Agenda packet — Los Gatos City Council, August 16, 2022 (part 2 of 2)

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Interwest Consulting, Inc. First Amendment to Agreement 2.138 ATTACHMENT 2

FIRST AMENDMENT TO AGREEMENT
This FIRST AMENDMENT TO AGREEMENT is dated for identification this 17th day of August 2022 and amends that certain Agreement for Supplemental Building Plan Check and Associated Consulting Services dated September 1, 2021, made by and between the Town of Los Gatos ("Town") and Interwest Consulting Group.

RECITALS
A. Town and Interwest Consulting Group entered into an Agreement for Building Plan Check Consulting Services on September 1, 2021 (“Agreement”).

FIRST AMENDMENT

1. Scope of Services of Agreement 21.138 for Building Plan Check and Associated Consulting Services is hereby amended to add Planning Division Consulting Services, a copy of which is attached hereto and incorporated by reference as Exhibit A to this Amendment, for the remainder of the term of the Agreement which ends on June 30, 2026.

2. All other terms and conditions of the Agreement dated September 1, 2021 remain in full force and effect.

IN WITNESS WHEREOF, the Town and Interwest Consulting Group have executed this Amendment.

Town of Los Gatos: Consultant:
______________________________ ______________________________ Laurel Prevetti, Town Manager Avner Alkhas, Chief Financial Officer Department Approval:
______________________________
Joel Paulson, Director of Community Development
Approved as to Form:
______________________________
Gabrielle Whelan, Town Attorney
Attest:
______________________________
Wendy Wood, CMC
Town Clerk

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THOUGHTFUL SOLUTIONS. THRIVING COMMUNITIES
August 8, 2022
Jennifer T.C. Armer, AICP
Planning Manager
Town of Los Gatos
Community Development Department
110 E. Main Street
Los Gatos, CA 95030
Subject: Interwest Planning Scope of Services
Dear Ms. Armer:

Interwest Consulting Group, Inc. (Interwest) is pleased to submit this scope of services to the Town of Los Gatos (Town) to provide planning-related services. Based upon our discussions the Town has need of a variety of planning services primarily focused on staff augmentation at levels ranging from Assistant Planner through Senior Planner. Interwest has experience providing staff at these levels to assist with virtually all of the planning functions provided by a Community Development Department.

We are excited to provide this proposal for the Town’s consideration.

PROJECT MANAGEMENT AND CONTRACT ADMINISTRATION
For purposes of overall management Rick Smeaton will serve as the Project Director for services to the Town of Los Gatos and Rick will be supported by Maria Haro-Sullivan on contract administration.

Rick and Maria’s contact information is as follows:

Rick Smeaton Maria Haro-Sullivan
[email protected] [email protected] Direct: 408.430.2203 Direct: 408.316.1392

PROPOSED STAFF
Interwest has a diverse team of planners with experience ranging from Assistant Planner through Community Development Director. Due to the ever changing workloads of our team we are not able to identify the specific staff member that would be assigned to a task in advance. Staff members that currently have some capacity to assist the Town are listed below. This is not a complete listing of our staff and we would coordinate with the Town on selection of individuals for specific assignments.

Generally, we have found a smaller set of employees working with an individual agency to be more successful as those individuals will gain an understanding of a community’s values and a familiarity with their local regulations. Additionally, we will recruit and hire new staff to meet specific needs of an agency, particularly when onsite services are required. The below individuals represent the senior staff members proposed for the Town of Los Gatos and a sample of the Assistant through Principal Planners that might be assigned to the Town.
• Rick Smeaton, Project Director
• Eric Norris, Principal Planner, Current Planning and Entitlements Lead

EXHIBIT A

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Town of Los Gatos Contract Planning Scope of Services
110 E. Main Street August 8, 2022
Los Gatos, CA 95030 Page 2 of 3
• Nick Pergakes, Principal Planner, Policy Planning and Urban Design Lead • Erwin Ordonez, Principal Planner, Senior Project Manager/ Housing Focus • Ami Upadhyay, Senior Planner
• Eunice Im, Associate Planner
• Liz Golden, Assistant Planner

ASSIGNMENT OF TASKS
All work efforts provided by Interwest would be at the direction of the Town. While we are flexible in our approach to how assignments are established by our clients, we would suggest a general services contract authorization, approved by either the Town Manager or the Town Council, with an overall not-to-exceed amount. Under this overall funding agreement/contract the Town would assign tasks with specific budget amount – we generally refer to these as task authorizations. All work would be governed by the description of services and the funding amount identified in the task authorization. This approach has the benefits of allowing a streamlined authorization by the Community Development Director, providing specific direction for work efforts and establishing a funding level that is reflected in monthly billings. We recognize each agency has specific requirements for managing consultants and budgets and Interwest will tailor our processes to meet the Town’s needs.

SERVICES TO BE PROVIDED
Interwest understands there is a range of services and support that the Town might require. Based on our conversations and our experience with other client agencies we believe planning services for the Town may include the following:
• Entitlement Processing. Completion of project reviews that might range from ministerial actions to minor entitlements and major projects.
• Updates to Town Regulations. Such tasks could include municipal code updates related to housing or other planning regulations.
• Support on Long Range Planning. The Town may have need for support on amendments to existing planning documents and development of new Town-sponsored land use plans. • Other Duties as Assigned. Interwest will be available to assist with other planning duties as may arise and as may be assigned by the Town.

FEE SCHEDULE
The rates provided below reflect Interwest’s current billing rates. Hourly rates are typically reviewed yearly on July 1st and may be subject to revision unless under specific contract obligations. In addition, there is no charge for shipping, supply or material costs.

Classification Hourly Billing Rate
• Community Development Director/Project Director $180
• Principal Planner / Planning Manager $170

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Town of Los Gatos Contract Planning Scope of Services
110 E. Main Street August 8, 2022
Los Gatos, CA 95030 Page 3 of 3
• Senior Planner $150
• Associate Planner $120
• Assistant Planner $90
• Planning Tech $75
• Administrative $65
No price increases will occur during the first year of the Contract, and fee quotes for specific services shall remain firm throughout the duration of that project. Thereafter, rates will be increased annually on July 1st. The hourly rates listed shall be increased based upon the annual increase in the Department of Labor, Bureau of Labor Statistics or successor thereof, Consumer Price Index (United States City Average, All Items (CPI-U), Not Seasonally adjusted, All Urban Consumers, referred to herein as the “CPI”) for the Municipality or, if not reported for the Municipality the CPI for cities and towns of a similar size within the applicable region from the previous calendar year, such increase, however, not to exceed 4% per annum. The increase will become effective upon publication of the applicable CPI data. If the index decreases, the rates listed shall remain unchanged.

Invoices will be submitted to the Town after services have been completed. Payment will be net 30 days after receipt of an invoice in a format acceptable to the Town. Invoices shall be verified and approved by the Town and subject to routine processing requirements.

Thank you for allowing us the opportunity to present this scope of services for Contract Planning Services. Please contact Rick Smeaton if you should have any questions related to this proposal.

Sincerely,
Paul Meschino
President

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PREPARED BY: Salina Flores
Human Resources Director
Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, and Interim Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 08/16/2022
ITEM NO: 7
DATE: August 10, 2022
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Approve an Amendment to the Temporary Salary Schedule for the Classification of Project Manager
RECOMMENDATION:

Approve an amendment to the temporary salary schedule for the classification of Project Manager.

BACKGROUND:

Temporary/Hourly employees that work fewer than 20 hours per week are in the unrepresented group and serve in an unbenefited capacity and as at-will employees. The Municipal Code (Section 2.30.925) require that amendments and revisions to the Town’s salary schedules are effective upon approval by Town Council. The staff recommended change is presented to the Council for approval.

DISCUSSION:

The temporary salary schedule range for the classification of Project Manager currently does not identify specific step increases. Rather, the salary schedule currently lists a maximum step 6 in the amount of $115.56 per hour (Attachment 1). The Town’s temporary salary schedule is proposed to be amended to include the wording “up to” the maximum salary of $115.56 per hour to make it consistent with current practice and allow more flexibility in determining the pay rate for future offers for this classification (Attachment 2). If Council approves this modification, it will go into effect immediately.

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PAGE 2 OF 2
SUBJECT: Approve an Amendment to the Temporary Salary Schedule for the Classification of Project Manager
DATE: August 10, 2022
CONCLUSION:

Staff is requesting approval of an amendment to the temporary salary schedule for the classification of Project Manager. Departments may hire new temporary employees in the Project Manager classification within the “up to” range of $115.56 per hour which clarifies and documents the Town’s practice for the use of this classification. The Town’s Municipal Code requires Council approval of the amendment prior to a modification of the existing salary schedule.

FISCAL IMPACT:

This agenda item has no fiscal impact.

ENVIRONMENTAL ASSESSMENT:

This is not a project defined under CEQA, and no further action is required.

Attachments:

1. Existing Salary Schedule for Temporary Classifications

2. Proposed Salary Schedule for Temporary Classifications

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Town of Los Gatos Temporary Classifications
Salary Schedule for Fiscal Year 2022/23
Effective July 10, 2022
Adopted by Town Council June 7, 2022
Class
Code Classification Title Rate Type Range STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 9840 Library Clerk Temp/Hourly Hourly TE2-04 $26.75 $28.09 $29.49 $30.96 $32.51 $34.14 9850 Library Page Temp/Hourly Hourly TE2-01 $16.20 $17.01 $17.86 $18.75 $19.69 $20.67 9830 Library Teen Services Specialist Hourly TE2-03 $24.02 $25.22 $26.48 $27.80 $29.19 $30.65 9600 Maintenance Assistant Hourly AF2-02 $17.96 $18.86 $19.80 $20.79 $21.83 $22.92 9900 Network Administrator Hourly TE2-21 $41.89 $43.98 $46.18 $48.49 $50.91 $53.46 9180 Office Assistant Temp/Hourly Hourly TE2-04 $26.75 $28.09 $29.49 $30.96 $32.51 $34.14 9645 Park Service Officer Aide Temp/Hourly Hourly TE2-03 $24.02 $25.22 $26.48 $27.80 $29.19 $30.65 9640 Park Service Officer Temp/Hourly Hourly TE2-12 $34.43 $36.15 $37.96 $39.86 $41.85 $43.94 9560 Parking Control Officer Temp/Hourly Hourly TE2-04 $26.75 $28.09 $29.49 $30.96 $32.51 $34.14 9620 Parks & Main Worker Temp Hourly AF2-04 $30.06 $31.56 $33.14 $34.80 $36.54 $38.37 9630 Parks & Main Worker Trainee Temp Hourly AF2-03 $24.57 $25.80 $27.09 $28.44 $29.86 $31.35 9440 Permit Technician Hourly TE2-11 $33.12 $34.78 $36.52 $38.35 $40.27 $42.28 9590 Police Officer Reserve (Top Step of Officer) Hourly TE2-25 9520 Police Officer Temp/Hourly Hourly TE2-25
9550 Police Records Specialist Temp/Hourly Hourly TE2-08 $29.94 $31.44 $33.01 $34.66 $36.39 $38.21 9000 Project Manager Hourly Mgmt $115.56
9650 Public Works Inspector Temp/Hourly Hourly TE2-20 $41.57 $43.65 $45.83 $48.12 $50.53 $53.06 9670 Senior Electrician Temp/Hourly Hourly TE2-23 $43.99 $46.19 $48.50 $50.93 $53.48 $56.15 9831 Senior Library Page Hourly TE2-02 $18.80 $19.74 $20.73 $21.77 $22.86 $24.00 9725 Special Event Attendant Hourly TE2-07 $17.96 $18.86 $19.80 $20.79 $21.83 $22.92 9610 Ticket Booth Attendant Hourly AF2-05 $16.20 $17.01 $17.86 $18.75 $19.69 $20.67 Reflects General Increase of 8%
Temp 8% Page 2 of 2
ATTACHMENT 1
Approved 6/7/2022 Page 129
Town of Los Gatos Temporary Classifications
Salary Schedule for Fiscal Year 2022/23
Class
Code Classification Title Rate Type Range STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 9305 Account Clerk Temp/Hourly Hourly TE2-04 $26.75 $28.09 $29.49 $30.96 $32.51 $34.14 9310 Account Technician Temp/Hourly Hourly TE2-10 $32.14 $33.75 $35.44 $37.21 $39.07 $41.02 9300 Accountant Temp/Hourly Hourly TE2-17 $38.82 $40.76 $42.80 $44.94 $47.19 $49.55 9010 Admin Analyst Temp/Hourly Hourly TE2-17 $38.82 $40.76 $42.80 $44.94 $47.19 $49.55 9100 Admin Specialist Temp/Hourly Hourly TE2-10 $32.14 $33.75 $35.44 $37.21 $39.07 $41.02 9580 Administrative Assistant Temp/Hourly Hourly TE2-05 $29.22 $30.68 $32.21 $33.82 $35.51 $37.29 9105 Administrative Secretary Temp/Hourly Hourly TE2-09 $30.70 $32.24 $33.85 $35.54 $37.32 $39.19 9656 Assistant Engineer Temp/Hourly Hourly TE2-23 $43.99 $46.19 $48.50 $50.93 $53.48 $56.15 9655 Associate Civil Engineer Temp/Hourly Hourly TE2-24 $50.65 $53.18 $55.84 $58.63 $61.56 $64.64 9400 Associate Planner Temp/Hourly Hourly TE2-22 $43.82 $46.01 $48.31 $50.73 $53.27 $55.93 9410 Building Inspector Temp/Hrly Hourly TE2-23 $43.99 $46.19 $48.50 $50.93 $53.48 $56.15 9112 Clerical Aide Temp/Hourly Hourly TE2-01 $16.20 $17.01 $17.86 $18.75 $19.69 $20.67 9430 Code Compliance Officer Temp/Hourly Hourly TE2-16 $37.82 $39.71 $41.70 $43.79 $45.98 $48.28 9530 Communication Dispatcher Temp/Hourly Hourly TE2-19 9545 Crime Analyst Temp/Hourly Hourly TE2-18 $39.29 $41.25 $43.31 $45.48 $47.75 $50.14 9540 CSO Intern Temp/Hourly Hourly TE2-03 $24.02 $25.22 $26.48 $27.80 $29.19 $30.65 9532 CSO Temp/Hrly Hourly TE2-12 $34.43 $36.15 $37.96 $39.86 $41.85 $43.94 9190 Deputy Clerk Temp/Hourly Hourly TE2-04 $26.75 $28.09 $29.49 $30.96 $32.51 $34.14 9660 Engineering Technician Temp/Hourly Hourly TE2-13 $35.31 $37.08 $38.93 $40.88 $42.92 $45.07 9621 Equipment Mechanic Temp Hourly AF2-01 $35.68 $37.46 $39.33 $41.30 $43.37 $45.54 9720 Facility Attendant Temp/Hourly Hourly TE2-01 $16.20 $17.01 $17.86 $18.75 $19.69 $20.67 9109 Human Resources Specialist Temp/Hourly Hourly TE2-09 $30.70 $32.24 $33.85 $35.54 $37.32 $39.19 9041 Intern I Temp/Hourly Hourly TE2-02 $18.80 $19.74 $20.73 $21.77 $22.86 $24.00 9040 Intern II Temp/Hourly Hourly TE2-03 $24.02 $25.22 $26.48 $27.80 $29.19 $30.65 9200 IT Technician Temp/Hrly Hourly TE2-14 $35.37 $37.14 $39.00 $40.95 $43.00 $45.15 9605 Lead Parks & Maint Worker Hourly AF2-06 $37.37 $39.24 $41.20 $43.26 $45.42 $47.69 9015 Legal Assistant Temp/Hrly Hourly TE2-17 $38.82 $40.76 $42.80 $44.94 $47.19 $49.55 9810 Librarian Temp/Hourly Hourly TE2-15 $37.44 $39.31 $41.28 $43.34 $45.51 $47.79 9820 Library Assistant Temp/Hourly Hourly TE2-06 $28.54 $29.97 $31.47 $33.04 $34.69 $36.42

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Town of Los Gatos Temporary Classifications
Salary Schedule for Fiscal Year 2022/23
Class
Code Classification Title Rate Type Range STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 9840 Library Clerk Temp/Hourly Hourly TE2-04 $26.75 $28.09 $29.49 $30.96 $32.51 $34.14 9850 Library Page Temp/Hourly Hourly TE2-01 $16.20 $17.01 $17.86 $18.75 $19.69 $20.67 9830 Library Teen Services Specialist Hourly TE2-03 $24.02 $25.22 $26.48 $27.80 $29.19 $30.65 9600 Maintenance Assistant Hourly AF2-02 $17.96 $18.86 $19.80 $20.79 $21.83 $22.92 9900 Network Administrator Hourly TE2-21 $41.89 $43.98 $46.18 $48.49 $50.91 $53.46 9180 Office Assistant Temp/Hourly Hourly TE2-04 $26.75 $28.09 $29.49 $30.96 $32.51 $34.14 9645 Park Service Officer Aide Temp/Hourly Hourly TE2-03 $24.02 $25.22 $26.48 $27.80 $29.19 $30.65 9640 Park Service Officer Temp/Hourly Hourly TE2-12 $34.43 $36.15 $37.96 $39.86 $41.85 $43.94 9560 Parking Control Officer Temp/Hourly Hourly TE2-04 $26.75 $28.09 $29.49 $30.96 $32.51 $34.14 9620 Parks & Main Worker Temp Hourly AF2-04 $30.06 $31.56 $33.14 $34.80 $36.54 $38.37 9630 Parks & Main Worker Trainee Temp Hourly AF2-03 $24.57 $25.80 $27.09 $28.44 $29.86 $31.35 9440 Permit Technician Hourly TE2-11 $33.12 $34.78 $36.52 $38.35 $40.27 $42.28 9590 Police Officer Reserve (Top Step of Officer) Hourly TE2-25 9520 Police Officer Temp/Hourly Hourly TE2-25
9550 Police Records Specialist Temp/Hourly Hourly TE2-08 $29.94 $31.44 $33.01 $34.66 $36.39 $38.21 9000 Project Manager Hourly Mgmt
9650 Public Works Inspector Temp/Hourly Hourly TE2-20 $41.57 $43.65 $45.83 $48.12 $50.53 $53.06 9670 Senior Electrician Temp/Hourly Hourly TE2-23 $43.99 $46.19 $48.50 $50.93 $53.48 $56.15 9831 Senior Library Page Hourly TE2-02 $18.80 $19.74 $20.73 $21.77 $22.86 $24.00 9725 Special Event Attendant Hourly TE2-07 $17.96 $18.86 $19.80 $20.79 $21.83 $22.92 9610 Ticket Booth Attendant Hourly AF2-05 $16.20 $17.01 $17.86 $18.75 $19.69 $20.67 Reflects General Increase of 8%
up to $115.56

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PREPARED BY: Jamie Field
Chief of Police
Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, and Interim Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 08/16/2022
ITEM NO: 8
DATE: August 8, 2022
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive the Information Provided in the Police Services Information: January – July 2022
RECOMMENDATION:

Receive the Information Provided in the Police Services Information: January – July 2022 BACKGROUND:

On August 3, 2021 the Police Department presented an update on overall delivery and comparison analysis of Police services. This Police Services Report presents the following information:
 Department staffing update and succession opportunities  Calls for service and officer activity
 Mandates and training
 Mental health evaluations and resources
 Community outreach and volunteer programs
DISCUSSION:

DEPARTMENT STAFFING UPDATES
Law enforcement agencies nationwide are experiencing staffing challenges comparable to the Los Gatos-Monte Sereno Police Department (LGMSPD). Current trends of retirements, resignations, in conjunction with fewer applicants have resulted in highly competitive recruitments. While knowledge transfer is an integral part of the training of all Department staff, the loss of institutional and local experience is noticeable and additional mechanisms are being implemented to bring new staff up to speed as quickly and thoroughly as possible.

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PAGE 2 OF 9
SUBJECT: Receive the Information Provided in the Police Services Information: January – July 2022
DATE: August 9, 2022
DISCUSSION (continued):

The Police Department budget allocates for 39 sworn positions. From December 2020 through July 2022, ten sworn staff members have retired or departed for personal reasons. An additional Officer will also be separating soon for personal reasons, bringing the overall number to eleven. The Police Department has hired nine Police Officers in that timeframe; however, recruitment and retention of qualified personnel remains challenging. Two of the nine new officers are in the Field Training Program and not yet operating as independent Police Officers.

The Department has three current vacancies with one Police Officer Recruit in the Police Academy as of August 2022. The 28 available sworn personnel are divided among four patrol shifts, the investigations bureau, and administration. Of the remaining sworn personnel, the table below identifies the current availability of sworn staff, while also considering medical reasons or Family Medical Leave Act (FMLA), light or modified duty, and those currently being trained:

The Police Department is dedicated to recruiting, training, and retaining qualified officers that are a positive representation of the vision and values of the Los Gatos-Monte Sereno Police Department. The process of hiring and training a Police Officer is a lengthy process, further extended for applicants that have not completed a Police Academy. Recruitment, background investigations, and hiring of a recruit is estimated to take about three to four months. Once the recruit is hired, they are then sent to a California Peace Officer Standards and Training (POST) accredited Police Academy for about six months. Upon graduation, the recruit must complete a POST-approved 16-week Field Training Program led by certified members of our Police Department. Our current capacity accommodates up to three trainees at a time. The timeline of recruitment to operational capacity as a new Police Officer is approximately one year and approximately six months if they are a considered a lateral with prior experience. It should be noted that the Fiscal Year 2022/23 adopted budget included one-time temporary staff hours to further augment sworn and nonsworn capacity.

Dispatchers are critical components for law enforcement and are undergoing similar staffing issues. The Police Department is budgeted for eight full time Dispatchers and is presently at four with two in training.

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PAGE 3 OF 9
SUBJECT: Receive the Information Provided in the Police Services Information: January – July 2022
DATE: August 9, 2022
DISCUSSION (continued):

The total training program is approximately 20 weeks in length to prepare an individual to work independently, including a Dispatch Academy and one-on-one training in the Town’s Dispatch/Communications Center. The configuration of our Communications Center can accommodate two Dispatchers in training at any given time. Nine oral boards for Officers, Dispatch, Records, Parking Control, and Community Service Officers have taken place between January -July 2022. The background process has recently been contracted to an outside vendor who is providing thorough and unbiased assessments in compliance with SB 2 (Certification standards for sworn staff). An additional Records Specialist oral board is scheduled in the next month.

The hiring and recruitment efforts have recently resulted in the following hires:
 Police Academy Recruit – started the Academy August 1, 2022  Dispatcher -beginning training on August 15, 2022
 Parking Control Officer – beginning training on August 22, 2022  Community Service Officer Interns – two beginning training on September 1, 2022 The Police Department currently has the following open positions:
 Records Specialist
 Police and Records Manager (expected to be reclassified to a different position)  2 Communications Dispatchers
 3 Sworn Personnel
The Police Department has hired a total of seven per diem Dispatchers to supplement the fulltime Dispatch staff in order to allow for better coverage, training, and vacation opportunities with more focused training of new Dispatch staff. Vacations or elective time off frequently requires backfill as well as overtime coverage in addition to the impact of unexpected COVIDrelated vacancies.

During Fiscal Year (FY) 2021/22, the Police Department used 1,959 hours of Supplemental Paid Sick Leave (SPSL) time off due to COVID impacts. The table below depicts the number of overtime hours collected in pay and compensation time that were necessary to fill shift vacancies in comparison of the first six months of 2021 to that of 2022. The variance of 227 hours more overtime in the Communications division is likely due to per diem staff not being available during the 2021 time period and therefore the full-time staff working increased overtime hours. The variance of 804 more overtime hours in 2022 versus 2021 is likely due to the significant COVID impact at the beginning of 2022 among sworn staff, training of new Officers during that timeframe, and lean staffing availability.

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PAGE 4 OF 9
SUBJECT: Receive the Information Provided in the Police Services Information: January – July 2022
DATE: August 9, 2022
DISCUSSION (continued):

SUCCESSION OPPORTUNITIES
Since January 2022, there have been several succession opportunities for sworn and non-sworn staff. Through several promotional processes, the following assignments were filled by internal staff members:
 Police Captain
 Two Sergeants
 Two Corporals
 Lead Records Specialist
 Senior Records Specialist
 Two Senior Communications Dispatchers
In May of 2022, Department leadership participated in a Team Building Workshop through an opportunity made available by a POST grant and donation by the Police Foundation. The outcome of the Team Building Workshop was the development of a two-year Strategic Plan that outlines five goals and priorities that the Police Department will continuously assess and remain focused on as part of the Departments direction through 2024. These goals are:
 Goal 1 – Organizational recruitment, development, and retention of a quality workforce  Goal 2 – Prevent and reduce crime, increase quality of life, and focus on traffic safety  Goal 3 – Active partnerships
 Goal 4 – Embrace and integrate technology throughout the agency  Goal 5 – Organizational wellness

CALLS FOR SERVICE AND OFFICER ACTIVITY
Despite the staffing challenges previously outlined, the LGMSPD continues to provide an uncompromising high level of service to the community. The following table depicts a comparison over the last two years between the months of January – July of the

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PAGE 5 OF 9
SUBJECT: Receive the Information Provided in the Police Services Information: January – July 2022
DATE: August 9, 2022
DISCUSSION (continued):

Communications division call volume both inbound and outbound, immediacy to which they are answered, and number of 911 calls.

The industry standard for a Public Safety Answering Point (PSAP) agency is a target for 911 calls to be answered within less than ten seconds 95% of the time. Outbound calls can be a result of transferring callers to other points of contact within Town Departments, contacting or following up with community members, or conducting other inter-agency duties.

Officers’ response to priority calls for service continue to be comparable to prior years. These metrics can be found in the Fiscal Year 2022/23 Adopted Operating Budget in the performance measures section of the Police Department chapter. Priority 1 refers to an immediate emergency with threat to life or a public safety hazard, Priority2I is an urgent emergency that requires an immediate response, and a Priority 3 incident is a non-emergency. The LGMSPD has set response time goals of 5:00 minutes for Priority 1 calls, 10:00 for Priority 2 calls, and 15:00 for Priority 3 calls. The Police Department has maintained average response times below the priority goals between January and July for both 2021 and 2022.

Additional data regarding traffic stops and preliminary RIPA information will be provided in the presentation to Town Council at the August 16, 2022 meeting.

MANDATES AND TRAINING
LGMSPD is committed to ensuring public safety service levels that are a result of dedicated efforts from the Communications division, Patrol, and other divisions within the Police Department. Recruitment, training, and succession planning continue to remain an ongoing priority while monitoring the fiscal implications from overtime needs and wellness impacts on staff members.

Several unfunded legislative mandates were incorporated into the Police Department’s technology, service delivery, personnel assessment, and training. These included Police reform efforts towards transparency including compliance with the Racial and Identity Profiling Act (RIPA) and California Incident Based Reporting System (CIBRS/NIBRS). LGMSPD was one of the

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PAGE 6 OF 9
SUBJECT: Receive the Information Provided in the Police Services Information: January – July 2022
DATE: August 9, 2022
DISCUSSION (continued):
first agencies in the county to become compliant with Department of Justice (DOJ) for CIBRS / NIBRS in 2022.

Additionally, Assembly Bill 481 – Military Equipment Transparency required the Police Department to engage with the community prior to seeking approval by Town Council of an Ordinance in May 2022. The Ordinance codifies annual reports on qualifying Police Department resources under AB 481 guidelines.

Additionally, there are several legislative impacts to the Police Department. Compliance with Senate Bill 2 – Police Decertification which has resulted in a significant increase in staff and resources needed at POST to ensure reporting and compliance with Police misconduct and eligibility for current or future employment. The Police Department has contracted with an experienced and respected personnel background vendor for future sworn background investigations to assure the requirements of Senate Bill 2 are followed. The Police Department’s Personnel and Training staff have been engaged in frequent training and updates for awareness and responsiveness to the requirements outlined in Senate Bill 2, as several tenets to the bill are retroactive to the conduct of Officers. Finally, Senate Bill 1000 – Radio Encryption pending legislative action and is being closely monitored by many California law enforcement agencies due to its significant operational and fiscal impact on radio communications.

LGMSPD sworn staff are required by POST to complete 34 hours of training annually and Dispatchers are required to complete 24 hours. The specific training requirements are available for public view on the Police Department’s Website on the Transparency webpage:
https://www.losgatosca.gov/2713/Transparency-and-Data-page.

This year, as part of this required training, Officers have completed training in Emergency Vehicle Operations (EVOC) in the Explorer patrol vehicles to re-emphasize safe driving disciplines. As part of Advanced Officer Training (AOT) in 2022, sworn staff completed Deescalation and Use of Force training through the first use of the new Virtual Reality (VR) decision and tactics training technology. This same technology will be experienced by the attendees of the upcoming Community Police Academy. This system assists Department trainers in creating a realistic training environment for Officer’s decision-making, de-escalation, and use of force. The system allows the VR inhabitants of the scenarios to have their mental status, gender, race, and many other attributes adjusted for maximum reality.

Providing new and existing staff with the necessary training to develop confidence and competency is a priority for the Police Department to navigate in its current lean staffing model. This requires continuous assessment of mandatory or immediate Department training

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PAGE 7 OF 9
SUBJECT: Receive the Information Provided in the Police Services Information: January – July 2022
DATE: August 9, 2022
DISCUSSION (continued):
needs based on POST requirements and operational effectiveness. Additionally, the promotional and collateral positions that have been filled during January – July 2022 are followed with necessary trainings in order to support those individuals in their new roles.

These training opportunities frequently require backfill through the use of overtime.

MENTAL HEALTH EVALUATION REPORTS AND RESOURCES
LGMSPD maintains a partnership and collaborates with mental health resources made available through Santa Clara County Behavioral Health Services. In addition, LGMSPD has implemented several additional efforts to compliment a multi-disciplinary approach to providing support to those that may benefit from the options available. Below is an outline of resources utilized based on an assessment of the situational needs:

Therapy Canine Program
o Two therapy canines were funded through donations by the Police Foundation and completed training in spring 2022. The canines are assigned to a handler in the Communications division and to a handler assigned as a Corporal on patrol. Both handler and canine attend ongoing training and are available to be a resource to both staff and to the public. The canines have been to multiple community events and were deployed on school campuses the day after the Uvalde incident to increase law enforcement presence and offer support.

Ambulance Contract
o The Police Department maintains a contract with an Ambulance service to provide transport at a pre-contracted rate in the event the transport would create unnecessary financial strain on the patient in need of mental health resources. This resource has not been utilized.

Mobile Crisis Response Team (MCRT)
o Teams of clinicians with the ability to respond at the request of law enforcement or may conduct follow up with families and only request a law enforcement presence if necessary.
o The efforts of MCRT are focused on connecting family/caregivers to community support, conduct mental health evaluations and assessments, provide post-crisis follow up, and provide crisis intervention and safety planning as needed. MCRT services ages 18 and older, regardless of insurance status.

Mobile Response and Stabilization Services (MRSS)
o Provides stabilization and support services for children and young adults from ages 4-20.

Therapeutic teams provide consultation, assess for safety, and intervene through crisis counseling. Post-crisis stabilization services are provided to ensure referral and coordination to ongoing services.

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PAGE 8 OF 9
SUBJECT: Receive the Information Provided in the Police Services Information: January – July 2022
DATE: August 9, 2022
DISCUSSION (continued):
9-8-8
o 9-8-8 is a national initiative and a shift of mental health crisis calls away from law enforcement. In Santa Clara County, when someone calls 9-8-8 for services, their needs are evaluated by the Suicide Prevention Hotline to determine what resources may be best suited to meet the caller’s needs. The available resources include MCRT, MRSS, TRUST, or others that may be available in th e area. This is a new program launched in July 2022 and is being evaluated for enhanced collaboration and quality improvements.

COMMUNITY OUTREACH AND COMMUNITY VOLUNTEERS
LGMSPD launched a Community Policing initiative in May 2022. The Community Policing programs and opportunities include Coffee with a Cop, the Therapy Canine Program, a Community Police Academy, Walk with a Cop, and staff support of Special Olympics activities.

These engagements are identified on the lower portion of a LGMSPD Community Policing logo to promote these events throughout the year on the Department website, social media, or other communications. The engagements are integral to building community – police partnerships and a better-informed vision of public safety needs and responses.

LGMSPD hosted a Coffee with a Cop in May and August, has received almost ten Walk with a Cop requests, supported at least four Special Olympic activities, and is excited to begin its first 10-week Community Police Academy at the end of August 2022.

Community outreach and resources also occurs in many other forms, including National Night Out, social media communications, Operation Care, Vacation Checks, On Watch, and the many Emergency Preparedness and Volunteer opportunities offered through the Police Department.

Emergency Preparedness and responsiveness throughout the Town of Los Gatos is strengthened through the force multiplying efforts of the Disaster Aid Response Team (DART) and the Community Emergency Response Team (CERT). Both teams work collaboratively throughout the year on common drills, including a wildfire evacuation drill in April 2022.

Additionally, other Police Department volunteer opportunities include the Explorer Cadet program, Volunteers in Policing (VIP), Victim Services Unit (VSU), and Neighborhood Watch.

The Police Department provided eight Neighborhood Watch meetings from January to July of 2022, with six of those being new Neighborhood Watch groups.

CONCLUSION:

The Police Services Report is intended to provide a transparent overview of available resources, operational efforts, and continued priorities that may be considered valuable to the community

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PAGE 9 OF 9
SUBJECT: Receive the Information Provided in the Police Services Information: January – July 2022
DATE: August 9, 2022
CONCLUSION (continued):
and Town Council. The Los Gatos-Monte Sereno Police Department is committed to providing a high level of service and modeling the values of Professionalism, Compassion, and Integrity.

The Police Department continues to conform to the data-driven law enforcement model and to evaluate the information to ensure an equitable and quality service model to the communities that we serve.

The Police Department is committed to building, bridging, and enhancing police-community relationships through opportunities for engagement and in the multitude of services that the Department offers in order to develop collaborative methods to maintain a safe community that is free of the fear of crime.

FISCAL IMPACT:

The acceptance of this report has no fiscal implications.

ENVIRONMENTAL ASSESSMENT:

This is not a project defined under CEQA, and no further action is required.

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Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, and Interim Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 08/16/2022
ITEM NO: 9
DATE: August 8, 2022
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive Information on Town Operational Efficiencies and Provide Potential Direction
RECOMMENDATION:

Receive information on Town operational efficiencies and provide potential direction.

BACKGROUND:

During the May 17, 2022 Budget public hearing, the Town Council approved a motion that included direction to initiate an employee-led operational efficiency program with the goal of 3% to 5% operational improvements and develop 5-year goals.

DISCUSSION:

Context
Currently, the Town provides most municipal services with the exception of Fire and Emergency Medical Services (EMS), and Community Services/Recreation (for all ages). In 1971, the Town annexed into the County Fire District and transitioned the service to that agency.

During the Great Recession, the Town eliminated the Community Services Department and distributed its functions. Senior programming was built into a lease agreement with Los GatosSaratoga Recreation (LGS Rec). The Town Manager’s Office and the Community Development Department absorbed several functions. The Town Manager’s Office took on Town events (e.g., 4th of July), Community and Senior Services Commission (now the Community Health and Senior Services Commission) and Arts and Culture Commission (currently administered by the Library Department). The Community Development Department administers Housing Programs, overseeing the work of vendors providing many of the direct services.

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PAGE 2 OF 3
SUBJECT: Town Operational Efficiencies
DATE: August 8, 2022
DISCUSSION (continued):

The Great Recession also saw the elimination of many Town positions. Attachment 1 shows the sharp decline in staffing at that time and the fairly steady maintenance of reduced staffing rates over the years.

Process Improvements and Organization Efficiencies
As a lean organization, all Town Departments are continuously reviewing their processes to identify and institute process improvements to ensure that the limited Town staff resources are focused on work that best utilizes their professional, creative, innovative, and technical skills.

Out of necessity with increased workloads, new State unfunded mandates, and little to no increases in headcount, staff has had to find ways to do more by becoming more time efficient without reducing the high quality of work product, internal controls, or the high level of customer service the Los Gatos community expects of the Town.

Attachment 2 lists efficiencies identified by staff in three categories: (1) already implemented, (2) in the process of being implemented, and (3) expected to be implemented. The information includes efficiencies that were identified and implemented beginning in January 2020 to the present to account for pre-Pandemic, Pandemic, and current considerations. The Pandemic was an incredible catalyst to push many potential efficiencies from “nice to have” to “must have” (such as on-line permit applications). It should be noted, that while this report focuses on process improvements implemented since 2020, as illustrated in Attachment 1 the staffing reductions since 2001 have required significant process improvements over the decades to maintain service levels.

Efficiencies have been achieved through a variety of mechanisms, including but not limited to:
 The innovative use of technology;
 Regulatory streamlining;
 Use of consultants, retired annuitants, or vendors in a cost effective manner to create staff capacity for other work; and
 Updating processes to improve workflow.

While the motion requested the quantification of the efficiencies gained through the implementation of the items, the Town does not have the bandwidth to attempt these estimations. Instead, qualitative explanations are provided with each item.

The Adopted Operating Budget contains activity and performance measures for all of the Departments. The measures include quantities of work, cycle times, and other metrics. Some of the performance measures include customer satisfaction ratings. Additional customer satisfaction data were collected with the recent Community Survey.

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PAGE 3 OF 3
SUBJECT: Town Operational Efficiencies
DATE: August 8, 2022
DISCUSSION (continued):

Finally, the Town’s ability to provide ongoing efficiencies in part depends on staff retention.

Trained and experienced staff have the relationships with community members, institutional knowledge, and problem-solving background of past issues facing the Town. The Town’s recruitment efforts carefully screen candidates to determine their technical and soft skills to deliver high quality, timely, and professional services. Once hired, career opportunities can occur within a single Department or by promoting to a new position within another Department.

CONCLUSION:

This report documents efficiencies that have been implemented in Town Departments and Offices beginning in January 2020 (pre-Pandemic), illustrating that staff engagement in continuous process improvements is a fundamental element of the Town’s organizational culture. Attachment 2 also contains some of the prospective improvements for the future. A five-year projection of additional improvement would be challenging at this time given the dynamic technological changes that are already underway.

As the Town continues to face future budget challenges, the Council has asked the Finance Commission to look at both revenue and expenditure options to address the forecasted shortfalls. Staff is supporting the Commission’s work by providing information regarding potential options. With this agenda item, the Town Council may also provide specific direction to staff.

COORDINATION:

The information contained in this staff report was coordinated with all Town Departments and Offices.

FISCAL IMPACT:

There is no negative fiscal impact associated with the receipt and discussion of this report.

ENVIRONMENTAL ASSESSMENT:

This agenda item is not a project defined under CEQA, and no further action is required.

Attachments:

1. Organizational Staffing Levels

2. Town Operational Efficiencies by Department

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Town Organization Staffing
ATTACHMENT 1

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OPERATIONAL EFFICIENCIES BY DEPARTMENT
1 Town Manager’s Office
Already Implemented
 Town Social Media Record Retention (December 2021): Implementation of ArchiveSocial social media retention software transformed a manual process of gathering social media records in response to both public records requests and internal staff requests to an electronic process. Efficiency Outcome: ArchiveSocial has changed a manual process that could take hours depending on the size of the request into an electronic report that can be pulled in minutes. It has also allowed the Town a mechanism to capture deleted and edited comments, improving transparency and access to records, and meeting our legal retention requirements.  Email Distributions (March 2020): Communications and documents that had been printed and distributed in hard copy were converted to email distributions. Efficiency Outcome: Reduced production time, saved paper, and reduced copier maintenance.  Communications and Outreach (ongoing): Expanded modes of communication to the public via improved website content, summaries of Council actions, social media use, strategic use of postcards to all residents, and other mechanisms. Efficiency Outcomes:

Improved access and transparency of Town activities, upcoming engagement opportunities, and access to information. Enhanced consistent responses to customer inquiries by directing the public to information available on the Town website. Reduced research time for public inquiries.
 Updated Procurement Policy (Fall 2021): The Town Manager’s Office led a multiDepartmental effort to update the Town’s Procurement Policy that was approved by the Town Council in December 2021. Efficiency Outcomes: Reduced processing times for procurement.
 Events Streamlining (July 2022): Enhanced template for standard conditions and eliminated redundant process steps. Efficiency Outcome: Faster processing times for Special Event Permits.
 Economic Vitality Streamlining: See Community Development Department Clerk Department
Already Implemented
 Town Agreement Processing (April 2020): Implementation of DocuSign software transformed a Town-wide paper-based agreement review and signature process to an electronic process. Efficiency Outcome: DocuSign has reduced the agreement processing time from two to three weeks minimum to five to seven calendar days maximum (weekends included).
 JustFOIA Public Records Request System (March 2022): Public records requests are submitted and handled through the online system. Efficiency Outcome: This has reduced staff processing time by 50%.
 Municode Portal (March 2022): Allows staff, Council, and the public to search for an agenda item on any meeting date without having to know ATTACHMENT 2

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2 the specific date. Efficiency Outcome: Reduces search time by approximately 50% and greater public transparency.
 Electronic Document Filing (March 2020): Where possible we have eliminated paper files. Efficiency Outcome: Electronic filing reduces the amount of time staff spends filing by 50% and also reduces costs for filing supplies.

Information Technology
Already Implemented
 IT Service Desk Ticketing Solution (January 2021): ServiceDesk Plus, a cloud hosted ITSM (IT Service Management) solution, was implemented to manage the complete life cycle of IT incidents and support requests which were previously managed through Outlook email by individual IT Staff. Efficiency Outcome: ServiceDesk Plus has reduced the time to resolution significantly as illustrated by Staff’s rating of the timeliness of IT’s support which rose from 96% in 2020 to 100% in 2022.
 New Hire and Separation Process (June 2022): An improved IT New Hire and Exit form was implemented to better manage the onboarding and offboarding process through automated workflows and notifications. Efficiency Outcome: IT Staff receives new hire and separation notifications in a timely manner with formal HR approval which allows IT Staff to focus their time on the activities related to the onboarding and offboarding process rather than chasing down information.
 IT Orientation for New Hires (February 2022): A formal IT orientation is scheduled for all new hires on their first day of work to get them fully situated on their computers and various applications. Efficiency Outcome: New hires are immediately able to utilize their computers and other systems where technology does not become a hinderance but rather a springboard to get them operating fully in their new job function.  Sharepoint File Storage (February 2021): Various departmental file shares stored on a local file server were migrated over to Sharepoint as the new online document management system. Efficiency Outcome: The Sharepoint platform allows for concurrent viewing and editing of hosted files which allows Staff to collaborate on files together at the same time without having to wait on others to finish their work and close the files. Sharepoint hosted files also provide the flexibility of accessing files remotely without the need for direct VPN access to the Town’s internal network thus eliminating additional hurdles and IT support to access data.  Microsoft Teams (February 2020) : Microsoft Teams was implemented as the Town’s communication platform which allows for online meetings as well as file and screensharing for all Town Staff. Efficiency Outcome: Microsoft Teams was an important tool during the Covid shutdown period and continues to be a highly utilized tool for remote/hybrid work to keep people connected. Microsoft Teams allows Staff to quickly communicate and collaborate with one another in a highly dispersed work environment.
 Internet Service Reliability (October 2020): The Town’s internet service was migrated from a 50MB connection through Comcast Business over to a 200MB connection with

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3 Frontier Communications. The Library’s internet connection was also leveraged with the new Frontier connection to be utilized as a failover connection. Efficiency Outcome:

The Town experienced frequent outages with Comcast during PG&E power interruptions and was generally unreliable and slow. The new internet connection has considerably increased uptime and reliability which allows Town staff, including public safety, to better serve the community without any unplanned disruptions.

Town Attorney’s Office
Already Implemented
 Using ABAG-PLAN (June 2022): Sending town claims to our third-party administrator (ABAG-PLAN) to evaluate claims as they come in. Efficiency Outcome: The PLAN handles all the claims rather than the Town Attorney’s Office staff  Outside Council (June 2022): Using outside counsel to advise regarding response to Police Department subpoenas (unless it involves a simple matter such as requesting a hearing continuance in which case the Town Attorney can handle). Efficiency Outcome:

Reduces time spent on the long cases.
 Lexis Nexis (June 2022): Implementation of Lexus Nexis lets the Attorney’s office have access to a database of case law and legislative history. Efficiency Outcome: This makes it easier and efficient for the Attorney’s Office to find Legal documents.  Contract Template (Prior to January 2020): The already created contract template is standard template that departments can input in a created document. Efficiency Outcome: Reduces the preparation and review time for agreements.

Finance Department:

Already Implemented
 Timesheet via email (March 2020): Timesheet submittal and approval via email replacing a paper-based submittal and approval. Efficiency Outcomes: Decreased processing time and enabled remote work when social distancing was required by Public Health Orders. This also decreased the cost of paper and printing, and protects the environment.
 Paperless Account Payable processing (March 2020): The accounts payable process is now paperless with every invoice approved via email. Efficiency Outcomes: Decreased processing time and enabled remote work when social distancing was required by Public Health Orders. It also provides an easier transition to storing all items electronically thus providing easier access for future research and/or to meet auditor and Department requests. This also decreased the cost of paper and printing, and protects the environment.
 Positive Pay (November 2021): The Town implemented positive pay, an automated cash management service employed by financial institutions to deter check fraud. Positive pay matches the checks issued with those presented for payment. Efficiency Outcome:

Reduced possible fraud and staff time interacting with banking partners.

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4  Digital Accommodation of Business License Processing (March 2020): Utilized email and digital phone messaging to streamline and provide business license processing during office shut-down due to Public Health Orders. Efficiency Outcomes: Business owners were able to communicate and receive timely answer regarding business license applications. Payments were still submitted via check during the office closure, and the email communication ensured that the correct amount and documentation were submitted.
 Virtual audit engagements (Spring 2020): Uploaded all documentation to the Independent Auditor web portal. Efficiency Outcomes: Streamlined the audit process timeline, making the requested information available immediately to the auditor team.

Reduced the time of pulling physical backup and scanning materials.  Journal Entry Approval via email (Spring 2020): Journal entry submittal and approval via email replaced a paper-based submittal and approval process. Efficiency Outcome:

Faster turnaround of journal entries with the email submission procedures. Backup electronically stored. Documents are easier to access as well as provide to auditors when requested.
 SharePoint utilization for the Operating and Capital Budget (March 2022): Efficiency Outcome: Utilizing the simultaneously shared document made the collaboration between users and Departments more effective while meeting the compressed timeline to produce budget documents.
 Work from Home Schedule (August 2021): Ability to work from home a couple of days per week has resulted in better scheduling of certain tasks. Efficiency Outcome: Able to log in and complete early bank account review from home and provide activity information to other staff who may need to complete related bank activities prior to cutoff times.

Human Resources Department:

Already Implemented
 HR and Payroll Shared Folder (2021): A single location on the Town’s server for confidential new hire payroll paperwork. Efficiency Outcome: Enhanced security for confidential information, reduces processing times, reduces the use of paper, and improves digital filing.
 NeoGov eForms (Fall 2020): Allows for employee forms to be routed for signature digitally and securely. Efficiency Outcomes: Reduces staff time by creating, managing, and routing documents electronically for approval.
 NeoGov Onboard (Fall 2020): Allows for new hire packet forms to be sent to new employees digitally and securely through a self-service portal. Efficiency Outcomes:

Enhances security of confidential documents. Reduced processing time of documents.

Streamlined and improved the consistency of the onboarding process, review of Town policies, and trainings. Saves paper and copier maintenance.

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5  New User IT Form and the User Exit Form (Spring 2022): Documentation for new and exiting employees. Efficiency Outcomes: Improved workflow, enhanced documentation of IT equipment use and returns.
 Virtual Onboarding, Offboarding, and Interview Processes (Spring 2020): Zoom capability enabled the Town to continue its recruitment-related processes, including testing of candidates. Efficiency Outcome: No loss in productivity during the Public Health Order shutdowns.
 Online Open Enrollment Process and Virtual Wellness Challenge (Fall 2020): Completed Open Enrollment for benefits on time. Efficiency Outcome: Provided a flexible way for staff to learn about changes to benefits, allow for online enrollment, and reduce staff time for processing materials.
 On-Demand Virtual Sexual Harassment Prevention Training (Fall 2021): Used the services of Liebert Cassidy Whitmore (LCW) for online training. Efficiency Outcome: All employees to meet this State requirement flexibility during the Pandemic.

Implementation Underway
 NeoGov Perform: An automated performance evaluation system. Efficiency Outcomes:

Increases engagement between employees and supervisors. Reduces time to complete evaluations, saves paper, and reduces copier maintenance.  Improved Access to Forms: Working with IT to develop the HR section of an internal platform for employees to access information and forms online. Efficiency Outcome:

Reduces staff time searching for and completing forms.

Library Department
Already Implemented
 Targeted Teen Volunteer Roles (October 2021): Solicitation for high school volunteers based on specific skill sets needed rather than the past practice of accepting general volunteers. Efficiency Outcome: Reduced labor load for staff equivalent to .1 FTE per week while allowing for staff to focus on higher level tasks.  Collection Assessment Software for EDI Analysis (July 2022): Implementation of software to analyze the scope of diversity of the library’s collection which replaces a time-intensive manual system of evaluation. Efficiency Outcome: Reduced staff time for collection analysis projects by appropriately 60 hours per year.  Historical Archives Online Platform (July 2022): Migration of historical archives to the new digital platform CatalogIt. Efficiency Outcome: Improved functionality and searchability has reduced records input and retrieval from twenty minutes per entry to five minutes per entry. Lower cost of software has cost savings of $3,000 annually.  Wireless Staff Radios (February 2021): Implementation of wireless radios worn by all staff replaced inbuilding communication by word of mouth and email. Efficiency Outcome: Facilitation of rapid communication among staff saves approximately two hours of staff time per day and enhances safety.

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6  Program Backup Cross Training (July 2022): Developed training for all full-time staff members to be assigned and trained as substitutes for scheduled programs and events eliminated need to cancel or reschedule programs. Efficiency Outcome: Increased quality of service to the public and reduced service interruptions. Approximately sixty minutes of staff time per day are saved through this cross-training.  Tech Equipment Troubleshooting Cross Training (May 2022): Cross-training of all fulltime staff for troubleshooting issues with public computers, printers/copiers, and selfcheck machines decreased reliance on availability of specialized staff members.

Efficiency Outcome: Increased quality of service to the public and decrease in down time of malfunctioning equipment from 30 minutes to 5 minutes.  Public Desk Cross Training (October 2021): Cross-training of all full-time staff and most part time staff to field all first level public interactions at three different service points (children’s desk, reference desk, circulation desk) decreased reliance on availability of specialized staff members. Efficiency Outcome: Increased quality and speed of service to the public. Approximately sixty minutes of staff time per day are saved through this cross-training.
 Appointments for Historical Research (January 2022): Implementation of appointment booking via Library website for patrons needing historical research replaced a drop-in system. Efficiency Outcome: Labor-time related to historical research appointments has been reduced by approximately 2 hours per week. Pre-booked appointments allow for more efficient staff scheduling and time management, fewer interruptions, and more focused attention to the patron.
 Time Boxed Active Project Meetings (June 2022): Adoption of “time-boxing” for simultaneous work on collaborative projects transformed discussion meetings to output meetings which bring projects to completion. Efficiency Outcome: Projects are completed 20% more quickly across the board.
 World Languages Collaboration (November 2020): Development of inter-library agency workgroup to share language purchasing, cataloging, and translation expertise in multiple languages other than English replaced reliance on vendors and outsourcing.

Efficiency Outcome: Eliminating reliance on venders’ expertise has resulted in a cost savings equivalent to $6,000 per year.
 Staff Role and Project Assignments (November 2020): Reassignment of staff project roles based on immediate changing need for skill sets rather than job descriptions.

Efficiency Outcome: Labor-time savings of approximately .5FTE annually across all specializations.
 Virtual Staff Development (May 2020): Assignment of staff to new virtual training opportunities from the State Library and other agencies increased professional learning opportunities with fewer staffing impacts. Efficiency Outcome: Labor-time savings of approximately 100 hours per year.
 Library Director Check-In Meetings (June 2020): Virtual attendance at monthly meetings with Library Directors across the State replaced slow email communication chains and fostered problem solving. Efficiency Outcome: Reduced redundancy of work across different library jurisdictions has allowed the Library Director to save approximately 120

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7 hours of time per year, enabling the Director to devote this time to other important priorities.
 Wireless Public Printing Software (June 2021): Implementation of Princh wireless printing software for credit card payment and release of public printing jobs replaced manual system of making change and manual print releases. Efficiency Outcome: Labortime savings of approximately one hour per day.  Friends of the Library Payment Systems (April 2021): Installation of cash donation box and self-serve DipJar credit card payment for the Friends of the Library eliminated staff need for making change, overseeing donations, and monitoring purchases. Efficiency Outcome: Labor-time savings of approximately one hour per day.  Cashless Operations (June 2020): Elimination of all cash transactions and removal of cash register replaced daily cash handling. Efficiency Outcome: 30% reduction in waittime for service to the public at library desks. Approximately one hour per day of labortime is also saved.  Shared Files and Folders via Cloud Platform (April 2020): Implementation of and migration to OneDrive, SharePoint, and Office 365 for all staff files and working documents replaced system of files stored on individual computers. Efficiency Outcome: By eliminating the need for file transfers, multiple file versions, and backups, and by allowing for increased collaboration and simultaneous editing, the shared files have saved approximately ten hours of staff time per week.  Collaborative Communication Application (March 2020): Implementation of MS Teams application transformed real-time digital communication among staff. Efficiency Outcome: Real-time remote communication has saved approximately three hours of staff time per day.
 Shared Purchasing Tracking and Reconciliation (July 2020): Creation of a shared universal master spreadsheet for tracking all internal account spending replaced individual staff tracking for budget line items. Efficiency Outcome: Saves approximately sixty hours of staff time per year, including forty hours of Library Director time, thereby allowing the Director and staff to direct this time towards other public needs.  Staff Laptops (September 2020): Purchase of laptop computers and docking stations for full time staff members replaced desktop computer towers, allowing greater flexibility in staff usage of different workspaces. Efficiency Outcome: Location flexibility saved approximately 0.5 hours per week per employee.
 Outsourced Book Processing (October 2020): Increase of amount of book processing (catalog records and shelf ready preparation) reduced scope of in-house processing.

Efficiency Outcome: The outsourcing of book processing saved approximately four hours of staff time per week.
 Direct Purchase of Catalog Records for Languages Other Than English (September 2020):

Purchase of complete records direct from book vendors eliminated need for staff to translate and create records in-house. Efficiency Outcome: Purchasing complete records saved approximately thirty hours of staff time annually.  Hold Items Pulling (July 2020): Creation of collaborative team system to locate and pull items requested by patrons replaced a tedious individual process. Efficiency Outcome:

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8 Increased speed of service to the public. Time spent on pulling reserves reduced from 2 hours per day to 30 min per day.
 Adhesive Receipt Paper (August 2022): Utilization of adhesive receipt paper to attach automatedly printed hold and reserve notes to books replaced manual writing, cutting and rubber banding paper slips to books. Efficiency Outcome: The switch to adhesive receipt paper has saved approximately twenty minutes per day of staff time and has increased the speed of service to the public.
 Patron Initiated Replacement of Lost or Damaged Items (September 2020): Adopted procedure of encouraging patrons to replace their lost or damaged items with a new identical copy replacing system of staff-initiated replacement. Efficiency Outcome: Staff time spent replacing lost or damaged items has been completely eliminated.  Display Books in Children’s Room (January 2021): Utilization of additional surface areas in Children’s Room to display recently returned books decreased need to reshelve all items. Efficiency Outcome: Staff time spent on reshelving children’s books has been reduced from forty to thirty minutes per cart.
 Paperless Invoices (August 2020): Adoption of workflow process to receive, route, and approve invoices replaced a paper-based system of copies, physical signatures, and interoffice mail routing. Efficiency Outcome: The new workflow process for invoices saves approximately one hour of staff time per week.
 Close Caption Transcription Software (February 2021): Acquisition of automatic transcription software for historical interviews and programs eliminated need for manual in-house transcription. Efficiency Outcome: The usage of automatic transcription software saves approximately 8 hours of staff time per project.  Design Software (April 2021): Utilization of simple user interface Canva design software allowed for access to premade templates and designs for print and social media replacing previous cumbersome design software and need for designing files from scratch. Efficiency Outcome: Use of Canva has reduced time spent on designing social media posts and flyers from 90 minutes per item to 15 minutes per item.  E-Magazine Consortium Purchasing (July 2021): Cooperation with neighboring library jurisdictions to purchase a core collection of e-magazines at a discounted rate reducing financial cost. Efficiency Outcome: Cost-savings of $4,800 annually.  State Access to Databases (September 2021): Joined State-sponsored programs to access educational and job-searching databases and subscriptions reducing financial cost. Efficiency Outcome: Cost savings equal to $13,500 annually.  Check-in Meetings with Partner Organizations (February 2022): Adoption of regular check in meetings with partners for NUMU, LGS Rec, and LGSUHS District representatives to increase dialog, replacing communication voids. Efficiency Outcome:

Streamlined communication with partners has eliminated problems resulting from miscommunication among departments, thereby saving approximately 10 hours of staff time per year.
 Single Point of Contact Desk (May 2022): Reassessment of staffing coverage at Reference and Children’s desks, based on daily foot traffic patterns, identified times of

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9 the day that could instead be serviced by a single front desk. Efficiency Outcome: Saved ten hours of staff time per day.
 Public Computer Bulk Updates (August 2021): Adoption of new workflow for regular updates to public computers can be done from a staff desk, replacing need for staff to monitor computers in the public area while updates complete. Efficiency Outcome:

Saves approximately six hours of staff time per week.
 Rearrangement of Collections (December 2021): Modification of locations of high use collections such as series chapter books and graphic novels in the Children’s area allowed for more space to effectively locate, access, and shelve items. Efficiency Outcome: This improve usage of space has resulted in higher-quality service to the public and reduced reshelving time by approximately five minutes per cart.  Self-Check Machines (October 2020): Installation of four new public self-service checkout machines with RFID readers increased ability for public to successfully checkout items without staff assistance. Efficiency Outcome: The self-service checkout machines increase speed of service to the public through a 50% decrease in wait-times.  Phone App Based Self-Checkout Functionality (October 2020): Addition of item checkout functionality via the Library’s app provides ability for public to check out items in a fully contactless manner. Efficiency Outcome: Allowing members of the public to immediately check out items eliminates the need for staff to check out materials, thereby cutting out wait-times for patrons who use this service. Saves approximately thirty minutes of staff time per day.
 Phone Tree Software (May 2020): Implementation of RingCentral software to serve as a phone tree for incoming calls routes public calls to the appropriate staff member or desk, replacing the need for staff to field and transfer each call. Efficiency Outcome: The software improves speed of service by reducing the length of telephone interactions from five to three minutes per call.
 Communication Channels for County Emergency Management (August 2020):

Establishment of communication channel between County Library Director and local staff sped dissemination of emergency updates, allowing staff to respond faster to changes. Efficiency Outcome: Faster communication of updates allows staff approximately three hours of advance planning time to respond to each upcoming change.
 Shared Repository for Regional Library Document Templates (January 2021): Creation of repository for Bay Area libraries to share document examples such as vendor agreements, RFPs, and policy examples reduced need for documents to be created from scratch-in house. Efficiency Outcome: Saves approximately four hours of staff time per document.
 Staff Scheduling Software (November 2020): Implementation of LibCalendar software for staff scheduling, remote schedule communication, and time off requests replaced a more complicated software. Efficiency Outcome: LibCalendar reduces labor-time devoted to schedule management by 30%.
 Reservation Functionality (August 2021): Implementation of reservation functionality to the Library website provides method for the public to directly reserve study rooms,

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10 replacing need for reservations to be staff managed. Efficiency Outcome: By eliminating the need for staff to manage reservations, this change saves approximately two hours of staff time per week. The new system also increases quality of service to the public.  Minimal Processing of High Circulation Children’s Items (March 2022): Creation of single generic catalog record for hundreds of high-volume use children’s beginning reader paperbacks replaced need to create individual records for each of those items.

Efficiency Outcome: Reduces processing time per item from 3 minutes to thirty seconds.
 Patron Access to Historical Collections (April 2022): Relocation of non-archival historical resources to the public area freed history workroom space and allows public to access more resources without staff assistance. Efficiency Outcome: This intervention has increased workspace and storage capacity for archives by 25%.  Archive Finding Aids and Reorganization (March 2022): Creation of a comprehensive finding aid for archived materials and physical reorganization of archives replaced system of filing cabinets in a confined work area. Efficiency Outcome: The new finding aid has reduced research time for historical questions from an average of 60 minutes to 20 min. per research inquiry.
 Historical Microfiche Digitization (June 2022): Outsourcing of digitization of historical newspapers replaced need to digitize in-house. Efficiency Outcome: The outsourcing of digitization has saved a total of 250 staff hours.
 Tech Tutoring Appointments and Volunteers (March 2022): Utilization of volunteers for drop-in periods for patron help with computers and phones replaced scheduled programmed timeslots that required staff. Efficiency Outcome: Saves two hours of staff time per week.
 Restricted Hours for Book Donation Drop Off (April 2021): Restriction of time windows for receiving donated books only to hours covered by volunteers eliminated need for staff to handle book donations. Efficiency Outcome: Reduces staff interruptions; saves approximately two hours of staff time per week.
 Immediate Purchasing from Local Vendors (April 2022): Establishment of relationships with local booksellers facilitated ability to receive copies of popular titles that were delayed due to supply chain issues with our normal vendors. Efficiency Outcome: Time for obtaining back-ordered materials has been reduced from six weeks to two hours.  Reference Question Software (February 2020): Implementation of Gimlet reference transaction software allowed staff to quickly record questions asked by the public into a searchable database utilized for facilitating statistical gathering and for crossreferencing previously answered questions. Efficiency Outcome: Reduces research time from five minutes to two minutes per reference transaction.  Interns (April 2022): Reinstatement of library intern program post-pandemic opened opportunities for library school students to work on Library projects temporarily increasing staff capacity. Efficiency Outcome: Increased staff capacity by 0.5 FTE for the duration of the internship.

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11  Speaker Consortium (July 2022): Joined consortium of national library systems to host authors and speakers for library programs at a consortium-negotiated rate. Efficiency Outcome: Cost savings equivalent to $12,000 annually.
 Art and Craft Class Subscription (July 2022): Implementation of CraftBug subscription for public access reduced need for staff to create similar content in-house. Efficiency Outcome: Provides over 500 hours of program content with no additional staff time.  Collection and Circulation Reports (July 2021): Generation of reports for item holds, item deaccession, missing items, and item use duplicated in Koha catalog software, replacing need for continued subscription to redundant software. Efficiency Outcome:

Elimination of redundant software leads to cost-savings of approximately $4,500 per year
 Social Media Meetings (April 2022): Posts to Library social media accounts are made during regularly scheduled meetings devoted to social media outreach, rather than at random times. Efficiency Outcome: Saves approximately 2 hours of staff time per week.  Staff Area Reorganization (March 2022): Reorganization of temporary holding areas in staff work areas to facilitate workflow of processing, mending, and problem flagged items. Efficiency Outcome: Increases efficiency of workflow in this area by 50%.  Lasercut Signage and Branded Items (January 2021): Utilization of grant-funded laser cutting equipment for rapid in-house production of signage and branded items eliminated need for contracting through vendors. Efficiency Outcome: Cost savings of approximately $2,000 per year.
 Program Supply Circulation to Public (November 2020): Circulation of existing Library program and event supplies and equipment for public checkout freed workroom and storage space while providing additional use of specialized items. Efficiency Outcome:

Provides an additional service to the public at no extra cost.  Community Grant Application Process (July 2022): Utilization of SurveyMonkey platform to receive and process grant applications streamlined document receiving and formatting. Efficiency Outcome: Simplifies the application process, saving time for applicants as well as reducing necessary staff time from 6 hours to 1 hour.  Town Website Permissions (October 2021): Implementation of internal department permissions for changes to the CivicPlus platform eliminated need to process webpage updates and edits through an interdepartmental communication chain. Efficiency Outcome: Cuts time for website changes from 24 hours to 15 minutes.

Police Department
Already Implemented
 Community Policing and the impact on service delivery (February 2022): A Community Policing initiative was developed in early 2022, branded and launched in April 2022.

Efficiency Outcomes: Enhanced community-police partnerships and communication improves the intent of the policing model in several ways. The fear of crime in a community is reduced with a greater awareness of the presence of public safety efforts and a relationship with the public safety resources that provide those services. The

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12 presence of crime is reduced through education to the community of what information may be helpful to provide to the Police Department and when, thereby developing additional “eyes and ears” for the Police Department to have a swift response to concerns and develops helpful investigative information to solve crimes. Improved trust, transparency, and access helps to mend and bridge perceptions related to individuals in the policing profession and may aid in developing ambassadors for the profession and recruitment for the LGMSPD.
 Flock (January 2022): The Police Department initiated a two-year pilot program for the allocation and implementation of stationary automated license plate readers (ALPR) throughout Town, as a crime suppression and investigative tool. Efficiency Outcome:

Images of vehicles reported as stolen, wanted as evidence in major crimes or associated to missing persons are alerted to LGMSPD within seconds. The Flock system helped to solve and prevent many crimes and 13 other law enforcement agencies share their data with LGMSPD. This also allows to have a strategic deployment or response model based on immediate information of where crime may be occurring, and evidence related to a crime.
 Virtual Reality (VR) Training (February 2022): The purchase of virtual reality Decision and Tactics Training Equipment with dedicated VR simulation components assists LGMSPD in creating the most realistic training for officer’s decision making, deescalation and use of force. This system is Police Officer Standards and Training (POST) approved and allows the subjects involved in the scenarios to have the mental status, gender, race, and many other attributes of the subjects on the screen to be adjusted.

Efficiency Outcome: This equipment allows for onsite training and opportunities to recreate situations they may encounter on duty, but in a controlled setting and to be available on any shift throughout the week. This technology can also be shared with members of the community to allow them to participate in a controlled environment in some of the situations our sworn staff experience.
 RIMS (September 2020): RIMS is a new Computer Aided Dispatch (CAD) and Records Management System (RMS) that interfaces with many different platforms utilized currently and by other law enforcement partners in the county. Efficiency Outcome:

RIMS assisted the Police Department in being able to comply with existing and upcoming mandates, capture ongoing statistical data, accurately measure performance, better equip first responders with relevant information, and reduce report writing time.

RIMS interfaces with many other platforms in use by the Police Department, therefore reducing the need for staff to login and access each database independently.

Additionally, the RIMS platform allows the ability to provide a website link where the public can access information of police activity and arrests, which reduces the need for staff to provide this information or the public having to make a request and increases transparency. Residents can also request vacation checks, register their security cameras, or request directed patrol on the site.
 Racial and Identity Profiling Act – RIPA (October 2021): Assembly Bill 953 referred to as the Racial and Identity Profiling Act (RIPA) was passed by legislature to focus on eliminating racial and identity profiling and improve diversity and racial and identity sensitivity in law enforcement. The bill requires each state and local agency that

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13 employs peace officers to annually report to the Attorney General specified data elements on all stops. Efficiency Outcome: Statistics received based on the RIPA information will be published by Department of Justice in Spring of 2023 and accessible on a database maintained by DOJ with other jurisdictions RIPA information for a uniformed intake and transparency platform. Law enforcement agencies are able to generate RIPA analysis information through the Stop Data Dashboard to review the officer’s “perception” of various components of information mandated under the RIPA requirements.
 National Incident Based Reporting System - NIBRS / CIBRS (February 2022):

Implemented to improve the overall quality of crime data collected by law enforcement and an ability to provide circumstances and context for crimes and provide more useful statistics to promote constructive discussion, measured planning, and informed policing.

This is a data collection method required by the FBI and replaces the previous Unified Crime Reporting (UCR). The prior UCR Summary Reporting System (SRS) has been retired and a more expanded information report will be available in 2023. Efficiency Outcome: Significant amount of information related to victims, offenders’ relationships property, and crimes that was not previously available for assessment of the totality of each investigation under the UCR process.
 Transparency Webpage (May 2021): A single, user-friendly webpage on the Police Department website provides consistent and transparent information on incidents throughout different areas within LGMSPD’s jurisdiction. The website also includes information related to Police Department training requirements, hate crimes, PRAs, Use of Force, and Flock Safety Transparency Portal (updated daily). Efficiency Outcome: A single location for information, improved accessibility of the data to the public, improved customer service, and reduced calls for information.  Body Worn Cameras and Mobile Audio Video Technology (July 2021): While the Department was an early adopter of body-worn cameras (BWCs), the updated BWC equipment also included Mobile Audio and Video (MAV) system in the patrol vehicles to benefit the Town Department, and the public through enhanced evidence collection, retention, increased officer safety, accountability, and transparency. Efficiency Outcome: The BWCs and MAV system interface with an associated evidence management platform that works in conjunction with the new Computer Aided Dispatch System. This connection through technology limits staff time on categorizing and tagging video evidence. The updated BWCs and MAV system are crucial in limiting liability exposure.
 Axon Automated License Plate Readers – ALPR (August 2021 / July 2022): Axon Fleet 2 installed in August 2021 and upgraded to Axon Fleet 3 ALPR in July 2022. Fleet 3 allows better coverage with camera angles and ability to read plates passing through the camera angles. Plate reading technology alerts officers on the car computer on plates of interest or with a want associated to the vehicle. The technology also retains the plate read data through Axon Evidence for later investigations. Efficiency Outcome:

Immediate awareness of more than what an Officer can observe, similar to Flock but mobile. This adds to the Officers’ situational awareness and has the same 30 days retention period as Flock.

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14  Fingerprinting contract with Los Gatos-Saratoga Recreation (LGS Rec) (November 2021):

Fingerprinting services for tow truck drivers, town applicants, and other as needed purposes was being provided by Records staff utilizing outdated equipment.

Fingerprinting services are now being contracted through the LGS Rec. Efficiency Outcome: Limited Records Staff is no longer having to track and provide services for fingerprinting and allowing non-police staff into a secured area for fingerprinting services. This allows for better security in the Police building and ability for staff to focus on Police Records duties.
 Updated Surveillance System (July 2022): The Police Department updated and modernized its antiquated interview recording and Police Operations Bureau overall surveillance camera system. Efficiency Outcome: This new system allows access for viewing from all available PD terminals, instead of one, and the recording function is significantly more seamless.
 Evidence.com / Axon : Digital evidence management system for videos, photos, documents. Efficiency Outcome: Time saved with efficiency tools offered with redaction, transcription, and sharing evidence with secure link controls with law enforcement partners. Evidence.com is a cloud-based system that integrates with RIMS for auto tagging capabilities thereby reducing time officers had to previously review and mark evidence.
 Per Diems in Dispatch (November 2021): The Police Department has utilized per diem Dispatchers to supplement the full-time Dispatchers as they continue to train new personnel. Per diem staff have provided additional needed shift coverage for full-time dispatchers to have vacation, go to training, and provide increased staffing when needed. Efficiency Outcome: Full time staff overtime hours in Dispatch is less than the same timeframe a year ago, they are allowed time off, each Dispatcher was allowed to attend a training course in the first six months of this year. improved staff retention.  Social Media (February 2022): The Police Department has expanded the staff that has access and approval for posting on the various Police Department social media sites and are encouraged to share work experiences that the public may be interested in, provide safety messages, and advertise upcoming events that the community may want to attend. Efficiency Outcome: Social media provides immediate information and awareness that is accessible to media and to community members. It allows for swift consistency in messaging and provides a greater level of awareness for the Police Department and its public safety efforts and connection with the community.  Coplogic Online Reporting (August 2021): Online police reports are convenient and accessible to the public any time of day. Online reporting allows Police Officers to be available for emergencies and other high-priority situations. It also gives officers more time for proactive and discretionary police work. Efficiency Outcome: Resulted in fuel savings and improved response time to incidents. Support staff can process the reports more efficiently. Since January 1, 2022 until August 1, 2022, a total of 163 online police reports have been received through the online system. With each report estimated at taking 1.5 hours for an Officer to document, this provided an estimated time savings of 244.5 hours of sworn staff time this year alone.

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15  LexisNexis (June 2022): Automated accident report database that interfaces with the RIMS platform. Efficiency Outcome: Provides a secure, electronic data management resource that helps agencies deliver accident reports to requestors directly and alleviates the requesting and issuance process that previously occurred through Police Department Records staff manually. The accessibility to the requestor enhances public service and document accessibility.

Implementation Underway
 Strategic Plan: The Police Department Leadership Team joined together for several days for a facilitated Team Building Workshop with the purpose of team building and to provide an opportunity to refine and build upon the strategic direction of the organization. During the retreat, the team focused on problem solving, developing organizational goals and objectives that can be implemented in the Department and throughout the community. Efficiency Outcome: The Strategic Plan provides focus for the Department over the next two years.
 Outside Vendor to Conduct Backgrounds: Instead of using retired staff to complete both sworn and non-sworn background investigations, the Police Department elected to contract with an outside vendor. Efficiency Outcome: Outside backgrounding services create staff capacity and there is no potential for pre-conceived bias of having known an applicant. Each background investigation and report is conducted in a similar manner, depending on the position being sought.
 Investigative Technology Advancements: Enhanced intelligence systems for onsite review instead of awaiting outside vendors or State and Federal law enforcement partners to utilize their technology databases to extract and analyze the information.

Efficiency Outcome: Reduction in time for return of investigative information.

Expected
 Electronic Citations or E-cites (Spring 2023): Allows Officers to produce printable paper citations in the field without having to hand write the document on a triplicate copy.

Efficiency Outcome: Through electronic communication, the information on the citation is automatically uploaded in the interfacing RIMS Records Management program and sends the pertinent information to the court system as well, thereby alleviating a lot of time from writing the citation, Records staff having to enter and process the documents, and limits paper storage by going to an automated capability.  All of PD staff at POB (2023 – 2024): Develop a phased process with the goal of moving the Police Department staff at Headquarters to the Police Operations building.

Efficiency Outcome: By bringing all Police Department staff together there are many benefits and efficiencies including decreasing redundancy, improving communication, enhancing access and camaraderie throughout the Police Department team, cross training opportunities, and allow for all Police Department resources to be available to the public at one location.

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16 Parks and Public Works Department
Already Implemented
 Special Use Permit Applications (April 2021): created a PDF fillable form for a paperless process. Efficiency Outcome: Reduced the cycle time for the approval process.  Special Use Permit Refund Request (September 2021): created a PDF fillable form for a paperless process. Efficiency Outcome: Reduced the cycle time for the approval process.
 Park Reservation Refund Request (September 2021): created a PDF fillable form for a paperless process. Efficiency Outcome: Reduced the cycle time for the approval process.
 QR Code Signage - Parks (September 2021): created a QR code for easy access to Parks website. Efficiency Outcome: Allows residents/customers the ability to access Parks website from their cell phone.
 Tree Removal Permit Application (August 2021): created a PDF fillable form for a paperless process. Efficiency Outcome: Reduced the cycle time for the approval process.
 Agreement Checklist (November 2021): created a PDF fillable form for a paperless process. Efficiency Outcome: Reduced the cycle time for the processing of an agreement.
 SharePoint (May 2020): For electronic work files, PPW switched over from local network drives to cloud-based Microsoft SharePoint platform during the Covid shutdown as a way to allow employees to continuously share and store documents even remotely.

SharePoint continues to be a useful tool for staff to access and work on documents collaboratively. Efficiency Outcome: increased productivity, collaboration, and readily available information to staff members.
 Engineering Document Archiving (June 2020): Scanned/digitized/cataloged hardcopy documents (both typical letter size to large format, such as maps), which were previously stored in large storage bins, to be archived and accessed quickly through local network drive and SharePoint. Efficiency Outcome: Faster and easier access to Engineering documents and freed up workspace for other tasks.  Online Bidding for Public Works Projects (May 2020): In response to Covid-19, PPW staff implemented online plan room and bidding platforms to allow electronic bid advertising and bid management services. Efficiency Outcome: Minimize the need to reproduce hardcopies of bid documents, consolidate bid management through online platform, and allow contractors to submit bids online without having to physically deliver or mail in bids.
 Postcard Mailings for Community Outreach (August 2020): Outsourced postcard mailings by utilizing multiple online vendors. Efficiency Outcome: Reduced staff time to manually prepare documents and effectively provides notices to the public in a timely manner.
 Imagery and Light Detection and Ranging (LiDAR) Data Acquisition Cost Sharing Agreement (September 2021): The Town entered into a cost agreement with the

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17 County of Santa Clara for the rights to utilize updated County-wide imagery and LiDAR data. The Geographic Information System (GIS) and aerial map dataset are recent, and the shared costs are nominal compared to costs for similar updated data if the Town was to obtain as an independent agency. Efficiency Outcome: Staff is using most updated and current aerial maps and GIS information to update the Town's GIS application and identify and track Town infrastructure assets visible via aerials and LiDAR information.

Implementation Underway
 Accela Upgrade: Implementation of online submittals for all Engineering applications including electronic payments. Efficiency Outcome: Reduce the amount of staff time to input information from applications into the database, improve payment process, potentially improve cycle times, and faster conversion to digital filing.

Expected
 Public Works Development Review (2022): An assessment of the existing Public Works development review process is underway by the new Director. Once the assessment is concluded, specific implementation steps will be taken. Expected Outcomes: Improved tracking of application status, streamlining the review to improve cycle times, and improved customer experience.

Community Development Department
Already Implemented
 Virtual Inspections (April 2020 – August 2022): Implementation of virtual inspections to perform field inspections during the Covid 19 pandemic. Efficiency Outcome: Virtual inspections allows the Building Department to safely continue providing inspection services to the many active construction projects in the Town.  Digital Plan Submittal and Review (May 2020): Implementation of online application and plan submittals for Building and Planning permits, and digital review replaced in-person submittals during the Covid 19 pandemic. Efficiency Outcome: Online submittals and review allowed the Building and Planning Divisions to continue providing permit processing and resulted in conversion to a permanent paperless filing system.  Review Time Tracking Report (ongoing): Development of new reports for use in tracking the timeliness of submittals and reviews through the permitting process. This involves a reconfiguration of the permitting workflow and task assignments. Efficiency Outcome:

Tracking review times of both staff and applicants is anticipated to provide a better understanding of inefficiencies within the review timeline to identify areas for efficiency improvements.
 Cross Train Plan Review (ongoing): Digital plan review training for permit and inspection staff. Efficiency Outcome: Distributing specific plan review responsibilities to multiple

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18 Building Department Staff is anticipated to reduce review times on projects that do not require a Design Professional review.
 Accela Cloud Hosted Migration (December 2021): Accela, the Town’s permitting, code compliance, and land management solution, was migrated to Accela’s cloud hosted platform. Efficiency Outcome: Migrating Accela to their cloud hosted solution has eliminated the ongoing support and maintenance of four servers in the Town’s datacenter. The Accela system is accessible without the need to be connected to the Town’s internal network which allows for more efficient work by Staff out in the field.  Enhanced Accela Citizen Access (ACA) Portal (January 2021): The ACA portal was migrated to an enhanced version through Accela’s cloud hosted platform. This included the development of an online permit decision tool. Efficiency Outcome: The Enhanced ACA portal provides a much more intuitive user interface where the public can easily apply for permits by eliminating the guessing game of what they need to apply for. The newly developed permit decision tool helps to facilitate the application process and minimizes erroneous information that Staff must often correct on the back end.  Economic Recovery Process Reductions (2020-2021, ongoing. In coordination with Economic Vitality):
o March 2020 – Town Council adopted an Economic Recovery Resolution in response to the COVID-19 Pandemic. As time has passed, staff has brought forward modifications, updates, and extensions to continue to streamline commercial land use processes, foster economic recovery, and provide improved customer service through process time and fee reductions and increased flexibility.
o These modifications, updates, and extensions were adopted by the Town Council: January 2021, February 2021, April 2021, and November 2021. o Streamlining captured by the Economic Recovery Resolution include:
 Businesses within the C-2 zone are authorized to use existing on-street public parking for use of outdoor dining with an executed agreement;  Suspending parking requirements in private commercial lots to allow for some parking spaces to be utilized for outdoor dining;
 Businesses may relocate, expand, or open additional locations without obtaining a new CUP and memorializing the expansion with an executed Economic Recovery Agreement;
 Personal service may locate within the C-2 and Office (O) zones with an executed Economic Recovery Agreement;
 Up to five new bars, markets, and other miscellaneous businesses may locate with the C-2 zone utilizing an executed Economic Recovery Agreement;
 The cost of a new CUP is reduced by 50%, with the Town paying the balance of the fees;
 Alcohol consumption is permitted in Town parks, parklets, pop-up patios, and temporary dining areas in alignment with the Town Code; and  The expiration date for all building permits and planning entitlements shall be extended by two years.

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19 o Efficiency Outcome: Reduced permitting time and staff time required for projects that would otherwise require a new CUP and associated multidepartment review and public hearing. In addition, the extension of existing building permits and planning entitlements prevented the need for project extension requests or new applications that would have been required after permit expiration.

Implementation Underway
 Expedited Permit Process: Staff is looking into options for expedited Building Permit application processing for certain types of Building Permits. Efficiency Outcome:

Expedited Building Permit processing is anticipated to provide plan check services in less time than standard review timelines. Important components of this type of review will be: the capacity of other departments and outside agencies to perform expedited reviews; and addressing potential inequities related to increased costs for expedited review.
 Digitizing Planning Project Files: As a follow-up to the transition to digital plan submittals and review, the Planning Division is taking all current paper files and preparing them for scanning to laserfiche. Efficiency Outcome: Digital access to project files is anticipated to reduce staff time needed and increase promptness for responses to inquiries, PRAs, and review of Use and Occupancy applications.

Multiple Departments:

Already Implemented
 Hybrid Conference and Meeting Equipment (January 2022): Installation of OWL hybrid meeting hardware in library conference room, PPW conference room, and Council Chambers created ability for all Town Departments to conduct hybrid meetings and interviews. Efficiency Outcome: Increases the efficiency of scheduling meetings and increases flexibility for attendees.

Implementation Underway
 Tyler Enterprise Resource Planning (ERP) System Migration: The Town’s current CentralSquare ERP system will be migrated to a more modern ERP platform from Tyler Technologies. The project started August of 2022 with an anticipated go live date sometime in September of 2024. Efficiency Outcomes: Numerous areas of process improvements and efficiencies have been identified below. o Consolidate information, link processes and functions, and eliminate separate Departmental spreadsheets/Excel databases in favor of a single system that integrates the Town’s financial and non‐financial applications through a common database;
o Streamline business processes to take advantage of best practices through automation, integration, and enhanced workflows;

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20 o Provide a user‐friendly and intuitive user interface to promote system use and productivity;
o Eliminate the need for redundant data entry (budget, timesheet, etc.); o Eliminate the need for manual input when preparing the annual budget and financial statements;
o Improve and/or provide necessary reports and reporting capabilities, and access to data through inquiry or drilldown capabilities; and
o Provide interface capabilities with third‐party systems; o Electronic timesheet submittal and approval via integrated workflow system; o Electronic invoice submittal and approval via integrated workflow system; o Electronic requisition submittal and approval via integrated workflow system; o Electronic Personnel Action Form submittal and approval via integrated workflow system;
o Electronic Business License Application and Approval with integrated online payment system;
o Streamlined Bank Reconciliation with automated software solutions; o Automated reports for management decision making;
o Budget Dashboard for public participation.

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PREPARED BY: Nicolle Burnham
Parks and Public Works Director
Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, and Interim Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 08/16/22
ITEM NO: 10
DATE: August 10, 2022
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Approve up to $2.9 Million Provided to the Capital Program During the Fiscal Year 2022/23 Budget Process to Specific Capital Projects and Approve a Budget Adjustment Transferring $2,900,000 of General Fund Balance Anticipated to be Available in FY 22/23 from the American Rescue Plan Act (ARPA) Allocated “Replacement” Revenues Recognized in the General Fund in Accordance with the Lost Revenue Provisions of the Act to the General Fund Appropriated Reserve (GFAR).

RECOMMENDATION:

Approve up to $2.9 Million provided to the Capital Program during the Fiscal Year (FY) 2022/23 budget process to specific capital projects and approve a budget adjustment transferring $2,900,000 of General Fund balance anticipated to be available in FY 22/23 from the American Rescue Plan Act (ARPA) allocated “replacement” revenues recognized in the General Fund in accordance with the Lost Revenue Provisions of the Act to the General Fund Appropriated Reserve (GFAR).

BACKGROUND:

On June 21, 2022, the Town Council approved the FY 2022/23 – 2026/27 Capital Improvement Program based on available funding. During budget deliberations on May 17, 2022, the Town Council allocated $2,900,000 of American Rescue Plan Act (ARPA) funds to the General Fund Allocated Reserve (GFAR) for capital projects. At the conclusion of the budget process, staff was directed to return to Council in August 2022 with recommendations on the use of this additional funding.

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PAGE 2 OF 6
SUBJECT: Approve up to $2.9 Million Provided to the Capital Program During the Fiscal Year 2022/23 Budget Process
DATE: August 10, 2022
DISCUSSION:

This report is intended to assist the Town Council in its deliberation and decision on how to allocate $2,900,000 in ARPA funds. Funds may be allocated to projects or held in reserve for future anticipated needs (e.g., grant matching funds) as described below.

Capital Projects in Need of Funding
Attachment 1 provides a list of priority capital projects and identifies those that are unfunded or underfunded. In that attachment, projects are presented in three categories for Council consideration: 1) projects that staff propose for funding in this action; 2) existing projects in progress that are underfunded; and 3) projects identified as a future need and currently have no funding. Projects are prioritized into four categories and their community benefits are identified. The categories and benefits are shown in Table 1.

Table 1. Prioritization Categories for Capital Projects Priorities (High to Low) Community Benefits

1. Safety Safety

2. Economic Vitality Equity

3. Critical Capital Maintenance Quality of Life

4. Infrastructure Improvements Mandate
Capital Maintenance
Capital Improvement
In considering the allocation of the ARPA funding, staff noted that there are items that routinely need to be completed that have no funding source. Examples of this include replacement of guardrails damaged by vehicles, repair of malfunctioning HVAC systems, sidewalk repairs to correct tripping hazards, repair or replacement of fencing impacted by trees or vehicles, emergency tree removal, etc. Since there is no current funding source for completing this type of work, staff is proposing to allocate a small percentage of the available funding to cover these unanticipated repairs.

Matching Fund Allocation for Grants
At its meeting of June 21, 2022, the Town Council authorized the Town Manager to submit applications to the Valley Transportation Authority (VTA) for four projects for funding under the One Bay Area Grant (OBAG) 3 program. If the grant applications are awarded, the Council will have the opportunity to review the funding agreements, decide whether to accept the grant funds, and identify and commit to local match funds, as well as the funds needed to facilitate

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PAGE 3 OF 6
SUBJECT: Approve up to $2.9 Million Provided to the Capital Program During the Fiscal Year 2022/23 Budget Process
DATE: August 10, 2022
DISCUSSION (continued):
project work that will be reimbursed through the grant program. Table 2 shows the applications submitted, the grant amount requested, and Town matching requirements.

Table 2. Pending Grant Applications that May Require Funding Project Name
Total Projected
Project Cost
Grant Amount
Requested
Town Match
Requirement
Current Funding
Gap for Town
Match
Highway 17 Bicycle & Pedestrian
Overcrossing $42,754,260 $37,850,346
$4,903,914
(11.47%) $968,214
Winchester Boulevard Complete
Streets and Barrier Crossing $72,769,800 $64,423,104
$8,346,696
(11.47%) $6,412,446
Blossom Hill Road Safety
Improvements $4,722,000 $4,013,700
$708,300
(15%) $308,300
Shannon Road Repair $5,490,630 $4,392,504
$1,098,126
(20%) $0
Total $125,736,690 $110,679,654 $15,057,036 $7,688,960
If all four projects were awarded OBAG grant funds, the Town would be required to provide $15.1 million in matching funds over five years, $7.7 million of which has not been secured.

Award of all applications is an unlikely outcome in this highly competitive grant program; however, it is possible that the Town will secure grant funds for one or two of these projects.

Therefore, staff recommends preliminarily identifying potential sources for matching funds.

Recommended Use of ARPA Funds
Table 3 provides the staff recommendation for use of the ARPA funding and Table 4 provides a description of each project.

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PAGE 4 OF 6
SUBJECT: Approve up to $2.9 Million Provided to the Capital Program During the Fiscal Year 2022/23 Budget Process
DATE: August 10, 2022
DISCUSSION (continued):

Table 3. Staff Recommendations for Funding Allocations
Project Name
Recommended Funding
Allocation
East Main Street Crosswalk Improvements 300,000
Downtown Restroom Feasibility Study/Design 25,000
Rehabilitate Automatic Gates - 41 Miles
Avenue 25,000
Termite Abatement at Water Tower – 41 Miles
Avenue 25,000
Civic Center Plumbing Repair – 110 E. Main
Street 40,000
HVAC Improvements – Police Operations
Building 25,000
Engineering Counter Modifications – 41 Miles
Avenue 40,000
Unanticipated Repairs 100,000
Reserve for Future Capital Projects or
Matching Funds (i.e., GFAR) 2,320,000
TOTAL $ 2,900,000
Table 4. Description of Projects Proposed for Funding
Project / Description
East Main Street Crosswalk Improvements
The project will enhance pedestrian safety measures for crossings on East Main Street in front of Los Gatos High School. This augments an existing project budget and will facilitate completion of design and construction of the safety measures.

Downtown Public Restroom Feasibility Study/Design
Town Council has asked staff to consider a public restroom facility in Plaza Park or the general downtown area. This project would analyze alternative locations and consider utility needs and potential impacts of the work. The project will result in development of cost estimates for construction and ongoing maintenance.

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PAGE 5 OF 6
SUBJECT: Approve up to $2.9 Million Provided to the Capital Program During the Fiscal Year 2022/23 Budget Process
DATE: August 10, 2022
DISCUSSION (continued):

Table 4 (continued). Description of Projects Proposed for Funding Project / Description
Rehabilitate Automatic Gates – 41 Miles Avenue
The three automatic gates at the Parks and Public Works Corporation Yard are in disrepair.

The repairs would include replacing safety equipment (e.g., sensor bars, receivers, transmitters, photo eyes and new electronic loops in pavement, etc.). This work will make the gates safe for operation and improve reliability.

Termite Abatement at Water Tower – 41 Miles Avenue
Staff has found termite damage in the water tower. This project would provide funding for the appropriate abatement work.

Civic Center Plumbing Repair – 110 E. Main Street
Plumbing at the Civic Center has been leaking from joints and pinholes in several locations.

Ceiling tiles are starting to become wet and deteriorating. These failed pipe joints and pinholes are due to the age of the mechanical infrastructure of the building. The piping is wrapped in insulation that contains asbestos. To access the piping for repair will require proper hazardous material abatement.

HVAC Improvements – Police Operations Building (POB)
To make the Heating, Ventilation, Air Conditioning (HVAC) system at the Police Operations Building more efficient and fully functional, new motors are needed for seven existing economizers. Once the motors are installed, we will have the ability to incorporate them into our Building Management System for Town facilities. This will improve management of system and make it more energy efficient.

Engineering Counter Modifications – 41 Miles Avenue
At present Parks and Public Works staffs two counters for public access – one at the engineering building and another at the White House. This project would modify the front counter at the Engineering Building to accommodate a second staff, allowing the White House to be closed for public access. This will enhance service to the community and improve efficiency of service delivery.

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PAGE 6 OF 6
SUBJECT: Approve up to $2.9 Million Provided to the Capital Program During the Fiscal Year 2022/23 Budget Process
DATE: August 10, 2022
CONCLUSION:

The Town has significant capital expenditure needs competing for limited funds. Prioritization of projects and goals, focusing on safety, equity, proactive maintenance, and quality of life, helps to ensure existing infrastructure is maintained in a cost-effective manner while new amenities are added at a balanced and reasonable rate.

FISCAL IMPACT:

The Adopted Capital Budget includes $2.9 M allocated to the Capital Program. This action will establish funding for specific capital projects based Council direction. Any funds reserved for future projects or matching funds would remain in GFAR.

The Adopted General Fund budget did not include the transfer from General Fund to the GFAR.

The requested budget adjustment would transfer $2,900,000 of General Fund balance anticipated to be available in FY 22/23 from the American Rescue Plan Act (ARPA) allocated “replacement” revenues recognized in the General Fund in accordance with the Lost Revenue Provisions of the Act. The adjustment will authorize a $2,900,000 General Fund transfer-out and a corresponding GFAR budgeted transfer-in for the same amount for use as a funding source for the proposed capital improvements. Any actions above this amount taken by the Town Council may have corresponding fiscal impacts.

ENVIRONMENTAL ASSESSMENT:

In accordance with CEQA Guidelines Section 1538(b)(4), this decision is not a project subject to CEQA because it is a fiscal activity, which does not involve any commitment to a specific project. CEQA and other environmental issues would be considered and addressed at each individual project level.

Attachment:

1. Fiscal Year 2022/23 CIP Unfunded Project List

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Rank Project Program GFAR Add Amount
1 East Main Street Crosswalk Improvements (design) Streets $ 50,000 ✓ ✓ X 1 East Main Street Crosswalk Improvements (construction) Streets $ 250,000 ✓ ✓ X 2 Downtown Public Restroom Feasibility Study and Design Facilities $ 25,000 ✓ ✓ X 3 Rehabilitation Automatic Gates - 41 Miles Ave Corporation Yard Facilities $ 25,000 ✓ ✓ X
3 Termite Abatement at Water Tower - 41 Miles Ave
Corporation Yard Facilities $ 25,000 ✓ ✓ X
3 Civic Center Plumbing Repair Facilities $ 40,000 ✓ X
3 HVAC Improvements - Police Operations Building - Police Operations Building Facilities $ 25,000 ✓ X
4 Engineering Counter Facilities $ 40,000 ✓ X
TOTALS $ 480,000
Rank Project Program Funding Gap
1 Winchester Boulevard Complete Streets and Barrier Crossing Streets $ 70,290,332 ✓ ✓ ✓ ✓ X 1 Winchester Boulevard Complete Streets* Streets * ✓ ✓ ✓ ✓ X 3 Charter Oaks Trail Project* Parks * ✓ ✓ ✓ ✓ X
1 State Route 17 Corridor Congestion Relief Streets $ 9,615,000 ✓ ✓ X 1 Blossom Hill Road Safety Improvements Streets $ 4,322,000 ✓ ✓ X 3 Shannon Road Repair Streets $ 3,500,000 ✓ ✓ X
4 Pinehurt Community Garden Parks $ 500,000 ✓ ✓ ✓ X
4 Lynne Avenue Pedestrian Path Design/Construction Parks unknown ✓ ✓ ✓ X 4 Highway 17 BPOC (local match funds) Streets $ 38,818,560 ✓ ✓ ✓ ✓ X TOTALS $ 127,045,892
*Part of Winchester Boulevard Complete Streets and Barrier Crossing (see staff report Table 2) Recommend Supplemental Investments Based on Additional Funding Allocated for Capital Purposes Additional Existing Underfunded Priority CIP Projects
Rank‐
1 ‐ Safety 2 ‐ Economic Vitality
3 ‐ Critical Cap Maintenance 4 ‐ Infrastructure Improvements Safety
ATTACHMENT 1
UnderfundedUnfunded
Priority CIP List for FY 2022/23
Improvement
Rank‐
1 ‐ Safety 2 ‐ Economic Vitality
3 ‐ Critical Cap Maintenance 4 ‐ Infrastructure Improvements SafetyEquityQuality of LifeMandateMaintenance
EquityQuality of LifeMandateMaintenanceImprovementUnderfundedUnfunded

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August 16, 2022
Attachment 1

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Rank Project Program
Estimate of Project
Cost
3 Sidewalk Infill Across from Fisher Middle School Streets $ 250,000 ✓ ✓ ✓ 3 CNG station decommission Facilities $ 100,000 ✓
3 La Rinconada play structure Parks $ 200,000 ✓ ✓
3 Oak Meadow Air Force Plane Coating Parks $ 55,000 ✓ ✓ 3 Oak Hill Play Lot and Hardscape Parks $ 200,000 ✓ ✓
3 Oak Meadow Fencing Replacement Parks $ 125,000 ✓
3 Civic Center Irrigation System Replacement Parks $ 200,000 ✓ 3 La Rinconada Park Turf Renovation Parks $ 200,000 ✓
3 Live Oak Manor Park Turf Rehab Parks $ 200,000 ✓ ✓
3 Blossom Hill Park Turf Rehab Parks $ 200,000 ✓ ✓
3 North SC Sidewalk Repair north of Hwy 9 Streets $ 1,000,000 ✓ ✓ 4 Town-wide drinking fountain to hydration station Parks $ 50,000 ✓ ✓ 4 Roberts Road West Trail Connector ‐ 30% Design Parks $ 100,000 ✓ ✓ ✓ ✓ 4 Union Avenue Sidewalks Streets $ 1,500,000 ✓ ✓ ✓ ✓
4 Los Gatos Almaden Road Improvements Streets $ 6,000,000 ✓ ✓ ✓ ✓ 4 Oak Meadow Restroom Expansion Parks $ 750,000 ✓ ✓ ✓
4 Downtown Streetscape Streets $ 10,000,000 ✓ ✓
TOTALS $ 21,130,000
Mandate
Future Unfunded CIP Projects
Future Unfunded CIP List
Rank‐
1 ‐ Safety 2 ‐ Economic Vitality
3 ‐ Critical Cap Maintenance 4 ‐ Infrastructure Improvements SafetyEquityQuality of Life
ATTACHMENT 1
MaintenanceImprovement

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August 16, 2022

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Los Gatos City CouncilAugust 16, 2022

Los Gatos City Council
August 16, 2022