcomes beyond their term in the assignment. These personnel develop skills and
leadership ability that cause them to be even more effective upon their return to the police
department. Captain Matt Frisby, Captain Mike D'Antonio, Sergeant Clint Tada and Corporal
Greg Borromeo have each served in the SCCSET task force preceding their promotions. Because
of the department's participation in the SCCSET task force, when a major crime occurs in Los
Gatos, the task force is immediately available to bring personnel, expertise, equipment and
specialized investigative methods to the investigation. In both the Achilli and Kumra homicides,
SCCSET task force personnel committed weeks of time, as well as investment of funds, to the
investigation of the case.
The department has typically not received reimbursement for participation in the task force beyond
reimbursement of some portion of overtime; however, the task force has paid for the purchase of
equipment and services to the department. Beginning in 2012/13, state funding arising out of
Public Safety Realignment (AB 109) has provided approximately $70,000 in reimbursement to all
agency personnel participating in one of the regional task forces. For FY 2014/15, this funding is
proposed to be increased by the state which may increase this individual reimbursement, or allow
for additional agencies to participate and receive reimbursement.
8. Pass - through accounts
Please provide some examples of representative pass - through expenses.
Pass Thorough accounts are composed of the following:
• DOJ Fingerprinting — Revenues and Expenditures incurred for fingerprinting for Library,
CDD, PPW, and Administrative Service Employees as well as fingerprinting for the
general public.
BSCC Law Enforcement - County realignment money, in which the Town is the fiscal
agent, receives the money and then distributes to various jurisdictions. The Town retains
$70,000 which is budgeted as intergovernmental revenue in Program 4202 Personnel &
Community Services — AB 109 Public Safety Realignment.
Subject: Police Department Response to Questions from Council
Date: May 16, 2014
Page 17
9. Grants
Please provide full name of "JAG," "OTS,"and "RSP" grants, rather than acronyms.
OTS — Office of Traffic Safety
RSP — California Emergency Management Agency Domestic Violence Regular Service
Program Grant
JAG — Edward Byrne Recovery Act Justice Assistance Grant
10. Please break out PERS /medical benefus/other benefits from the general category of
"salaries and benefits."
Police Department
2011/12
2012/11
2013/14*
2014/15-
Proposed
Salaries
$
7,024,737
$ 7,027,749
$
6,922,292
$
7,116,190
Benefits
PERS Safety
Employees
$
1,997,464
$ 1,963,788
$
2,055,752
$
2,244,452
PERS
Miscellaneous
Employees
$
250,011
$ 269,675
$
307,001
$
335,199
Medical
$
781,734
$ 794,494
$
867,927
$
1,002,367
Dental
$
81,386
$ 79,153
$
83,448
$
82,224
Vision
$
7,323
$ 7,240
$
7,719
$
7,979
Workers
Compensation
$
489,317
$ 463,403
$
467,951
$
488,610
Other Benefits
$
142,431
$ 148,871
$
159,393
$
167,240
Total Benefits
$
3,749,665
$ 3,726,623
$
3,949,192
$
4,328,071
Total Salary &
Benefits
$ 10,774,402
$ 10,754,371
$ 10,871,484
$
11,444,261
*Budgeted Figures
11. Please define "operating expenditures. "
Operating expenditures refer to all non - personnel and internal service charge costs, such as
training, equipment, supplies & materials, contracts for service, and phone /data lines.
Subject: Police Department Response to Questions from Council
Date: May 16, 2014
Page 18
12. Beginning in 201112012 budget to proposed, please breakout Workers Comp and Liability
Insurance from other categories listed as "Internal Service Charges. " And if possible, please
break out increased cost, if any, of liability insurance and Workers Comp for motorcycle
officers vs. others.
The Town does not pay a separate rate for motor officers; the rates are broken into a general public
safety classification and a non - public safety classification.
Insurance Rates
2011/12
2012/11
2013/14*
2014/15-
Pro osed
Internal Service
Charges - PD
Liability Insurance
$
349,573
$
331,061
$
334,713
$
348,090
Other
$
1,223,009
$ 1,291,592
$
1,254,009
$
1,309,282
Total
$
1,572,581
$1,622,654
$
1,588,722
$
1,657,372
Liability
Self-Insurance
Program
2011/12
2012/11
2013/14*
2014/15-
Proposed
INSURANCE
PREMIUM
$
233,322
$
269,966
$
275,000
$
330,139
ADMIN PREMIUM
$
155,256
$
146,697
$
155,000
$
211,522
ALL RISK
PROPERTY
$
16,708
$
27,977
$
30,000
$
30,000
Total Premiums
$
405,286
$
444,640
$
460,000
$
571,661
Total Liability
Expenditures
$
984,093
$
730,092
$
699,926
$
784,592
Worker's
Compensation
Fund
2011/12
2012/11
2013/14*
2014/15 -
Proposed
INSURANCE
PREMIUM
$
139,457
$
146,895
$
185,000
$
153,587
WC INSURANCE
ADMIN
$
50,231
$
66,210
$
65,000
$
57,353
INDEMNITY
$
192,286
$
63,560
$
60,000
$
108,426
FIELD
INVESTIGATIONS
$
15,566
$
47,535
$
10,000
$
87,436
MEDICAL
$
418,522
$
176,360
$
205,000
$
250,000
Total
$
816,062
$
500,560
$
525,000
$
656,802
Total Workers
Compensation
$
1,350,924
$
745,441
$
758,607
$
1,060,179
*Budgeted Figures
Subject: Police Department Response to Questions from Council
Date: May 16, 2014
Page 19
13. Regarding staffing, as salary costs have increased while staffing levels have decreased, please
identify and explain the reasons for the increased costs.
Salary costs have increased primarily due to externally determined personnel costs such as PERS
and health/medical benefit rate increases.
14. Shifts and 'patrol staffing ratio." How does the 1:14 patrol to population ratio compare with
similarly sized communities in the Bay Area which maintain their own police departments? If
known, how does it compare with Bay Area communities which contract with the Sheriff for
police services?
The May 8, 2014 historical budget document mistakenly referenced staffing to population in one
area as a ratio for Patrol and in another area as ratio for all sworn personnel. The figures are for all
sworn personnel, not just Patrol.
Although the Council did not direct a comparison study of police departments, here is some
information from the most comparable police departments in Santa Clara County:
Town/City Population Sworn Personnel Ratio
Los Gatos 33,441 38 1:14
Campbell 40,272 42 1:04
Morgan Hill 39,420 38 1:04
The department does not have figures for staffing per thousand residents for cities who receive
services from a sheriff s department. Cities utilize different levels of service when they contract
for service, so any comparison could not be made directly.
15. Is the table showing "Sworn Positions vs. Civilian Positions" based on Police Department
positions, not Town -wide general fund positions as opposed to the chart on the last page which
actually is comparing LGPD vs. Town?
Yes, that is correct.
16. What is the total law enforcement budget, population, and per person expenditure for each of
these 3 cities: Campbell, city of Los Altos, Palo Alto?
City Law Enforcement Budget* Population Per Person Expenditure
Campbell
$ 14,072,764
40,272
$349.44
Los Altos
$ 9,507,750
29,929
$317.67
Los Gatos
$ 14,852,912
33,441
$444.15
Palo Alto
$ 32,573,410
66,363
$490.84
*based on proposed
FY 2014/15 budget
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