Attachment 1IPROPOSED
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Police Department
DEPARTMENT PURPOSE
The Los Gatos/Monte Sereno Police Department provides police services to the Town of Los Gatos and
contractually to the City of Monte Sereno. The Department’s vision is to accomplish three things: build
a highly competent and professional Police Department, develop community relationships, and engage the
community in problem solving. The Department’s ultimate goal is to know everyone in the community to
facilitate high quality community policing.
The core services provided by the Police Department include responding to emergency and non-
emergency calls for service; identification of criminal activity; dispatch services; investigation and
prosecution of crimes; recruiting, hiring, and training of personnel; crime prevention and community
outreach; traffic safety; maintenance of records, property, and evidence; and community problem solving.
The Police Department continues to build upon a strong police/community partnership through innovative
Department and community programs, including the Adult Restorative Justice Community Court
program, School Resource Officer funding partnership, In-House Juvenile Diversion programs, Digital
Media Safety/Cyberbullying education, Safe Routes to School, Library Community Service Intern, Drug
Free Community Committee, homeless outreach, Youth Commission, Domestic Violence Advocate
program, and traffic management. Volunteer programs such as Reserve Police Officers, Volunteers in
Policing (VIP), Disaster Aid Response Team (DART), the Police Chaplain program, Parking Citation
Hearing Officers, Victim Services Unit (VSU), and the Police Explorer Scout program extend these
partnerships to the community. For the past eight years, volunteers have personally welcomed all new
homeowners to the Town through the Department’s New Resident Outreach Program. Additionally,
community volunteers have been instrumental in the training and growth of the Community Emergency
Response Team (CERT).
The Police Department is focused on community problem solving. Individual officers and patrol teams
are responsible for identifying problems and creating and implementing solutions to those problems. In
furtherance of this effort, the Department continues to develop relationships with specific segments of our
community such as the Chamber of Commerce, Communities against Substance Abuse (CASA), Mothers
against Drunk Driving (MADD), homeowner and neighborhood associations, schools, non-profit
organizations, the faith community, and service clubs, among others. All field staff are trained in
effective community based policing tactics and strategies to de-escalate and respond appropriately to field
situations (e.g. interpersonal communications training).
PROPOSED
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POLICE DEPARTMENT
All Police Department personnel are committed to these activities and continue to make significant strides
toward reaching the ultimate goal of knowing everyone in the Los Gatos and the Monte Sereno
communities for high quality public safety.
BUDGET OVERVIEW
This budget overview discusses the Police Department’s focus for FY 2016/17 as well as its revenue and
expenditure outlook.
The proposed FY 16/17 departmental budget reflects a decrease from the prior years adopted budget. The
reduction is due primarily to the elimination of budgeted AB109 pass through expenditures of
$1,123,478. For the past three fiscal years the Town of Los Gatos acted as the fiduciary agent for the
California Police Chief’s Association regarding funding from the State of California. This funding helped
offset costs to local law enforcement as a result of parole realignment (AB109). These funds were
received from the State and immediately paid out by the Town to other Santa Clara County law
enforcement agencies. The State of California is no longer providing AB109 funding and, as such, the
Los Gatos Monte Sereno Police Department will no longer serve as the fiduciary agent for AB109
realignment funds.
The Police Department and the Town of Los Gatos have enjoyed a very good relationship with the City of
Monte Sereno. Both communities have similar residential demographics and the Police Department has
provided quality and responsive services with a long history of reaching out to its citizens, which has
resulted in a strong bond between both communities. In FY 2015/16 the Town entered into a restructured
ten year agreement, effective July 1, 2015, to provide Law Enforcement Services to the City of Monte
Sereno. This new agreement allows for consideration of updates in law enforcement practices. Revenues
generated as a result of the police services contract with the City of Monte Sereno are the largest revenue
source in the police department budget and has provided a stable base when other Town revenues were
subject to economic fluctuations.
The FY 2016/17 budget reflects a slight increase in salaries and benefits attributed to increased PERS,
benefit and workers’ compensation rates. Salary increases are not reflected in the proposed budget and
labor negotiations with the Town’s unions are pending.
Department Reorganization
The FY 2016/17 budget includes an operational restructure and reorganization of non-sworn positions
which best meets the demands within the Department. The reorganization resulted in the reclassification
of 1.0 FTE Police Records Specialist Position assigned to Property and Evidence to be reclassified to
1.0 FTE Community Service Officer. Due to the workload, expertise required, and additional duties of
managing Property and Evidence, the Department has recognized the need to reclassify the 1.0 FTE
Property and Evidence Records Specialist back to its previous classification as a Community Service
Officer, this 1.0 FTE Community Service Officer will be funded in Investigations. The existing 1.0 FTE
Police Records Specialist position from Property and Evidence will be utilized in the reorganization of the
Police Dispatch Program, and reallocated to fund an additional 1.0 FTE Police Communications
PROPOSED
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POLICE DEPARTMENT
Dispatcher. In addition, the Records and Evidence Manager has been reclassified to a Police Records
Manager. This restructure allowed for improved alignment around departmental effectiveness and vision.
These modifications were made without fiscal impact.
Since FY 2009/10, funding for the School Resource Officer (SRO) position has been offset by an
agreement with the high school and elementary school districts with each sharing costs for nearly one-half
the Officer’s salary and benefits. Both the elementary and high school districts have agreed to continue
their participation in this shared program for FY 2016/17.
These changes and reorganization will be continuously reevaluated to assess effectiveness and
sustainability of the organization as well as needs of the community.
Staff Augmentations
In addition to the operational reorganization, temporary staff funding is proposed to the FY 2016/17
budget for technology support, background investigations, and parking control officers. The temporary
hour increase is funded from one-time funding. Staff anticipates bringing forward an ongoing funding
source for this temporary hour increase at the FY 2016/17 mid-year review for Council consideration,
after the completion of the bargaining unit agreements and other fiscal decisions.
• An additional $30,043 in temporary staffing hours is proposed as one-time support to assist in
technology and interoperability upgrades and to offset workload impacts resulting from
anticipated retirements, recruitments, and fluctuations in the work force that affect critical
operational needs.
• An additional $18,455 in temporary staffing hours is proposed as a one-time support to assist in
background investigations for three sworn and three non-sworn positions anticipated for hire in
FY 2016/17.
• An additional $12,155 in temporary staffing hours is proposed as a one-time support to assist in
the use of Parking Control Officer during peak times.
The Police Department’s patrol officers work 12-hour shifts due to staffing reductions in prior years. This
shift structure provides increased patrol coverage, however, it limits staffing flexibility. The Department
is committed to continually reviewing the most appropriate work schedule based on resources and the
fiscal environment.
The one time hire ahead Police Department position was eliminated in FY 2015/16. During FY 2015/16
mid-year budget adjustments Council approved one time Town-wide hire ahead funding utilizing a pilot
program. The possibility of a hire ahead pilot program continuing for FY 2016/17 remains. Hire ahead
opportunities for any Department, including the Police Department, are within the existing budget
authority of the Town Manager. Hire ahead allows the Town to hire in advance of known separations
using salary savings from specific Department budgets.
PROPOSED
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POLICE DEPARTMENT
The part-time Community Services Officer will be eliminated from the Code Compliance and Police
Department budgets due to lack of nighttime complaints.
The Police Department budget consists of the following programs: Police Administration, Records and
Communications, Personnel and Community Services, Patrol, Traffic, Investigations and Parking
Management. Pass-Through accounts and Police operating grants are also reflected in the Police
Department.
PROPOSED
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Values Accomplishments
Community
Character
Preserve and
enhance the
appearance
character and
environment
quality of the
community
• Volunteers in Policing conducted 2,112 vacation checks, participated in 78
graffiti abatement projects, delivered 1,215 welcome packets, and reached
the milestone of over 5,000 walking miles while patrolling the Los Gatos
Creek Trail.
• The Homeless Liaison Officer continued its work with local transients by
collaborating with local nonprofit and faith-based organizations to
continually monitor the transient population in Town. The Homeless
Liaison Officer made contact with over 80 different transients throughout
the year and worked with the Santa Clara County Office of Supportive
Housing and the Santa Clara County Department of Mental Health to
provide resources to the transient population
Good Governance
Ensure responsive,
accountable and
collaborate
government
• The records unit created a new police records manual. The manual
incorporates current statutes, department policies, and best practices. The
implementation of this manual will streamline work flow and make daily
operations more efficient. The manual is used as a training tool for new
employees.
• Partnered with the Drug Enforcement Agency (DEA) in providing the
community with two local pharmaceutical disposal events. The events
were co-sponsored with the Committee Against Substance Abuse (CASA)
and the West Valley Clean Water Program (WVCWP). The events
collected over 600 pound of drugs for disposal.
• Collaborated with the Santa Clara County Community Court Restorative
Justice Program. Members of the Police Department’s Victim Services
Unit were selected as the Community Court Hearing Board and actively
participated in the diversion of low level, non-violent, first time adult
offenders away from the criminal justice system.
• Completed the L3 Mobile Audio and Video project in 14 patrol vehicles.
The system is working as expected after the initial trial period.
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational and
individual
enrichment
• Implemented initial steps to utilize social media networks for emergency
notifications, crime prevention, crime trend information, and quality of life
concerns through Nixle and Nextdoor.com. In addition, a customized user-
friendly app was introduced with wide-ranging functionality.
• Expanded and revised of the Neighborhood Watch program by integrating
citizens in modern community policing techniques. Eight Neighborhood
Watch meetings were facilitated. The program has grown to 24
Neighborhood Watch groups in town. As a part of the Neighborhood
Watch program, the Police Department provides crime prevention
measures, interacts with citizens through the use of social media networks,
and has elevated transparency between the police and our community.
• LGMSPD continues to promote citizen engagement in the fight against
regional rise in crime by encouraging residents and businesses to register
their surveillance cameras with the department through “Los Gatos On
Watch.” This community partnership has positively impacted
investigations and has contributed to the successful prosecution of
criminals who offend in our jurisdiction.
PROPOSED
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Values Accomplishments
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational and
individual
enrichment
• Hosted three “Coffee with a Cop” events, to connect police officers with
the community in a non-structured, casual engagement of conversation
over a cup of coffee. Locations throughout the Town were used to reach a
wide representation of the community. These informal events led to
requests for additional community engagements and facilitate community
relationships
• The Los Gatos Youth Commission completed its recommendations to the
Town Code Section 18.60.010 regulating electronic smoking products and
all nicotine delivery devices in the same way traditional tobacco products
are used. The Town Council voted unanimously to adopt the amended
ordinance, praised the Youth Commission for their work, and requested
additional code amendments to further strengthen the Town’s smoking
regulations.
Public Safety
Ensure public
safety through
proactive
community
policing, affective
emergency
response, and
community-wide
emergency
preparedness
• Engaged in Super Bowl 50 planning through collaboration with other
Santa Clara County law enforcement agencies. The Police Department
worked with other jurisdictions, Town staff, community businesses, and
volunteer services to identify and develop hazard mitigation plans
surrounding the event, to ensure the safety of the community.
• Collaborated with the Santa Clara County Public Health Department’s
Traffic Safe Communities Network (TSCN) to provide traffic safety
education for youth who are cited for bicycle, pedestrian, and other non-
motor vehicle violations. Youth, their parents and/or guardians attend a
class taught by a Police Officer which covers laws of the road through
lecture, video and interactive discussion.
• Continued participation in Safe Routes to School by hosting bicycle
rodeos, giving training classes, creating educational videos, and acting as a
liaison between various Departments and organizations for Safe Routes to
School advancement. In addition, staff assisted in identifying alternate
walking and biking routes, identified potential safety issues and made
recommendations for improvements.
• Implementation of traffic enforcement plans that incorporate reception and
response to traffic concerns from the community by distributing specific
enforcement requests to patrol. The plan utilizes speed awareness devices,
traffic code violation education, and enforcement when responding to
traffic complaints in Town.
• Staff facilitated and completed one Neighborhood Parking Plan process
for the Alpine Avenue neighborhood resulting in the pilot implementation
of a preferential parking plan program.
PROPOSED
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POLICE DEPARTMENT
ACCOMPLISHMENTS
Core Values Accomplishments
Public Safety
Ensure public
safety through
proactive
community
policing, affective
emergency
response, and
community-wide
emergency
preparedness
• The Community Emergency Response Team (CERT) participated in four
County-wide emergency preparedness drills, facilitated training for two
new CERT emergency preparedness neighborhoods and added two
additional Neighborhood Incident Command Posts (NICP’s). Los Gatos
has over 400 CERT trained residents.
• Collaborated with private businesses, community religious organizations,
private daycare centers, and schools in the development of a training
curriculum for community staff members surrounding active shooter
incidents. The Police Department’s SWAT Team completed threat
assessments, incorporated workplace violence training, and assisted in the
development of ten Emergency Action Plans for community organizations
in Town.
• Staff completed a Town-wide Emergency Safety Plan unifying all
emergency protocols and guidelines of response for all local schools,
Parks and Recreations facilities, employees, and participants.
• Through use of PredPol, an analytical predictive policing software
program, the Patrol Division continues to incorporate innovative and
proactive policing techniques to reduce and deter crime in our
community. Proactive contacts have increased arrests by 10% from FY
2014/15 to 2015/16.
PROPOSED
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POLICE DEPARTMENT
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses and Permits 79,736$ 95,448$ 85,684$ 84,202$ 80,926$ 77,680$
Intergovernmental Revenues 819,726 720,689 751,219 725,504 806,301 669,024
Service Charge 967,538 883,641 707,270 899,947 975,199 1,011,945
Fines & Forfeitures 601,248 718,415 792,100 600,800 606,725 602,800
Other Revenues 55,065 812,398 1,193,638 1,194,939 646,467 59,566
TOTAL REVENUES 2,523,313$ 3,230,591$ 3,529,911$ 3,505,392$ 3,115,618$ 2,421,015$
EXPENDITURES
Salaries and Benefits 10,754,371$ 10,350,064$ 10,100,411$ 10,984,888$ 9,926,902$ 11,126,517$
Operating Expenditures 995,782 1,701,593 2,055,179 2,133,741 1,663,202 1,011,111
Grants - - - - - -
Fixed Assets 30,629 56,606 75,442 - - -
Internal Service Charges 1,622,654 1,565,010 1,615,997 1,791,992 1,764,687 1,757,865
TOTAL EXPENDITURES 13,403,436$ 13,673,273$ 13,847,029$ 14,910,621$ 13,354,791$ 13,895,493$
Transfers Out
Transfers Out to Equipment Replacement -$ -$ 15,000$ -$ -$ -$
Total Transfers Out -$ -$ 15,000$ -$ -$ -$
TOTALEXPENDITUES & TRANSFERS OUT 13,403,436$ 13,673,273$ 13,862,029$ 14,910,621$ 13,354,791$ 13,895,493$
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
PROGRAM
Administration 489,787$ 561,900$ 789,187$ 969,454$ 908,640$ 992,203$
Records & Communications 1,784,877 1,607,418 1,756,928 1,988,164 1,823,594 2,196,149
Patrol 6,716,137 6,518,339 6,256,175 6,168,363 5,849,047 6,366,657
Traffic 865,367 942,247 816,227 859,184 614,246 869,904
Investigations 2,015,927 1,884,190 2,107,270 2,374,823 2,164,061 2,210,203
Personnel & Community Services 792,275 576,204 362,987 714,204 705,120 584,629
Parking 630,591 732,415 649,866 672,387 604,557 661,364
Operating Grants 98,879 78,235 30 40,564 121,361 5,384
Pass -Through Accounts 9,596 772,325 1,123,359 1,123,478 564,165 9,000
TOTAL EXPENDITURES 13,403,436$ 13,673,273$ 13,862,029$ 14,910,621$ 13,354,791$ 13,895,493$
DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
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POLICE DEPARTMENT
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
General Fund 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 1.00 1.00
Police Lieutenant - - - 2.00 2.00
Police Sergeant 6.50 6.00 6.00 6.00 6.00
Police Corporal 5.00 5.00 5.00 4.00 4.00
Police Officer 24.00 24.00 26.00 25.00 25.00
Community Services Officer 4.00 4.00 2.00 2.00 2.00
Police Admin. Services Mgr. 1.00 1.00 - - -
Records & Evidence Manager - - 1.00 1.00 -
Police Records Manager - - - - 1.00
Administrative Analyst - - 1.00 1.00 1.00
Executive Assistant to Chief 1.00 1.00 1.00 1.00 1.00
Communication Dispatcher Lead - - - 1.00 1.00
Communications Dispatcher 7.50 7.50 7.00 6.00 7.00
Parking Control Officer 2.00 2.00 2.00 2.00 2.00
Police Records Specialist 3.00 3.00 5.00 5.00 4.00
Total General Fund FTEs 57.00 56.50 59.00 58.00 58.00
Temporary Staff Hours
Community Service Officer Intern 2,080 2,080 1,040 1,938 1,040
Community Service Officer - - 1,000 250 -
Police Officer - - 675 1,119 300
IT Technician - - - - 685
Parking Control Officer - - - 357 357
Police Records Specialist 320 320 320 320 320
Communications Dispatcher 520 520 942 520 330
Total Annual Hours 2,920 2,920 3,977 4,504 3,032
DEPARTMENT STAFFING
PROPOSED
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PROPOSED
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Police Department
POLICE ADMINISTRATION
PROGRAM 4101
PROGRAM PURPOSE
The Police Administration Program is responsible for ensuring public safety through proactive
community policing, effective emergency response, and community-wide emergency preparedness by
effectively managing all departmental programs, developing policy, planning and implementing
organizational tasks, overseeing the departmental budget and expenditures, and coordinating with other
Town Departments. The Administration Program supports responsive, effective, and efficient police
service and a strong police/community partnership. Departmental operations are consistent with Town
policies, core values and community safety needs, with particular focus on: open communication with the
public, responsive crime suppression and prevention programs, directed traffic enforcement to promote
safe and orderly traffic flow on Town streets, and comprehensive emergency preparedness. The Police
Administration Program is dedicated to furthering the mission and goals of the Department and to
supporting the personnel in their duties. The Police Administration Program continually collaborates with
other Town Departments to increase effectiveness and enhance quality of life for the citizens of Los
Gatos. This program also provides the primary support for the Town’s Youth Commission activities.
BUDGET OVERVIEW
As part of the Department’s reorganization as previously discussed, the remaining 1.0 FTE Police Captain
position has been reallocated to the Administration Program. The Police Captain has oversight of Support
Services and Operations programs. The Police Captain reports directly to the Chief of Police and assists
in project management, strategic planning, budget preparation/oversight, community outreach, Town
collaboration, County collaboration, systems oversight, and media/communications. The FY 2016/17
budget reflects a slight increase in salaries and benefits attributed to increased PERS, benefit and workers’
compensation rates. Salary increases are not reflected in the proposed budget and labor negotiations with
the Town’s unions are pending.
PROPOSED
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POLICE DEPARTMENT
Police Administration
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 3,271$ 2,420$ 1,545$ 1,000$ 624$ 500$
Intergovernmental Revenue - - - - - -
Service Charges - - - - - -
Grants - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues 14,501 8,963 44,870 45,000 53,641 20,000
TOTAL REVENUES 17,772$ 11,383$ 46,415$ 46,000$ 54,265$ 20,500$
EXPENDITURES
Salaries and Benefits 362,039$ 428,987$ 604,852$ 773,349$ 684,931$ 800,401$
Operating Expenditures 23,694 28,906 44,097 45,900 75,141 41,200
Grants - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 104,054 104,007 125,238 150,205 148,568 150,602
TOTAL EXPENDITURES 489,787$ 561,900$ 774,187$ 969,454$ 908,640$ 992,203$
TRANSFERS OUT
Transfer to Equipment Replacement -$ -$ 15,000$ -$ -$ -$
TOTAL TRANSFERS OUT - - 15,000 - - -
TOTAL EXPENDITURES & TRANSFERS OUT 489,787 561,900 789,187 969,454 908,640 992,203$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
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POLICE DEPARTMENT
Police Administration
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
governance
Organizational Development
The Police Administration will evaluate the management team and organizational
structure by reviewing primary responsibilities and examining opportunities to
improve efficiency and effectiveness of the Police Department. Activities will
include strengthening the core management team through skill development, cross-
training and team-based work activities. In addition, lessons learned from the
management team building workshop will be incorporated with an emphasis on
depth of knowledge, command of issues, performance, and fostering a team
environment. Other activities will include recruitment for vacant positions,
promotional processes and succession planning.
Budget Oversight
Administration will continue to track and monitor program budgets including
overtime, salaries and benefits, and operational components on a monthly basis to
ensure that the Department remains fiscally responsible. The Department will
continue to seek grant opportunities in an effort to maximize potential revenue
sources.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Youth Commission
The Los Gatos Youth Commission is responsible for advising the Town Council on
issues involving the youth of Los Gatos. The Commission works to solicit input for
various issues that are important to local youth. The Commission participates in
several local activities and will continue to expand its involvement in the
community. The Youth Commission is currently working with the Town Attorney
on amending the Town’s smoking ordinance by restricting smoking in public
places, residences, and places of employment.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Community Outreach Goal
The Police Administration will direct and monitor all personnel efforts toward
achievement of the department’s vision and its ultimate goal of “knowing everyone
in our community.”
Public Communication
Administration will evaluate the use of social media communication platforms to
provide timely information to the public, increase transparency and engage in
community problem solving.
Emergency Preparedness
The Police Department continues to be the Town’s representative for emergency
management and emergency volunteer coordination, and coordinates with County
Fire to ensure that critical planning for wildland fire evacuation, earthquake
preparedness, flood evacuation, and other critical disaster planning continues. This
year the police department will evaluate key roles of Emergency Operation Center
(EOC) staffing and will identify future preparedness training for new staff members
as it relates to their assigned positions in the EOC. In addition, the administration
unit will collaborate with other departments to develop security assessments and
assist with emergency action plans for Town offices such as Administrative
Services, Community Development, Parks & Public Works and the library.
PROPOSED
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POLICE DEPARTMENT
Police Administration
KEY PROGRAM SERVICES
• Administers Department operations
• Provides policy and operational guidance
• Develops and monitors the Department’s annual operating budget
• Provides departmental financial / budget statistical analysis
• Serves as Department liaison for Silicon Valley Regional Interoperability Authority (SVRIA)
Committee
• Oversees Police Department’s media and communications
• Provides project management on special projects
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Chief of Police 1.00 1.00 1.00 1.00 1.00
Police Captain - - - 1.00 1.00
Administrative Analyst - - 1.00 1.00 1.00
Executive Assistant to Chief 1.00 1.00 1.00 1.00 1.00
Total Administration FTEs 2.00 2.00 3.00 4.00 4.00
POLICE ADMINISTRATION PROGRAM STAFFING
PROPOSED
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Police Department
RECORDS AND COMMUNICATIONS
PROGRAM 4201
PROGRAM PURPOSE
The Police Department Communications Center (Dispatch) 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
9-1-1 emergency calls for service. In addition to answering these incoming calls, dispatchers are
responsible for assigning the appropriate Police personnel to respond to the incident or transferring the
call to another designated agency. The Communications Center functions as the central point of contact
for all Department personnel as well as emergency and routine needs of the community.
The Police Department Records unit serves as a repository for all police records. This unit is responsible
for the accurate data entry and maintenance of police activity in all systems including the in-house records
management systems, and County, state, and intra-state databases. These systems include reporting crime
statistics to the state, processing criminal and traffic warrants, processing criminal and traffic citations,
and processing all case reports sent to the District Attorney’s Office for prosecution. As the primary point
of contact for the public, records personnel are required to maintain a high degree of professionalism and
customer service. Records personnel provide general information to the public on police-related matters
and manage the release of public information. Volunteers assist Records personnel in many important
functions such as Live Scan fingerprinting, citation entry and Laserfiche verification for accuracy of
reports entered into the system.
The Communications Center is supervised by the Lead Dispatcher and a Police Lieutenant. The Records
Unit is supervised by a Records Manager who is responsible for monitoring all departmental criminal and
statistical data.
BUDGET OVERVIEW
Through the reallocation of funds, the Records and Communication Program added a 1.0 FTE Dispatch
position and the Communications Center has increased to 8.0 FTE Communications Dispatchers.
Communication Dispatcher temporary staffing hours have been decreased in FY 2016/17. The Lead
Dispatcher position adopted in FY 2015/16 continues, and supervises 7.0 FTE Dispatchers utilizing a
modified work schedule that incorporates both 10-hour and 12-hour shifts to maximize personnel
coverage and efficiency. The Lead Dispatch position is under the supervision of the Support Services
PROPOSED
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POLICE DEPARTMENT
Records and Communications
Lieutenant. The Department is actively recruiting to identify applicants for expected vacancies during this
fiscal year.
Front counter hours for the Records unit are open Monday through Thursday from 9 a.m. to 4 p.m. and on
Friday from 9 a.m. to 1 p.m. When the counter is closed, staff focuses on their other responsibilities such
as data processing and reporting tasks, especially in light of the growing demand of public records
requests processed by the records staff.
The Department is implementing an upgraded public safety radio system as part of a regional
interoperability radio project. As a continuation of the project from FY 2015/16, the Department is
beginning the migration to a fully interoperable radio system. Research has begun into the purchase and
implementation of hand-held and mobile radios for all Police and Public Works vehicles. Project
implementation is tentatively scheduled for November of 2016. Funds from existing Capital Improvement
Program accounts will continue to cover the costs.
Temporary staffing hours have been outlined for an IT Technician to work with management on the
regional radio project as well as address police radio and other IT related matters. The temporary hour
increase is funded from one-time funding. Staff anticipates bringing forward an ongoing funding source
for this temporary hour increase at the FY 2016/17 mid-year review for Council consideration, after the
completion of the bargaining unit agreements and other fiscal decisions.
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Service Charges 12,608 13,134 13,331 11,800 9,050 11,800
TOTAL REVENUES 12,608$ 13,185$ 46,526$ 11,800$ 9,050$ 11,800$
EXPENDITURES
Salaries and Benefits 1,361,163$ 1,290,948$ 1,400,488$ 1,548,904$ 1,384,464$ 1,754,967$
Operating Expenditures 298,678 213,799 179,624 248,900 248,770 248,400
Fixed Assets - 10,663 75,442 - - -
Internal Service Charges 125,036 92,008 101,374 190,360 190,360 192,782
TOTAL EXPENDITURES 1,784,877$ 1,607,418$ 1,756,928$ 1,988,164$ 1,823,594$ 2,196,149$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 123
POLICE DEPARTMENT
Records and Communications
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Alternate-Backup Dispatch Capabilities
The records and communications unit will be upgrading the Computer Aided
Dispatch (CAD) workstation and enhancing telephone capabilities within the
emergency operation center to provide an alternate 9-1-1/Dispatch Center during
the loss of functionality or the evacuation of the primary center.
Computer Assisted Dispatch (CAD) Data System Enhancements
Los Gatos Police Department is participating in a regional CAD-to-CAD data
exchange project. This Countywide project will improve regional information
sharing between fifteen public safety answering points and their disparate computer
aided dispatch systems. The regional project will create the ability for each agency
to import/export data from their CAD system to support law enforcement, fire, and
medical core business objectives and provide a common operating picture with
surrounding jurisdictions. This five-year project is managed under the direction of
the Silicon Valley Regional Interoperability Authority.
Records Unit Enhancements
In FY 2016/17, the Police Department will complete an upgrade of the Records
Management System (RMS) in collaboration with the Sunnyvale Department of
Public Safety (SDPS). Sharing RMS systems with SDPS will reduce costs for the
installation and management of the system. The new system will streamline
Uniform Crime Reporting statistics and improve report writing efficiencies and
work flow for police records personnel.
Civic Enrichment
Foster opportunities for
citizen involvement, and
cultural, recreational,
and individual
enrichment
Records Unit and Community Partnering
The Records unit will collaborate with the Administration of Justice Program at
West Valley Community College to provide internship opportunities for students
interested in law enforcement. Additionally, this year the Police Department will
be partnering with Santa Clara County Public Health Department’s Traffic Safe
Communities Network, providing traffic safety education for youth who are cited
for bicycle, pedestrian and other non-motor vehicle violations. In lieu of receiving
a traffic citation, youth and their parents or guardians are given the option of
attending a two hour class taught by a Police Officer covering traffic safety issues
via lecture, video and interactive participation.
Public Safety
Ensure public safety
through proactive
community policing,
effective emergency
response, and
community-wide
emergency preparedness
Communication System Enhancements
In collaboration with the Silicon Valley Regional Interoperability Authority, the
Police Department is beginning a migration to a fully interoperable radio system.
Staff is researching the purchase and implementation of hand-held and mobile
radios for all police and public works vehicles. Project implementation is
tentatively scheduled for November of 2016.
PROPOSED
D – 124
POLICE DEPARTMENT
Records and Communications
KEY PROGRAM SERVICES
Records
• Responds to customer inquiries
• Processes police reports and citations
• Processes criminal and traffic warrants
• Provides fingerprint services to citizens
• Completes required statistical reporting to State and Federal Government
• Processes subpoena and Public Records Requests for citizens
• Distributes statistical information to Patrol and Investigations as needed
Communications
• Responds to 911 calls and other emergency/non-emergency calls
• Provides dispatch service to Patrol
• Dispatches emergency personnel
• Handles customer inquiries
• Maintains audio recordings of radio and phone traffic; provides copies for court and Department
use
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Police Lieutenant - - - 0.30 0.30
Police Records Manager - - - - 1.00
Police Admin. Services Mgr.1.00 1.00 - - -
Records & Evidence Manager - - 1.00 1.00 -
Communications Dispatcher Lead - - - 1.00 1.00
Communications Dispatcher 7.50 7.50 7.00 6.00 7.00
Police Records Specialist 3.00 3.00 3.00 3.00 3.00
Total Records & Comm. FTEs 11.50 11.50 11.00 11.30 12.30
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
IT Technician - - - 898 685
Police Records Specialist 320 320 320 320 320
Communications Dispatcher 520 520 942 520 330
Total Annual Hours 840 840 1,262 1,738 1,335
RECORDS & COMMUNICATION PROGRAM STAFFING
PROPOSED
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POLICE DEPARTMENT
Records and Communications
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Statistics completed on or before the 15th day of the month
or nearest working date.Data Not
Available
Data Not
Available 100% 100% 100%
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.Total number of CAD events created:**40,165 42,774 47,753 52,859 50,306
2.Total landline and wireless calls received by dispatch (does
not include 911 calls): 51,244*** 49718 48,638 44,869 46,754
Previously Reported (72,944)
3.Number of 911 calls received:9,858 10,336 10,251 9,517 9,884
4.Number of stored and/or impounded vehicles processed:206 189 179 118 149
5.Number of police reports processed:2,559 2,101 2,966 3,330 3,148
6.Number of public contacts at Records:****Data Not
Available
Data Not
Available 4,022 4,000 4,011
7.Number of citations processed:****Data Not
Available
Data Not
Available 4,952 6,148 5,550
* New measure effective FY 2014/15.
** A CAD event documents all Police-related activity by sworn and civilian personnel.
*** FY 2012/13 calls received by dispatch (72,944) included both inbound and outbound calls. Budget years proceeding are
reflective of only received/inbound calls.
**** New measure effective FY 2015/16, historical data provided when available.
Provide efficient delivery of department statistics by the
15th of every month.*
PROPOSED
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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 Police
Department adhering to state and federal mandates and upholding the community’s desire for a
transparent governmental police agency. The PCS Program supports the Police Department with the
recruitment of new personnel; continued education and training of personnel; succession planning;
organization; administration of crime prevention activities; coordination of the Town’s emergency
response activities; and oversight of the numerous volunteer programs that support all functions of the
Department.
The Personnel and Community Services Program is also responsible for monitoring and controlling
access to all Police Department information technology systems and programs. The division Lieutenant
partners with Town MIS Program staff members to ensure the contemporary management of Police
information networks, equipment, and software.
BUDGET OVERVIEW
A 0.70 FTE Lieutenant oversees the management of Personnel and Community Services. Responsibilities
include management of community outreach efforts, volunteer programs, crime prevention, Department
personnel hiring, training, emergency management, and Department technology support. The Police
Department remains the Town’s primary Department to administer emergency management and
preparedness, by working with the Santa Clara County Fire Department and engaging in a collaborative
effort with regional emergency management entities in preparation and planning for earthquakes, floods,
and potential loss of a viable drinking water source.
Reorganization in FY 2016/17 resulted in the relocation of funding for one Community Service Officer
from Personnel and Community Service program to the Investigations program. Additional temporary
staffing hours will continue for the FY 2016/17 budget to complete required background investigations
for new hires throughout the Police Department. These temporary staffing hours are filled by retired
Police Officers who have specialized training in State of California Commission on Police Officer
Standards and Training (POST) mandated background investigations. The temporary hour increase is
funded from one-time funding. Staff anticipates bringing forward an ongoing funding source for this
PROPOSED
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POLICE DEPARTMENT
Personnel and Community Services
temporary hour increase at the FY 2016/17 mid-year review for Council consideration, after the
completion of the bargaining unit agreements and other fiscal decisions.
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue 368,371 374,660 384,618 294,640 294,640 294,640
Service Charges - 117,668 160,476 - - -
Fines & Forfeitures - - - - - -
Other Revenues 350 280 1,220 - 2,200 1,000
TOTAL REVENUES 368,721$ 492,608$ 546,314$ 294,640$ 296,840$ 295,640$
EXPENDITURES
Salaries and Benefits 537,198$ 352,795$ 134,059$ 426,802$ 417,505$ 320,765$
Operating Expenditures 28,142 21,181 21,806 19,450 19,150 19,950
Fixed Assets - - - - - -
Internal Service Charges 226,935 202,228 207,122 267,952 268,465 243,914
TOTAL EXPENDITURES 792,275$ 576,204$ 362,987$ 714,204$ 705,120$ 584,629$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 129
POLICE DEPARTMENT
Personnel and Community Services
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Department Training
Personnel and Community Services staff will continue to monitor and provide
training for all Department employees. This unit facilitates, plans, and organizes
essential and mandated training to employees while managing all training
requests for cost efficiency. The personnel and training unit will continue to
identify and provide approved Critical Incident Training (CIT) to patrol and
communication dispatchers. The ultimate goal is to have all sworn personnel and
communication dispatchers complete this training.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Volunteer Program
Personnel and Community Services unit will focus on expanding the role of
volunteers to support appropriate public safety programs, including the Victim
Services Unit (VSU), Community Emergency Response Team (CERT), and the
Disaster Aid and Response Team (DART). In addition, the Department will focus
on cross-training between these volunteer teams to increase their effectiveness
when responding to critical incidents within Town limits.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Emergency Preparedness Management
The Personnel and Community Services unit continues to be the Town’s lead for
emergency management and emergency volunteer coordination. Los Gatos-
Monte Sereno Police Department coordinates with Santa Clara County Fire
Department (SCCFD) and Santa Clara County Office of Emergency Services
(SCCOES) to ensure critical planning, training and exercises for the community
and Town employees to address wildland fire evacuation, earthquake, flood and
other critical events.
Emergency Operations Center
Personnel and Community Service staff will update documentation, forms, maps
and equipment to enable the Town to respond effectively to disasters and critical
events or incidents. In addition, the Emergency Management Team in
coordination with SCCFD and SCCOES will conduct ongoing training, exercises,
and drills to better prepare the Police Department and Town management to
effectively mitigate disasters and critical incidents.
PROPOSED
D – 130
POLICE DEPARTMENT
Personnel and Community Services
KEY PROGRAM SERVICES
• Manages personnel hiring
• Manages community outreach through social media and community databases
• Manages special event applications and functions
• Manages the Department training program
• Coordinates the Department’s community outreach, crime prevention, and neighborhood
organization efforts
• Manages the Department’s volunteer program
• Coordinates emergency management response, training of personnel, and maintenance of the
Emergency Operations Center (EOC)
• Develops, coordinates, and manages the Community Emergency Response Team (CERT) and the
Disaster Aide Response Team (DART)
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Police Lieutenant - - - 0.70 0.70
Police Sergeant 0.50 - - - -
Police Officer 1.00 1.00 - - -
Community Services Officer 1.30 1.30 1.00 2.00 1.00
Police Records Specialist - - 0.30 - -
Community Outreach Coordinator*- - - - -
Total Personnel & CS FTEs 2.80 2.30 1.30 2.70 1.70
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
Police Officer - - 96 296 300
Total Annual Hours - - 96 296 300
*
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.
PROPOSED
D – 131
POLICE DEPARTMENT
Personnel and Community Services
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Percentage of Volunteers in Policing (VIP) reporting satisfaction with their
assignments:
100% 100% 100% 100% 100%
2.Prepare resident volunteers to assist in an emergency.
a.Percentage of CERT participants better prepared to assist in an emergency:100% 100% 100% 100% 100%
3.
a.Percentage of Town volunteers who find their participation in Town volunteer
ativities to be a positive experience:*
100% 100%100% *100% 100%
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.50 67 65 105 85
2.40 40 12 27 20
3.17 30 25 25 25
4.32,062 38,746 35,526 44,410 39,968
5.$721,395 $781,785 $799,335 $999,225 $899,280
6.3,394 2,715 2,062 2,611 2,337
7.$71,274 $57,042 $43,302 $54,831 $49,067
8.39 39 21 15 18
9.432 406 413 420 417
* Satisfaction Performance Measures based on 2014/15 survey results.
Number of hours of volunteer (VIP) service:
Enhance the breadth of public safety services provided through the effective use
of volunteers.
Hours of essential training provided to each person in a specialized assignment
(Detective Bureau, Traffic, etc.):
Total number of hours volunteered Town-wide (not including VIP):
Total value of volunteer hours (not including VIP):
Create a spirit of cooperation between the Town organization and the community.
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 per sworn officer:
Average hours of training for non-sworn personnel:
PROPOSED
D – 132
PROPOSED
D – 133
Police Department
PATROL
PROGRAM 4301
PROGRAM PURPOSE
The Patrol Program provides 24/7 patrol functions responding to emergency and non-emergency calls for
service, conducting traffic enforcement, engaging in assigned and self-initiated enforcement actions, and
utilizing community problem solving techniques designed to increase community safety. The Patrol
Program continues to implement innovative law enforcement techniques and provide community service
and outreach to the citizens to ensure a safe and secure community. The Patrol Officer initiates proactive
citizen contacts, responds to calls for service, makes arrests, participates in community and neighborhood
watch meetings, utilizes predictive policing problem solving strategies, provides directed patrol in crime
areas, and issues traffic citations and warnings. Within the Patrol Program, specially trained officers
participate as Field Training Officers (FTO), Crisis Intervention Officers (CIT), K-9 Officers, and Bicycle
Officers. Officers in this division also assume other collateral assignments on specialized teams. The
specialized teams provide support to the Patrol Division, including the Crisis Response Unit (CRU),
Crisis Negotiation Team (CNT), Traffic Collision Investigation/Crime Scene Team, Peer Support Team,
and the Bicycle Team. Officers on the Bicycle Team augment patrol activity by conducting bicycle patrol
in the downtown business district and other areas in Town when weather and time permits.
The Reserve Police Officer program in this division consists of voluntary part-time, sworn employees
who are trained to assist regular patrol activities as a second Officer in a vehicle or during special events.
The Community Service Officer Intern is a part-time, non-sworn position funded through temporary
hours, whose duties consist of responding to non-criminal and non-emergency calls where suspects are no
longer present, investigating non-injury traffic collisions, assisting patrol officers in non-enforcement
situations, and assisting in the processing and collection of evidence at crime scenes.
BUDGET OVERVIEW
The Police Department and the Town of Los Gatos have enjoyed a very good relationship with the City of
Monte Sereno. Both communities have similar residential demographics and the Police Department has
provided quality and responsive services with a long history of reaching out to the community, which has
resulted in a strong bond between both communities. In FY 2015/16 the Town entered into a restructured
PROPOSED
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POLICE DEPARTMENT
Patrol Program
ten year agreement effective July 1, 2015, to provide Law Enforcement Services to the City of Monte
Sereno. This new agreement allows for consideration of updates in law enforcement practices. The annual
contract rate of $712,787 more closely reflects the workload and modernized service delivery models for
both the Town and the City of Monte Sereno. Revenues generated as a result of the police services
contract with the City of Monte Sereno are the largest revenue source in the police department budget and
has provided a stable base when other Town revenues were subject to economic fluctuations.
In FY 2015/16, the Department hired three new Officers to replace Officers who retired or separated.
Additionally, the Department carried five vacancies within the Patrol Program for extended periods of
time due to on the job related injuries and unexpected leaves. As a result, Officers assigned to other
divisions were temporarily re-assigned to patrol to maintain current staffing levels and service. It is
anticipated that some of these vacancies will carry over into FY 2016/17. Additionally, age eligibility
retirements will occur, and it is anticipated that there will be several upcoming vacancies due to
retirement in 2016/17. Due to these variables it is expected that the Department will continue to remain in
a hiring and recruitment stage throughout FY 2016/17. Given the lengthy recruitment cycle involved in
hiring sworn personnel, the resulting increased workload for staff is due to backfilling vacant positions.
Considering prior year staff reductions and for cost savings, patrol officers continue to work 12-hour
shifts to maintain adequate staffing levels on each shift. While this shift schedule has proven to be
inflexible yet necessary given the current staffing levels, the Department is committed to continually
reviewing staffing models based on available resources and the fiscal environment.
As a result of the restructure of ranks within the organization in FY 2014/15, a 1.0 FTE Lieutenant was
assigned to oversee the Patrol and Investigations Programs with 0.50 FTE assigned to the Patrol Program
and 0.50 FTE assigned to Investigations.
PROPOSED
D – 135
POLICE DEPARTMENT
Patrol Program
FY 2016/17 KEY PROJECTS
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 26,608$ 19,922$ 21,704$ 25,130$ 25,130$ 25,130$
Intergovernmental Revenue 42,361 12,033 4,327 15,300 15,300 14,000
Service Charges 809,570 608,789 440,168 636,020 763,798 796,510
Fines & Forfeitures 28,214 20,845 15,768 18,100 23,000 20,100
Other Revenues - - - - - -
TOTAL REVENUES 906,753$ 661,589$ 481,967$ 694,550$ 827,228$ 855,740$
EXPENDITURES
Salaries and Benefits 5,844,137$ 5,683,098$ 5,447,010$ 5,369,430$ 5,087,687$ 5,534,656$
Operating Expenditures 101,975 132,349 110,285 144,428 136,078 141,229
Fixed Assets - - - - - -
Internal Service Charges 770,025 702,892 698,880 654,505 625,282 690,772
TOTAL EXPENDITURES 6,716,137$ 6,518,339$ 6,256,175$ 6,168,363$ 5,849,047$ 6,366,657$
SUMMARY OF REVENUES AND EXPENDITURES
Core Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Problem Oriented Policing
The Department has collaborated efforts with other Town staff in identifying
nuisance issues and quality of life concerns in Town over the past several years.
In FY 2016/17 the patrol program is committed to working with code compliance
and Town staff in identifying areas in Town that require collaborative
departmental efforts in community problem solving.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Directed Patrol Plans
The Department will continue to identify current crime trends and implement
various patrol plans and community outreach strategies in an effort to reduce
specific crime types. Patrol plans consist of directed enforcement patrol,
undercover operations, crime analysis, and increasing proactivity levels by patrol
officers in crime suppression areas. The patrol program will conduct monthly
analysis of directed patrol plans to measure effective and non-effective strategies,
and continue to share preventative techniques with Neighborhood Watch groups
in Town.
PROPOSED
D – 136
POLICE DEPARTMENT
Patrol Program
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Traffic and Pedestrian Safety
The Patrol Program works in conjunction with the Traffic Unit to coordinate
efforts of traffic enforcement, traffic calming, and pedestrian safety in Town.
With anticipated increases in vehicular traffic in Town, the Patrol Program will
actively participate and work with the Traffic Unit and other Town staff in Safe
Routes to School, Operation Safe Passage, and Distracted Driver campaigns. In
addition, in FY 2016/17, Officers from both the Traffic Unit and Patrol Program
will host juvenile traffic diversion classes in Town, educating juveniles on vehicle
and pedestrian safety.
Emergency Safety Planning Assessments
The Department works collaboratively with the community in solving crime
through innovative programs. The Patrol Program is working with private
businesses and schools in developing ongoing security assessment checks and
building a foundation for individual Emergency Action Plans (EAP). Special
Weapons Attack Team (SWAT) trained Officers will continue to host tactical
EAP training for private businesses and schools to ensure an efficient and unified
response during an emergency incident.
Homeless Liaison Officer
The Department identifies an Officer from the Patrol Program to act as a
homeless liaison officer to the transient population in Town and social services.
Many of the transients experience alcohol or drug dependency and have severe
mental health issues. This is a collaborative effort between Patrol, Veteran’s
Administration, the faith community, and County of Santa Clara Housing and
Social Services. In FY 2016/17, the homeless liaison officer program will
continue to generate proactive contacts with transients and identify critical
resources available in an effort to improve quality of life, reduce criminal activity,
and maintain community safety in Town.
Good Governance
Ensure responsive,
accountable, and
collaborative
governance
Crisis Intervention Training
The Department recognizes the importance of providing Patrol Officers with
enhanced training applicable to crisis intervention and dealing with subjects who
suffer mental illness. Officers learn effective communication tools and
mechanisms of de-escalating crisis with mental health subjects in the field. The
Department will continue toward achieving their goal of Critical Incident Training
certification (40-hour POST-certified course) for all Patrol Officers in FY
2016/17.
Alternative Patrol Deployment Schedules
The Patrol Program will continue to track and monitor the program budget,
including overtime salaries and operational components on a monthly basis. The
Department will analyze current and prospective patrol schedules to ensure best
patrol deployment models for enhanced police responsiveness and crime fighting
strategies, while factoring in unexpected staffing vacancies
PROPOSED
D – 137
POLICE DEPARTMENT
Patrol Program
FY 2016/17 KEY PROJECTS
KEY PROGRAM SERVICES
• Responds to emergency and non-emergency calls for service
• Performs directed patrol and self-initiated activity during non-committed time
• Investigates crimes and traffic accidents
• Utilizes PredPol Predictive Police Analytics to suppress crime
• Supports the Department’s traffic enforcement control program, including issuance of traffic and
parking citations
• Solves community problems using proactive Problem Oriented Policing techniques
• Builds relationships within the community to enhance public safety
• Oversees the deployment of the Disaster Aid Response Team (DART), Reserve Police Officers,
and the Police Explorer Post
Core Goals Key Projects
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Building Community Relationships
The Department will continue to have Officers and civilian staff participate in the
Leadership Los Gatos program throughout the next fiscal year. The program has
proven beneficial in building community relationships, enhancing working
relationships between Town Departments, and providing Police staff with
enhanced knowledge of civic enrichment in Los Gatos. Community members
involved in Leadership Los Gatos have an opportunity to participate in
experiencing various job functions of the Police Department and accompany an
officer on a ride-along.
Coffee With A Cop
In FY 2015/16, the Department launched the “Coffee With a Cop” program,
providing citizens in the community an opportunity to interact with Patrol
Officers in a casual environment to discuss any issues or concerns they may have.
The event continues to foster new relationships between the community and the
Police and provide an opportunity to engage in transparent discussions.
PROPOSED
D – 138
POLICE DEPARTMENT
Patrol Program
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Police Captain 1.00 1.00 1.00 - -
Police Lieutenant - - - 0.50 0.50
Police Sergeant 4.00 4.00 4.00 4.00 4.00
Police Corporal 4.00 4.00 4.00 4.00 4.00
Police Officer 17.00 17.00 19.00 17.00 17.00
Total Patrol Program FTEs 26.00 26.00 28.00 25.50 25.50
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
Community Service Officer Intern 2,080 2,080 1,040 1,040 1,040
Community Service Officer - - 1,000 250 -
Police Officer - - 530 - -
Total Annual Hours 2,080 2,080 2,570 1,290 1,040
PATROL PROGRAM STAFFING
PROPOSED
D – 139
POLICE DEPARTMENT
Patrol Program
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Average response time - Priority I calls:4:11* 4:13 4:36 4:15 5:00
Previously Reported (4:06)
b.Average response time - Priority II calls:6:47* 6:50 6:33 6:51 10:00
Previously Reported (7:29)
c.Average response time - Priority III calls:9:16* 8:10 8:12 8:00 15:00
Previously Reported (13:09)
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
89 96 536 518 527
2.
3,898 3,666 13,990 15,650 14,820
3.4,758 5,111 13,226 11,365 12,296
4.Number of Priority IV incidents (other):**Data Not
Available
Data Not
Available 12370 12,442 12,406
5.Total number of Incidents:***Data Not
Available
Data Not
Available 40,122 39,978 40,050
6.820 837 776 800 788
7.$30,340 $43,281 $40,073 $41,312 $40,692
8.1,050 1,081 1,079 1,919 1499
9.
$36,750 $37,835 $37,765 $67,165 $52,465
10.5,532 5,921 4,572 4,576 4576
11.
763 639 822 985 904
12.Total number of reports written by Community Service Officer intern:****Data Not
Available
Data Not
Available
Data Not
Available 139 150
* In FY 2012/13 a new Computer Aided Dispatch System (CAD) was implemented. This implementation altered response times,
for that reason both system response time calculations are included. Proceeding years are determined by current CAD systems (Sept 2012 through present).
**FY 2014/15 incident types were recategorized and consolidated to most accurately reflect previously established
priority defintions (I, II, III). Prior year calculations were based upon 9 Prioity Types. FY 2014/15 and proceeding will be
reflective of 4 Priority Types as defined above.
*** New measure effective FY 2014/2015.
**** New measure effective FY 2015/16.
Number of Priority I incidents (immediate emergency with threat of life and public
safety hazard):**
Provide safe environment through timely response and police assistance.
Hours of Volunteer Reserve Officer hours used:
Number of Priority II incidents(urgent emergency that requires immediate
response):**
Number of Priority III incidents (non-emergency):**
Total number of arrests by Los Gatos/ Monte Sereno Police Department:
Number of hours patrolling Monte Sereno:
(Per agreement - 4160 hrs patrol + 416 traffic/annually)
Dollar value of total Disaster Aid Response Team service used:
Dollar value of total Reserve Officer hours used:
Hours of Disaster Aid Response Team service used:
PROPOSED
D – 140
PROPOSED
D – 141
Police Department
TRAFFIC
PROGRAM 4302
PROGRAM PURPOSE
The Traffic Program is responsible for ensuring the safe and efficient flow of vehicular, bicycle, and
pedestrian traffic on Town roadways and highways. The program is supervised by a Sergeant and staffed
by two Officers. Officers assigned to the Traffic Program are responsible for ensuring drivers, bicyclists
and pedestrians adhere to the California Vehicle Code and Officers issue traffic citations when practical
and/or reasonable. The Officers spend numerous hours utilizing national and regional traffic safety
programs to manage and coordinate community education activities designed to address traffic
complaints, increase bicyclist and pedestrian safety, and reduce personal injuries suffered as a result of a
traffic collision. Some of these proactive education activities are designed to educate the youth in bicycle
safety including rules of the road and proper use of safety helmets and equipment. The Traffic Program
also manages and coordinates special events that may impact the flow of traffic upon the roadway or
create a hazard. Private special events requiring traffic management pay for the Town’s traffic
enforcement on a cost recovery basis for the Traffic Program.
BUDGET OVERVIEW
The Traffic Program is staffed with a 0.70 FTE Sergeant, who in conjunction with 2.0 FTE Officers, are
responsible for developing and implementing bicycle, pedestrian, and vehicular traffic education and
enforcement efforts to reduce collisions and related injuries and property damage within the community.
The Sergeant assigned to the Traffic Program is responsible for managing and coordinating special events
that impact traffic flow and works collaboratively with the Parks and Public Works Department to ensure
road closures and traffic cones are properly placed for these events. The Sergeant also ensures that
outreach to local residents impacted by any Town events are notified of traffic related issues that may
affect their neighborhood.
The Sergeant is also responsible for managing the Safe Routes to Schools campaign (SRTS) and attends
monthly meetings on the topic. The SRTS campaign works to ensure that local students have safe
passage to and from schools, promoting bicycle safety through annual bicycle rodeos, and providing
juveniles with helmets when they are seen riding without a helmet in Town.
PROPOSED
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POLICE DEPARTMENT
Traffic
The Department continues to explore and implement grant funded opportunities to help offset overtime
for specialized enforcement activities such as the Avoid 13 DUI enforcement, Distracted Driving
enforcement, Walk-n-Roll to School, and Safe Routes to School campaigns.
FY 2016/17 KEY PROJECTS
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 9,366$ 32,738$ 21,427$ 19,072$ 16,072$ 13,050$
Intergovernmental Revenue 356,662 316,097 324,018 305,000 305,000 305,000
Service Charges 80,206 80,206 85,843 91,051 91,051 91,051
Fines & Forfeitures 39,028 24,762 19,777 25,200 26,225 25,200
Other Revenues - - - - - -
TOTAL REVENUES 485,262$ 453,803$ 451,065$ 440,323$ 438,348$ 434,301$
EXPENDITURES
Salaries and Benefits 644,791$ 723,373$ 574,997$ 598,498$ 353,971$ 618,474$
Operating Expenditures 112,973 106,583 121,930 122,657 122,657 122,657
Fixed Assets - - - - - -
Internal Service Charges 107,603 112,291 119,300 138,029 137,618 128,773
TOTAL EXPENDITURES 865,367$ 942,247$ 816,227$ 859,184$ 614,246$ 869,904$
SUMMARY OF REVENUES AND EXPENDITURES
Core Goals Key Projects
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Traffic Safety Campaigns
The Department will participate, facilitate and manage traffic safety related
programs which help to reduce property damage, injuries, and death due to
vehicle collisions including the following national and local campaigns:
Distracted Driver, Click-it-or-Ticket, Safe Routes to School and, Avoid 13.
Traffic Safety
The Department will facilitate and manage traffic safety programs derived from
citizen concern, staff request, and collision data to include: radar trailers,
education, enforcement, multi-agency enforcement, community meetings, and
school functions. In addition, the Department will participate, facilitate and
manage bicycle and pedestrian safety programs focused on the youth such as:
Safe Routes to School, Bicycle Rodeo, Bike to School Day, Walk to School Day,
etc.
PROPOSED
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POLICE DEPARTMENT
Traffic
KEY PROGRAM SERVICES
• Responds to and investigates traffic accidents
• Educates the public on traffic safety
• Provides traffic enforcement
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
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 - - -
Police Records Specialist - - 0.30 - -
Total Traffic Program FTEs 3.00 3.00 3.00 2.70 2.70
TRAFFIC PROGRAM STAFFING
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Percentage of reported traffic collisions involving drugs or
alcohol:14.50% 10.00% 4.47% 5.20% 4.84%
(16) (23) (21) (19) (20)
2.
a.Traffic Index:30.43 34.43 21.4 25 23.2
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.3,339 3,017 2,709 2,521 2,615
2.Number of hazardous citations:2,647 2,341 1,991 2,250 2,121
3.Number of courtesy citations issued 1,401 1,546 1,937 3,062 2,500
4.91 62 47 49 48
5.232 230 469* 371 371
6.87 68 93 90 92Number of injury collisions:
Number of DUI arrests:
Total number of traffic citations issued (excludes courtesy citations):
Number of traffic collision reports:
Through directed enforcement, the program seeks to minimize the
loss of life and reduce personal injuries due to traffic collisions.
Reduction of DUI-involved collisions through specialized
enforcement and educational programs.
The Traffic Index is a national standard developed by the Federal
Office of Traffic Safety (OTS). The index number is determined by
dividing the number of hazardous citations issued by the total
number of fatal and injury collisions. An index of 25 - 35 is
generally viewed as desirable. A substantially higher number would
indicate that officers are writing an excessive number of citations
that are not related to the causes of traffic collisions. A substantially
lower number indicates that inadequate staffing or attention is
directed at the traffic collision problem in a jurisdiction.
PROPOSED
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PROPOSED
D – 145
Police Department
INVESTIGATIONS
PROGRAM 4303
PROGRAM PURPOSE
The Investigations Program conducts both self-initiated and follow-up investigations related to crime;
coordinates the prosecution of crimes through the court system; and performs special operations and
enforcement.
Officers in this program spend the majority of their time conducting in-depth investigations, which
include identification of crime trends and patterns, suspect identifications and apprehensions, and
outreach to victims. The Investigations Program maintains registration and monitoring of sex
offenders, recovery of stolen property, execution of search warrants, and deterrence of juvenile
crime. An O fficer in this program is assigned to the Santa Clara County Specialized
Enforcement Team (SCCSET Task Force).
In addition, the Property and Evidence Unit is comprised of 1.0 FTE Community Service Officer
overseen by the Investigations Program and managed by the Detective Sergeant. The Property and
Evidence Unit maintains storage, facilitates property dispositions, and evidence destruction and
disposal.
BUDGET OVERVIEW
As part of the reorganization previously discussed, the FY 2016/17 Investigations Program budget
includes the reclassification of 1.0 FTE Police Records Specialist Position assigned to Property and
Evidence to be reclassified to 1.0 FTE Community Service Officer. The existing 1.0 FTE Police Records
Specialist position from Property and Evidence will be utilized in the reorganization of the Police Dispatch
Program, and reallocated to fund an additional 1.0 FTE Police Communications Dispatcher. Due to the
workload, expertise required, and additional duties of managing Property and Evidence, the Department
has recognized the need to reclassify the 1.0 FTE Property and Evidence Records Specialist back to its
previous classification as a Community Service Officer.
The Department works toward providing valuable investigative experience to its Officers and providing
them with career advancement opportunities. In FY 2014/15, the Investigations Program transitioned one
of the Detective positions within the program to a one year annual rotational assignment. Traditionally, all
of the Detective positions are a three year assignment. By converting one Detective position into a one
PROPOSED
D – 146
POLICE DEPARTMENT
Investigations
year assignment, additional experience and growth opportunities are created for Officers within the
Department. The Department has benefitted from this transition and will continue in FY 2016/17 with
allocating one of the Detective positions as an annual rotation assignment.
Since FY 2009/10, funding for the School Resource Officer (SRO) position has been offset by an
agreement with the high school and elementary school districts with each sharing costs for nearly one-half
the Officer’s salary and benefits. Both the elementary and high school districts have agreed to continue
their participation in this shared program for FY 2016/17.
In addition, in February 2013, the California Police Chief’s 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 had received a specific funding allotment to be used for regional law enforcement
programs. The Town of Los Gatos will receive $50,000 of this funding to underwrite the costs for the
Officer assigned to the Santa Clara County Specialized Enforcement Task Force in FY 2016/17. As this
future funding may not be available the Department will evaluate the fiscal return of the Officer position
assigned to the Santa Clara County Specialized Enforcement Task Force. In FY 2017/18 the Department
will explore alternative task force opportunities that provide the Department with professional
development at subsidized costs for the position.
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 2,165$ 525$ 680$ 500$ 600$ 500$
Intergovernmental Revenue - - - 70,000 70,000 50,000
Service Charges 1,418 1,345 2,206 161,076 111,300 112,584
Fines & Forfeitures - - - - - -
Other Revenues 5,778 5,019 180 1,000 1,000 1,000
TOTAL REVENUES 9,361$ 6,889$ 3,066$ 232,576$ 182,900$ 164,084$
EXPENDITURES
Salaries and Benefits 1,593,827$ 1,499,405$ 1,703,673$ 1,944,083$ 1,733,221$ 1,797,590$
Operating Expenditures 208,735 118,783 121,443 143,156 143,256 143,156
Fixed Assets - - - - - -
Internal Service Charges 213,365 266,002 282,154 287,584 287,584 269,457
TOTAL EXPENDITURES 2,015,927$ 1,884,190$ 2,107,270$ 2,374,823$ 2,164,061$ 2,210,203$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 147
POLICE DEPARTMENT
Investigations
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Public Safety
Ensure public safety
through proactive
community policing,
effective emergency
response, and
community-wide
emergency
preparedness
SRO Emergency Preparedness
In FY 2015/16, the School Resource Officer (SRO) worked collaboratively with
the Los Gatos Union School District and Los Gatos-Saratoga High School
District in the development of a unified emergency operational plan. The SRO
will actively participate and monitor safety and evacuation drills at the local
schools and continue to work with school administrators in developing safest
strategies for students.
Regional Auto Theft Task Force
The Department has recognized an increase in stolen vehicle investigations and
has seen the benefits of assigning a detective to the Santa Clara County
Regional Auto Theft Task Force (RATTF). Detectives have collaborated with
RATTF on major investigations, providing opportunities for valuable
experience in conducting complex investigations. The Department will explore
opportunities to assign a Detective full-time to the task force which will result
in reimbursement funds and provide growth opportunities for detectives.
Digital Media Safety
The SRO and Juvenile Detective in the Investigations Program continue to
provide structured educational classes at the local schools on digital media
safety and anti-cyberbullying. The educational outreach program has expanded
to other private schools, businesses, and religious organizations in the
community who are working collaboratively with the Police Department to
ensure the safety of their students, faculty, and customers.
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Regional Investigation Intelligence
The investigations program will continue to be the host in Santa Clara County
for regional meetings related to ongoing burglary investigations and other
crimes. The Department recognizes the positive outcomes in investigations
when sharing intelligence information and collaborating on similar
investigations.
Nextdoor.com Outreach and Communication
The Department will continue community problem solving through working
with Neighborhood Watch groups and providing digital communications
through Nextdoor.com. The investigations unit will develop crime trends and
crime preventative measures based on crime analysis, these findings will be
shared with the community in a collaborative effort.
PROPOSED
D – 148
POLICE DEPARTMENT
Investigations
KEY PROGRAM SERVICES
• Investigates and solves crimes
• Directs and coordinates the prosecution of offenders
• Provides services to victims
• Provides diversion opportunities and counseling to local youth
• Assists in management of property and evidence
• Monitors and registers narcotics, sex, and arson offenders
• Provides administrative, strategic, and tactical crime analysis
• Oversees School Resource Officer program and involvement in the schools
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Police Captain 1.00 1.00 1.00 - -
Police Lieutenant - - 0.50 0.50
Poice Sergeant 1.00 1.00 1.00 1.00 1.00
Police Corporal (Frozen)1.00 1.00 1.00 - -
Police Officer * 4.00 4.00 5.00 6.00 6.00
Community Services Officer 2.00 2.00 1.00 - 1.00
Police Records Specialist - - 1.00 2.00 1.00
Total Investigation FTEs 9.00 9.00 10.00 9.50 9.50
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
Police Officer - - 49 823 -
Total Annual Hours - - 49 823 -
*
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 – 149
POLICE DEPARTMENT
Investigations
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Number of Part I and Part II crimes cleared:558 558 559 570 601
2.
a.Percentage of youthful offenders diverted from the
criminal justice system:31% 31% 43% 33% 39%
3.
a.Percentage of criminal complaints issued by District
Attorney with charges filed:*66% 66% 69% 75% 76%
b. Percentage of criminal complaints denied by District
Attorney:*29% 29% 29% 25% 24%
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.1630 1630 1430 1840 1827
2.490 490 352 647 645
3.
286 286 314 315 365
*Prior year numbers may fluctuate over time based on cases that are under review at the DA's office.
** Numbers do not include cases handled by the Santa Clara County Regional Auto Theft Task Force (RATTF)
and the Santa Clara County Special Enforcement Team (SCCSET).
Annual number of public school visits by the School
Resource Officer:
To divert local youth from the criminal justice system.
To provide thorough and objective analysis of crime to
achieve resolution of criminal matters.
Number of criminal complaints requested for review at
District Attorney's Office:
Number of cases investigated:**
To obtain criminal complaints against violators.
PROPOSED
D – 150
PROPOSED
D – 151
Police Department
PARKING MANAGEMENT
PROGRAM 4304
PROGRAM PURPOSE
The Parking Management Program coordinates, manages, and enforces vehicular parking for the
roadways, highways, and municipal parking lots of the Town. The program is supervised by a Sergeant
and staffed by two Parking Control Officers who utilize the California Vehicle Code and Town Municipal
Code to enforce unlawful, time restricted, and permit-only vehicular parking throughout the Town. This
enforcement increases pedestrian, bicyclist and vehicular safety, creates efficient traffic flow, and renews
parking space availability on Town streets and municipal parking lots. The Parking Management Program
responds to community requests related to violations involving: residential/employee zone permit-only
parking, private property parking, time-restricted parking, disabled parking, and loading zones. The
program strengthens Police services by assisting with vehicle tows, traffic control, and deployment of
speed awareness trailers (radar trailers). Abandoned vehicles in Town are also managed by the Parking
Management Program utilizing the Santa Clara County Abandoned Vehicle Abatement Service Authority
(AVASA) program.
BUDGET OVERVIEW
The automated parking enforcement technology program continues to improve the efficiency, accuracy,
and safety of the parking violation citation process by allowing the Parking Enforcement Officer to utilize
computerized citation equipment to accurately document parking violations and issue parking violation
citations. The equipment, which integrates with a vehicle mounted license plate reader, creates efficient
issuance of citations, flexible payment options, streamlined processing, and a systematic administrative
appeal process.
Parking Management Program staffing consists of 0.30 FTE Police Sergeant and 2.0 FTE Parking Control
Officers. Temporary staffing hours have been allocated for a part-time Parking Control Officer. During
FY 2016/17 these hours will be dedicated to assist with parking enforcement on Saturdays and are
expected to augment parking citation revenues. The temporary hour increase is funded from one-time
funding. Staff anticipates bringing forward an ongoing funding source for this temporary hour increase at
the FY 2016/17 mid-year review for Council consideration, after the completion of the bargaining unit
agreements and other fiscal decisions.
PROPOSED
D – 152
POLICE DEPARTMENT
Parking Management
FY 2016/17 KEY PROJECTS
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 38,326$ 39,843$ 40,328$ 38,500$ 38,500$ 38,500$
Intergovernmental Revenue - - - - - -
Service Charges 1,237 - - - - -
Fines & Forfeitures 534,006 672,808 756,555 557,500 557,500 557,500
Other Revenues 24,840 25,461 28,566 25,461 25,461 28,566
TOTAL REVENUES 598,409$ 738,112$ 825,449$ 621,461$ 621,461$ 624,566$
EXPENDITURES
Salaries and Benefits 315,415$ 308,959$ 235,332$ 284,361$ 213,078$ 295,130$
Operating Expenditures 209,072 291,931 332,605 284,669 284,669 284,669
Fixed Assets 30,629 45,943 - - - -
Internal Service Charges 75,475 85,582 81,929 103,357 106,810 81,565
TOTAL EXPENDITURES 630,591$ 732,415$ 649,866$ 672,387$ 604,557$ 661,364$
SUMMARY OF REVENUES AND EXPENDITURES
Core Goals Key Projects
Community
Character
Preserve and
enhance the
appearance,
character and
environmental
quality of the
community.
Parking Management Plan
In FY16/17 the Department will continue to provide parking enforcement around
school areas during morning school commute to minimize blocked intersections,
crosswalks, driveways, sidewalks, bike lanes, and fire hydrants. Additionally,
parking enforcement will enforce no parking violations, permit parking areas, and
passenger loading zones to help reduce congestion and collisions while increasing
public safety and awareness.
Parking Management will be working collaboratively with the Parks & Public
Works Department in developing, testing, and implementing new parking
technologies and infrastructure. The goal is to recirculate available parking spots
and reduce traffic congestion, including parking space monitoring and electric
vehicle charging stations. Additionally, the Department will work with Parks &
Public Works in maintaining the Town’s parking and traffic infrastructure by
identifying areas in need of maintenance or implementation of signage, paint, and
landscaping. This would include development and management of potential
parklets and bicycle parking areas. The Department will also work with
Community Development Department in the design and implementation of
parking control programs in newly developed neighborhoods and business areas
to help minimize overflow into residential neighborhoods.
PROPOSED
D – 153
POLICE DEPARTMENT
Parking Management
KEY PROGRAM SERVICES
• Proactively manages the Town’s available parking inventory
• Monitors and enforces parking and abandoned vehicle laws
• Communicates with and educates residents, businesses, and visitors on parking issues and
regulations
• Coordinates the Holiday Parking program and its promotion
• Conducts positon speed surveys and utilizes speed feedback equipment
• Manages the parking citation appeal process
Full Time Equivalent (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
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 - - -
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 2.30 2.30
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
Parking Control Officer - - - 357 357
Total Annual Hours - - - 357 357
PARKING MANAGEMENT FUND STAFFING
PROPOSED
D – 154
POLICE DEPARTMENT
Parking Management
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Percentage of parking citations paid with initial notices:
90% 90% 90% 90% 90%
2.Enforce timed limit, residential and employee
zoned permit parking.
a.During enforcement hours respond to community reported
parking problems within 20 minutes:Data Not
Available
Data Not
Available
Data Not
Available Yes Yes
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.13,278* 14,411 14,657 15,652 14,907
Previously Reported (11,991)
2.1476 1298 1386 1350 1,368
3.299 393 372 558 465
4.28 28 24 26 25
5.$38,326 $39,843 $40,328 $38,500 $39,414
6.$534,006 $672,808 $629,468 $568,215 $598,841
* FY 2012/13 has been adjusted to reflect both automated and manual parking citations.
Revenue received on parking permits issued:
Revenue received on parking citations issued:
Number of residential and employee parking permits issued:
Number of parking citations issued:
Number of vehicles marked for 72-hour parking:
Number of abandoned vehicles removed from public streets:
Promote pedestrian and vehicular safety while providing
improved traffic flow and increased parking availability on
residential streets.
PROPOSED
D – 155
Police Department
PASS-THROUGH ACCOUNTS
PROGRAM 4999
PROGRAM PURPOSE
Revenues and expenditures which are collected for, and remitted to, external agencies are considered
“pass-through” appropriations in the Town’s budget. Accounting for these activities in a separate
accounting structure allows the true cost of operations to remain intact within a program, eliminating
unrelated funding fluctuations from year to year.
BUDGET OVERVIEW
There is no budgetary impact to this program as revenues will equal expenditures. The revenues and
expenditures reflect a reasonable estimate based on prior year trends or Department information;
however, actuals may differ substantially from original budgeted numbers at fiscal year-end.
For the past three fiscal years the Town of Los Gatos acted as the fiduciary agent for the California Police
Chief’s Association regarding funding from the State of California. This funding helped offset costs to
local law enforcement as a result of parole realignment (AB109). As fiduciary agent the Town received
Countywide AB109 monies from the State. Upon receipt of the State funds, the Town wires the full
amount to Santa Clara County for distribution to local jurisdictions. As of FY 2016/17, the State of
California is no longer providing AB109 funding and, as such, the Los Gatos Monte Sereno Police
Department will no longer serve as the fiduciary agent for AB109 realignment funds.
FY 2016/17 revenues and expenditures only reflect a pass-through of Department of Justice
Fingerprinting realignment funds. As this program includes no staff activity, it does not have Key Projects
or Performance Measures.
PROPOSED
D – 156
POLICE DEPARTMENT
Pass-Through Accounts
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue - - - - - -
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues 9,596 772,624 1,118,802 1,123,478 564,165 9,000
TOTAL REVENUES 9,596$ 772,624$ 1,118,802$ 1,123,478$ 564,165$ 9,000$
EXPENDITURES
Salaries and Benefits -$ -$ -$ -$ -$ -$
Operating Expenditures 9,596 772,325 1,123,359 1,123,478 564,165 9,000
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES 9,596$ 772,325$ 1,123,359$ 1,123,478$ 564,165$ 9,000$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 157
Police Department
OPERATING GRANTS
4803-4810
PROGRAM PURPOSE
This fund accounts for revenues and expenditures attributed to grants for operating budget projects that
fall outside of the Capital Improvement Program (CIP) Grant Projects. The Town’s CIP’s project
guidelines state a project must have a value of $25,000 or more with a minimum useful life of 5 years at a
fixed location.
Grant revenues and expenditures are structured to net out to zero. If overages or non-reimbursable
expenses occur for grant activities, the additional charges are absorbed within the Department’s operating
budget. Some grants require a Town matching or other contribution as part of the award, which is
reflected either as funding transferred into the grant, or expenditures reallocated to the appropriate
program budget.
BUDGET OVERVIEW
The Police Department was awarded a grant through California Office of Traffic Safety (OTS) from
October 1, 2015 through September 30, 2016. OTS grant funds are used by local law enforcement
agencies through highly visible enforcement operations, public education programs, licensing systems,
and by focusing on high-risk groups. This grant funding assists with prevention efforts and funding
strategies may include: directed traffic enforcement, traffic related training for officers, education
programs focusing on bicycle and pedestrian safety, and equipment to support these programs. Equipment
items such as bicycle helmets, education supplies, driving under the influence (DUI) checkpoint supplies,
and light detection and ranging (LIDAR) speed equipment will prove useful for this purpose. OTS grant
funds provide varied and effective means of reducing fatalities, injures and economic losses from
collisions.
PROPOSED
D – 158
POLICE DEPARTMENT
Operating Grants
OTS GRANT
CERT/EMPG HOMELAND GRANTS
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue 35,789 - - - 19,716 5,384
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES 35,789$ -$ -$ -$ 19,716$ 5,384$
EXPENDITURES
Salaries and Benefits 33,302$ -$ -$ -$ 8,800$ 4,534$
Operating Expenditures 1,485 - - - 10,916 850
Fixed Assets - - - - - -
Internal Service Charges 161 - - - - -
TOTAL EXPENDITURES 34,948$ -$ -$ -$ 19,716$ 5,384$
SUMMARY OF REVENUES AND EXPENDITURES
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue 15,111 17,899 - 30,000 98,400 -
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES 15,111$ 17,899$ -$ 30,000$ 98,400$ -$
EXPENDITURES
Salaries and Benefits -$ -$ -$ 30,000$ 40,000$ -$
Operating Expenditures - 15,736 - - 58,400 -
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES -$ 15,736$ -$ 30,000$ 98,400$ -$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 159
POLICE DEPARTMENT
Operating Grants
ABC GRANT
DOMESTIC VIOLANCE RSP GRANT
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue - - 5,061 10,564 3,245 -
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES -$ -$ 5,061$ 10,564$ 3,245$ -$
EXPENDITURES
Salaries and Benefits -$ -$ -$ 9,461$ 3,245$ -$
Operating Expenditures - - 30 1,103 - -
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES -$ -$ 30$ 10,564$ 3,245$ -$
SUMMARY OF REVENUES AND EXPENDITURES
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Intergovernmental Revenue - - - - - -
Service Charges 62,499 62,499 5,246 - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES 62,499$ 62,499$ 5,246$ -$ -$ -$
EXPENDITURES
Salaries and Benefits 62,499$ 62,499$ -$ -$ -$ -$
Operating Expenditures - - - - - -
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES 62,499$ 62,499$ -$ -$ -$ -$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 160
POLICE DEPARTMENT
Operating Grants
HOMELAND SECURITY GRANT
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
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