Los Gatos City Council
December 3, 2024

ITEM NO. 20.
156
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
TABLE 49: PRA & DISCOVERY ACTIVITY, 2021-2023
2021 2022 2023 Total
Total PRA and Discovery Requests 354 530 642 1,526
Source: Los Gatos Monte Sereno Police Department and Town Clerk.

TRAINING
A Records training manual that outlines, in detail, all aspects of the unit from function and organizational structure to step-by-step responsibilities for meeting workload/work-product responsibilities can serve as an excellent training aide, both for new employees and staff who want to ensure they are thoroughly and appropriately performing an assigned duty. We learned the Records manual has not been updated for over a year. Records staff is actively in the process of creating a written procedure manual by meeting weekly to accomplish this goal.

Meliora PSC recommends the Records manual be completed and determine any other needs such as inclusion of standard orientation, instruction materials, daily observation reports, competency sign off sheets, etc. This will assist in enhancing employee development and ensuring procedures are being followed and tasks are completed accurately.

RECORDS POLICIES
It is important for an organization to have policies and procedures in place for the following reasons:
§ Provides a roadmap for day-to-day operations.
§ Ensures compliance with laws and regulations.
§ Gives guidance for decision-making.
§ Streamlines internal processes.
§ Defines how employees are expected to behave and detail responsibilities of both management and employees.

LGMSPD Policy § 803 establishes the guidelines for the operational functions of the department’s Records Division. The policy addresses LGMSPD file access and internal requests for case reports. The policy manual also references several sections related to Records responsibilities including Policy § 806 – Records Maintenance and Release – providing guidance on the maintenance and release of department records.

Policy § 803 – Records Division, references that Records is a Division and that the manager is a Records Supervisor. Meliora PSC recommends either the policy or the Organizational Chart be changed to reflect the appropriate titles of Records and the manager.

ITEM NO. 20.
157
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com

RECORDS RETENTION
The Town of Los Gatos has an established records retention schedule. Meliora PSC learned that, due to staffing and workload, there has not been a recent “purge” of the records. Meliora PSC recommends a “purge” be scheduled as soon as practical.

RECORDS MANAGEMENT SYSTEM
LGMSPD uses RIMS for the records management system (RMS) by SunRidge Systems. RIMS has different modules and is used for Patrol, Traffic, Dispatch, Detectives and Property and Evidence.

Report Review
The review of reports and approval is an industry practice to ensure completeness and accuracy of details, elements of a crime and in some cases, probable cause for arrest. LGMSPD’s report review consists of the report being electronically submitted to a supervisor for approval. If approved, the report is sent to records for entry into RIMS. If the supervisor does not approve the report, it is sent back to the report writer to correct.

During the site visit, we learned there is a backlog of 250 reports waiting to be entered into RIMS. Those backlogged reports would not be available to victims until entered, potentially creating a negative experience with the department.

Meliora PSC believes there are several reasons for the backlog. First, supervisors may be approving reports that contain errors. Those errors are either being corrected by Records staff or sent back by Records staff to the approving supervisor for correction by the report writer.

Second, Records staff is spending an inordinate amount of time in correcting and/or reading reports because of missing information causing data entry delays. The most common errors include:
§ Not adding unknown suspects whether identifying information is/is not known § Combining property when it should be listed separately § Total stolen property value not matching what is listed in the narrative and/or the receipt/stolen property list
§ Property missing – not listed in property but mentioned in the narrative § Person connection to case issue – e.g.: person listed as “victim” but listed as “mentioned” in narrative
§ Vehicle missing – vehicle mentioned in narrative but not listed in vehicle section § Vehicle registered owner not listed or incorrect registered owner is listed § Grammar/spelling issues in narrative
§ Page 1 not being completed

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Organizational Assessment
www.MelioraPSC.com
§ Officers listing persons as “victims” and/or “suspects” instead of “mentioned” for Information Only reports
§ Returning correction request to officer for a 2nd time - Not all corrections were completed
Meliora PSC recommends Records staff provide training to all supervisors on report review and that LGMSPD determine if other accountability measures need to be introduced. A key responsibility of patrol sergeants is to review and ensure all reports are complete prior to approval. Following the training, Meliora PSC recommends Records staff limit time spent on reports to critical entries and enter the reports in a timely manner.

Reporting Issue
During the site visit, we learned about the difference between an incident report and a case report. An incident report is a notation in CAD about an event that took place as reported by a reporting party, victim, and/or witness. The information in the CAD notes cannot be disclosed to the public, including the reporting party. Most often, incident numbers are taken over the phone by staff. Conversely, a case report is a “regular” report of a crime that is reviewed and entered into RIMS. The case reports are available to the public, but may require redaction. Case reports can be taken in person, over the phone, or online reports.

According to staff, this practice became common during COVID to accommodate distancing and has remain the current practice. We noted that creating an incident report did not allow victims to receive documentation through report copies for insurance or other purposes. Providing CAD incident reports numbers is also inconsistent with the long-standing practice LGMSPD has of knowing the people that they serve. Normally, there is time to respond in-person to these types of calls and handle the call by completing a case report. Meliora PSC recommends the practice of providing incident reports from CAD be greatly reduced or eliminated, and return to officers contacting community members to complete reports, even if informational, to meet the needs of the community.

FBI UCR/NIBRS CRIME REPORTING
Each month the LRS is tasked with the responsibility of reporting crime data to the State of California, Department of Justice (DOJ), for inclusion in the UCR/NIBRS. The report is prepared based upon report data entered into RMS. The LRS reviews all reports submitted by patrol officers and detectives to ensure the accuracy of the coding prior to finalizing the report for the DOJ.

The FBI transitioned from the Uniform Crime Reporting Program (UCR) reporting to a more comprehensive model referred to as the National Incident Based Reporting System (NIBRS). The UCR model calls for the reporting of the most serious crime recorded when multiple crimes occur during a specific incident. For instance, in a home invasion robbery, where an assault occurs

ITEM NO. 20.
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Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
during the robbery, the robbery would be reported rather than the assault in the prior UCR process. Under NIBRS, the same event will result in every crime committed by each suspect as a separate crime; therefore, increasing the crime from one felony under the present crime data system to the two felonies that occurred. The conversion to NIBRS has the potential to slightly increase crime rates from 2022 forward. In addition, NIBRS will also track relationships between victims and offenders, arrestees, and property involved in crime.

LGMSPD began submitting National Incident-Based Reporting System (NIBRS) data to the FBI on January 1, 2022. Agencies that have fully implemented NIBRS report time-consuming reconciliation issues with NIBRS, and additional issues related to the RMS during the report validation process, requiring time-consuming attention to detail. The processing time can be significantly impacted by the complexity of the case. Further information on crime was provided earlier in the Crime portion of the report.

COMPLIANCE AUDITS
Compliance audits are usually performed bi-annually by the State of California, Department of Justice (DOJ). These audits include accessing confidential databases on offender information or other similar confidential records. The audits, and a review of the findings, reflect just how complex and demanding the records function can be. We requested copies of a few of these audits and they are addressed below:
2022 Criminal Justice Information System(CJIS)/National Crime Information (NCIC)
An audit was conducted and a letter was mailed to the Chief of Police on August 11, 2022.

Included in this audit were random selections of records of the California Restraining and Protective System (CARPOS), Missing Persons System (MPS), Wanted Persons System (WPS), Automated Boat (ABS) and Stolen Vehicle System (SVS), California Sex and Arson Registration (CSAR), Automated Firearms System (AFS), and Automated Property System (APS).

The report reflected that LGMSPD was IN COMPLIANCE in the following areas:
§ Hit confirmation procedures.
§ Timely entries – CARPOS, MPS, WPS, ABS, SVS, AFS, CSAR and APS.

The report reflected that LGMSPD was OUT OF COMPLIANCE in the following areas:
§ Second party checks – CSAR only.
§ Recent consultation – CSAR only.

The report indicated that the department needed to make the needed modifications in the two areas and there could be a follow-up audit. Although there was no follow-up audit, staff confirmed the modifications were made soon after the letter was received.

ITEM NO. 20.
160
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
California Law Enforcement Telecommunications System (CLETS) The CLETS audit reviews compliance with state and federal security requirements. The goal of the audit is to help ensure criminal justice information is being handled securely. This covers a range of practices, such as completing required training and verifying protections in an agency's technical environment to protect confidential data.

On October 16,2023, LGMSPD received notification from DOJ that an audit had been completed relative to the CLETS system and the office was IN COMPLIANCE. The CLETS assessment covered a range of topics including an administrative review of policies, user/agency agreements, completion of required training and security.

The responsibility to ensure the agency follows all of DOJ’s regulations can be daunting. The CLETS representative is a Senior Dispatcher who must make certain that every CLETS user is certified bi-annually or be deactivated in CLETS and made inactive if they no longer work for LGMSPD.

CORI/III Audit
In October 16, 2023, LGMSPD received notification from DOJ that an audit had been completed referencing the use of use of DOJ’s Automated Criminal History System (ACHS) and the Federal Bureau of Investigation’s (FBI) Interstate Identification Index (III) purpose code (PUR) use.

LGMSPD was IN COMPLIANCE.

PAYMENT OPTIONS
LGMSPD Records staff are the face of the department when community members step into the front lobby of the police department. Staff is responsible for collecting payments from customers who desire to obtain a vehicle release, purchase copies of reports, subpoenas, permits and other similar items or services. When payment is required, the customer will pay by debit card, credit card, or cash and a receipt is given to the customer.

If cash is used as the form of payment, the Records Specialist will complete the transaction on a computer and a receipt is generated for the customer, and a second receipt is placed into the payment drawer at the counter. The payment drawer can be opened through the computer or by key.

At the end of each day, a Daily Transaction Report is run as well as a Receipt Report. One Records Specialist will count the cash, number of bills by denominations, and a second Records Specialist will do a separate count to verify the amounts. No coins are collected. A deposit slip for cash is completed and all cash and records are stored overnight in a locked cabinet. At the start of the next business day, the box is removed, cash counted with the deposit slip, and then taken to the Finance Department by a Records Specialist. The daily amount remains in the cash box and is placed in the payment drawer. A Finance staff person accepts the cash and deposit

ITEM NO. 20.
161
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
slip. The cash is counted by the staff person and gives the Records Specialist a receipt.

The acceptance of payment is a normal activity in the daily function of a police department.

However, accepting payment through cash places the department and involved employees at risk should there be issues of irregularities when reconciling cash. While we are not suggesting anything improper has occurred, agencies throughout the state have experienced employee theft of monies based on a lack of proper systems and processes for collection of cash. In light of advancements in technology, credit cards and software payment apps are not only efficient ways to accept payment, but also provide the payee and department a means to electronically track payment without being exposed to the risk of monies being lost and/or misused. Meliora PSC recommends that credit or debit cards and payment apps only, not cash, be accepted as form of payment. This would allow for the process to be more efficient and secure.

RECORDS RECOMMENDATIONS
§ Replace the rejection email for online reports with a personal call to the crime reporter to explain that the incident was rejected, the reason for rejection, and to have an officer personally meet with reporter to take a formal report of the incident. (Recommendation #63)
§ Conduct a comprehensive review the CopLogic online reporting program to determine if it is efficient, cost effective, and if it meets the service expectation levels of the Los Gatos-Monte Sereno community. (Recommendation #64)
§ Implement a process to track PRA and discovery requests. (Recommendation #65) § Develop a Records Training Manual and/or Standard Operating Procedures Manual to include department policy references. (Recommendation #66) § Update the policy or Organizational Chart to reflect the appropriate titles of Records and the manager. (Recommendation #67)
§ Schedule and conduct a records purge as soon as practical. (Recommendation #68) § Provide training to all supervisors on report review and determine if other accountability measures need to be introduced for proper report approval. (Recommendation #69) § Limit the time spent on reports to critical entries and enter reports into RIMS in a timely manner. (Recommendation #70)
§ Eliminate the practice of providing incident reports from CAD and return to officers contacting community members to complete reports, even if informational, to meet the needs of the community. (Recommendation #71)
§ Discontinue the acceptance of cash by LGMSPD staff and accept credit cards, debit cards and payment apps as the only approved forms of payment. (Recommendation #72)

ITEM NO. 20.
162
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com

ADMINISTRATIVE SERVICES DIVISION
LGMSPD Administrative Services Division is the operation and control of the police department including making operational decisions, management of personnel and training, community outreach, budget management and development, distribution of policies and procedures, and facilities.

TABLE 50: Administrative Services Division Staffing, July 2024 Rank Authorized Actual Vacant
Support Services Captain 1 1 0
Traffic Sergeant 1 1 0
Administrative Sergeant 1 1 0
TOTAL SWORN STAFF 3 3 0
Senior Administrative Analyst 1 1 0
Community Outreach Coordinator 1 1 0
Parking Control Officer 2 2 0
Administrative Technician 1 1 0
IT Administrator 1 1 0
TOTAL PROFESSIONAL STAFF 6 6 0
Total 9 9 0
Source: Los Gatos-Monte-Sereno Police Department.

The Structure and Responsibility section mentioned earlier in the report addresses the recommended re-organization of the department where the Traffic Sergeant is moved to the Operations Bureau as it is a field service to include the parking control officers.

Personnel & Training Unit
The Support Services Captain is responsible for the management of Personnel, including recruiting and retention, hiring, and training qualified individuals to work at the LGMSPD in both sworn and professional staff positions. The Administrative Sergeant and Senior Administrative Analyst/Training Coordinator share the responsibilities of recruiting, hiring, training, and retaining personnel.

RECRUITING AND HIRING
Recruitment, hiring, training, and retention of qualified people is critical for an efficiently run organization and a safe and flourishing community. For the past several year, it has been more challenging for the policing profession. Recently, the task of finding character-minded, goodPage 548 ITEM NO. 20.
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Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
hearted individuals willing to join the profession has been reduced due to varied factors including increased external scrutiny, negative public perception of the policing profession, and increased risk of physical and reputational harm. Agencies are finding the need to evolve their recruitment and hiring process through new procedures, changes in incentives, and identifying and implementing best practices. The industry is also losing experienced police professionals who are opting to retire early or change careers and leave the industry all together.

LGMSPD Policy § 1000 – Recruitment and Selection – provides a framework for employee recruiting efforts and identifying job-related standards for the selection process and incorporates equal opportunities for all applicants. The department focuses on “those individuals who demonstrate a commitment to service and who possess the traits and characteristics that reflect personal integrity and high ethical standards.” The policy describes the recruitment strategy, selection process, background investigation, disqualification guidelines, employment standards and documents information on probationary periods. The policy was reviewed and found to be thorough and reflective of contemporary hiring standards.

LGMSPD does not conduct written or physical agility tests. Applicants are required to submit those test scores with their application. A review of the applications is done by the Personnel and Training Analyst. Qualified applicants are given a Personal History Questionnaire (PHQ) to complete. Completed PHQ’s are reviewed by the Administrative Sergeant to determine if any disqualifiers are in the PHQ. Successful candidates participate in an oral interview with two officers and a community member. If successful, a background is conducted by third party Secure Solutions Investigations. Upon approval of the competed background, polygraph, medical, and psychological tests are given. Finally, a Chief’s interview is conducted before a final hiring decision is made. Meliora PSC found this process to be consistent with industry best practices.

The use of social media and recruitment ads has historically been used by agencies across the region to reach out to potential candidates; however, the best recruiters are members of their own agency. LGMSPD has an officer referral program. The program offers an incentive of $3,000 for a successful entry level officer, $4,000 for a successful pre-service officer, and $5,000 for a successful lateral officer. Success is defined by the referred employee being hired, completing the FTP, and becoming eligible to receive their Basic POST certificate or completion of one year (if a lateral). The referring employee receives a third of the incentive pay upon achieving each of the three “success” milestones.

The LGMSPD normally does not have many vacant positions, both with sworn and professional staff. The agency attends several area job fairs and does not seem to have a problem attracting applicants. For the first part of 2024, from January 1 through June 30, a total of 123 applications were received. The table below depicts the trends in applications received for both sworn and professional staff positions for prior four years.

ITEM NO. 20.
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Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
TABLE 51: Los Gatos-Monte Sereno Police Department Applications, 2020-2023 2020 2021 2022 2023 TOTAL
Trainee 453 454 58 199 1,164
Pre-Service 112 113 36 22 283
Lateral 20 21 22 38 101
Dispatcher 138 604 200 120 1,062
Records Specialist 867 91 225 0 1,183
CSO Intern 46 22 0 68 136
Administrative Technician 0 0 0 73 73
TOTAL 1,636 1,305 541 520 4,002
Source: Los Gatos-Monte Sereno Police Department.

As reflected in Table 52 below, Training tracks total hired and gender; but does not track race nor does it have a system in place to do so. Meliora PSC recommends Training include demographic information in the data regarding all personnel hired.

TABLE 52: Los Gatos-Monte Sereno Police Department Recently Hired, 2021- 2024 YTD
2021 2022 2023 2024* TOTAL
Male 6 5 7 3 21
Female 0 0 0 3 3
Sworn Total 6 5 7 6 24
Male 2 2 5 1 10
Female 7 6 3 1 17
Professional Total 9 8 8 2 27
TOTAL HIRED 15 13 15 8 51
TOTAL MALE 8 7 12 4 31
TOTAL FEMALE 7 6 3 4 20
Source: Los Gatos-Monte Sereno Police Department. * YTD as of June 30, 2024.

As mentioned earlier in the Town and department demographics section, it is important to analyze personnel data and applicant information to assist the organization in focusing recruitment efforts on enhancing diversity in hiring qualified employees that are reflective of the community it serves. Diversity in the workplace means having a workforce inclusive of diverse backgrounds and national origins as well as gender, cultural background, sexual orientation, and life experience. It also means that the organization fosters a sense of belonging that makes everyone feel like they are members of the team.

Earlier in the demographics section of the report, the Town’s demographics were compared to LGMSPD sworn demographics, and showed 13.9% of LGMSPD sworn members are women. As discussed, the 30x30 initiative seeks to advance the representation and experiences of women

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Organizational Assessment
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in policing; in short police organizations are encouraged to increase the number of women in policing to 30% by 2030. The 30x30 initiative further explains it uses scientific data to show that not until 30% is achieved will it impact culture versus assimilating into the status quo. The point of this scientific data is that women need to “thrive and not just survive.” The 30x30 initiative also serves to highlight culture, in that police and sheriff organizations are encouraged to transfer their culture to support and celebrate the value of diverse and underrepresented personnel. To the credit of LGMSPD, there are women represented at each rank: Chief of Police, Captain, Sergeant, Corporal, and officer, which demonstrates a commitment to this initiative.

PRE-EMPLOYMENT INVESTIGATIONS
The pre-employment background investigation is one of the most crucial investigations of a police organization as those allowed to become members of the agency have a huge responsibility to lead their lives with the highest levels of integrity in keeping with the Law Enforcement Code of Ethics. Due to limited resources, the LGMSPD outsources their preemployment backgrounds. This is customary practice for more agencies as background companies can be hired on an as-needed basis saving valuable resources and getting investigations completed more quickly. LGMSPD is complimented in the efficient and costeffective strategy to complete the hiring process, wherein timeliness is important in a competitive hiring environment.

The LGMSPD background investigation process uses the California POST Investigations manual which works in conjunction with the POST 10 dimensions that are incorporated into the background process. The dimensions are as follows:
§ Integrity
§ Impulse Control/Attention to Safety
§ Substance Abuse and Other Risk-Taking Behavior
§ Stress Tolerance
§ Confronting and Overcoming Problems, Obstacles, and Adversity § Conscientiousness
§ Interpersonal Skills
§ Decision-Making and Judgment
§ Learning Ability
§ Communication Skills

RE-INTEGRATION PROGRAM
A “Re-integration Program” is designed to re-integrate employees who have been off work for several months, due to an injury or other reasons, by providing them refreshers on pertinent information, systems, policies, as well as having the returning employees complete any training missed during their absence. LGMSPD does not have a formal re-integration program but does

ITEM NO. 20.
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Los Gatos-Monte Sereno Police Department
Organizational Assessment
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have returning employees receive refreshers on pertinent information, systems, policies, as well as having the returning employees complete any training missed during their absence. For sworn officers, they are required to qualify at the firearms range before going back in field service. For extended absences, a “mini-FTO” program is designed in addition to legal and other updates. Meliora PSC encourages LGMSPD to formalize a re-integration program.

RETENTION
Equally important to recruitment and hiring is retention. The first step in retaining employees is ensuring they are properly welcomed to the agency. Onboarding new hires is the welcoming process agencies conduct to integrate employees into the organization. The Town’s Human Resources Department conducts onboarding for all new employees, which covers mostly administrative paperwork and explanation of Town benefits. The LGMSPD is praised for having new sworn trainees assigned a “mentor.” The mentor is a certified Field Training Officer (FTO) who helps with LGMSPD-specific new employee orientation also known as onboarding process.

Employees are a valuable commodity to organizations, and it is in the agency’s best interest to meet with employees to address issues that may result in staff seeking other employment. In addition to meeting with staff and learning about challenges that may cause them to contemplate leaving, conducting exit interviews with those who separate due to retirement, transferring to another agency, or leaving for other reasons are insightful in understanding employee satisfaction, department culture, and areas for organizational improvement.

Typically, the Chief has scheduled meetings with the Peace Officers Association (POA) to discuss emerging issues and departmental trends. These meetings also present an opportunity to discuss and gain insight regarding reasons why personnel may be contemplating leaving. Lastly, usually a member of the organization’s executive staff will speak with a departing employee to gain insight into the organization and/or why the employee is leaving.

During the site visit, we learned most departures are to work closer to the employee’s home, while the second reason is better pay and benefits. While many applicants live in the Pacific Grove, Santa Cruz, and Palo Alto areas, those areas have a high cost-of-living that may not be sustainable for employees. We have noticed this trend from our recent assessments for police professionals to lateral to an agency that is closer to the employee’s home.

LGMSPD is complimented as the Chief personally conducts exit interviews with departing employees, as well as the Town Manager. Meliora PSC recommends both departments meet and share LGMSPD specific information that is gleaned from the independent exit interviews to improve overall organizational management.

PERFORMANCE EVALUATIONS
LGMSPD Policy § 1001 – Evaluation of Employees addresses the performance evaluation system, “The Department’s employee performance evaluation system is designed to record

ITEM NO. 20.
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Organizational Assessment
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work performance for both the Department and the employee, providing recognition for good work and developing a guide for improvement.” The policy further states, “The evaluation report is intended to serve as a guide for work planning and review by the supervisor and employee. It gives supervisors a way to create an objective history of work performance based on job standards.”
LGMSPD staff shared that an employee performance evaluation shall be completed once each year by the employee's immediate supervisor on the anniversary of the employee’s date of hire except for employees who have been promoted, in which case an Employee Performance Evaluation shall be completed on the anniversary of the employee’s date of last promotion.

Meliora PSC reviewed the steps supervisors use in evaluation preparation and processing and found them to be thorough and appropriate. Policy § 1001.6 – Evaluation Interview – the LGMSPD rater is to draft the evaluation and then have a “private discussion” with the employee. By practice, the rater drafts the evaluation and submits it to the Captain for review and edits. The Captain will route the evaluation back to sergeant/supervisor to make appropriate changes or with an approval. Once the evaluation is approved, the sergeant/supervisor presents the evaluation to employee for review. Meliora PSC recommends that LGMSPD make the policy and practice consistent with each other by either updating the policy or practice for consistency.

LGMSPD is to be complimented for the performance appraisal, which outlines specific points that should be considered in the determination for the rating. Job functions are broken down into the following five categories: Policies and Procedures, Work Habits, Ethics and Integrity, Judgement, Verbal Communications, Written Communication, Interpersonal Skills, Problem Solving, Initiative, Incorporates Department Vision, Job Interest, Personal Interest, Controlling Difficult Situations, Investigations, Operations and Communications (Investigators Only).

Meliora PSC encourages LGMSPD to consider stating the below information on the evaluation form itself to assist in ensuring all supervisors are following the same process:
§ The purpose of a performance review and reports.
§ The process for evaluations.

Policy § 1001.3.1 states that evaluations are addressed for reserves in the Reserve Officer Policy § 325. We found LGMSPD’s Reserve Officer Policy §325.5.6 to cover reserve officer evaluations.

We asked for a description of the evaluation process for part-time employees both sworn and professional staff. LGMSPD advised that they do not complete evaluations for part-time employees. Meliora PSC recommends consideration be given to completing abbreviated annual evaluations on all part-time employees. The abbreviated evaluations could be helpful should the part-time employee seek full-time employment with the department or Town.

ITEM NO. 20.
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Meliora PSC found that the evaluation Policy § 1001.3 – Evaluation Process indicates, “all sworn and civilian supervisory personnel shall attend an approved supervisory course that includes training on the completion of performance evaluations within one year of the supervisory appointment.” We confirmed all supervisors have attended this specific supervisory training.

LGMSPD manages and tracks deadlines for evaluations via an excel spreadsheet. Meliora PSC recommends the use of LEFTA System’s SHIELD Suite; a software application that addresses various high-liability areas and events within policing. This software was also recommended for Internal Affairs. For training, LEFTA will systematically track evaluations, due dates, and completion of evaluations. Using a tracking system for multiple administrative areas is cost effective and encourages usage by staff with one seamless system. Moreover, using one software system to handle multiple risk management and personnel management areas within the department will aid in its use.

As of July 2024, our review of LGMSPD’s completed evaluations found two past due evaluations in 2024, indicative of the agency placing a priority on timely employee feedback. LGMSPD is commended for completing evaluations in a timely manner.

If an employee is out on leave, typically their evaluation will be given to them upon return to work. Exceptions are when an employee is due for a salary (step) increase in which case LGMSPD makes every effort to administer the evaluation to an employee. For purposes of tracking, evaluations are considered pending and not past due if LGMSPD is unable to administer the evaluation to an employee who is out on leave. Currently, four employees evaluations fall within this pending category.

PERSONNEL AND TRAINING RECOMMENDATIONS
§ Include demographic information when completing the hiring process for all personnel. (Recommendation #73)
§ Formalize the re-integration program. (Recommendation #74) § Share information gleaned from independent exit interviews at the Town and LGMSPD to improve overall organizational management. (Recommendation #75) § Align Policy § 1001.6 – Evaluation Interview – policy and practice to be consistent by either updating the policy or practice. (Recommendation #76) § Consider listing the purpose of a performance review and reports and process for evaluations on the evaluation form and ensure consistency amongst supervisors. (Recommendation #77)
§ Consider completing abbreviated annual evaluations on all part-time employees. (Recommendation #78)
§ Implement LEFTA System’s SHIELD Suite; a software application that addresses various high-liability areas and events within policing. (Recommendation #79)

ITEM NO. 20.
169
Los Gatos-Monte Sereno Police Department
Organizational Assessment
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Worker’s Compensation
Worker’s Compensation claims are a factor in policing due to the hazardous nature of police work. Managing other injuries and medical conditions is also critically important due to the level of physical and mental acuity necessary to safely perform many of the jobs in the police department. Because absences due to both on and off-duty injuries contribute to significant staffing issues, both should be managed and monitored in concert.

LGMSPD’s worker’s compensation is managed by the Town’s Human Resources (HR) Department, not the police department. The police department assists the Town and police employees acting as a conduit and liaison, as necessary.

LGMSPD Policy § 1022.3.1 states, “MEMBER RESPONSIBILITIES: Any member sustaining any occupational disease or work-related injury shall report such event as soon as practicable, but within 24 hours, to a supervisor, and shall seek medical care when appropriate. A Town of Los Gatos Medical Referral Form needs to be filled out by the employee and the employee's Doctor when the employee is scheduled to return to light duty or a non-full duty assignment. This form is to be submitted to Human Resources and the Bureau Captain.” At the time of our site visit, LGMSPD had two employees off on workers’ compensation.

LGMSPD ensures that if an employee is off due to workers compensation or FMLA, it is coded as such on their timesheet so that the Town can appropriately track the data. All claim information is kept by the Town’s HR department. Therefore, LGMSPD staff does not have any role in monitoring or analyzing financial or operational impacts of these absences.

LGMSPD has extensive policies and procedures in place to guide management of all types of injury and illness absences including:
§ Policy § 406 – Hazardous Material Response
§ Policy § 702 – Personal Protective Equipment
§ Policy § 1007 – Sick Leave
§ Policy § 1008 – Communicable Diseases
§ Policy § 1016 – Fitness for Duty
§ Policy § 1022 – Occupational Disease and Work-Related Injury Reporting § Policy § 1030 – Illness and Injury Prevention
The Support Services Captain is responsible for ensuring all policies and procedures are being followed. We requested aggregate information on work-related injuries and medical conditions to spot any trends that might indicate the need for further review in order to identify opportunities to reduce or mitigate situations that result in lengthy absences and staffing shortages.

ITEM NO. 20.
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TABLE 53: Worker’s Compensation Claim Data, 2022-2023
2021 2022 2023
Lost Time 4,102 days 4,965 days 6,797 days
Costs for Lost Time $260,513 $346,191 $519,181
Costs for Medical Only Not Tracked Not Tracked Not Tracked Total Disability Amount Paid Not Tracked by PD Not Tracked by PD Not Tracked by PD Total Number of Claims Not Tracked by PD Not Tracked by PD Not Tracked by PD Source: Town of Los Gatos Worker’s Compensation Administrator.

In addition to reducing the cost of medical and lost time, facilitating employees’ return to full duty expeditiously is a key component to the overall management of injury claims that impact staffing shortages. Worker’s compensation costs are overseen by the Town of Los Gatos Finance Department. While there are regular meetings attended by LGMSPD staff, LGMSPD staff are not provided with financial updates regarding the areas shown above. In 2023, LGMSPD began to track the salary costs in Microsoft Excel. Meliora PSC recommends LGMSPD request regular worker’s compensation updates from Town HR and Finance. The operational impact of worker’s compensation absences is appropriate for police staff to manage and collaborate with Town staff. This can also assist the department with addressing any challenges injured workers may be experiencing that causes delays in their return to work.

WORKER’S COMPENSATION RECOMMENDATION
§ Request regular workers compensation updates from Town HR and Finance to assist the department with addressing any challenges injured workers may be experiencing that causes delays in their return to work. (Recommendation #80) Specialty Assignments and Promotions
LGMSPD Policy § 1002 addresses specialty assignments and promotions. The policy states, “The Los Gatos-Monte Sereno Police Department determines assignments and promotions in a nondiscriminatory manner based upon job-related factors and candidate skills and qualifications. Assignments and promotions are made by the Chief of Police.” The policy outlines special assignment positions, general requirements for specialty positions, evaluation criteria including listing desired traits by name for special assignment, and selection process for special assignments. The policy should also contain general requirements including traits such as leadership, decision-making, integrity, initiative; desirable qualifications such as time at the department along with knowledge, skills and abilities; and a defined selection process that also includes an interview process.

The process to be considered for a special assignment is as follows:

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§ Submit a memo of interest which should include the employees’ interests and qualifications.
§ Administrative evaluation as determined by the Chief of Police. This shall include a review of supervisor recommendations.
§ The supervisor recommendations will be submitted through the chain of command to the Bureau Captain for whom the candidate will work. The Bureau Captain will schedule interviews with each candidate.
§ Based on supervisor recommendations and those of the Bureau Captain after the interview, the Captain will submit his/her recommendation(s) to the Chief of Police. § Appointment by the Chief of Police.

Although specific rotation guidelines are not spelled out in either the policy or employee MOU’s, they are specified in the specialty assignment announcement memorandums posted prior to testing. Each specialty assignment has had varying rotation periods based on department need, staffing, and training involved. For example, Detectives, SRO, Administrative Sergeant and Traffic Sergeant assignments are three years with an optional one-year extension at the discretion of the Chief of Police. Traffic officer is a four-year assignment with an optional one-year extension. K9 is based on the life of the dog but traditionally slated for a seven-year assignment.

Meliora PSC recommends LGMSPD create a policy with mandated rotational guidelines to include the number of years per specialty assignment position. This is especially important for smaller, patrol-centric agencies that do not offer more assignments to retain officers. In practice, LGMSPD already includes the years and positions for the required rotations. The department is to be commended as this assists in managing the organization by returning experienced personnel to patrol and providing opportunity for professional growth to personnel seeking special assignments. It appears the current number of years are consistent with the personnel size of LGMSPD but should be reviewed when developing the policy. More than three years in an assignment can limit the specialty assignment for others and not provide an opportunity for professional growth and development to a larger number of personnel.

For promotional requirements, the policy states that this information is available at the Town’s Department of Human Resources; this is typical for smaller-sized agencies.

Meliora PSC also reviewed job descriptions/job flyers for various police department positions.

The document is broken down into the following categories: Essential Functions, Qualification Guidelines, Knowledge, Skills and Abilities. Candidates are ranked by score on their written and/or oral interviews, depending on the position.

An electronic personnel tracking system would provide LGMSPD with an efficient way to document all transfers throughout the department. Currently, all personnel promotions and assignments to different assignments are retained in an employee’s individual personnel file.

For instance, should the department want to know where an employee has worked or who has

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worked on a particular assignment or desk, they would have to research the individual’s personnel file or all personnel files to get the answer. As already mentioned, Meliora PSC recommends LGMSPD utilize the LEFTA system, if possible, to electronically track all employees, their assignments, promotions, and other pertinent personnel data with viewing privileges limited to authorized personnel; thus, being able to quickly and efficiently query a system versus manually checking personnel files.

STRATEGIC FORESIGHT
Police departments benefit from having a strategic foresight plan designed to future proof their organization to ensure seamless policing operations in perpetuity. It should be a philosophy that drives the plan; succession planning strategic foresight is a mindset rather than a simple succession plan checklist type program. Strategic foresight is built through a foundation throughout the organization with a budget, goals, and philosophy. Organizations should look at this through a long-term lens.

Due to the increased number of police professionals leaving the profession through retirement, attrition, public sentiment regarding policing, and other reasons, it is imperative now more than ever that a contemporary police department have a strategic foresight plan. Strategic foresight helps ensure that agencies continue to effectively operate without disruption after a personnel transfer, when employees leave their organization, or retire.

Police executives are expected to prepare the future leaders of the organization which can mean allowing staff to develop by experiencing different assignments over several years.

Depending on employee turnover or the size of a department this can vary.

To overcome the challenge of staff not benefiting from time to develop and grow in a variety of positions, agencies must focus on increasing training for staff to prepare them for advancement. Some organizations have brought outside trainers to the agency for training, ongoing coaching, and staff development. Another unique consequence of this challenge is many agencies are increasingly recruiting for supervisory and management positions from outside agencies due to limited experiences of staff within the organization.

The management and supervision of the LGMSPD falls on the shoulders of the Chief and two Captains, and the Chief began in January of 2022.

A challenge for the LGMSPD is the tenure of the existing patrol officers, with the average years of experience being two years. The most junior officer has one months of experience, and the most senior patrol officer has 25 years of experience. From a different lens the average tenure of the existing patrol sergeant rank is five years at the sergeant rank; the sergeants are the watch commanders and highest-ranking persons on duty during the night and weekend shifts.

The most junior sergeant has one month of experience, and the most senior sergeant has eight years of experience as a supervisor.

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Some notable strategic foresight recommendations are:
§ Include coaching in the career development plan.
§ Create bureau, section, and unit manuals so key information is readily available.

Manuals help retain critical information that may not be relayed when a person leaves or retires.
§ Communicate the strategic foresight plan to department members. § Track workforce key factors such as:
o Number of employees who are eligible for retirement and their current assignments. o Ensure those eligible for retirement are distributed across the organization and not in one division.
§ Identify years of service/tenure of employees. Those closer to retirement can impart important institutional knowledge on less tenured employees. § Identify where junior/less tenured and experienced employees are assigned and make adjustments where possible.
§ Track and monitor appointment dates, age at appointment, and separation trends.

Ongoing attention will help forecast future staffing needs across different circumstances and also assist with retention efforts.

During the assessment process, we noted an opportunity for improved management with the reorganization of the police department and the addition of one lieutenant immediately and one professional staff administrator in the future. Details regarding this recommendation are outlined in the Structure and Responsibility section of this report.

SPECIAL ASSIGNMENT AND PROMOTION RECOMMENDATIONS
§ Add mandated rotational guidelines to include the number of years and positions in Policy 1002 – Specialty Assignments. (Recommendation #81) § Utilize the LEFTA system to electronically track all employees, their assignments, promotions, and other pertinent personnel data with viewing privileges limited to authorized personnel. (Recommendation #82)
Employee Wellness
The 21st Century Policing report, Pillar 6: Officer Wellness and Safety states, “The wellness and safety of LEOs (Law Enforcement Officers) is critical not only to themselves, their colleagues and their agencies, but also to public safety.”
Wellness is governed by LGMSPD Policy § 1032 that states, “It is the policy of the Los GatosMonte Sereno Police Department to prioritize member wellness to foster fitness for duty and support a healthy quality of life for department members. The Department will maintain a wellness program that supports its members with proactive wellness resources, critical incident response, and follow-up support.”

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The current policy provides guidance on establishing and maintaining a proactive wellness program for department members. The LGMSPD wellness program is intended to be a wellrounded approach to member's well-being and encompasses aspects such as physical fitness, mental health, and overall wellness. It is noteworthy how much the LGMSPD recognizes the importance of overall wellness within the department and includes all personnel within the organization in their vibrant wellness programs.

The department takes a holistic approach to wellness and developed an internally published “Wheel of Wellness” that is intended to be a tool of self-assessment. It allows an individual employee to see what is available to them by providing tools and support programs in the following areas: Emotional, Physical, Career, Spiritual, Social, Financial, Environmental, and Intellectual. Each of these areas have specific programs and tools available to employees. There is even an on-duty workout program. The LGMSPD should be recognized for their exceptional efforts on several of these programs.

Policy § 1032.3 requires the Chief of Police to appoint a trained Wellness Coordinator. The Wellness Coordinator is to collaborate with advisors, the Personnel and Training Unit, legal counsel, licensed psychotherapist, qualified health professionals, as appropriate, to fulfill the responsibilities of the position. Currently, there is no appointed Wellness Coordinator. Meliora PSC recommends the Chief of Police appoint a Wellness Coordinator as a collateral duty to this important role as soon as practicable.

PEER SUPPORT
LGMSPD has a Peer Support Team, which was one of the first in Santa Clara County. The program was implemented in the early 2000s. There was a published policy and procedure manual that included requirements for selection into the program, training, duties and responsibilities. The program is staffed with sworn and professional staff members. At its peak, the Peer Support Team had about ten members who were trained in the peer support role within the department. Many members of the Peer Support Team retired or left the LGMSPD.

Currently, there are a total of 5 members; however, several of those members are no longer in the workplace for varying reasons. There are Employee Wellness information boards at both LGMSPD locations, that are predominantly placed in common areas. Each of the boards have Peer Support information on the program and who an employee can contact for peer support.

The policy and procedure manual has not been maintained or updated in 15 years, and management of the program has not been maintained as actively as in the past. Meliora PSC recommends the Peer Support policy be updated, a lead team member be identified, acquire more Peer Support team members, and establish a general measurement of how many employees are assisted during a specified timeframe. This program is outstanding, and more attention should be dedicated to consistency of the Peer Support program.

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EMPLOYEE ASSISTANCE PROGRAM
LGMSPD has an Employee Assistance Program (EAP) as well. Information about EAP is also listed on the Wellness information board. CONCERN Health, who is the contracted provider for support services to the LGMSPD, has responded to critical stress debriefings and assists employees if requested. CONCERN has a fiscal assistance component as well as a legal services component.

CHAPLAIN PROGRAM
There is a Chaplain program at the LGMSPD, which is supervised by a patrol sergeant. There are two chaplains with one being with the program since 2000, and one chaplain being with the program for about a year. Both chaplains are active pastors within Los Gatos-Monte Sereno; however, their work within the Chaplain program is focused on spirituality and is not religion specific. The chaplains are very accessible, and are primarily used to support departmental personnel; however, they can be used for community support if the need arises.

ASSISTIVE THERAPY CANINE
Finally, in its infancy is an Assistive Therapy Canine wellness program, which is a pilot-program established in 2022 to enhance employee wellness, assist in the response and treatment of trauma and mental health, and provide community outreach and engagement. Two K9s were purchased and funded by the Los Gatos Police Foundation, which is a community-based affiliation of the LGMSPD. The Assistive Therapy Canine Policy states that the program is to be supervised by the LGMSPD Canine Coordinator, but the department does not currently have an enforcement K9 team; therefore, there is no Canine Coordinator. As a stop-gap, the Assistive Therapy Canine program is currently being overseen by a captain within the police department.

Having no designated K9 coordinator can be unclear to the Assistive Therapy Canine Teams and the department as to chain of command, supervision, direction for deployment, statistical reporting, and clarification on management of the overall program.

The Assistive Canine program is staffed with two therapy K9s (Gary and JJ). K9 Gary is assigned to a sworn corporal and K9 JJ is assigned to a professional staff member. Both therapy K9s have been trained and certified by Operation Freedom Paws, which is a non-profit organization that focuses on the needs of first responders and veterans. Operation Freedom Paws certifies each K9 and their handler through a National Program, but there are no written procedures for program file maintenance and when an Assistive Therapy Canine can go with an officer to a radio call.

K9 JJ is assigned to a professional staff member, and has been trained with that specific staff member. However, the professional staff member has been temporarily out of the workplace for an extended period of time. While out of the workplace, another professional staff member has taken the duty of bringing K9 JJ into the station and to community events. This presents an

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issue since the second professional staff member has not been trained or certified by Operation Freedom Paws. Assistive Therapy Canines are fairly new to police agencies. As such, there are limited clearly defined policies and procedures for this program. LGMSPD Policy § 318 addresses the Assistive Therapy Canines, but it is mostly guideline based. We noted that there is no clear departmental procedure for allowing a non-certified and untrained employee from bringing an Assistive Therapy K9 (formally assigned to another established K9 handler) into the department or to a community event. Meliora PSC recommends either the professional staff member be trained and certified by Operation Freedom Paws in order to avoid any potential liability or the Assistive Therapy K9 remain off duty with the primary handler. Furthermore, having an extra therapy-trained K9 handler may assist should the primary therapy K9 handler be unavailable for extended periods as is the current case. In either case, the Assistive Therapy K9 would either need to remain with the handler and not at work, or be reassigned to the newly-trained handler.

While the program should be commended for its originality, creativity, resourcefulness, and identified need – the program needs organizational structure and attention. Aside from no procedural manual, there is no set structure and minimal direction of when a therapy K9 should/can be brought into the workplace and/or community events. There are vague guidelines for re-certification, updated training, and overall utilization. While it is a pilot program, the LGMSPD Assistive Therapy K9 teams have been in place for almost two years.

There is also a noteworthy lack of metrics, reporting, and statistical data to determine program use, effectiveness, and overall success. Meliora PSC recommends immediate attention be given to operational clarity, structure, and measurements of use and success to determine the future of the program. If the program is formally incorporated into the department, clearly defined policies and procedures must be established. The policy and procedure should include chain of command, reporting of metrics, deployment, standards, and formal mandatory training (including consistent update training).

While Meliora PSC was assessing the Assistive Therapy Canine program, we noted that employees were allowed to bring their personal dogs into the POB without notification or supervisory authorization. We recognize that bringing a personally-owned dog into a public workplace can be positive for the employee and the department; however, there should be well established department guidelines for this practice. With an existing Assistive Therapy K9 program, the risk of an untrained personal pet/dog coming into the workplace can be unpredictable. Should the personal pet become scared or alarmed, it could result in a potential injury to a staff member, owner, and/or a member of the public when the pet is coming and going from the department. We question the prudence of balancing employee wellness with untrained pets when the department has a Assistive Therapy Canine program in place. Meliora PSC recommends a department policy be created to address addressing the practice of bringing an employee-owned dog (pet) into either police facility. This could be done by adding a section in the existing Assistive Therapy Canine policy.

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EARLY INTERVENTION PROGRAM
An Early Intervention Program (EIP) is a resource for supervisory personnel to identify employees who may display symptoms of job stress, performance problems at early stages, or personal matters impacting their job performance and/or conduct. The intent of an EIP is to proactively provide employees with the assistance and training necessary to perform their assigned duties in an effective and efficient manner. While individual incidents such as personnel complaints, traffic collisions, and uses of force are reviewed at the time of occurrence by a supervisor and managers, these incidents may appear acceptable in isolation, but a pattern of less-than-optimal job performance may be developing that is more difficult to identify. Tracking the indicators detailed in this program enables supervisors to examine the totality of an individual’s actions and make a more accurate assessment of the employee’s wellbeing.

The following table shows a sample of early intervention indicators and a threshold schedule that may be of value to the organization. Each agency that chooses to utilize an EIP should establish its own list of indicators and a threshold schedule that meets the needs of the organization, while considering workload demands present in that agency. This is only a sample for illustration purposes.

TABLE 54: Sample Early Intervention Program Thresholds
Incident Type # of incidents Threshold
Administrative investigation X 3 incidents within 12 months Citizen complaint X 3 incidents within 12 months
Missed court X 2 incidents within 12
Use of force X months 4 incidents within 12
Vehicle accidents X months 2 incidents within 12
Vehicle pursuit X months 2 incidents within 12
Cumulative total X months 7 incidents within 12
months
It is important to note that the notification triggered by reaching a threshold in and of itself does not suggest a definitive problem with an employee, but rather, informs supervision of a high rate of total incidents, which is a number determined by the department. For instance, officers working in high-crime areas are more commonly involved in arrests and uses of force, thereby potentially triggering a notification even though their actions may be entirely appropriate. This applies to more proactive officers as well. Nonetheless, the department can look at the employees’ pattern of conduct and determine if there may be any concerns at the earliest stages. If so, the concern can be addressed through counseling, training, or as otherwise called for. Since LGMSPD does not have an early intervention program, Meliora PSC recommends LGMSPD implement an EIP.

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EMPLOYEE WELLNESS RECOMMENDATIONS
§ Appoint a trained wellness coordinator and ensure the coordinator is fulfilling the responsibilities of the position as outlined in the department policy. (Recommendation #83)
§ Update the Peer Support policy, identify a lead team member, acquire more Peer Support team members, and establish a metrics structure of how many employees are assisted during a specified timeframe. (Recommendation #84) § Train and certify an additional professional staff member by Operation Freedom Paws in order to handle an Assistive Therapy K9. (Recommendation #85) § Implement protocols for the Assistive Canine Therapy program in regard to operational clarity, structure, and measurements of success, and establish clearly defined policies and procedures to include chain of command, reporting of metrics, deployment, standards, and formal mandatory training (including consistent update training). (Recommendation #86)
§ Create a department policy and guideline addressing the practice of bringing an employee-owned dog (pet) into either police facility. (Recommendation #87) § Implement an early intervention program. (Recommendation #88) Internal Affairs
Ethical behavior is the cornerstone of public trust. For any public safety organization to maintain such trust, it must constantly demonstrate that its relationship with the community will be fair, objective and rooted in consistently applied ethical practices. Members of the LGMSPD are expected to demonstrate, through words and actions, that the best interest of the public is always at the forefront of their decisions.

PERSONNEL COMPLAINTS
Trust in American policing is experiencing a pendulum swing and maintaining the public’s trust is vital to the mission of public safety. Sir Robert Peel is credited with saying:

To recognize always that the power of the police to fulfill their functions and duties is dependent on public approval of their existence, actions and behavior, and on their ability to secure and maintain public respect.

Until May of 2021, the LGMSPD received personnel complaints and gave supervisory and management attention to allegations of misconduct, which is the industry standard. We learned the change in policy was the result of several Town Council meetings on police reform, soon after the murder of George Floyd in 2020. There does not appear to be any independent reason for the change, other than the nationwide initiative for police reforms. After conversations with the Town Attorney and police department, the Town Council created an administrative procedure implemented on May 18, 2021,which changed the complaint process

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from being handled by the police department, to being overseen and managed by the Town Attorney’s Office.

As stated in the Town Administrative Procedure, all personnel complaints submitted directly to the Town Attorney’s Office or police department for further investigation will undergo a preliminary review by the Town Attorney and Support Services Captain in accordance with the Town’s Administrative Complaint Investigation Procedure. They will determine classification of the complaint into one of the several categories. Those categories are supervisory referral, conduct complaint, non-misconduct concern, demonstrably unfounded, or inconclusive.

If a complaint is made to a supervisor at LGMSPD, the community member is referred to the Town Clerk or department website to file a complaint. The form is posted on the Town’s website and includes a fillable complaint form that can be printed or emailed to the Town Clerk.

During our site visit, hard copies of the complaint form were not observed in the police department lobby nor LGMSPD website. Providing the public access to complaints as well as commendation forms in person at the department’s lobby and online is in keeping with best practice. Meliora PSC encourages the LGMSPD to add an employee commendation form to the website as well as hard copies in the lobby at HQ and POB. LGMSPD supports employees who come forward with an internal complaint.

PERSONNEL INVESTIGATIVE PROCESS
Per the Town Policy, complaints will fall under the following classification system as determined by the Town Attorney:

1. Supervisory Referral: A Supervisory Referral is a formal complaint which contains an allegation involving a minor transgression that may best be handled by bringing the matter to the attention of the subject member’s supervisor and the chain of command to determine if the transgression occurred and the appropriate corrective action without formal investigation. All of the following objective criteria must be met for a complaint to be considered a Supervisory Referral:
§ The issue must be personnel-related,
§ Allegations of misconduct must be related to action(s) or inaction(s) by a sworn member of the department, and
§ The allegation(s) must involve a minor transgression in which a finding of sustained would not likely result in substantial discipline.

2. Policy Complaint: A Policy Complaint is defined as a complaint in which sworn officer(s) took action that was determined during the Preliminary Review to be in compliance with LGMSPD policy, procedure or California or Federal Law, but for which the complainant believes the policy is inappropriate or invalid. In these cases, there is no indication a complaint is made specifically against the officer taking the action. Upon determining the complaint to be a Policy

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Complaint, the Policy will be reviewed, and the complaint will not be placed in the officer’s personnel file.

3. Conduct Complaint: A Conduct Complaint is defined as a formal complaint in which a complainant files an allegation against a sworn officer, which if true would indicate the officer violated (1) any local, state, or federal law, or (2) any department policy or procedure, and where such actions could result in the involved officer receiving substantial disciplinary action.

4. Non-Misconduct Concern: After receiving a formal complaint alleging misconduct by a sworn officer, the Town’s preliminary review may indicate that the allegations did not involve a violation of:
§ Any local, state or federal law or,
§ Any department policy or procedures. Such a complaint will be re-categorized as a NonMisconduct Concern, meaning it does not meet the criteria outlined in the definition of a Conduct Complaint. Recategorizing complaints as Non-Misconduct Concerns allows the Town to track issues that may indicate a need for training for sworn personnel and/or community outreach/dialogue. Complaints categorized as Non-Misconduct Concerns will not be placed in the officer’s personnel file.

5. Demonstrably Unfounded: When the preliminary review of a formal complaint reveals that the misconduct alleged in the complaint did not occur, based on immediately available evidence and/or recorded media, the complaint is categorized as “Demonstrably Unfounded.” Complaints categorized as unfounded will not be placed in the officer’s personnel file.

6. Inconclusive: A matter in which the complaining party either refuses to sign and complete the Town of Los Gatos Police Department Community Complaint Form, refuses to cooperate during the investigation, or becomes unavailable after diligent follow-up. In such matters, the Preliminary Reviewers may further investigate the matter depending upon whether there are sufficient leads to establish reasonable suspicion that serious misconduct or a criminal offense has been committed by the officer(s) based upon the initial information provided. If sufficient independent evidence is not available, the complaint will be classified as “Inconclusive.” Town Policy requires conduct complaints that require more than a preliminary review to be assigned by the Town Attorney to an independent investigator for investigation. Due to an influx of low-level or demonstrably unfounded Community Complaints submitted in 2023 where LGMSPD was unable to resolve the complaint at a lower level, which was practice prior to the 2021 Town Policy, the Town process was revised by the Town Manager and Town Attorney in 2023. The update addressed the well intentioned Town Policy that may have inadvertently been in conflict with proper reporting requirements for community complaints, the Peace Officer Bill of Rights, Senate Bill 2, and a process that requires the complainant to take additional steps to lodge a complaint. In both the initial and revised policy, the Town Attorney in consultation with the Chief of Police make the decision on the finding of a conduct

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complaint that is investigated by an outside investigator. The Chief of Police determines the level of discipline in sustained cases.

We reviewed LGMSPD Policy § 1019 – Personnel Complaints, dated 9/1/2023 from the website.

That version of the policy does not contain any policy language from the Town Administrative Procedure and appears to be the policy prior to the change by the council. The department has a draft of an updated policy that incorporates the changes, but it has not been completed as of the site visit. However, the current practice appears to be consistent with the Town Administrative Procedure.

Police departments must exhibit professionalism, courtesy, and significance to those who bring favorable, but importantly, report potential misconduct or deficient performance. LGMSPD Policy § 1019.2 – specifically addresses this by stating, “The Los Gatos-Monte Sereno Police Department takes all complaints seriously regarding the service provided by the Department and the conduct of its members.” The policy further indicates, “It is also the policy of this department to ensure that the community can report misconduct without concern for reprisal or retaliation.”
Employees pursue their career with the best intentions. When misjudgment occurs, employees will accept discipline and criticism in a more positive manner when they feel the process was conducted properly and they have been provided continuous updates. The guidelines set forth by the police department are intended to establish consistency with the internal affairs process and promote the philosophy tenants of leadership and excellence.

As with background investigations, several agencies across the state have opted to seek outside investigators to conduct personnel investigations, whether they are complaints from a member of the public or internally generated. In addition to completing the investigations in a timely manner and without impacting the sergeants’ primary duties, investigations could be done by a lieutenant or by an external investigator. External investigations promote confidence in the objectiveness of the investigation. The current Town Administrative Procedure requires an independent investigation for a conduct complaint that warrants additional investigation after the preliminary review.

Under the Town Administrative Procedure, there does not appear to be an opportunity for resolution between the supervisor and complainant, a practice that is appropriate. Instead, this practice has been replaced by the Town Attorney’s review. By meeting with the complainant, the supervisor is able to learn more about the facts concerning the incident and to explain the officer’s conduct where appropriate. Often times, the explanation and insight provided resolves the matter. Other times, the supervisor may learn additional information not previously known that elevates the complaint to a misconduct complaint. Interaction with the public and supervisor is key to communication and continuing to build trust. At the end of this section we will address the opportunity to allow for this type of resolution, and it requires changing the Town Administrative Procedure regarding complaints.

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Per Policy § 1019.6.4 – Completion of Investigations, “Every investigator or supervisor assigned to investigate a personnel complaint or other alleged misconduct shall proceed with due diligence in an effort to complete the investigation within one year from the date of discovery by an individual authorized to initiate an investigation (Government Code § 3304).” It further states, “In the event that an investigation cannot be completed within one year of discovery, the assigned investigator or supervisor shall ensure that an extension or delay is warranted within the exceptions set forth in Government Code § 3304(d) or Government Code § 3508.1.” All pursuits, traffic collisions and use of force investigations have a disposition; none are pending.

Upon completion of the personnel investigation, a conclusion of fact is determined. LGMSPD’s policy lists the following dispositions:

Unfounded – When the investigation discloses that the alleged acts did not occur or did not involve department members. Complaints that are determined to be frivolous will fall within the classification of unfounded (Penal Code § 832.8).

Exonerated – When the investigation discloses that the alleged act occurred but that the act was justified, lawful, and/or proper.

Not Sustained – When the investigation discloses that there is insufficient evidence to sustain the complaint or fully exonerate the member.

Sustained – A final determination by an investigating agency, commission, board, hearing officer, or arbitrator, as applicable, following an investigation and opportunity for an administrative appeal pursuant to Government Code § 3304 and Government Code § 3304.5 that the actions of an officer were found to violate law or department policy (Penal Code § 832.8).

If an investigation discloses misconduct or improper job performance that was not alleged in the original complaint, the investigator shall take appropriate action with regard to any additional allegations.

DISCIPLINE
Per Policy § 1019.10.1, “Upon receipt of any completed personnel investigation, the Captain of the involved member shall review the entire investigative file, the member's personnel file, and any other relevant materials. The Captain may make recommendations regarding the disposition of any allegations and the amount of discipline, if any, to be imposed.” Per Policy § 1019.10.2, “Upon receipt of any written recommendation for disciplinary action, the Chief of Police shall review the recommendation and all accompanying materials. The Chief of Police may modify any recommendation and/or may return the file to the Captain for further

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investigation or action. Once the Chief of Police is satisfied that no further investigation or action is required by staff, the Chief of Police shall determine the amount of discipline, if any, that should be imposed. ” Examples of disciplinary action include written reprimand, suspension, demotion, or termination.

In accordance with current case law, any documentation of counseling, oral reprimand, or training that is provided because of a sustained personnel complaint shall not state or infer said counseling, oral reprimand, or training was imposed as a form of discipline, either implicit or implied.

COMPLAINT INFORMATION AND DATA
During the course of the assessment, we requested a history of community complaints (when a member of the public either complained about a department member to a supervisor OR submitted a written complaint) and a history of internal affairs complaints (when a member of LGMSPD reports potential misconduct or performance concern to a supervisor). It was initially reported that there were two complaints by members of the public in the past five years, one in 2020 and one in 2022, and both were sustained. During the same timeframe, there were three internal complaints, all in 2023, with two being sustained and one not sustained.

In our experience, a total of five complaints to include internal and community generated in a five-year period is questionable. This is based on the police department being comprised of human beings, who be their very nature, may make mistakes. Two community complaints in a five-year period underscores the concern we raised earlier wherein the process for accepting a complaint should be seamless and centralized and not require additional steps by the community member as the current policy dictates.

When asked for clarification and to hone the search to 2021 forward (timeframe the complaint policy was in the process of changing), staff provided additional information that showed a larger number of complaints that is more likely accurate. However, the classification categories implemented by the Town are inconsistent with the California Department of Justice’s Annual Report of Civilians’ Complaints Against Peace Officers, which uses sustain, not sustained, exonerated, unfounded, and pending as the outcome categories. Tables 55 and 56 below depict the updated community complaint totals for 2021-2024 as well as those reported to the California Department of Justice’s Annual Report of Civilian Complaints from 2021-2023. Again, we note a discrepancy in the complaint numbers for 2021 and 2022 reflecting one and three, respectively, at the department versus the numbers reported to CA DOJ, two and four, respectively.

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TABLE 55: Community Complaints, 2021-2024
Total Supervisory
Referral
Policy
Complaint
Conduct
Complaint
NonMisconduct
Concern
Demonstrably
Unfounded
Incomplete
2021 1 0 0 0 0 1 0
2022 3 0 0 0 0 3 0
2023 12 4 0 0 0 7 1
2024* 2 0 0 0 0 2 0
TOTAL 18 4 0 0 0 13 1
SOURCE: Los Gatos-Monte-Sereno Police Department. * denotes as of July 2024, and 2024 to be reported to CA DOJ in January 2025.

TABLE 56: CA DOJ Annual Report of Civilian Complaints, 2021-2023 Total Sustained Not Sustained Exonerated Unfounded Pending 2021 2 0 0 2 0 0
2022 4 0 0 3 1 0
2023 12 0 0 0 9 3
Total 18 0 0 5 10 3
SOURCE: California Department of Justice OpenJustice website https://openjustice.doj.ca.gov/data.

The fact the Town Attorney’s Office serves as an intermediary in the acceptance and management of complaints regarding LGMSPD leaves the opportunity for complaints, regardless of merit, to be inaccurately reported in the Annual Report of Civilians’ Complaints Against Peace Officers to the State of California Department of Justice. Ultimately, the goal is to accept all complaints and report them as community complaints. The initial review step by the Town Attorney should not impact the fact a complaint has been accepted. In fact, requiring community members to complete a form and submit it may reduce the likelihood of receiving the complaint, contrary to the intent of the Town and LGMSPD. Moreover, this could create a larger problem in that minor complaints that the department is unaware of prevents supervisors and managers from being proactive in providing training and oversight to ensure the issues are not repeated.

Meliora PSC recommends the department, Town Manager, and Town Attorney revisit the current industry standard wherein the department receives and investigates allegations of misconduct – an important mechanism for the department to hold its staff and itself accountable to the communities it serves – and remove the Town Attorney from the complaint intake process. This also eliminates any potential conflict of interest with the Town Attorney’s Office so they can serve as a legal advisor.

Regarding internally-generated complaints, staff also provided updated totals to include one internal affairs investigation from 2022. It is not unusual for there to be a higher percentage of sustained findings in internal complaint investigations as opposed to complaints from

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community members. Internal complaints are typically generated from supervisors or office personnel who are more aware of specific policy violations and report violations. So, there may be a higher likelihood that an internal complaint is sustained. External complaints may be based on procedural issues or not provide the community member with the benefit of context on why an officer performed in the manner he/she did. This is not to say that all complaints by community members lack foundation for poor service and/or policy violation, but rather to share insight from this noteworthy outcome in assessments conducted across the county.

TABLE 57: Internal Complaints, 2021-2024
Total Sustained Not Sustained Exonerated Unfounded Pending 2021 0 0 0 0 0 0
2022 1 1 0 0 0 0
2023 3 2 1 0 0 0
2024* 0 0 0 0 0 0
Total 4 3 1 0 0 0
SOURCE: Los Gatos-Monte-Sereno Police Department. * denotes as of July 2024.

We recognize the issues with the complaint process may be intertwined and also related to the absence of an electronic tracking system. Meliora PSC recommends an electronic system (such as Lefta Systems, Axon Standard or IAPro / Blue Team) be considered as a risk management tracking tool for complaints, internal affairs investigations, pursuits, use of force, commendations, forced entries, on-duty traffic collisions, missed court appearances, etc. An efficient system would include the ability for supervisors to upload documents and any recordings for administrative review as well as provide the ability to provide data analytics to include management reports and graphs. The department could then provide quarterly or semi-annual reports to the Town Attorney on aggregate numbers of complaints and related dispositions.

Many agencies respond to allegations of misconduct as they occur, this approach is reactive.

Contemporary organizations are shifting the approach to include a more proactive strategy towards internal affairs and department operations overall. This includes implementing random audits and inspections of all employees, equipment, incident/offense reports, attendance records, property receipts, rejected criminal investigations, training records, and other documentation for quality assurance, safety, and compliance with policies. This could also include selecting random police reports and BWC, checking property and evidence, accuracy of traffic citations, and attendance at traffic court. Meliora PSC mostly sees this type of approach at larger size agencies due to the number of employees relative to span of control. Smaller agencies tend to have more frequent contact with employees due to the ratio of supervisor/employee and a smaller facility. Meliora PSC encourages LGMSPD to consider following this type of contemporary proactive approach.

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INTERNAL AFFAIRS RECOMMENDATIONS
§ Add an employee commendation form to the website as well as hard copies in the lobby at HQ and POB. (Recommendation #89)
§ Revisit the current industry standard of the department receiving and investigating allegations of misconduct – an important mechanism for the department to hold its staff and itself accountable to the communities it serves. (Recommendation #90) § Consider implementing an electronic system (such as Lefta Systems, Axon Standard or IAPro / Blue Team) as a risk management tracking tool for complaints, internal affairs investigations, pursuits, use of force, commendations, forced entries, on-duty traffic collisions, missed court appearance. (Recommendation #91) Use of Force
The necessary and appropriate use of force in carrying out police officer duties up to and including the taking of a human life is among the most complex, difficult, and critiqued actions of law enforcement. Now more than ever, the application of force is examined and judged.

With the ease with which people are using cellphones and social media to record police in the performance of their duties, including their use of force, it is essential and critical that the office have and follow a comprehensive, up-to-date policy on the use of force.

Due to the elevated level of scrutiny and litigation, a comprehensive tracking, review and correction/training process is a necessary requirement. Highly publicized use of force incidents has resulted in a push for reforms on use of force in policing as well as reporting requirements to track use of force incidents and injuries to officers and community members. Per LGMSPD Policy § 300.5.2, “Statistical data regarding all officer-involved shootings and incidents involving use of force resulting in serious bodily injury is to be reported to the California Department of Justice as required by Government Code § 12525.2. See the Records Division Policy.”

USE OF FORCE POLICIES
Recently, use of force incidents has captured the attention of communities across the nation.

Police interactions that drive the public’s concerns include fatal shooting, severe physical force and/or choke holds that cause unconsciousness or even death, although these types of incidents are not typical police uses of force.

LGMSPD has several policies pertaining to the use of force, such as:
§ Policy § 300 Use of Force
o Sub-section 300.3.1 De-escalation
o Sub-section 300.5 Use of Force Reporting
§ Policy § 301 Handcuffing and Restraints
§ Policy § 302 Control Devices and Techniques

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§ Policy § 303 Conducted Energy Device
§ Policy § 304 Officer-Involved Shootings and Deaths
§ Policy § 305 Firearms
Contemporary police organizations are continually reviewing their use of force policies to balance the importance of protecting human life and the apprehension of suspects. Policies should include training on the use of force; dealing with those with disabilities or in mental health crisis; limitations on and prohibitive uses of force; documentation, reporting, investigation and review; and discipline and accountability.

The California Attorney General provided a list of core principles addressing force issues. The principles include:
§ Proportionality and de-escalation
§ Prohibiting the Use of Retaliatory Force
§ Limits on Choke or Neck Holds, and Head Strikes
§ Limits on Use of Force on Handcuffed or Restrained People § Clear Policies on Specific Weapons, Including Firearms and Less-Lethal Weapons § Systems for Handling Encounters with People with Disabilities or in Mental Health Crisis § Providing Necessary Medical Assistance
§ Documenting and Reviewing Uses of Force
LGMSPD includes these core principles in the department policies, a further demonstrating the commitment to being a contemporary police organization.

USE OF FORCE REVIEW
Providing relevant training for the use of force as well as de-escalation and crisis intervention training is critical for the department. The purpose of comprehensive training is to ensure officers are using proper and reasonable applications of force in the performance of their duties. With respect to the use of deadly force, no other responsibility of the Town or department has more importance. As Sir Robert Peel said, To use physical force only when the exercise of persuasion, advice and warning is found to be insufficient to obtain public cooperation to an extent necessary to secure observance of law or to restore order, and to use only the minimum degree of physical force which is necessary on any occasion for achieving a police objective.

LGMSPD Policy § 300.1.1 offers definitions for terms related to use of force applications and incidents. Policy § 300.3 states, “Officers shall use only that amount of force that reasonably appears necessary given the facts and totality of the circumstances known to or perceived by the officer at the time of the event to accomplish a legitimate law enforcement purpose (Penal Code § 835a).”

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LGMSPD Policy § 300.7 – Supervisor Responsibility – specifically describes the review and reporting of use of force incidents. The review includes ensuring compliance with policy and training consistent with current state law. Additionally, Policy § 300.7.1 – Shift Supervisor Responsibility states, “The Shift Supervisor shall review each use of force by any personnel within his/her command to ensure compliance with this policy.” The use of force policy outlines the employees’ responsibilities for reporting and documenting use of force. We learned the department uses a criminal case report for documenting use of force incidents. The report includes the incident information, use of force information, force used by officers, suspect actions, injuries, and electronic device equipment information and details. The sergeant may include a synopsis of the incident including interviews with witnesses and body-worn camera video in their review memorandum. Each use of force incident is reviewed by the Operations Captain, Support Services Captain, and the Chief of Police. The information is submitted to the Chief’s Executive Assistant, who puts it into a Supervisory Use of Force Review file. At each level of review, a determination is made if the use of force is within policy or not and makes any recommendations. If there is great bodily injury or possible out of policy use of force, the memorandum by the reviewing supervisor will recommend a department-initiated investigation. Those investigations are contracted to third party investigative firms to conduct a formal Internal Affairs investigation.

While the use of a criminal case report should accurately document an incident, a separate tracking system can provide better information for analysis. The use of force incidents are currently tracked on an excel spreadsheet after review of the criminal case reports. While we support the importance of a tracking system, the department may wish to consider the use of Lexipol’s LEFTA’s program (as recommended earlier for other areas in the department). As a current Lexipol subscriber, this program can become easily available and incorporated. The system will enhance data tracking and the ability to create management reports in the future. A tracking system will also assist in the timely and efficient annual use of force analysis prescribed by policy. Meliora PSC recommends that LGMSPD examine the use of the LEFTA system or similar product for use of force and other tracking in the department as mentioned in this report. Additionally, the same program can be used for internal affairs case management and tracking and as an early intervention program.

LGMSPD Policy § 300.10 – Use of Force Analysis – “At least annually, the Patrol Captain should prepare an analysis report on use of force incidents. The report should be submitted to the Chief of Police. The report should not contain the names of officers, suspects or case numbers, and should include: (a) The identification of any trends in the use of force by members. (b) Training needs recommendations. (c) Equipment needs recommendations. (d) Policy revision recommendations.”
There is no formal board review of use of force incidents nor a policy to request such a review.

The Chief of Police may request the Use of Force Review Board to further investigate the circumstances surrounding any use of force incident. The department review may result in

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training, equipment updates, policy, and procedure updates and an internal affairs investigation, if warranted. Meliora PSC recommends the establishment of a review board policy as there is a need to review the use of force incidents for the reasons outlined above and identify any trends, risk management and liability mitigation, and overall training needs. Lexipol has a policy that outlines when the board is convened and review of incidents.

USE OF FORCE DATA AND STATISTICS
LGMSPD tracks uses of force and Table 58 below details use of force incidents over the past four years. During that timeframe, there was no use of force involving carotid restraint, discharge of a firearm, or force causing great bodily injury. The fact that none of the encounters resulted in great bodily injury or death is a testament to LGMSPD police officers and the quality training and supervision they receive. It should be noted that some force incidents have multiple force options used. For example, in 2022, there were seven force incidents with 18 force options applied. Practically speaking, this may have been two officers applying physical restraint at the same incident, which would then result in two uses of force.

TABLE 58: Use of Force, 2020 – 2023
Type of Force 2020 2021 2022 2023 TOTAL
Physical Restraint 3 1 3 5 12
Restraint Device 2 2 4 1 9
Kinetic Electronic Device 1 0 0 1 2
TOTAL 6/14 3/7 7/18 7/13 23/25
Source: Los Gatos-Monte Sereno Police Department.

USE OF FORCE RECOMMENDATIONS
§ Examine the use of the LEFTA system or similar product for use of force and other risk management tracking. (Recommendation #92)
§ Establish a use of force review board to identify any trends, risk management and liability mitigation, and overall training needs. (Recommendation #93) Training
Training is another critical aspect of policing in the 21st century. Current events have raised society’s awareness of how important remaining up-to-date on best practices, training, and equipment is for modern police organizations. Additionally, employees are an agency’s greatest asset. Organizations that continually train and incorporate best practices are demonstrating a commitment to maintaining a high level of service. Members of the LGMSPD are expected to fully participate in training. Training allows employees to grow and gain a better understanding of their field of expertise. Employees who are professionally trained are better able to make

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sound decisions that are in the best interest of the Town, department, and community they serve.

LGMSPD seeks to provide a training program that will provide professional growth and continued development of its personnel. This is accomplished through advanced and in-service training, along with seeking formal education. Training is provided within the confines of funding, requirements of a given assignment, staffing levels, and legal mandates. LGMSPD Policy § 203 – Training – states, “it is the policy of this department to administer a training program that will provide for the professional growth and continued development of its personnel.” The policy further states, “Training is provided within the confines of funding, requirements of a given assignment, staffing levels, and legal mandates. Whenever possible, the Department will use courses certified by the California Commission on Peace Officer Standards and Training (POST).”
POST is the regulatory agency that establishes and maintains the minimum selection and training standards for California law enforcement. Participating agencies agree to abide by the standards established by POST. More than 600 agencies participate in the POST program and are eligible to receive the commission's services and benefits. Services and benefits include jobrelated assessment tools, research into improved officer selection standards, the development of new training courses, reimbursement for training, and other services.

The policy does not designate who selects or how a “Training Manager” is selected but does state, “A Training Plan will be developed and maintained by the Training Coordinator. It is the responsibility of the Training Coordinator to maintain, review, and update the Training Plan on an ongoing basis.” As mentioned earlier, the Senior Administrative Analyst performs the role of Training Coordinator, referred to as the Training Manager.

The policy indicates the plan will address the following areas:
§ Legislative Changes and Case Law
§ Advanced Officer Training
§ Specific County Protocol Revisions
§ State Mandated Training
§ Critical Issues Training
§ Desired Training

TRAINING PLAN
LGMSPD’s Training Plan is incorporated into their training matrix. The plan summarizes the policy, philosophy, and training areas. The Training Plan then identifies mandatory, essential, and desirable training for each rank, position and specialty assignments. Mandatory training is training required by law or policy. Essential training is characterized as that which is designated by the department as necessary for the professional development of an employee in his/her

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specified rank and/or task assignment. Desirable training is defined as training that an individual desires for their career path.

Listing all positions and the respective mandated, essential, and desirable training for each category assists the Training Coordinator in keeping up-to-date on who complies and who needs additional training.

Contemporary public safety leaders recognize the importance of providing staff training resources to address the ever-changing challenges in policing and society. As such, taking the initiative to maintain an up-to-date Training Plan that takes into consideration the evolution of policing means the Training Plan is not set in stone. Rather, it adapts to and includes relevant training to prepare all members to better serve their community. Meliora PSC recommends the Training Plan be updated annually as per policy. Additionally, Meliora PSC recommends a training calendar be added, with a timeline, scheduling, and anticipated upcoming training for the year following. This allows the department the ability to responsibly plan for staffing and budgetary implications. The calendar allows for departments to backfill staffing and budget preparation in a responsible manner.

LGMSPD Policy § 203.4 – Training Plan – states, “It is the responsibility of the Personnel and Training Analyst to maintain, review, and update the Training Plan on an annual basis.” During the site visit, we learned the plan was not reviewed for 2024. LGMSPD Policy § 203.5 references the Personnel and Training Unit will conduct an annual training needs assessment of the department. The Training Coordinator met with the Support Services Captain and Administrative Sergeant to determine the training needs for the following year. Meliora PSC recommends that an annual training needs assessment survey be developed and sent to the staff, and its results incorporated as part of determining future training. Today’s police professionals are more adept and desirous of providing input into aspects impacting their ability to perform their duties. As such, seeking input from organizational members not only provides a more robust training needs assessment, but also enhances the opportunity to ensure the training is received and incorporated into service delivery and professional acumen.

Meliora PSC encourages the Training Coordinator to add the Chief and Captains’ AB 1234- mandated training regarding the Fair Political Practices Commission ethics training (Form 700) to the training matrix.

The training matrix includes racial and cultural diversity training to be completed every 5 years; as all sworn personnel receive 16 hours of cultural diversity and 15 hours of people with disability training in the POST Basic Academy Course.

We learned that the LGMSPD does not use a program/software that electronically tracks employee training records. While they have access to TMS software, it is an older product, not user friendly, and consequently not utilized. LGMSPD is encouraged to use a contemporary product as a more professional and efficient way to manage and track data. Absent an

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electronic employee training records system, it is time-consuming, inefficient, and cumbersome for staff to manually check individual employee training records and ensure training was attended and recorded; gaps in training could lead to liability exposure. LGMSPD is aware training records need to be streamlined. Since LGMSPD already uses Lexipol, Meliora PSC recommends they examine a Lexipol product called LEFTA. Meliora PSC has recommended LEFTA for other tracking uses in this assessment. This will ensure all training requests and records (to include denied training and reasons) are captured by the Personnel and Training Coordinator as well as actively audit to ensure all training is being completed and documented.

Meliora PSC recommends that the LEFTA system be used to track all training requested and received, including the DTB’s currently managed by the Administrative Sergeant.

The department has a training calendar to help keep track and ensure POST 24-hour continued professional training (CPT), mandated training, perishable skills, and other highly recommended training. Training is posted on TV screens in both buildings as well as emails to scheduled students. The training calendar is an effective way to ensure training occurs and is up-to-date.

This is a critical risk management tool for a contemporary police agency and Meliora PSC commends LGMSPD for its use.

Training Policy § 203.7 Daily Training Bulletins (DTBs) states, “Generally, one training bulletin is available for each day of the month. However, the number of DTBs may be adjusted by the Training Sergeant or Personnel and Training Analyst.” The policy also states, “Supervisors will be responsible for monitoring the progress of personnel under their command to ensure compliance with this policy.” During our site visit, it was the Administrative Sergeant, not the squad supervisors, monitoring progress. Meliora PSC recommends that either the policy be amended or that the squad supervisors take a more active role in ensuring compliance by their staff. Part of a supervisor’s main responsibilities is to ensure their team is up-to-date on training as they are evaluated based on following existing department policies and training. Meliora PSC also suggests that the completed DTBs be documented and forwarded to the Training Unit to be included in the respective employee’s training file as was mentioned in the Patrol Division portion of the report.

TRAINING RECORDS / POST
A review of LGMSPD’s 2023 Training Plan states that eight hours of First Aid training are received by department personnel every two years, which is consistent with the POST requirement. Staff indicated all police officers are up-to-date on First Aid/CPR training.

Although First Aid/CPR/AED is listed as a POST mandate, it would be good practice for LGMSPD to include professional staff in this type of training. With a half-million cardiac arrests each year, CPR/AED training increases the likelihood of saving someone’s life: whether on-duty or offduty.

Over the past few years, more training for California police personnel has been legislatively mandated. These courses include de-escalation, use of force, and crisis intervention training. In

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addition to mandated training, police personnel in California are required to attend 24 hours of continued professional training (CPT). We requested a training compliance report, which indicated all personnel are in compliance with the 24 hours of CPT except for one sworn employee who was out of compliance. After further inquiry, LGMSPD staff advised that the employee was out on extended leave and has been unable to attend the required training.

LGMSPD documented this information in the employee’s training file and this is something that POST takes into consideration relative to compliance.

POLICE ACADEMY
All new, entry level police officers hired by LGMSPD must successfully complete a California POST-certified police training academy. LGMSPD has an officer position, referred to as “Trainee,” which is a position earmarked for officer hires who have not yet attended and completed an academy. Meliora PSC commends LGMSPD for creating this position as it provides another opportunity to recruit and hire sworn officers. By including this position, the department can either hire a trainee to attend the police academy or hire and retain them until an academy start date is available, and/or hire a self-sponsored student already attending the academy.

Trainees are those candidates with no prior sworn police experience who are hired by a police organization and paid to attend police training at a state-approved police academy. To enhance the trainee’s success, several police agencies have implemented a pre-academy to provide instruction regarding the academy training environment, scholastic requirements, and physical training to increase the opportunities for success. A pre-academy is usually a two or three-week course where current personnel train in report writing, physical training, weapons awareness and basic usage, department policy and academy protocols. LGMSPD does not have such a process but may assign the trainees to an administration area such as Records prior to starting the academy. However, each trainee has weekly communication with the FTO sergeant.

Meliora PSC recommends the department partner with a local agency that may have a preacademy program or assign the mentor to provide preliminary training in physical fitness, firearms orientation, and report and memorandum writing.

The academy standard format of the Regular Basic Course is delivered in one-part instructional sequence and the California POST Academy certification minimum is 664 hours. LGMSPD uses three academies in the area so a recruit can enter an academy soon after hiring. LGMSPD uses the Alameda County Sheriff, South Bay at San Mateo, and South Bay of San Jose academies.

Each academy consists of 928 hours. Upon successful completion of the academy, the new officer enters the LGMSPD’s Field Training Program (FTP), discussed in the Patrol section of this report.

Much of LGMSPD’s recruitment focuses on lateral officers that are often hired from other agencies. A lateral police officer is a fully commissioned and certified peace officer with at least 24 months service from another law enforcement agency. Typically, lateral officers do not need

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to attend the academy as they have already attended and graduated from one. Upon successful completion of the hiring process, lateral officers enter the FTP.

SERGEANT / SUPERVISOR TRAINING
Supervisors play a key role in risk mitigation and are in the best position to ensure a productive and ethical workplace. Promotion to first-line supervisor is a key step in policing. The newly promoted supervisor should be oriented to the position through a training program involving the Captain, a lieutenant (if applicable), and tenured supervisors to model leadership and the importance of staff development.

LGMSPD informally conducts new supervisory training for sergeants; however, it does not provide this type of training to the professional staff supervisor. LGMSPD partners new sergeants with tenured sergeants so that they can be trained daily duties and responsibilities.

Most new sergeants rely on their peers as reference points if the new sergeant requires assistance with a new or unfamiliar task.

Many agencies are now employing an in-depth formal training program for newly promoted supervisors. Like Field Training Program (FTP), the Police Supervisor Training (PST) program is designed to develop first-time supervisors who will model the organization’s vision and values.

The program provides the opportunity for a new supervisor to succeed and become a valued asset of the department, ensuring the organization’s supervisory expectations will be met through proper orientation to the position. In April 2024, LGMSPD implemented a Supervisor Field Training Outline. The program includes the following 11 sections:
§ Rules and Regulations
§ Town Administrative Regulations
§ Lexipol and Department Policies
§ Role of Supervisor
§ Location and Operation of Equipment
§ Scheduling
§ Department Forms
§ Report Review Procedures
§ Briefings
§ Department Organization
§ Other Training Covered
The department is commended for implementing a formal supervisory training program for sergeants and corporals. Meliora PSC recommends professional staff supervisors also be included in this training, and that existing supervisors throughout the department receive the training to ensure consistency amongst first-line supervisors.

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Any new supervisors receive quarterly reviews during their one-year probationary period.

LGMSPD is to be commended for ensuring supervisors receive training with documented performance reviews.

Newly promoted sergeants are required to complete a POST-certified supervisory course either 12 months prior to promotion or within 12 months after the initial promotion, appointment, or transfer to such position per POST Commission Regulation § 1005. A review of the POST LGMSPD compliance report for July 8, 2022, does not show any supervisors who need to attend a supervisor course. Additionally, all sergeants are required to maintain all law enforcement certifications that the officers receive.

Sergeants who complete personnel investigations must have a solid understanding of the Town and department policies as well as the California Police Officer Bill of Rights (POBR). Sergeants must also have experience in investigations and have demonstrated good case management skills. It is also critical that sergeants investigating complaints stay current in relevant training and seminars that develop their skills to become subject matter experts. These courses can include POBR, California Public Records Act requests, Force Science Institute, labor and employment law and arbitration, as well as stay current on case law as it involves topics such as employment law, force application, and de-escalation. We learned that sergeants do not attend training of this nature. Meliora PSC strongly recommends including critical risk management classes and supervision courses as part of both the professional staff and sworn supervisor Training Plan.

The Sherman Block Supervisory Leadership Institute (SBSLI also known as SLI) is a program developed by the POST. It strives to stimulate personal growth, leadership and ethical decision making for front-line supervisors. Per POST regulations, sworn sergeants and professional staff supervisors can attend SLI. Two of the seven LGMSPD sworn supervisors have attended SLI.

Meliora PSC recommends supervisors, both sworn and professional staff, be sent to the California POST Supervisor Leadership Institute (SLI) training within two years of assuming the position and consider sending those who have not yet attended.

RANGE / WEAPON TRAINING
The rangemaster and range team is a collateral duty held by a patrol sergeant. The range staff is comprised of the sergeant, another sergeant, and an officer who are POST-certified firearm instructors.

LGMSPD has an MOU for the use of the three range facilities utilized for handgun and rifle training that meet POST standards:
§ Santa Clara County Parks
o This is a use permit for law enforcement agency (LEA) use with no associated fees for use. Requires a letter from department to SCC Parks for fee waiver as a LEA.

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§ Santa Clara County Sheriff’s Office
o MOU agreement for pay as used per day by range pad.
§ Santa Clara Police Department
o Range is temporarily closed for reconstruction

LESS LETHAL TRAINING
LGMSPD Policy § 302 – Control Devices and Techniques provides guidelines for department personnel regarding the use of control devices. The policy includes guidelines for the carry and use of the baton, Oleoresin Capsicum (OC), and tear gas as well as user, rangemaster and field supervisor responsibilities.

Policy § 302.9 also provides guidelines for use of Kinetic Energy Projectiles, such as tactical deployment and operation, and considerations in the use of them. The use of the 40MM Less Lethal Launcher device used is included in this policy. Only officers who have received 40MM Launcher training and yearly re-certification are authorized to check out and/or deploy the launcher. Meliora PSC recommends amending the policy to specifically focus on aiming and firing the 40MM Launcher along with subject factors to avoid.

TRAINING RECOMMENDATIONS
§ Update the Training Plan annually as per policy. (Recommendation #94) § Add a training calendar with a timeline, scheduling, and anticipated upcoming training for the year following. (Recommendation #95)
§ Develop an annual training needs assessment survey and send to staff so the results can be incorporated as part of determining future training. (Recommendation #96) § Add the Chief and Captains’ AB 1234-mandated training regarding the Fair Political Practices Commission ethics training (Form 700) to the training matrix. (Recommendation #97)
§ Consider implementing the Lexipol product, LEFTA, for electronic tracking and management of training. (Recommendation #98)
§ Amend the policy or ensure the squad supervisors take a more active role in DTB compliance by their personnel. (Recommendation #99)
§ Partner with a local agency that may have a Pre-Academy to help prepare Academy Trainees. (Recommendation #100)
§ Include professional staff supervisors and existing supervisors to attend the Supervisor Field Training program. (Recommendation #101)
§ Include critical risk management classes and supervision courses to the Training Plan for professional staff and sworn supervisors. (Recommendation #102) § Assign supervisors, both sworn and professional staff, to attend the California POST Supervisor Leadership Institute (SLI) training within two years of assuming the position and consider sending those who have not yet attended. (Recommendation #103)

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§ Amend the Policy § 302.9 to specifically focus on aiming and firing the 40MM Launcher along with subject factors to avoid. (Recommendation #104) Equipment Management
The LGMSPD has an employee equipment list for each individual employee. The list is broken down into different equipment categories: administration items such as ID card, weapons, Sam Browne belt and associated accoutrements, other equipment such as radios and vests, keys, miscellaneous items such as CPR mask, and field training items such as the FTP manual and Town map. Currently tracked in Excel, once LGMSPD fully transitions to the use of Lefta Systems they will be able to electronically manage and track all equipment assigned to personnel to ensure all records are captured.

FIRST AID KITS AND ANTI-BALLISTIC VESTS
In the 21st Century Policing report, Pillar 6: Officer Wellness and Safety emphasizes that every law enforcement person be provided with an anti-ballistic vest and individual tactical first aid kit. We learned all LGMSPD sworn officers are provided an anti-ballistic vest. Each vehicle is equipped with an IFAK (individual first aid kit), NARCAN, and AED. IFAKs are to be checked at the start of each watch and anything missing is to be requested on an online request portal.

The Traffic Sergeant maintains the first aid kits. Meliora PSC commends LGMSPD for outfitting all officers, community services officers, and parking control officers with an anti-ballistic vest. While having IFAK in patrol cars is important, Meliora PSC recommends each staff member be provided with an IFAK. Personnel typically pay greater attention to detail with any equipment issued to them.

In addition to anti-ballistic vests, LGMSPD provides American National Standards Institute (ANSI) Class II high-visibility vests to increase the visibility of department members who may be exposed to hazards presented by passing traffic, maneuvering or operating vehicles, machinery and equipment. Policy § 500.5 states, “Although intended primarily for use while performing traffic related assignments, high-visibility vests should be worn at any time increased visibility would improve the safety or efficiency of the member.”
Pillar 6: Officer Wellness and Safety also states that law enforcement organizations should have a mandated wear policy for body armor (anti-ballistic vests) and seatbelts and provide training on the importance of both. LGMSPD is to be commended for having both policies )Policy § 1012 – Body Armor and § 1010 – Seat Belts) in effect.

WEAPONS
We inquired as to how the LGMSPD logs and tracks firearms, rifles, 40 mm launchers, shotguns, and tasers purchased by the police department and assigned to personnel. LGMSPD staff

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advised that the rangemaster is responsible for tracking the items that fall under their purview.

Firearms are tracked in RIMS. Tasers, taser cartridges, and batteries are tracked in the Axon program. The rangemaster also uses a program called Firearms Manager to track all firearms that an officer qualifies with for the use of on and off duty. The same program is used for tracking qualifications with firearms.

We learned the LGMSPD has an up-to-date list of guns purchased, registered, and owned by the department. The rangemaster enters all firearms in the California Law Enforcement Telecommunications System (CLETS) for the institutional registration. Should LGMSPD pursue the LEFTA system, it will additionally allow for weapons and equipment tracking and will be a useful tool in the near future for several areas of tracking.

Meliora PSC recommends the LGMSPD continue to track and manage department-owned guns and use the DOJ list to reconcile firearms inventory. Additionally, they should also check the internal list for any guns that have been returned or have been listed on a current or prior destruction list, so that those firearms can be updated via CLETS as “destroyed” and removed from the DOJ list. This action should be documented on a memo to file to maintain a tracking mechanism. Lastly, if there are any firearms that may be unaccounted for, a police report should be written to document such and that information entered in CLETS.

EQUIPMENT RECOMMENDATIONS
§ Provide each staff member with an individual first aid kit. (Recommendation #105) § Continue to track and manage department-owned guns and use the DOJ list to reconcile firearms inventory. (Recommendation #106)
Community Outreach
Sir Robert Peel is credited for being the father of modern policing. Moreover, he established nine Principles about Policing4 and it is the seventh principle that states:

The police are the public and the public are the police, the police being only members of the public who are paid to give full-time attention to duties which are incumbent on every citizen in the interests of community welfare and existence.

Peel’s tenant is accomplished through daily experiences created by department staff with members of the public. Limiting these experiences to calls for service or providing help creates circumstances where sometimes the public may not be at their best. Importantly, contemporary police agencies realize that public service is based on other interactions that are meaningful for both the public and police personnel.
4 Josephson, M. (2009). Becoming an Exemplary Peace Officer, A Guide to Ethical Decision Making. Josephson Institute.

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Police agencies are committed to addressing crime and enhancing quality of life for all community members and visitors. All department employees are expected to strive to establish close ties with all segments of the population. This is also in keeping with the 21st Century Policing Report’s first pillar, Building Trust and Legitimacy5.

Community outreach within LGMSPD plays a vital role in fostering positive relationships, promoting public safety, and addressing the unique needs of the community through proactive engagement, education, prevention, and support services.

A Community Outreach Coordinator manages community outreach for the department. The duties of this position are to schedule events and meetings, attend meetings, keep databases accurate, review downtown commercial plans for security issues, schedule officers to attend events and meetings, and provide information at events. The Community Outreach Coordinator also manages many of the department’s volunteer programs.

Additionally, the Community Outreach Coordinator manages false alarm billing, is a backup for payroll, hears parking citation appeals, and registers police vehicles with the DMV. Meliora PSC recommends traffic-related duties be transferred to the Traffic Sergeant as they are more appropriate to that assignments. The Community Outreach Coordinator and duties should remain in Support Services and report to the Administrative Sergeant.

The Town of Los Gatos contracts with Dixon Resources Unlimited to assess and implement the downtown parking program, which includes handling parking permits. Public Works is in the process of overseeing the contract to include permitting. LGMSPD will continue to handle parking enforcement and citation appeals.

ALARM CALLS
Alarm calls for service have a high frequency of false alarms. As such, it is common practice for municipalities to implement an alarm ordinance that balances response to a possible inprogress crime with the potential for human error from time-to-time resulting in a false alarm and considering the potential burden on resources when the alarm is repeatedly false.

A review of the data report indicates alarms were the highest community-initiated call for service over the three-year trend. There were 3,253 alarm calls or 17% of community-initiated calls for service. The low ratio of actual crimes detected by an alarm to false alarms indicates a high number of false alarms – approximately 98%. Furthermore, technological advancements have included on-site cameras allowing the resident or business owner to call to report an actual intrusion and suspected crime in progress.
5 President’s Task Force on 21st Century Policing. 2015. Final Report of the President’s Task Force on 21st Century Policing. Washington, DC: Office of Community Oriented Policing Services.

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Meliora PSC learned Los Gatos’ Municipal Code § 15.50.010 describes the regulation, permitting and false alarm fees associated. The Los Gatos Town Council adopted an ordinance requiring all commercial alarm systems to be registered with the Town of Los Gatos. All Los Gatos business owners were required to register their business alarm systems with the Town of Los Gatos. The annual alarm system registration fee is $95. If the LGMSPD responds to an alarm (false or not) from an unregistered business, the business owner will be assessed the $95 annual registration fee and an additional $95 fine. All businesses must renew their alarm permit annually in January. The first two false activations in six months are not charged for the police response; however, additional activations/responses can be billed $170 per false alarm. If there are five false alarms within a calendar year, the business could be placed on “no response” status in addition to the previous fines.

The Community Outreach Coordinator oversees the false alarm program. In 2023, there were 800 false alarms and notices were sent. Subsequently, the business remits a check to the LGMSPD who then takes the payments to Finance. The practice of handling billing is better managed by the Town’s Finance Department. Meliora PSC recommends an online payment portal managed by Town Finance be established that provides payment options for the alarm owner. As mentioned in the Records Division, acceptance of cash (and checks) places an undue burden and exposure to LGMSPD and staff. In the meantime, LGMSPD should establish a system whereby alarm billing letters are copied to Finance and payments sent to Finance.

In reviewing the program and call data, it is not clear why only commercial alarms are part of the ordinance. Most alarms are residential which account for a significant number of false alarms. Meliora PSC recommends the ordinance be amended to include residential alarm systems to register annually and be part of the false alarm protocol. With alarm calls being the highest call for service each of the past three years, this could provide more time for attention to other department objectives.

Many agencies with Lexipol utilize the policy on Community Relations; however, we noted this policy is not part of the LGMSPD policy manual. Meliora PSC recommends the Community Relations policy be reviewed and edited to reflect the policy and practice of LGMSPD. It should include the assignment of community outreach programs to position(s) within the agency.

COMMUNITY PROGRAMS
Public partnerships and programs with the police department demonstrate the importance of building and maintaining trust with community members. Various community programs are an opportunity to engage with residents, businesses and visitors. In Los Gatos, these programs include the following:
§ Neighborhood Watch
§ Business Watch

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§ National Night Out
§ Community Police Academy
§ Town Hall meetings
§ College Interns
§ Coffee with a Cop
§ Monte Sereno Picnic
§ Fiesta de Artes
§ Annual tree lighting
§ Taste of Los Gatos
§ Superhero with JCC
Volunteer Programs
§ Volunteers in Policing
§ Police Explorers
§ Police Chaplains
§ Community Emergency Response Teams (CERT)
§ Victim Services Unit (refer to Investigations section for details) § Disaster Aid Response Team (DART)
§ Reserve Officers

NEIGHBORHOOD WATCH
A Neighborhood Watch program is considered a group of community members living in the same area who want to make their neighborhood safer by working together and in conjunction with their local police department. The gist of Neighborhood Watch is to reduce crime and improve the quality of life in the community.

Getting involved enhances the quality of life throughout the neighborhood by making it a safer place to live. Neighbors looking out for one another and reporting suspicious activities to police promote crime prevention and the timely apprehension of criminals. The LGMSPD has 30 Block Captains involved in the Neighborhood Watch Program. The Neighborhood Watch groups meet on an as needed basis.

NATIONAL NIGHT OUT
LGMSPD continues to enhance community engagement in the Town. NNO is an annual community-building campaign that occurs throughout the United States to grow policecommunity partnerships and enhance neighborhood safety. NNO occurs the first Tuesday in August across the country; LGMSPD advertises the event on social media to continue to raise awareness and invite members of the community to join. During the event, the department shares informational resources on Neighborhood Watch, disaster preparedness, and other public safety topics. They also have officers present to sit and listen to community members to

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gain a better understanding of issues and topics important to those who live, work and visit Los Gatos.

COMMUNITY POLICE ACADEMY
LGMSPD offers a Community (Citizen’s) Police Academy (CPA) once a year. It is an opportunity for local community members to engage in an informative eight-week program designed to provide a transparent look into policing, the legal process, and surrounding support services.

The curriculum is presented by LGMSPD and augmented by other resources that frequently partner with LGMSPD. The goal of the Community Police Academy is to create open communication between community members and department staff to develop a better understanding of the police department’s role within the community and foster a collaborative relationship.

Topics for LGMSPD’s Community Police Academy typically include:
§ Meet with Chief of Police And Town Manager and learn Department history § Building Tour
§ Laws of arrest, search and seizure, interview techniques, investigative stops § Patrol Operations
§ Detective Investigations
§ Traffic and DUI Investigations
§ Policing and De-escalation Tactics
§ Hands On Scenarios
§ Volunteer programs including CERT, Explorers, and Volunteers in Policing § Department assignments and responsibilities including SWAT and Drone program § Officer Wellness
§ Defensive Tactics
§ Deputy DA on justice process and mental health investigations Some departments recruit CPA graduates as volunteers to assist in various areas of the police department. For example, the detective section, particularly those community members with a banking, customer service, or law enforcement background. Volunteers have been invaluable in preliminary identity theft investigations, calling crime victims on behalf of detectives to provide case numbers and the identity of the handling detective. Another task is calling families of missing persons or runaway juveniles to check on their status. LGMSPD created a Victim Services Unit for volunteers to assist detectives several years ago. While intertest and commitment have decreased, there is a lead coordinator who is overseen by the Investigations Sergeant to respond to a case or conduct follow up. (Refer to the Investigations Section of the report for further details).

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VOLUNTEERS IN POLICING
The Volunteers In Policing (VIP) program was developed by the department in December of 1994. It is comprised of approximately four members who are familiar with the Town of Los Gatos and City of Monte Sereno. These trained volunteers are used to enhance crime prevention awareness and community services.

Each volunteer works approximately 5-10 hours a week, during the day. They self-schedule a month in advance. Three are assigned to the Patrol Residential Vacation program. Those volunteers check on homes where residents are on vacation and complete a vacation check request with the department. One VIP is assigned to assist with the New Resident Outreach program, putting together welcome packets for new community members. In the six-month period of January through June 2023, VIP members logged 1,753 hours.

POLICE EXPLORERS
A community program aimed at connecting with the youth in the community is the Police Explorer program. Like the Volunteer program, Explorers are volunteers and they are between 14 and 21 years of age. Explorers are recruited from the community, local high schools, and through word of mouth. The Explorer program teaches mentorship, leadership, and the ability to learn about emergency and public service. This is an excellent opportunity and has been an effective tool in many departments for nurturing and developing future police officers and professional staff employees.

The LGMSPD Explorer program offers young adults awareness of the criminal justice system through training, practical experiences, competition and other activities. Police Explorers work special events, participate in local community outreach events, and conduct law enforcement training. They attend monthly meetings and participate in ride-a-longs with officers.

To be admitted to the program, interested young participants must maintain at least a "C" average in school, be of good standing in the community, and have no felony convictions. All Explorers must pass an interview and background investigation and complete an Explorer training program where they will be taught discipline and principles of policing.

There are currently seven LGMSPD Explorers who work an average of four hours per month.

The Explorer program is supervised by two corporals with the Community Services Coordinator as staff liaison. When not on-duty, all personnel (advisors) involved with the program receive compensation for their time spent at meetings, events, and competitions.

Explorers attend monthly explorer meetings every third Wednesday of the month in the evening at the LGMSPD where they receive additional training from the advisors. Every year, the department strives to send Explorers to a three-week-long Explorer academy where the attendees learn more about teamwork, leadership, and law enforcement.

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The Explorer policy manual was reviewed and updated in April of 2023. Exploring Learning for Life and other Police Explorer programs are good resources to contact for examples of current Explorer program manuals. The manual includes guidelines to reflect appropriate management and oversight of the program.

Similar to some cities, LGMSPD ’s general fund does not fund the Explorer program. Program expenses are funded in the department from other areas and approved by the Support Services Captain. Meliora PSC recommends creating a line item in the budget for the Explorer program.

Meliora PSC has cautioned agencies regarding these programs due to the unfortunate number of programs receiving wide publicity in the media due to misconduct between police employees and Explorer youth. Allegations in a large California agency brought this issue to light in the past. That agency identified deficiencies in training for assigned officers regarding how to interact with minors, making it difficult to hold them accountable if a problem arose. It also published an updated program manual outlining guidelines and restrictions aimed at eliminating the chances of misconduct in the future.

LGMSPD is to be commended for its commitment to community youth, but it is imperative that random checks of Explorer activities occur and that the program be included in the department audits and inspections. The LGMSPD staff who are involved in the Explorer Post are passionate about spending time with the Explorers and enthusiastic about working with them to help them possibly in the future become members of the policing community.

COMMUNITY SERVICE OFFICER/COLLEGE INTERNS
LGMSPD has brought in students attending college as interns to assist with administrative work.

Candidates for the program are obtained by referrals and based on their desire to have a career in policing. Currently, the department has three paid part-time interns working 20 hours a week. Two are assigned to Patrol and one is assigned to Administration and Records.

Historically, this program has been a successful career pipeline for future LGMSPD full-time staff.

POLICE CHAPLAINS
Police chaplains respond to counsel, assist, and support victims and others touched by critical incidents and crises, including death notifications, suicide, homicides, hostage situations, kidnapping, and other traumatic events. Police chaplains are specially trained to handle crisis situations and provide follow-up counseling, group debriefings, and individual intervention.

Chaplains are trained to minister to people of all faiths and are affiliated with local faith-based organizations in Town.

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All chaplaincy services are provided at no cost to individuals, families or departments because of the generous contributions of officers and community members. There are currently two chaplains in the program.

COMMUNITY EMERGENCY RESPONSE TEAMS
The Community Emergency Response Team (CERT) program educates volunteers about disaster preparedness for the hazards that may occur where they live.

CERT is one of the most visible Town emergency preparedness programs, sponsored by the Federal Emergency Management Agency (FEMA). A 21-hour course, conducted three to four times a year, offers training in disaster preparation response and recovery skills. During disasters, police and fire department personnel may be unavailable to respond to all emergency events. CERT members may be called upon to serve in their neighborhoods, as well as areas outside of their immediate neighborhoods.

LGMSPD and CERT have identified CERT neighborhoods and is establishing Neighborhood Incident Command Posts to assist CERT members with emergency response efforts during a disaster. There are approximately 10 incident command posts for CERT and 169 trained members. There have been two CERT activations in the past five years.

Currently, the Support Services Captain with the assistance of the Community Outreach Coordinator, oversee the CERT program. Due to the added workload and personnel management involved in on-going required training and the high profile nature when an activation occurs, the CERT program would benefit from a manager rather than the Captain overseeing the program, such as the Support Services Manager mentioned in the proposed Organizational Chart (Chart 5).

DISASTER AID RESPONSE TEAM
The Los Gatos-Monte Sereno Disaster Aid Response Team (DART) was founded in 1982 and is a 501(c)(3) organization of citizen volunteers. As part of the department's Bureau of Support Services, these volunteers utilize their training to assist in various emergency and service responses to the Town of Los Gatos and City of Monte Sereno. DART supports community events and provides callout support for the Los Gatos-Monte Sereno Police Department for traffic control, lost person searches, evidence searches, and emergency situations which may include other communities and agencies. Based on the deployment of DART being related to field activities, Meliora PSC recommends the DART be assigned to the Administrative Sergeant.

Members are trained in first aid and handling medical emergencies, search techniques, emergency radio communication, traffic control, drones, technical rope rescue, and a variety of other skills. There are many opportunities for members to learn new skills or improve existing skills to include operating ATVs, UTVs and Drones.

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VOLUNTEER PROGRAM
Volunteers are an important part of any organization and are proven to be an asset to law enforcement agencies. LGMSPD has several volunteer programs that demonstrate its commitment to the communities they serve.

The International Association of Chiefs of Police (IACP) encourages Volunteers in Policing Service (VIPS) programs throughout the nation stating,
The VIPS Program provides support and resources for agencies interested in developing or enhancing a volunteer program and for citizens who wish to volunteer their time and skills with a community law enforcement agency. The program’s ultimate goal is to enhance the capacity of state, local, campus, tribal, and territorial law enforcement to utilize volunteers. The VIPS staff shares information and resources with law enforcement agencies that want to expand their programs, increase the use of volunteers in existing programs, help citizens learn about and become involved in VIPS program.”6 As a registered member of the IACP VIPS, a police department would have access to several resources and training for their volunteers. LGMSPD is a registered member and is complimented for maximizing resource opportunities through the IACP.

LSMSPD volunteers are tracked in a Town Excel spreadsheet. While hours of most volunteers are captured, it seems uneven as there is limited data on VIP hours from the second half of 2023. While some events are budgeted, there is no tracking system for costs that is monitored by the Community Outreach Coordinator, rather by the Finance Senior Analyst. Meliora PSC recommends that the department track community outreach events with volunteer hours and event costs.

RECRUITMENT AND APPLICATION PROCESS
Several of these programs are on the Town’s and department’s websites with links for applications. Additionally, CERT members attend many community events where they actively recruit new members.

Prospective volunteers complete an application and personal history questionnaire. The applications and questionnaire are reviewed by the Community Outreach Coordinator. The Community Outreach Coordinator and a staff member will conduct an interview with the applicant. The applicant is fingerprinted, and a general criminal history check is completed. A recommendation is sent to the Support Services Captain for review. A final interview is done by the Support Services Captain or the Chief of Police.
6 https://www.theiacp.org/projects/volunteers-in-police-service-vips

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TRAINING
Volunteer training is limited to their onboarding training. This is primarily conducted by the Community Outreach Coordinator. There is no regular scheduled training for all volunteers, rather to specific groups such as Explorers, CERT, and Chaplains. We believe that this is partially due to the workload of the Community Outreach Coordinator, and the duties not related to that position. As previously mentioned, we recommend that the non-community outreach duties be transferred to the Traffic or Administrative Sergeant or Finance for funds received managed as accounts receiving.

COMMUNITY OUTREACH RECOMMENDATIONS
§ Transfer traffic-related duties such as parking permits and hearings be transferred to the Traffic Sergeant, and have the Community Outreach Coordinator report to the Administrative Sergeant. (Recommendation #107)
§ Create a system so alarm billing letters are copied to Finance and transfer alarm billing responsibilities Town Finance – accounts receiving. (Recommendation #108) § Amend the Town’s Alarm Ordinance to include residential alarm systems to register annually and be part of the false alarm protocol. (Recommendation #109) § Add a Community Relations Policy to reflect the policy and practice of LGMSPD. (Recommendation #110)
§ Consider creating a line item in the budget for the Explorer program. (Recommendation #111)
§ Assign DART to the Administrative Sergeant. (Recommendation #112) § Track community outreach events with volunteer hours and event costs. (Recommendation #113)
Finance
LGMSPD does not have a formal Fiscal Services Unit, this responsibility rests with the Chief, Captains, and Senior Administrative Analyst being responsible for managing all budget, financial administration, and reporting grant and contract administration.

The Town of Los Gatos operates with a “status quo” budgeting method. This method of budgeting means the department has the same funding from the prior fiscal year. Any additional funding requires justification and Town Council approval. The Town adopts an annual budget.

The Senior Analyst is responsible for the budget, accounts payable and receivable, payroll, contracts and grant administration, RFP’s, monthly internal financial reporting, and is the fiscal liaison with the LGMSPD Foundation.

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OVERTIME
Overtime management is another fundamental responsibility of supervisors. When we inquired about overtime management reports, staff indicated there are overtime reports for the department. Monthly reports are sent by the Senior Administrative Analyst to the Chief and two Captains. Each report contains the hours, cost, and cost center used for the overtime expenditure. We learned that overtime is a means to ensure Patrol and Dispatch are properly staffed.

These reports, like most of the fiscal reports, must be prepared by the Senior Administrative Analyst assigned to budget. The current system does not create regular or custom reports, which requires additional time to create of Microsoft Excel spreadsheets. Meliora PSC recommends the implementation of a contemporary, functional fiscal system to create the necessary reports to produce efficiencies not currently possible with the current system.

Overtime is important for both the fiscal impact of overtime and the impact overtime scheduling practices have on employee well-being, retention, and recruitment. For instance, not tracking overtime hours worked weekly and/or monthly by officers could create a concern should an officer be working too much overtime at the risk of not getting enough rest or time off between shifts. Importantly, sound budgetary practices such as forecasting and planning are necessary components to ensure fiscal responsibility.

TABLE 59: General Fund Personnel Services Overtime Expenditures, FY 2019-23 Overtime/Salary Savings FY
2019-2020
FY
2020-2021
FY
2021-2022
FY
2022-2023
FY
2023-2024
Budget for Overtime 406,123 353,134 372,017 508,983 478,431 Actual Expenditures 632,316 824,405 1,016,328 1,241,851 826,191 Difference Remaining (226,193) (471,271) (644,310) (732,868) (347,760) SOURCE: LGMSPD Police Department Budget reports. FY 2023/24 as of 3/26/2024 Overtime is a line item in the department budget. An annual request is made during budget discussions, but the Town evaluation and approval process usually approves an amount less than requested and asks for overages to be absorbed.

FISCAL IMPACT
Reduction in personnel, shifts in tasks, primary duties, and ancillary duties only tell part of the overtime usage story. Personnel that are absent due to time off due to sick leave, FMLA, worker’s compensation and disability, military leave, vacation, and training have an impact on the need to use mandated overtime to achieve minimum staffing levels.

High use of overtime is not an unusual or financially unwise practice for agencies that have modest budgets and/or persistent vacancies. The number of staff vacancies and amount of

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salary savings are generally predictable from year to year. If an over-expenditure of the overtime budget is less than the salary savings, the budget can be balanced or even improved.

It can be less expensive to use intermittent overtime to cover intermittent absences (vacation, sick leave, comp time, and training) than to increase the number of full-time employees (FTEs) to maintain a constant level of staffing across the entire work schedule.

BUDGET PLANNING
The Senior Analyst’s budget responsibilities are :
§ Annual budget preparation (in collaboration with Support Services Captain) o FTE worksheet
o Line-item worksheets:
o Revenues & Expenditures
o Performance Measures
o Narratives
o Capital Improvement Plan Narratives
§ Overall budget reconciliation
§ Mid-Year budget review
§ Coordinate with Finance for annual audits
§ Fees and Fines Schedule coordination and related updates § Process and track revenues that comes into the Department § Maintain Police Dept. Equipment Replacement list
§ Project Budget tracking (e.g. CIP projects, if any are in process) The Los Gatos Town Council adopts an annual operating and capital budget and an annual update of the five-year Capital Improvement Plan (CIP) for the Town. There is no budget manual. Soon after the mid-year budget review, the next fiscal year’s budget process begins.

The budget process is extensive and involves a significant amount of time for the Senior Analyst and Support Services Captain. While supervisors and other managers are asked to provide information on key projects, they are not continually trained or involved in the budget process.

Meliora PSC recommends that supervisors and managers be involved more in this process from both an operational and succession planning perspective as a means to provide ongoing professional development.

The Senior Analyst generates monthly budgetary reports on overtime, revenue and expenditures, and other fiscal reports, primarily for command staff review. These reports list the account title, annual budgeted amount, year-to-date expense, balance, and percentage of funds remaining. We learned that these are created manually as the finance system cannot produce them.

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PAYROLL
The Senior Analyst manages the payroll function for the department. Payroll is on a 28-day cycle, with 14 day pay periods. We learned payroll is reported on Microsoft Excel spreadsheets and requires extensive fact checking and editing (average time is 8 hours/payroll period) by the Senior Analyst at the end of each pay period. There are several reviews required for proper coding for time and leave that can only be done by the Senior Analyst. Once the checks have been completed, the timesheets are sent to the Town Finance Department for processing. The current budget process is outdated and extremely inefficient. The extensive time required could be better used handling other important functions for the agency.

While there has been discussion of a new system, Meliora PSC recommends that the Town immediately identify and implement a new finance system with contemporary payroll and budgetary reporting components. This system can create significant efficiencies with most of the department’s financial responsibilities as well as improve efficiencies within the Town’s Finance Department.

ACCOUNTS PAYABLE
Invoices are paid by the Senior Analyst via e-mail. For example, a bill is attached to a single email by the Senior Analyst. It requires approval by the Support Services Captain, and then several other approvals until signed by the Town Manager. Should there be a need for clarification and other requests, this process could take several days or weeks to complete.

Invoices cannot be paid directly through an Automated Clearing House (ACH) electronic transaction as the Town policy does not allow that procedure. This process lacks efficiency and requires manual entries at multiple levels. Meliora PSC recommends the Town modify its approval process to become more efficient and compliant with industry procedures.

CONTRACTS AND GRANTS
LGMSPD currently has 56 vendor contracts and agreements. Additionally, the analyst manages six grants for equipment, wellness, tobacco operations, opioid abatement and education, and software.

The Senior Analyst manages both with Microsoft Excel spreadsheets and calendars. Each agreement requires a routing sheet that is manually completed with a minimum of six routing approvals needed to be approved and signed. The routing sheet often requires attachments to justify the agreement or any amendment to the agreement, such as a renewal. Meliora PSC recommends that the new finance system include software for managing agreements that can populate or create forms to minimize data entry and redundancy.

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FINANCE RECOMMENDATIONS
§ Implement a contemporary, functional fiscal system to create overtime reports to produce efficiencies not currently possible with the current system. (Recommendation #114)
§ Ensure supervisors and managers are more involved in this budget planning process as a means to provide ongoing professional development and succession planning. (Recommendation #115)
§ Immediately identify and implement a new finance system for the Town that includes a contemporary payroll and budgetary reporting components. (Recommendation #116) § Modify the Town’s approval process to become more efficient and compliant with industry procedures. (Recommendation #117)
§ Ensure the new finance system includes software for managing agreements that can populate or create forms to minimize data entry and redundancy. (Recommendation #118)
Policy Management
Considering the ever-changing challenges and legislative mandates in policing, maintaining a comprehensive and up-to-date policy manual is critical, yet difficult. Policies set the operational expectations and guidelines for the effective and efficient management of a police organization.

As a result of the rapid rate of changes in the law based on court decisions, legislation, and current events, many agencies have sought Lexipol, an external source to provide policies that are consistent with best practices. The organization maintains the ability to modify policies to meet their specific operational needs and objectives. In addition to providing up-to-date policies, there is an app for every department member as well as the ability to include the training module to ensure policies are routinely being trained on and documented.

LGMSPD Policy Manual is 761 pages, not including attachments, and addresses most areas of the department. Throughout the report, references to policies and opportunities for additional policies or updated language have been recommended.

LGMSPD Policy § 103 – Policy Manual – section 103.3 indicates, “The Chief of Police shall be considered the ultimate authority for the content and adoption of the provisions of this manual and shall ensure compliance with all applicable federal, state, and local laws.” Section 103.6 states, “The Chief of Police will ensure that the Policy Manual is periodically reviewed and updated as necessary.” If the department does not change the basics of the policy, Lexipol adds a layer of legal protection as Lexipol attorneys constantly review evolving laws, court decisions, and provide draft policy revisions for the department to review and adopt as appropriate. The recommended revisions are typically distributed a few times a year. However, the agency is responsible for staying abreast of the updates and conducting a review to determine

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applicability to the agency. The police department retains control of and responsibility for policy language.

The process for updating existing policies or adding new policies (such as when mandated) is managed through the Lexipol software system. Currently the administration and management of Lexipol is done by the Administrative Sergeant in the Support Services Bureau.

In reviewing LGMSPD Policy § 1019 – Personnel Complaints, we noted the current policy is not consistent with the Town policy for police complaints adopted in 2020. However, the department policy was published September, 1, 2023 as part of the online policy manual.

Meliora PSC recommends this policy be updated as soon as possible, and all others examined to ensure they have been updated and are in accord with the department’s current procedures.

The Chief of Police has assigned the Administrative Sergeant the task of the policy manual to review and provide areas of recommendations and/or updates needed; this is a work in progress with updates frequently being released. If applicable, department subject matter experts are consulted about new policy language. Suggested changes and updates are sent to the Support Service Captain and Chief of Police for approval.

Lexipol has a management and training platform. Lexipol states that their online Knowledge Management System (KMS), “provides electronic policy acknowledgement tracking, automatic archiving of policy versions and efficient distribution of policies and training to staff.” The KMS system increases the efficiency and timeliness of policy update reviews and subsequent acceptance or editing of new policy language. It can be conducted in a meeting environment with all key stakeholders, such as supervisors (both sworn and professional staff), having read the requisite policies in advance. The team can review the agency’s policy updates online and present them on screen in the department’s briefing/training room. Attendees can comment and discuss the language to ensure subject-matter-experts and supervisors have ample voice before a decision is made about the policy language. The edits can be made in real-time and saved for distribution to agency members. We found that review meetings improve input, inclusion, timeliness, and shared responsibility in policy compliance.

An area of opportunity for the LGMSPD is their process for employees reviewing, acknowledging, and updating policies. During the site visit, we noted that LGMSPD’s Lexipol services are not being fully used. An example in the Training section of this report is that Daily Training Bulletins (DTBs) are currently only being used for full-time sworn officers and reserve officers. As mentioned in the Training portion of the report, staff training requests, approvals, denials, and course completion are not tracked on an efficient software platform. Neither briefing training nor new policy update training is tracked for attendees or subject content.

Meliora PSC recommends that LGMSPD increase their service contract with Lexipol to have them perform policy management, DTB and policy update issuance to department members as well as monitoring and compliance management of department personnel’s completion and review of policy and DTB’s. With the increased service component, Lexipol will also send

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administration re-occurring compliance reports so that proper action can be taken if personnel are not in compliance. LGMSPD does have the Lexipol app for department-owned mobile phones, desktops, and laptops so staff can access the policy manual, including remotely from the field. The ease of electronic access to the policy is an important part of maintaining policy understanding and compliance.

Currently, if the Administrative Sergeant is prompted by Lexipol that an employee is out of compliance with either the policy review or DTB’s, the Administrative Sergeant will notify the employee to complete the training or policy review.

Meliora PSC inquired as to employee review of the latest policy version as well as the DTB acknowledgement; LGMSPD provided a report that indicated six department members are not compliant: four full-time, one part-time, and one reserve officer. Meliora PSC recommends the supervisors periodically work with the Administrative Sergeant to ensure all employees are compliant with policy review and acknowledgement.

DIVISION / SECTION / UNIT MANUALS
A manual is a reference tool developed to assist personnel in performing the duties of an assigned position. Manuals also help to confirm efforts are not being duplicated within an organization as well as clearly define the expected roles and responsibilities.

Due to the multitude of responsibilities managed within the LGMSPD it is important that personnel who rotate through assignments have a way of learning and understanding their duties and responsibilities.

We learned that LGMSPD staff are already in the process of creating unit and position manuals.

Again, this demonstrates the collective awareness of staff, professionalism, and commitment to following best practices. Throughout the report, we have made recommendations for unit/position manuals where needed. Meliora PSC recommends the LGMSPD develop manuals for each area of the department.

POLICY MANAGEMENT RECOMMENDATIONS
§ Update the Policy § 1019 – Personnel Complaints as soon as possible, and review and update all other policies to ensure they are consistent with department practice and current procedures. (Recommendation #119)
§ Consider increasing the service contract with Lexipol to include policy management, DTB and policy update issuance to department members as well as monitoring and compliance management of department personnel’s completion and review of policy and DTB’s. (Recommendation #120)

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§ Ensure supervisors collaborate periodically with the Administrative Sergeant to ensure all employees are compliant with policy review and acknowledgement. (Recommendation 121)
§ Develop manuals for each area of the department. (Recommendation #122) Fleet
The police department’s fleet is managed by the current traffic sergeant as an ancillary duty.

This position is tasked with working with Town Hall counterparts to plan for vehicle replacement, maintenance, and outfitting.

The current LGMSPD fleet consists of 51 vehicles and 3 bicycles. The following is the assignment of those vehicles:
§ Police Administration – 6 vehicles, all either sedans or SUVs § Police Detectives – 6 vehicles including three trucks, 2 vans, and 1 Hybrid Police Interceptor vehicle.
§ Police Patrol – 17 vehicles including 6 Ford Hybrid SUV Interceptors, 6 Ford SUV Interceptors, 4 pursuit-rated Chevy Tahoe’s, and 1 Chevy Tahoe designated as a SWAT vehicle but assigned to patrol.
§ Parking Control – 2 vehicles including a 3-wheeled enforcement vehicle and an EV § Community Service – 2 hybrid vehicles
§ School Resource – 1 electric golf cart
§ Patrol Events – 3 Specialized electric bicycles
§ Motorcycles – 1 electric motorcycle (Zero), 2 BMW patrol motorcycles, 1 Honda patrol motorcycle, 2 Yamaha Dirt Bikes, 1 Yamaha ATV, and an assigned Chevy Suburban to the ATV.
§ Trailers – 2 Digital Message Board trailers, 2 16’ Barrier trailers, 1 utility trailer, 2 radar speed trailers, 2 box trailers.

Although not every vehicle assigned to the fleet has a daily purpose, the overall inventory has grown over time to fit the operational needs of the agency. The department also reported some success in holding onto some vehicles after their scheduled retirement as a potential backup fleet vehicle when mainline vehicles go out of service for repairs or maintenance.

We did not physically inspect every vehicle while on-site but the vehicles we did observe were all well cared for and appeared to be in very good condition. The department advised that it treats its fleet as a flagship symbol of the Town and expects the individual employees to take good care of the cars and ensure they are washed and presentable at all times.

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VEHICLE REPLACEMENT
We also discussed some of the management challenges associated with the fleet. Specifically, being able to replace vehicles on a consistent schedule due to industry supply chain issues, getting vehicles outfitted with quality work in a timely manner, and finally, getting repairs and maintenance handled in a timely manner.

In our assessment Meliora PSC believes LGMSPD is managing its fleet according to industry best practices and the department is fortunate to have such an influential voice in obtaining vehicles that best fit their needs. The problems noted with the fleet process are all related to the automotive industry and police vehicle outfitters (vendors). COVID changed this dynamic for police departments throughout the country. Major vehicle manufacturers experienced supply chain issues that delayed and backed up deliveries. Individual dealers also experience labor and supply chain issues thus delaying the repair and maintenance needs and vendors experience labor and supply chain issues impacting the timeliness of equipping vehicles and frustration over poor quality work. Most police departments similar in size to Los Gatos are unable to perform all the necessary maintenance and outfitting work in-house. Using outside vendors has proven to be a far superior practice. Unfortunately, the challenges in the vehicle industry need to be solved within the business environment to improve product delivery to municipal agencies. Supply chain issues have improved in recent years and we understand that vendors are still struggling to perform as needed. LGMSPD is aware of these issues, has experienced these issues, and is actively managing their way through the challenges.

It will be important for LGMSPD and Parks and Public Works to continue in collaboration for outfitting and procurement of police vehicles to ensure the correct type of vehicle and equipment is purchased to meet the demands of the changing police environment, roles, responsibilities and technology. Although many cities and towns are eager to address environmental needs through vehicle fleet purchases, the use of electric police vehicles in a 24/7, 365-day application are still evolving and should be explored with great attention to detail and lessons learned from other agencies and industry partners.

FLEET POLICIES
LGMSPD’s Policy § 701 – Vehicle Policy – covers maintaining department vehicles along with establishing a system of accountability to ensure department vehicles are used appropriately.

LGMSPD utilizes comprehensive Lexipol policies related to fleet management.

COLLISIONS/DAMAGE
LGMSPD staff reported the following fleet collision numbers for the past several years. All vehicle collision/damage events were handled in accordance with policy by the assigned handling supervisor.

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§ 2021 = 2
§ 2022 = 1
§ 2023 = 5
§ 2024 – 1 as of July

VEHICLE REPLACEMENT
As noted above LGMSPD has several makes and models in their fleet. LGMSPD fleet cycle vehicle replacement of 4 years/80,000 miles, which exceeds California standard of 5 years or 100,000 miles.7
Meliora PSC recommends LGMSPD implement a “pool” car for the employees to utilize when attending offsite meetings or trainings. Currently, if a car is available an employee is allowed to use the vehicle; however, often there is not a vehicle available therefore the employee will use their personal vehicle and be reimbursed for mileage. Utilizing a pool car for employees will not only foster a sense of fairness but gives the employee a level of assurance that in the case of an unforeseen accident while on duty occurs that their personal vehicle is not involved. Having a pool car available also assists the Town with risk management in that employees do not use their personal cars; Town vehicles are maintained and insured.

FLEET RECOMMENDATION
§ Provide a pool car for employees that attend off-site meetings and training courses. (Recommendation #123)
Facilities
LGMSPD plays a crucial role in ensuring the safety and security of the Los Gatos and Monte Sereno communities. However, to effectively carry out their duties, it is imperative that they have adequate facilities that meet the operational needs of modern policing. LGMSPD has two different facilities for police services.

Police headquarters (HQ) for LGMSPD is located at 110 East Main Street in the Town of Los Gatos. It was built in 1965 with the other Civic Center buildings in the complex. HQ is 5,585 square feet and contains the Chief’s office and most of the Support Services Bureau comprised of Records, Dispatch, Finance, Community Outreach, and IT sections. In 2004, the Santa Clara County Grand Jury was conducting audits of property and evidence facilities at agencies within the county. The Grand Jury criticized the P&E room for inadequate ventilation.

The Police Operations Bureau (POB) is located at 15900 Los Gatos Boulevard in Los Gatos. The POB was formerly occupied by Verizon, is 12,260 square feet and was purchased in 2009. The 7 https://www.dgs.ca.gov/Resources/SAM/TOC/4100/4126

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POB houses the Operations Bureau, which includes Patrol, Detectives, Property and Evidence, Traffic, and the Administrative Sergeant. The Training Coordinator, part of the Support Services Bureau, is also located at the POB. There is a briefing room for Patrol and Detectives that also serves as the Town’s Emergency Operations Center. However, the room does not have access to proper technology and lacks parking should a major event occur. Additionally, access control to the POB could be an issue.

The current LGMSPD facilities are approximately two miles from each other. However, due to periodic heavy traffic from the nearby high school and businesses, it could take over 20 minutes to go from one building to the other. In addition, heavy traffic on Highway 17 also impacts travel time.

Each of these facilities suffer from several deficiencies that hinder the ability to support the department's operations effectively. These deficiencies include but are not limited to:
§ Inadequate Space
o The department outgrew the HQ building and it cannot accommodate the current and future staffing, equipment, and other essential needs of the organization. This was the reason for the purchase of the POB building. o The POB has insufficient parking space for the entire department and has no interview rooms.
§ Outdated Infrastructure
o The infrastructure of the HQ building is outdated and in need of modernization to support the integration of technology and security. An example of this was during a recent power outage and subsequent surge, LGMSPD lost the generator power supply (faulty transfer switch) at the Civic Center. This was critical because the generator failed to supply power dispatch and the phone systems when they lost grid power, causing 911 lines to be transferred to Santa Clara County Communication. Dispatch operated on handheld radios and with no CAD RMS system for a few hours until power was restored. This is also related to aging infrastructure and the need for Dispatch and other LGMSPD software systems to be stand alone on their own primary and secondary power sources. o The POB facility also has a generator back up that operates well, and the power grid at that location rarely loses power in comparison to the HQ site location. o The POB has a false ceiling which could allow for the escape of arrestees being interviewed.
§ Limited Amenities
o HQ is small and without significant modernization
o HQ is not an ADA complaint building.
o There are no interview rooms or holding cells at either facility. § Security Concerns
o The security infrastructure of the facilities does not meet modern standards posing risks to employees. HQ has an old security camera system that is not monitored and is captured on a DVR.

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o There is no secure parking at HQ.
o The POB has a more modern security system that is monitored by Dispatch, and a Ring camera is also monitored at the front door so dispatchers can advise staff inside the POB that there is activity at the front door. o There is limited secure parking at the POB.
§ Communication
o The two buildings separate most administrative and support functions from most of the staff. As a result, internal communication within the organization is significantly hampered as staff cannot efficiently exchange information, provide training and guidance as needed.
o IT and other support is delayed.

LGMSPD should consider the following when acquiring a new facility:
§ Improved Security Measures
o Implement robust security measures including surveillance cameras, access control systems, and secure holding areas to enhance the safety of officers, detainees, and visitors.
§ Accessibility
o Ensure the facility is ADA-compliant to accommodate individuals with disabilities and promote inclusivity with the community.
§ Community Engagement Spaces
o Designate areas within the facility for community engagement activities such as public meetings, neighborhood watch programs, and community policing academies to foster positive relationships between LGMSPD and the community. § Sustainable Design
o Incorporate sustainable design principles such as energy-efficient lighting, renewable energy sources, and water conservation measures to minimize the environmental impact of the facility and reduce long-term operational costs.

COST AND FUNDING SOURCES
Meliora PSC recommends that a space needs analysis, followed by a detailed cost estimation be conducted to determine the financial requirements for acquiring a single facility. Funding sources may include government grants, public-private partnerships, bond initiatives, and community fundraising efforts.

By addressing the deficiencies outlined in this report and implementing the recommended improvements, the LGMSPD can enhance operational efficiency, promote officer safety and well-being, and strengthen community relations.

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FACILITIES RECOMMENDATION
§ Conduct a space needs analysis, followed by detailed cost estimation to determine the financial requirements for a single facility. (Recommendation #124) Technology
Consistent with all police agencies, the department utilizes a wide array of information technologies. Aside from personnel, these technologies are essential to the organization and crucial to all department functions. High profile examples include the 9-1-1 telephone system, the computer-aided dispatch system, records management system, and the radio system. If any of these systems were to fail it could severely impact and/or cripple access to emergency fire, medical, and police services. Also, vitally important are the case management systems in use by detectives, property and evidence, traffic, and administration.

LGMSPD has an IT Administrator (ITA) who manages the department’s technology and information systems. The ITA’s duties include installing, configuring, and maintaining hardware and software, managing network servers, and ensuring all systems are up to date and operating properly. That also includes managing all electronic LGMSPD equipment such as body worn cameras, fleet, wireless phones, radios, etc. Additionally, the ITA administers several Santa Clara County and Department of Justice (DOJ) sites that require user administration.

The department has a disaster recovery plan which will assist in the recovery and/or operation of various levels of the current systems and technologies. There is a daily backup of information into a server and remotely. The strategy reduces the risk of data loss and ensures the agency can recover from any type of disaster, even if access is lost to the premises. The Town also has a cyber response plan in the event of a cyberattack on any of the technology systems.

The ITA is located at HQ and has no office at the POB. When the ITA is needed for equipment at the POB, they must gather what they believe they need and drive to the POB. In some cases, there are not enough pool vehicles at HQ, so the ITA drives their personal car. As previously mentioned in the Fleet portion of the report, we suggest pool cars be made more readily available to limit any risk liability issues by staff using their own car.

LGMSPD Policy § 321 – Information Technology Use – establishes guidelines for the proper use of department information technology resources, including computers, electronic devices, mobile devices, hardware, software and systems.

LGMSPD uses a ticket system to receive technology assistance requests. There is no policy or procedure for this system. The ITA estimates that 75% of service requests come from emails by LGMSPD staff while the rest use the ticket system. Meliora PSC recommends that a request system be put in place with policy and procedures to better respond and track IT issues.

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A list of technologies in use includes, but is not limited to:
§ Body Worn Cameras (Axon)
§ Mobile Data Computers in car (MDC’s)
§ Automated License Plate Readers (Flock)
§ Biometrics (Livescan-Cogent)
§ Apple wireless phones
§ DELL laptops
§ Motorola radios
Agencies often overlook the importance of tracking and maintaining technological hardware, software, and systems. Tracking will aid in a well-structured and strategic PD IT budget that aligns with department goals and needs that are developed with a comprehensive approach with the Town’s IT initiatives. Keeping these systems up-to-date is crucial to their use. These systems enhance efficiency only when properly updated. We noted that the ITA keeps an up-todate list of all police department technology with their respective contract expiration dates.

The ITA researches new technologies and advances in current systems and has piloted several equipment and software tools to gather staff input. This includes MDC’s in cars or laptops based on officer size and car features. Ensuring end users are involved in future technology recommendations is a sound practice and assists when implementation occurs.

TECHNOLOGY RECOMMENDATION
§ Implement an IT request system with policy and procedures to better respond and track IT issues. (Recommendation #125)
Unmanned Aerial System Team
An unmanned aerial system (UAS), also known as drones, can help officers by providing invaluable intelligence about how and where to deploy. The use of drones allows officers to clear scenes more quickly, which is especially important given the limited resources of most departments. An article in Police 18 discusses the 11 ways in which police departments are using UAS stating, “Drones have had a major impact in the areas of traffic crash reconstruction, reconnaissance before tactical deployments, SWAT overwatch, hostage situations, forensic investigations, patrol-deployed operations, searches for lost persons, tethered operations, traffic pattern evaluation and first response.”
There are more than 1,400 police/sheriff’s departments in the United States operating small UAS, commonly referred to as drones. Most public safety agencies deploy drones for the 8 https://www.police1.com/police-products/police-drones/articles/11-ways-police-departments-are-using-dronesV8RZTGOKMjTbWj9Z/

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purpose of assisting with in-progress public safety concerns, active criminal investigations, missing persons, disaster events as well as search and rescue incidents. LGMSPD has had a Drone Team for over a year.

LGMSPD Policy § 608 – Unmanned Aerial System (UAS) – establishes guidelines for the use of a small unmanned aerial system and for the storage, retrieval, and dissemination of images and data captured by the UAS. Policy § 608.2 indicates the mission is to protect life and property of community members and first responders in full compliance with applicable laws and regulations, including but not limited to, applicable state and federal laws and Federal Aviation Administration (FAA) regulations. The policy appropriately balances privacy with public safety and transparency. Meliora PSC recommends LGMSPD remove any reference to a COA (Certificate of Authorization) in its current policy since they do not have, nor need a COA as they are not within the limits of an airport.

Meliora PSC reviewed the program with the current coordinator and learned that they are ensuring that their practices conform to current laws, regulations, and best practices. LGMSPD drone operators are FAA Part 107 certified. The Part 107 certification ensures the pilot’s knowledge and skills are in compliance with the FAA guidelines. When operating the drone, the pilot must ensure that the cameras are focused on mission-relevant areas.

There are two types of LGMSPD operations:
§ Pre-planned missions (IE: parades) where a request is made to the UAS Detective in charge.
§ On-duty active mission – UAS may be deployed during active and emergency incidents as outlined in their policy – requested by watch commander.

Currently, LGMSPD has two UAS for external use that were acquired in 2022 and 2023. One of the external use UAS does have thermal capacity to allow for nighttime use that improves the ability to operate during darkness in cases such as missing persons or those suspected of committing a crime. Staff indicated they are in the process of updating the second external use UAS with the same enhanced technology. There are two smaller UAS to perform indoor operations. An example of this type of operation would be for a residential burglary alarm response and subsequent interior house check. Indoor operations would be performed under the same standard as on-duty active missions. However, when flown indoors, UAS are not governed by FAA regulations. Indoor use of UAS can reduce harm to community members as well as LGMSPD staff as they can indicate the status of an interior and/or potential threat or hazard. LGMSPD is commended for acquiring UAS technology to improve the response capabilities and safety level for the community and department staff. Meliora PSC encourages LGMSPD to continue updating the one current field-use UAS with thermal capacity.

Meliora PSC was advised that all drones are being maintained per manufacturers recommendations.

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STAFFING
The LGMSPD UAS team operates as a collateral duty assignment. The team is comprised of a detective who oversees the program and four officers. Operations require at least two members: one for the UAS remote operator and another pilot as the visual observer. There is an opportunity to also include professional staff as certified UAS operators. Meliora PSC recommends adding professional staff members to the UAS team. The use of UAS programs in policing is increasing as they enhance safety and efficiency for public safety. Broadening staff exposure also enhances their professional development to current trends and technology.

TRAINING
Operating a UAS is a perishable skill. As such, on-going training is required to maintain competency. LGMSPD staff indicated the team trains bi-monthly. The FAA has a “currency requirement” that must be maintained. “Currency” means the acceptance of the privileges of a class or type rating on an FAA pilot certificate, based on the recent experience of the certificate holder. Currency requirement, in this case, means the FAA requires that within the preceding 90 days, a pilot (operator) must have conducted at least three takeoffs and landings in the same category, class, and type of aircraft they intend to operate. Each Part 107 operator must also complete FAA currency training every 24 months. Meliora PSC recommends LGMSPD increase UAS team training to at least eight hours once a month. This would ensure that in cases where a team member may miss bi-monthly training, they risk being out of FAA compliance. By training monthly, operators maintain their perishable skills and ensure compliance with federal regulations.

As policing continues to evolve with technology and resources, such as UAS, contemporary police agencies recognize the value in using UAS to enhance service delivery. With the growing use and availability of UAS, required training, and oversight of the program, Meliora PSC recommends a line item be added to the budget for the UAS program.

UNMANNED AERIAL SYSTEM TEAM RECOMMENDATIONS
§ Remove any reference to a Certificate of Authorization in Policy § 609, Unmanned Aerial System. (Recommendation #126)
§ Update the one current field-use UAS with thermal capacity. (Recommendation #127) § Add professional staff members to the UAS team. (Recommendation #128) § Increase UAS team training to eight hours once a month. (Recommendation #129) § Add a line item in the budget for the UAS program. (Recommendation #130)

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APPENDICES:

DATA ANALYSIS

REPORTS

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Table 1: Community-Initiated and Field-Initiated Category Records, by Year ........................................................................................................................................................................................................................................ 228 Table 2: Community-Initiated Recorded Events, by Category, by Year with Percentage Change ............................................................................................................................................................................................................ 229 Table 3: Field-Initiated Recorded Events, by Category, by Year with Percentage Change....................................................................................................................................................................................................................... 230 Table 4: Events, by Event Month and Initiator, by Year......................................................................................................................................................................................................................................................................... 235 Table 5: Recorded Events, by Season and Initiator, by Year .................................................................................................................................................................................................................................................................. 235 Table 6: Recorded Events, by Day of Week and Initiator, by Year.......................................................................................................................................................................................................................................................... 236 Table 7: Number of Community-Initiated Recorded Events, by Category, by Season, by Year................................................................................................................................................................................................................ 237 Table 8: Number of Field-Initiated Recorded Events by Category, by Season, by Year........................................................................................................................................................................................................................... 238 Table 9: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year....................................................................................................................................................................................................... 239 Table 10: Number of Field-Initiated Recorded Events, by Category, by Day of Week, by Year................................................................................................................................................................................................................ 240 Table 11: Average Unique Assigned Units, by Year ............................................................................................................................................................................................................................................................................... 241 Table 12: Average Unique Assigned Units, by Call Source, and Year - With Averages............................................................................................................................................................................................................................. 241 Table 13: Total Records by Hour for Call Sources, by Year..................................................................................................................................................................................................................................................................... 245 Table 14: Total Event Duration............................................................................................................................................................................................................................................................................................................. 248 Table 15: Community–Initiated CAD Unit Total Event Duration (Transformed), by Hour, by Year.......................................................................................................................................................................................................... 252 Table 16: Field–Initiated Total Event Duration (Transformed), by Hour, by Year ................................................................................................................................................................................................................................... 253 Table 17: Community-Initiated Primary Unit Total Event Duration (Transformed), by Day of Week, by Year ......................................................................................................................................................................................... 255 Table 18: Field-Initiated Primary Unit Total Event Duration (Transformed), by Day of Week, by Year.................................................................................................................................................................................................... 256 Table 19: Community-Initiated Primary Unit Total Event Duration (Transformed), by Season, by Year – with Averages......................................................................................................................................................................... 257 Table 20: Field-Initiated Primary Unit Total Event Duration (Transformed), by Season, by Year – with Averages................................................................................................................................................................................... 258 Table 21: Community-Initiated Primary Unit Total Event Duration (Transformed), by Hour, by Year, by Priority.................................................................................................................................................................................... 259 Table 22: Field-Initiated Primary Unit Total Event Duration (Transformed), by Hour, by Year, by Priority .............................................................................................................................................................................................. 260 Table 23: Unit Total Event Duration (Transformed), by Record Source, by Category, by Year – with Averages....................................................................................................................................................................................... 261 Table 24: Total Number of Records Used in the Analysis...................................................................................................................................................................................................................................................................... 264 Table 25: Response Time Record Status and Average Minute, by Day of Week, by Year........................................................................................................................................................................................................................ 266 Table 26: Response Time Record Status and Average Minute, by Month, by Year................................................................................................................................................................................................................................. 268 Table 27: Response Time Record Status and Average Minute, by Season, by Year ................................................................................................................................................................................................................................ 270 Table 28: Response Time Record Status and Average Minute, by Assigned Hour, by Year..................................................................................................................................................................................................................... 272 Table 29: Response Time Record Status and Average Minute, by Record Category, by Year.................................................................................................................................................................................................................. 274 Table 30: Response Time Record Status and Average Minute, by Record Priority, by Year .................................................................................................................................................................................................................... 276 Table 31: Community-Initiated and Field-Initiated Accident Records, by Day of Week, by Hour............................................................................................................................................................................................................ 280 Table 32: Patrol Scheduled Events, by Record Category, by Year .......................................................................................................................................................................................................................................................... 282

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Chart 1: Record Category Summary for Community-Initiated (2021-2022)............................................................................................................................................................................................................................................ 231 Chart 2: Record Category Summary for Community-Initiated (2023) .................................................................................................................................................................................................................................................... 232 Chart 3: Record Category Summary for Field-Initiated (2021-2022) ...................................................................................................................................................................................................................................................... 233 Chart 4: Record Category Summary for Officer-Initiated (2023)............................................................................................................................................................................................................................................................ 234 Chart 5: Community-Initiated Average Assigned Units, by Record Category, and Year - With Average................................................................................................................................................................................................... 243 Chart 6: Field-Initiated Average Assigned Units, by Record Category and Year - With Averages............................................................................................................................................................................................................. 244 Chart 7: Community-Initiated Records by Hour, by Year....................................................................................................................................................................................................................................................................... 246 Chart 8: Field-Initiated Records by Hour, by Year - with Averages......................................................................................................................................................................................................................................................... 247 Chart 9: Total Event Duration Original and Transformed by Hour ......................................................................................................................................................................................................................................................... 249 Chart 10: Average Total Event Duration (Transformed) for Community-Initiated and Field-Initiated Records, 2021-2023...................................................................................................................................................................... 250 Chart 11: Average Total Event Duration (Transformed) for Community-Initiated and Field-Initiated Records, 2021-2023, including Patrol Sergeants............................................................................................................................ 251 Chart 12: Field–Initiated CAD Unit Total Event Duration (Transformed), by Hour, by Year..................................................................................................................................................................................................................... 254 Chart 13: Community-Initiated Primary Unit Total Event Duration (Transformed), by Day of Week, by Year ......................................................................................................................................................................................... 255 Chart 14: Field-Initiated Primary Unit Total Event Duration (Transformed), by Day of Week, by Year.................................................................................................................................................................................................... 256 Chart 15: Community-Initiated Primary Unit Total Event Duration (Transformed), by Season, by Year – with Averages......................................................................................................................................................................... 257 Chart 16: Field-Initiated Primary Unit Total Event Duration (Transformed), by Season, by Year – with Averages................................................................................................................................................................................... 258 Chart 17: Community-Initiated Primary Unit Total Event Duration (Transformed), by Hour, by Year, by Priority.................................................................................................................................................................................... 259 Chart 18: Field-Initiated Primary Unit Total Event Duration (Transformed), by Hour, by Year, by Priority .............................................................................................................................................................................................. 260 Chart 19: Community-Initiated Unit Total Event Duration (Transformed), by Year – with Averages....................................................................................................................................................................................................... 262 Chart 20: Field-Initiated Unit Total Event Duration (Transformed), by Year – with Averages ................................................................................................................................................................................................................. 263 Chart 21: Response Time Record Status and Average Minute, by Day of Week, by Year........................................................................................................................................................................................................................ 265 Chart 22: Response Time Record Status and Average Minute, by Month, by Year................................................................................................................................................................................................................................. 267 Chart 23: Response Time Record Status and Average Minute, by Season, by Year ................................................................................................................................................................................................................................ 269 Chart 24: Response Time Record Status and Average Minute, by Assigned Hour, by Year..................................................................................................................................................................................................................... 271 Chart 25: Response Time Record Status and Average Minute, by Record Category, by Year.................................................................................................................................................................................................................. 273 Chart 26: Response Time Record Status and Average Minute, by Record Priority, by Year .................................................................................................................................................................................................................... 275 Chart 27: Community-Initiated and Field-Initiated Traffic Records, by Year........................................................................................................................................................................................................................................... 277 Chart 28: Community-Initiated Traffic Records, by Hour, by Year ......................................................................................................................................................................................................................................................... 278 Chart 29: Field-Initiated Traffic Records, by Hour, by Year.................................................................................................................................................................................................................................................................... 279 Chart 30: Community-Initiated and Field-Initiated Accident Records, by Day of Week, by Hour............................................................................................................................................................................................................ 281

ITEM NO. 20.
226
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com

DATA CLEANING AND PROCESSING STEPS
Meliora PSC analyzed computer-aided dispatch (CAD) data for the Los Gatos Police Department (LGMSPD) from January 1, 2021, through December 31, 2023. Information was gathered from the Los Gatos Police Dispatch Center.

The following steps are used to prepare the data for analysis. • The data was reshaped by “flattening” the dataset to one row per record with 88,658 unique records associated with 1-to-79 record changes and 1-to-35-unique unit identifiers. • A column was created to calculate the number of unique “units” assigned to a given record, which is appended to the record. This column is labeled “Unique Officer Count.” A variable is created by counting the number of people assigned to a given record. This number calculates the maximum time personnel could have been assigned based on the record. • As part of the data cleaning process, LGMSPD and non-LGMSPD records were filtered based on identifiers for the location of the record and unit designators. For this report, we focus on records identified where the primary unit associated with the record is associated with “Los Gatos” and the city. Below is the distribution of records based on the City and Primary Unit identifier. When filtering on these records, there are 79,278 records. Additional analysis includes a subsection specific to Monte Sereno, provided as a supplemental analysis located at the end of the data report.

Location of Record Los Gatos Primary Unit
City No Yes (blank) Total
Blank 36 509 20 565
Adjacent City 20 1,443 26 1,489
No 6 71 1 78
Santa Clara County Sheriffs 5 37 42
Unknown 1 1
Yes 3,437 79,278 3,768 86,483
Total 3,504 81,339 3,815 88,658
Patrol Team and Beat Community-Initiated Contact Field-Initiated Contact (blank) Total Patrol Team 1 Beat 1 1,893 2,020 1 3,914
Patrol Team 1 Beat 2 1,892 1,876 3,768
Patrol Team 1 Beat 3 1,684 1,988 3,672
Patrol Team 1 Beat Rover 375 888 1,263
Patrol Team 2 Beat 1 1,313 3,826 5,139
Patrol Team 2 Beat 2 1,235 3,780 5,015
Patrol Team 2 Beat 3 1,088 3,963 5,051
Patrol Team 2 Beat Rover 79 384 463
Patrol Team 3 Beat 1 1,853 2,372 4,225
Patrol Team 3 Beat 2 1,879 2,444 4,323
Patrol Team 3 Beat 3 1,606 2,378 3,984
Patrol Team 3 Beat Rover 269 761 1,030
Patrol Team 4 Beat 1 1,368 3,902 5,270
Patrol Team 4 Beat 2 1,472 4,301 5,773
Patrol Team 4 Beat 3 1,401 4,128 5,529
Patrol Team 4 Beat Rover 191 1,398 1,589
Total 19,598 40,409 1 60,008

ITEM NO. 20.
227
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
• For records by hours, those measures use the event information. • Using the record status stages, Received ----> Dispatched; Dispatched ----> En Route; En Route ----> On Scene; On Scene ----> Closed, a calculation was performed creating the numerical minutes between each record status. An inevitable challenge when using CAD data is the presence of outliers, which can skew the data. The following steps were taken to prepare more precise estimates for response times and the total service. o Created ----> Dispatched: Retained time measures of zero; Dispatched ----> Arrived: Removed records with a negative (-) value; Arrived ----> Closed: Removed records with a response time of zero. While the removal of zero times assists in producing better estimates, there are those on the maximum end that require addressing. o As part of the operations assessment, MPSC routinely calculates when a call is received and dispatched. In our discussions with the department, we identified that the procedure for reactivating a call introduces discrepancies in the data set. This presents a challenge in accurately determining the average dispatch time. To address this issue, we applied a data refinement process. We established a threshold using the median dispatch time of 6.058 minutes and an adjusted standard deviation, represented by the interquartile range (IQR) of 9.649 minutes. We excluded any dispatch times that significantly deviated from the norm by setting a cutoff point at 15.707 minutes (median plus 1.64 times the IQR). This method, a widely accepted practice in statistical analysis for identifying outliers, ensures that our dispatch time calculations are robust and representative of the typical call response scenario. In other words, imagine if you were timing your morning jog. Most days, it takes around 6 minutes, but one day, it took 15 minutes because you stopped to talk with a neighbor. That 15-minute jog isn’t a good measure of your usual time, so you would leave it out when calculating your average jogging time. That is essentially what we did with our data. We set a limit (~16 minutes) and removed any dispatch times that were significantly longer than most. This helps us understand the normal dispatch times without the unusually long ones skewing the calculations. • Addressing these outliers on the higher end requires addressing the presence of severe and mild outliers. An easy way to think about this process is locating records that lie farthest from the average. The severe outliers are those exceptionally different from the average. Mild outliers deviate from the average but to a lesser extent than severe outliers. Given the practical reality of police responses and interactions where the response times exceed the average by considerable margins, we retain the mild outliers in the data, which increases the estimates. The mild outliers constitute up to 4.60% of the recorded times. The percentage of severe outliers ranges between 3.17% to 5.67%, with created to dispatch having an unusual number of severe outliers trimming, 9,805 records or about 15%. Using the upper bounds of the upper fence (the cutoff points for the data) helps produce better estimates for response times. Because the two most essential records status stages have minimal severe outliers, these estimates consider the optimal statistical approach to managing outliers (removing the severe outliers) and practical considerations (retaining the mild outliers).

It is important to note that the CAD data is one source of information used to focus on patrol activities. By design, CAD captures all activities occurring in the field. The data analysis report will focus on the CAD data from patrol-centric units, which will be used to assess patrol workload, deployment, and response times in the operational assessment.

ITEM NO. 20.
228
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com

WORKLOAD
Table 1 represents the intersection of the call source and records associated with patrol, showing 60,007 calls.

Table 1: Community-Initiated and Field-Initiated Category Records, by Year Source of Record 2021 2022 2023 Total
Community-Initiated Contact 6,184 6,797 6,617 19,598
Field-Initiated Contact 10,350 12,951 17,108 40,409
Total 16,534 19,748 23,725 60,007

ITEM NO. 20.
229
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 2: Community-Initiated Recorded Events, by Category, by Year with Percentage Change Records Percent Change
Call Category 2021 2022 2023 2022 2023
Admin 79 81 80 2.53 -1.23
Agency Assist 89 105 91 17.98 -13.33
Alarm 1,069 1,150 1,034 7.58 -10.09
Animal 64 95 44 48.44 -53.68
Check Area 23 41 34 78.26 -17.07
Citizen Contact 351 433 574 23.36 32.56
Crime-Person 183 174 214 -4.92 22.99
Crime-Property 835 1,007 949 20.60 -5.76
Crime-Public 170 165 167 -2.94 1.21
Deceased Person 7 13 19 85.71 46.15
Disturbance 1,023 937 971 -8.41 3.63
Extra Patrol 112 206 152 83.93 -26.21
Fire 17 20 29 17.65 45.00
Medical 15 5 5 -66.67 0.00
Medical/Agency Assist 102 119 93 16.67 -21.85
Miscellaneous 26 37 29 42.31 -21.62
Miscellaneous Investigation 2 2 6 0.00 200.00
Missing Person 145 153 111 5.52 -27.45
Parking 60 98 52 63.33 -46.94
Pedestrian Contact 73 100 89 36.99 -11.00
Property 112 107 96 -4.46 -10.28
Special Assignment 4 6 2 50.00 -66.67
Suicide/Suicidal Person 15 25 26 66.67 4.00
Suspicious Activity 822 796 749 -3.16 -5.90
Traffic 91 110 147 20.88 33.64
Traffic Accident 125 142 202 13.60 42.25
Traffic Enforcement 3 2 1 -33.33 -50.00
Warrant 32 25 25 -21.88 0.00
Welfare Check 535 643 626 20.19 -2.64
Total 6184 6797 6617 9.91 -2.65
The table depicts percentage changes using color coding showing decreases in blue shading and increases in red. Darker shading is associated with the significance of the change.

ITEM NO. 20.
230
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 3: Field-Initiated Recorded Events, by Category, by Year with Percentage Change Records Percent Change
Record Category 2021 2022 2023 2022 2023
Admin 169 281 331 66.27 17.79
Agency Assist 10 6 11 -40.00 83.33
Alarm 6 4 1 -33.33 -75.00
Animal 1 6 1 500.00 -83.33
Check Area 1 1 0.00 -100.00
Citizen Contact 8 7 6 -12.50 -14.29
Crime-Person 1 5 -100.00
Crime-Property 15 29 23 93.33 -20.69
Crime-Public 2 2 2 0.00 0.00
Disturbance 5 7 7 40.00 0.00
Extra Patrol 6,403 9,159 12,816 43.04 39.93
Fire 1
Medical 3 3 2 0.00 -33.33
Medical/Agency Assist 1 2 100.00 -100.00
Miscellaneous 3 3 0.00
Miscellaneous Investigation 1 1 -100.00
Parking 125 132 114 5.60 -13.64
Pedestrian Contact 223 378 415 69.51 9.79
Property 2 6 4 200.00 -33.33
School Patrol 3 11 266.67
Special Assignment 19 23 21 21.05 -8.70
Suspicious Activity 225 360 321 60.00 -10.83
Traffic 17 25 19 47.06 -24.00
Traffic Accident 6 13 15 116.67 15.38
Traffic Enforcement 3,104 2,483 2,960 -20.01 19.21
Warrant 3 5 66.67
Welfare Check 3 14 13 366.67 -7.14
Total 10,350 12,951 17,108 25.13 32.10
The table depicts percentage changes using color coding showing decreases in blue shading and increases in red. Darker shading is associated with the significance of the change.

ITEM NO. 20.
231
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 1: Record Category Summary for Community-Initiated (2021-2022) Alarm, 17.09%
Disturbance, 15.10%
Crime-Property, 14.19%
Suspicious Activity, 12.46%
Welfare Check, 9.07%
Citizen Contact,

6.04%
Crime-Person, 2.75%
Crime-Public, 2.58%
Extra Patrol, 2.45%
Missing Person, 2.30%
Traffic Accident, 2.06%
Medical/Agency Assist, 1.70%
Property, 1.69%
Traffic, 1.55%
Agency Assist, 1.49%
Pedestrian Contact, 1.33%
Admin, 1.23%
Animal, 1.22%
Parking, 1.22%
Check Area, 0.49%
Miscellaneous, 0.49%
Warrant, 0.44%
Suicide/Suicidal Person, 0.31%
Fire, 0.29%
Deceased Person, 0.15%
Medical, 0.15%
Special Assignment, 0.08%
Traffic Enforcement, 0.04%
Miscellaneous Investigation, 0.03%
School Patrol, 0.00%
Other, 1.97%

ITEM NO. 20.
232
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 2: Record Category Summary for Community-Initiated (2023) Alarm, 15.63%
Disturbance, 14.67%
Crime-Property, 14.34%
Suspicious Activity, 11.32%
Welfare Check, 9.46%
Citizen Contact, 8.67%
Crime-Person, 3.23% Traffic Accident, 3.05%
Crime-Public, 2.52%
Extra Patrol, 2.30%
Traffic, 2.22%
Missing Person, 1.68%
Property, 1.45%
Medical/Agency Assist, 1.41%
Agency Assist, 1.38%
Pedestrian Contact, 1.35%
Admin, 1.21%
Parking, 0.79%
Animal, 0.66%
Check Area, 0.51%
Fire, 0.44%
Miscellaneous, 0.44%
Suicide/Suicidal Person, 0.39%
Warrant, 0.38%
Deceased Person, 0.29%
Miscellaneous Investigation, 0.09%
Medical, 0.08%
Special Assignment, 0.03%
Traffic Enforcement, 0.02%
School Patrol, 0.00%
Other, 2.15%

ITEM NO. 20.
233
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 3: Record Category Summary for Field-Initiated (2021-2022) Note: As there are many record categories with minimal percentages, the breakout chart makes it easier to understand the relative distribution of the records.

Extra Patrol, 66.79%
Traffic Enforcement, 23.98%
Pedestrian Contact, 2.58%
Suspicious Activity, 2.51%
Admin, 1.93%
Parking, 1.10%
Crime-Property, 0.19%
Special Assignment, 0.18%
Traffic, 0.18%
Traffic Accident, 0.08%
Welfare Check, 0.07%
Agency Assist, 0.07%
Citizen
Contact,

0.06%
Disturbance, 0.05%
Alarm, 0.04%
Property, 0.03%
Animal, 0.03%
Medical, 0.03%
Crime-Public, 0.02%
Medical/Agency Assist, 0.01%
Miscellaneous, 0.01%
School Patrol, 0.01%
Warrant, 0.01%
Check Area, 0.01%
Crime-Person, 0.00%
Fire, 0.00%
Miscellaneous Investigation, 0.00%
Deceased Person, 0.00%
Missing Person, 0.00%
Suicide/Suicidal Person, 0.00%
Other, 0.06%

ITEM NO. 20.
234
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 4: Record Category Summary for Officer-Initiated (2023) Extra Patrol, 74.91%
Traffic Enforcement, 17.30%
Pedestrian Contact, 2.43%
Admin, 1.93%
Suspicious Activity, 1.88%
Parking, 0.67%
Crime-Property,

0.13%
Special
Assignment,

0.12%
Traffic, 0.11%
Traffic Accident, 0.09% Welfare Check, 0.08%
Agency Assist, 0.06%
School Patrol, 0.06%
Disturbance, 0.04% Citizen Contact, 0.04%
Crime-Person, 0.03%
Warrant,

0.03% Property, 0.02%
Miscellaneous, 0.02%
Crime-Public, 0.01%
Medical, 0.01%
Alarm, 0.01%
Animal, 0.01%
Miscellaneous Investigation, 0.01%
Missing Person, 0.01%
Check Area, 0.00%
Deceased Person, 0.00%
Fire, 0.00%
Medical/Agency Assist, 0.00%
Suicide/Suicidal Person, 0.00%
Other, 0.04%

ITEM NO. 20.
235
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 4: Events, by Event Month and Initiator, by Year
Community-Initiated Contact Field-Initiated Contact LGMSPD Month 2021 2022 2023 Total 2021 2022 2023 Total Total
January 472 513 525 1,510 976 1,097 1,460 3,533 5,043
February 454 548 421 1,423 828 969 1,451 3,248 4,671
March 480 570 500 1,550 850 1,050 1,816 3,716 5,266
April 509 536 519 1,564 877 1,049 1,293 3,219 4,783
May 551 618 519 1,688 775 1,094 1,389 3,258 4,946
June 564 601 631 1,796 675 922 1,391 2,988 4,784
July 557 633 670 1,860 732 1,048 1,306 3,086 4,946
August 528 615 660 1,803 931 1,109 1,491 3,531 5,334
September 519 539 566 1,624 1,011 1,022 1,181 3,214 4,838 October 556 545 584 1,685 999 1,329 1,425 3,753 5,438
November 488 501 519 1,508 835 1,240 1,451 3,526 5,034
December 506 578 503 1,587 861 1,022 1,454 3,337 4,924
Total 6,184 6,797 6,617 19,598 10,350 12,951 17,108 40,409 60,007 Table 5: Recorded Events, by Season and Initiator, by Year Community-Initiated Contact Field-Initiated Contact LGMSPD Season 2021 2022 2023 Total 2021 2022 2023 Total Total
Fall 1,603 1,699 1,810 5,112 2,941 3,460 4,097 10,498 15,610 Spring 1,443 1,654 1,440 4,537 2,555 3,068 4,560 10,183 14,720 Summer 1,672 1,852 1,820 5,344 2,182 3,064 4,086 9,332 14,676 Winter 1,466 1,592 1,547 4,605 2,672 3,359 4,365 10,396 15,001 Total 6,184 6,797 6,617 19,598 10,350 12,951 17,108 40,409 60,007 NOTE: Autumn includes August, September, and October; Spring is characterized by February, March, and April; Summer comprises May, June, and July; Winter includes January, November, and December.

ITEM NO. 20.
236
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 6: Recorded Events, by Day of Week and Initiator, by Year Community-Initiated Contact Field-Initiated Contact LGMSPD Day of Week 2021 2022 2023 Total 2021 2022 2023 Total Total Sunday 815 869 852 2,536 1,410 1,592 2,434 5,436 7,972
Monday 841 957 901 2,699 1,537 1,923 2,265 5,725 8,424
Tuesday 781 956 942 2,679 1,467 1,741 2,389 5,597 8,276 Wednesday 804 1,045 927 2,776 1,298 1,688 2,200 5,186 7,962 Thursday 903 957 1,045 2,905 1,400 1,761 2,195 5,356 8,261 Friday 1,085 1,045 994 3,124 1,609 2,141 2,872 6,622 9,746 Saturday 955 968 956 2,879 1,629 2,105 2,753 6,487 9,366 Total 6,184 6,797 6,617 19,598 10,350 12,951 17,108 40,409 60,007

ITEM NO. 20.
237
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 7: Number of Community-Initiated Recorded Events, by Category, by Season, by Year Fall Spring Summer Winter LGMSPD
Record Category 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total Total Admin 20 21 25 66 16 15 20 51 18 21 14 53 25 24 21 70 240 Agency Assist 27 25 25 77 16 22 20 58 25 36 15 76 21 22 31 74 285 Alarm 244 269 237 750 251 279 243 773 314 282 307 903 260 320 247 827 3,253 Animal 22 24 11 57 15 26 5 46 16 31 18 65 11 14 10 35 203 Check Area 8 10 8 26 5 11 5 21 5 10 6 21 5 10 15 30 98
Citizen Contact 86 133 181 400 86 121 115 322 100 100 130 330 79 79 148 306 1,358 Crime-Person 40 55 49 144 50 43 59 152 52 37 61 150 41 39 45 125 571 Crime-Property 206 254 267 727 208 236 207 651 183 276 245 704 238 241 230 709 2,791 Crime-Public 51 48 44 143 38 42 37 117 47 43 46 136 34 32 40 106 502 Deceased Person 4 3 3 10 1 2 4 7 2 3 7 12 5 5 10 39
Disturbance 302 260 311 873 217 204 183 604 302 277 276 855 202 196 201 599 2,931 Extra Patrol 23 48 45 116 19 64 34 117 33 59 45 137 37 35 28 100 470 Fire 5 8 8 21 6 3 4 13 6 4 11 21 5 6 11 66
Medical 6 2 8 3 4 2 9 2 1 3 4 1 5 25
Medical/Agency Assist 21 21 23 65 19 32 27 78 29 31 28 88 33 35 15 83 314 Miscellaneous 4 7 8 19 8 10 7 25 8 14 10 32 6 6 4 16 92 Miscellaneous Investigation 1 1 2 2 1 3 4 2 1 3 10
Missing Person 34 27 24 85 32 42 12 86 61 64 38 163 18 20 37 75 409 Parking 19 12 16 47 14 34 7 55 12 21 16 49 15 31 13 59 210 Pedestrian Contact 18 19 23 60 20 27 19 66 13 34 27 74 22 20 20 62 262 Property 23 24 29 76 36 24 24 84 23 34 18 75 30 25 25 80 315 Special Assignment 1 2 3 2 1 1 4 3 1 4 1 1 12
Suicide/Suicidal Person 6 10 8 24 1 2 5 8 4 9 6 19 4 4 7 15 66 Suspicious Activity 212 195 196 603 193 191 176 560 213 221 203 637 204 189 174 567 2,367 Traffic 32 28 36 96 21 31 23 75 20 36 59 115 18 15 29 62 348 Traffic Accident 41 40 53 134 23 32 47 102 28 34 45 107 33 36 57 126 469 Traffic Enforcement 1 1 2 1 3 1 1 2 6
Warrant 7 9 2 18 14 7 10 31 5 6 9 20 6 3 4 13 82
Welfare Check 140 147 176 463 128 149 142 419 148 164 176 488 119 183 132 434 1,804 Total 1,603 1,699 1,810 5,112 1,443 1,654 1,440 4,537 1,672 1,852 1,820 5,344 1,466 1,592 1,547 4,605 19,598

ITEM NO. 20.
238
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 8: Number of Field-Initiated Recorded Events by Category, by Season, by Year Fall Spring Summer Winter LGMSPD
Record Category 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total Total Admin 41 51 99 191 37 68 71 176 38 73 79 190 53 89 82 224 781 Agency Assist 3 1 4 3 2 5 10 1 1 1 3 3 2 5 10 27
Alarm 3 1 4 2 1 3 1 1 1 2 3 11
Animal 3 1 4 2 2 1 1 1 1 8
Check Area 1 1 1 1 2
Citizen Contact 3 4 2 9 1 1 2 3 3 2 8 1 1 2 21
Crime-Person 3 3 1 1 1 1 2 6
Crime-Property 4 6 2 12 6 7 5 18 1 12 9 22 4 4 7 15 67
Crime-Public 1 1 2 1 1 4 1 1 6
Disturbance 3 2 2 7 1 1 2 4 3 2 5 1 1 1 3 19
Extra Patrol 1,764 2,699 2,841 7,304 1,655 1,936 3,659 7,250 1,260 2,079 3,101 6,440 1,724 2,445 3,215 7,384 28,378 Fire 1 1 1
Medical 1 1 2 1 1 1 3 2 1 3 8
Medical/Agency Assist 1 1 2 1 1 3
Miscellaneous 1 1 2 1 1 1 1 2 1 1 6
Miscellaneous Investigation 1 1 2 2
Missing Person 1 1 1
Parking 22 36 21 79 74 32 25 131 2 18 24 44 27 46 44 117 371 Pedestrian Contact 71 93 134 298 48 99 77 224 49 93 106 248 55 93 98 246 1,016 Property 1 1 1 1 1 3 1 4 2 7 1 1 12
School Patrol 11 11 3 3 14
Special Assignment 7 13 8 28 3 1 7 11 4 2 5 11 5 7 1 13 63 Suspicious Activity 68 77 81 226 37 104 69 210 37 87 68 192 83 92 103 278 906 Traffic 4 6 6 16 3 5 4 12 4 6 4 14 6 8 5 19 61
Traffic Accident 2 5 4 11 2 1 1 4 3 3 6 2 4 7 13 34
Traffic Enforcement 943 459 886 2,288 680 801 612 2,093 779 669 675 2,123 702 554 787 2,043 8,547 Warrant 1 3 4 2 2 2 2 8
Welfare Check 1 1 3 5 4 4 8 2 4 2 8 5 4 9 30
Total 2,941 3,460 4,097 10,498 2,555 3,068 4,560 10,183 2,182 3,064 4,086 9,332 2,672 3,359 4,365 10,396 40,409

ITEM NO. 20.
239
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 9: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year Sunday Monday Tuesday Wednesday Thursday Friday Saturday LGMSPD Record Category 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total Total Admin 8 5 9 22 10 15 11 36 13 16 20 49 15 11 5 31 9 7 9 25 17 13 14 44 7 14 12 33 240 Agency Assist 11 9 10 30 10 17 20 47 7 19 14 40 13 15 8 36 15 14 8 37 20 17 16 53 13 14 15 42 285 Alarm 139 163 141 443 140 145 133 418 138 157 167 462 137 182 152 471 156 164 166 486 164 148 130 442 195 191 145 531 3,253 Animal 11 13 9 33 6 12 6 24 9 18 3 30 3 10 4 17 9 14 8 31 14 9 8 31 12 19 6 37 203 Check Area 5 4 7 16 1 7 2 10 6 5 8 19 5 6 7 18 4 4 6 14 1 8 2 11 1 7 2 10 98 Citizen Contact 44 55 58 157 51 67 79 197 47 76 90 213 45 63 94 202 68 63 96 227 56 75 92 223 40 34 65 139 1,358 Crime-Person 25 23 21 69 20 27 23 70 21 22 21 64 29 25 31 85 30 26 47 103 34 30 37 101 24 21 34 79 571 Crime-Property 96 130 103 329 137 140 142 419 100 122 128 350 132 201 132 465 120 134 155 409 155 149 150 454 95 131 139 365 2,791 Crime-Public 32 28 26 86 20 21 14 55 20 25 23 68 14 20 28 62 30 26 18 74 28 24 29 81 26 21 29 76 502 Deceased Person 2 3 5 2 2 4 8 1 1 1 3 2 5 7 1 1 1 3 5 4 9 1 2 1 4 39 Disturbance 140 121 129 390 110 127 121 358 111 109 106 326 124 100 114 338 127 98 112 337 192 182 173 547 219 200 216 635 2,931 Extra Patrol 14 29 18 61 18 20 17 55 23 27 24 74 11 40 18 69 15 32 25 72 17 26 22 65 14 32 28 74 470 Fire 5 2 4 11 2 5 5 12 5 4 9 3 2 5 10 3 4 4 11 3 1 5 9 1 1 2 4 66 Medical 2 1 1 4 2 2 1 2 1 4 1 1 1 1 2 5 1 1 7 4 1 5 25
Medical/Agency Assist 13 14 9 36 14 17 16 47 13 21 8 42 14 16 18 48 8 14 13 35 23 21 14 58 17 16 15 48 314 Miscellaneous 4 3 2 9 1 9 1 11 5 7 7 19 4 6 6 16 2 3 5 10 7 9 5 21 3 3 6 92 Miscellaneous Investigation 1 1 1 2 3 2 2 1 1 1 1 1 3 10 Missing Person 24 29 13 66 17 18 12 47 19 28 20 67 17 21 15 53 19 24 22 65 26 16 15 57 23 17 14 54 409 Parking 12 11 10 33 10 17 9 36 4 13 3 20 9 12 6 27 4 8 8 20 13 20 6 39 8 17 10 35 210 Pedestrian Contact 14 11 16 41 11 12 13 36 12 17 19 48 6 18 9 33 7 16 12 35 16 10 13 39 7 16 7 30 262 Property 23 17 13 53 15 23 17 55 10 21 17 48 11 10 13 34 22 13 13 48 21 15 13 49 10 8 10 28 315 Special Assignment 1 2 3 1 1 2 1 1 4 3 3 1 1 12
Suicide/Suicidal Person 3 3 2 8 2 5 4 11 1 1 3 5 1 5 3 9 1 6 4 11 5 5 5 15 2 5 7 66 Suspicious Activity 97 97 102 296 121 115 98 334 116 103 113 332 108 135 106 349 113 131 151 395 148 113 93 354 119 102 86 307 2,367 Traffic 9 15 14 38 18 16 18 52 11 19 22 52 18 18 23 59 13 18 33 64 8 15 22 45 14 9 15 38 348 Traffic Accident 12 11 27 50 11 17 24 52 13 12 32 57 20 29 34 83 18 29 33 80 30 33 35 98 21 11 17 49 469 Traffic Enforcement 1 1 1 1 1 1 1 1 1 1 1 1 6
Warrant 2 1 3 11 6 8 25 8 4 4 16 2 2 3 7 5 8 2 15 4 1 4 9 2 2 3 7 82 Welfare Check 69 73 104 246 79 94 102 275 72 106 80 258 59 95 86 240 103 96 93 292 77 98 86 261 76 81 75 232 1,804 Total 815 869 852 2,536 841 957 901 2,699 781 956 942 2,679 804 1,045 927 2,776 903 957 1,045 2,905 1,085 1,045 994 3,124 955 968 956 2,879 19,598

ITEM NO. 20.
240
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 10: Number of Field-Initiated Recorded Events, by Category, by Day of Week, by Year Sunday Monday Tuesday Wednesday Thursday Friday Saturday LGMSPD Record Category 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total 2021 2022 2023 Total Total Admin 19 49 57 125 20 37 44 101 27 37 50 114 30 41 37 108 24 38 38 100 31 37 52 120 18 42 53 113 781 Agency Assist 2 2 1 3 4 8 4 3 7 2 2 2 2 2 1 3 1 1 1 3 27 Alarm 2 2 1 1 1 1 2 1 3 1 2 3 1 1 11
Animal 1 1 2 2 2 1 1 1 1 1 1 1 1 8
Check Area 1 1 1 1 2
Citizen Contact 1 1 2 1 1 2 1 2 3 1 1 1 3 3 3 1 1 1 3 1 1 3 5 21 Crime-Person 1 1 1 1 3 3 1 1 6
Crime-Property 1 7 4 12 2 2 4 8 2 2 4 3 7 3 13 3 5 7 15 4 1 4 9 5 1 6 67 Crime-Public 2 1 3 1 1 1 1 2 6
Disturbance 1 1 1 3 1 1 2 1 2 3 2 2 2 2 1 5 1 2 1 4 19
Extra Patrol 915 1,152 1,849 3,916 1,008 1,383 1,767 4,158 883 1,186 1,864 3,933 778 1,136 1,672 3,586 852 1,288 1,590 3,730 959 1,563 2,118 4,640 1,008 1,451 1,956 4,415 28,378 Fire 1 1 1
Medical 1 1 2 1 1 1 1 1 1 2 2 1 1 8
Medical/Agency Assist 1 1 2 1 1 3
Miscellaneous 1 1 1 1 1 1 2 2 2 6
Miscellaneous Investigation 1 1 1 1 2
Missing Person 1 1 1
Parking 7 20 19 46 25 19 21 65 9 17 8 34 22 26 12 60 10 13 9 32 27 12 24 63 25 25 21 71 371 Pedestrian Contact 28 61 76 165 35 44 43 122 34 48 40 122 27 51 49 127 25 56 54 135 36 55 82 173 38 63 71 172 1,016 Property 4 4 1 1 1 3 1 2 3 1 1 1 1 12
School Patrol 3 2 5 1 1 3 3 1 1 1 1 3 3 14
Special Assignment 1 2 1 4 3 1 4 4 14 5 23 2 4 2 8 1 3 2 6 2 5 7 6 5 11 63 Suspicious Activity 35 42 57 134 28 52 33 113 23 54 38 115 35 50 41 126 29 40 43 112 39 50 48 137 36 72 61 169 906 Traffic 1 3 3 7 1 3 2 6 5 4 3 12 2 4 5 11 4 3 3 10 1 4 3 8 3 4 7 61 Traffic Accident 3 3 1 1 3 5 2 4 2 8 3 4 7 2 1 3 2 2 1 5 1 1 1 3 34 Traffic Enforcement 394 241 359 994 410 369 336 1,115 471 369 368 1,208 395 362 362 1,119 445 308 437 1,190 501 402 527 1,430 488 432 571 1,491 8,547 Warrant 2 2 3 1 4 2 2 8
Welfare Check 1 3 1 5 2 3 5 3 3 1 2 1 4 4 4 1 2 2 5 2 2 4 30 Total 1,410 1,592 2,434 5,436 1,537 1,923 2,265 5,725 1,467 1,741 2,389 5,597 1,298 1,688 2,200 5,186 1,400 1,761 2,195 5,356 1,609 2,141 2,872 6,622 1,629 2,105 2,753 6,487 40,409

ITEM NO. 20.
241
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com

ASSIGNED UNITS
There were 60,007 events recorded associated with community-initiated and field-initiated records. Recall that some records are missing the unit information. The tables below describe the distribution of those records with the average number of unique units assigned to each record. Importantly, the agency CAD data includes information on the record's Unit ID, the Primary Officer ID, and the additional units assigned to each record. However, given that a LGMSPD patrol unit can be assigned at multiple places in the record (i.e., assigned, primary unit, or assigned as a responding unit), these analyses are better understood as a measure of LGMSPD personnel, and not exclusively LGMSPD patrol.

Table 11: Average Unique Assigned Units, by Year
Community-Initiated Contact Field-Initiated Contact LGMSPD Number of Unique Units 2021 2022 2023 Total 2021 2022 2023 Total Total One Unit 2,564 2,985 2,781 8,330 9,515 11,716 15,701 36,932 45,262 Two Units 2,334 2,465 2,368 7,167 655 978 1,124 2,757 9,924 Three Units 907 938 945 2,790 130 211 204 545 3,335
Four or More Units 379 409 523 1,311 50 46 79 175 1,486 Total 6,184 6,797 6,617 19,598 10,350 12,951 17,108 40,409 60,007 Table 12: Average Unique Assigned Units, by Call Source, and Year - With Averages Community-Initiated Contact Field-Initiated Contact LGMSPD Record Category 2021 2022 2023 Total 2021 2022 2023 Total Average Admin 1.46 1.56 1.59 1.53 1.15 1.09 1.14 1.12 1.22
Agency Assist 2.00 2.03 2.00 2.01 1.30 1.33 1.64 1.44 1.96 Alarm 2.05 1.95 2.00 2.00 1.83 2.00 2.00 1.91 2.00
Animal 1.16 1.28 1.36 1.26 2.00 1.50 1.00 1.50 1.27
Check Area 2.04 1.34 1.35 1.51 1.00 1.00 1.00 1.50
Citizen Contact 1.16 1.22 1.19 1.19 1.00 1.43 1.17 1.19 1.19 Crime-Person 2.06 1.86 2.07 2.00 4.00 2.40 2.67 2.01
Crime-Property 1.55 1.76 1.80 1.71 1.93 1.90 2.09 1.97 1.72 Crime-Public 1.60 1.75 1.70 1.68 4.00 1.50 1.50 2.33 1.69 Deceased Person 2.14 2.38 2.21 2.26 2.26

ITEM NO. 20.
242
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Disturbance 2.11 2.15 2.22 2.16 1.80 2.14 2.29 2.11 2.16 Extra Patrol 1.39 1.23 1.28 1.29 1.02 1.02 1.01 1.01 1.02 Fire 2.88 2.85 2.90 2.88 1.00 1.00 2.85
Medical 2.73 2.00 1.80 2.40 2.00 2.33 2.00 2.13 2.33
Medical/Agency Assist 2.12 2.13 2.23 2.15 2.00 1.00 1.33 2.15 Miscellaneous 1.31 1.41 1.34 1.36 1.67 1.33 1.50 1.37
Miscellaneous Investigation 1.00 2.00 2.00 1.80 1.00 1.00 1.00 1.67 Missing Person 1.52 1.56 1.46 1.52 1.00 1.00 1.52
Parking 1.22 1.18 1.25 1.21 1.07 1.03 1.04 1.05 1.11
Pedestrian Contact 1.47 1.68 1.55 1.58 1.70 1.74 1.94 1.81 1.77 Property 1.23 1.07 1.36 1.22 1.00 1.00 1.00 1.00 1.21
School Patrol 1.00 1.00 1.00 1.00
Special Assignment 2.00 3.83 1.00 2.75 2.42 1.39 2.14 1.95 2.08 Suicide/Suicidal Person 3.13 3.04 3.19 3.12 3.12
Suspicious Activity 2.12 2.07 2.18 2.12 1.83 2.02 1.91 1.93 2.07 Traffic 1.43 1.38 1.66 1.51 1.29 1.44 1.26 1.34 1.49
Traffic Accident 2.58 2.12 2.71 2.49 2.33 2.23 2.60 2.41 2.49 Traffic Enforcement 1.67 1.50 1.00 1.50 1.17 1.25 1.28 1.23 1.23 Warrant 1.34 1.28 1.12 1.26 3.00 2.20 2.50 1.37
Welfare Check 2.16 2.02 2.12 2.10 1.67 1.57 1.85 1.70 2.09 Average 1.88 1.84 1.92 1.88 1.11 1.12 1.10 1.11 1.36
Note: When we calculate the average number of assigned personnel, we look at how many personnel works on a particular day or period and how often multiple personnel are assigned to work with the same record. Think of it like this: if two personnel are assigned to work with one record during an hour-long visit, that's considered one assignment. So, even though there are technically two personnel involved, our average calculation would still be '1' because each personnel are assigned to only one record. As the average number of assigned personnel increases, it means that, often, we see situations where multiple personnel are assigned to work with the same record. This could be due to various factors, such as increased complexity of data management, staffing needs, or changes in workflow. So, when we see an average above '1', it's not necessarily because more personnel are working overall, but rather that multiple personnel are assigned to work together with the same record. This can have implications for how an agency plans and manages resources.

ITEM NO. 20.
243
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 5: Community-Initiated Average Assigned Units, by Record Category, and Year - With Average

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00 4.50
Admin
Agency Assist
Alarm
Animal
Check Area
Citizen Contact
Crime-Person
Crime-Property
Crime-Public
Deceased Person
Disturbance
Extra Patrol
Fire
Medical
Medical/Agency Assist
Miscellaneous
Miscellaneous Investigation
Missing Person
Parking
Pedestrian Contact
Property
School Patrol
Special Assignment
Suicide/Suicidal Person
Suspicious Activity
Traffic
Traffic Accident
Traffic Enforcement
Warrant
Welfare Check
Average
2021 2022 2023 Average

ITEM NO. 20.
244
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 6: Field-Initiated Average Assigned Units, by Record Category and Year - With Averages

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00 4.50
Admin
Agency Assist
Alarm
Animal
Check Area
Citizen Contact
Crime-Person
Crime-Property
Crime-Public
Deceased Person
Disturbance
Extra Patrol
Fire
Medical
Medical/Agency Assist
Miscellaneous
Miscellaneous Investigation
Missing Person
Parking
Pedestrian Contact
Property
School Patrol
Special Assignment
Suicide/Suicidal Person
Suspicious Activity
Traffic
Traffic Accident
Traffic Enforcement
Warrant
Welfare Check
Average
2021 2022 2023 Agency

ITEM NO. 20.
245
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 13: Total Records by Hour for Call Sources, by Year Community-Initiated Contact Field-Initiated Contact LGMSPD Hour 2021 2022 2023 Total 2021 2022 2023 Total Total
00 177 214 184 575 689 895 1,317 2,901 3,476
01 142 154 149 445 498 834 1,269 2,601 3,046
02 105 137 114 356 474 680 1,316 2,470 2,826
03 100 105 106 311 613 830 1,307 2,750 3,061
04 84 83 88 255 488 655 1,170 2,313 2,568
05 102 125 93 320 295 441 698 1,434 1,754
06 95 146 107 348 32 53 35 120 468
07 194 200 180 574 111 167 136 414 988
08 279 295 292 866 350 583 514 1,447 2,313
09 303 320 306 929 403 628 713 1,744 2,673
10 320 345 339 1,004 464 618 684 1,766 2,770
11 317 384 338 1,039 442 526 568 1,536 2,575
12 319 392 349 1,060 398 490 517 1,405 2,465
13 339 375 375 1,089 368 424 571 1,363 2,452
14 323 354 367 1,044 399 456 494 1,349 2,393
15 350 366 351 1,067 371 439 563 1,373 2,440
16 346 398 394 1,138 331 384 485 1,200 2,338
17 336 386 365 1,087 288 332 364 984 2,071
18 288 308 338 934 77 77 71 225 1,159
19 313 360 351 1,024 248 249 330 827 1,851
20 373 366 384 1,123 640 634 732 2,006 3,129
21 343 378 416 1,137 824 849 973 2,646 3,783
22 373 315 371 1,059 820 846 1,050 2,716 3,775
23 263 291 260 814 727 861 1,231 2,819 3,633
Total 6,184 6,797 6,617 19,598 10,350 12,951 17,108 40,409 60,007

ITEM NO. 20.
246
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 7: Community-Initiated Records by Hour, by Year
0 50
100
150
200
250
300
350
400
450
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2021 2022 2023 Average

ITEM NO. 20.
247
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 8: Field-Initiated Records by Hour, by Year - with Averages 0 200
400
600
800
1000
1200
1400
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2021 2022 2023 Average

ITEM NO. 20.
248
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Workload by Hour. The Workload by Hour analysis provides insight into the police department’s staffing needs, particularly regarding patrol operations. The total service time per hour should not exceed 60 minutes, as this would indicate that an event is likely to spill over into the next hour, potentially exacerbating resource constraints. This analysis includes all records with patrol unit identification, ensuring a comprehensive understanding of workload demands. By examining the workload by hour, we can identify peak demand periods and allocate resources accordingly. This information is essential for informing staffing decisions and ensuring that the department is adequately prepared to respond to calls for service.

Table 14: Total Event Duration
Event Duration Category Community-Initiated Contact Field-Initiated Contact Total Less than 1 minute 1,711 1,600 3,311
1-5 minutes 3,683 15,237 18,920
6-10 minutes 2,837 9,070 11,907
11-15 minutes 1,910 4,087 5,997
16-20 minutes 1,474 2,284 3,758
21-25 minutes 1,124 1,484 2,608
26-30 minutes 925 1,085 2,010
31-40 minutes 1,310 1,556 2,866
41-50 minutes 890 1,010 1,900
51-60 minutes 626 715 1,341
More than 61 minutes 3,108 2,281 5,389
Total 19,598 40,409 60,007

ITEM NO. 20.
249
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 9: Total Event Duration Original and Transformed by Hour Note: During our analysis, we encountered some unusual values in the data that needed to be addressed. These values, known as outliers, deviated significantly from the norm, with some significantly longer. We decided to keep mild outliers (4.60% of recorded times) because they reflect real-world situations where responses take longer than usual. On the other hand, we removed severe outliers (3.17% to 5.67%) because they were extremely unusual and didn't accurately represent typical police responses. To ensure our analysis was accurate and reliable, we used a statistical approach to manage these outliers. This involved setting boundaries for what was considered an unusual value and removing any values that fell outside those boundaries. By handling the outliers in this way, we were able to produce more accurate estimates of police response times and occupied time and gain a better understanding of how police respond to different situations. The graph shows how the duration of time changes using both the original event duration (blue bars) and the transformation results to address the data irregularities (grey bars). The transformed data is lower than the original event duration. However, it's a better estimate because it addresses those outliers.

0.00 10.00

20.00 30.00

40.00 50.00

60.00 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Average Total Event Duration (Original) Total Event Duration (Transformed)

ITEM NO. 20.
250
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 10: Average Total Event Duration (Transformed) for Community-Initiated and Field-Initiated Records, 2021-2023 NOTE: When analyzing police response times, it's essential to consider the total event duration and the number of personnel involved in the response. Our understanding of LGMSPD CAD data is the Total Event Duration measures the time from when an incident is recorded to when it's closed for all officers assigned to the record. As such, the Rule of 60 analysis uses this measure for the workload assessment portion of the data report.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%
100.00%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Average Total Event Duration(Tranformed) Rule of 60

ITEM NO. 20.
251
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 11: Average Total Event Duration (Transformed) for Community-Initiated and Field-Initiated Records, 2021-2023, including Patrol Sergeants

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

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80.00%

90.00%
100.00%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Average Total Event Duration(Tranformed) Rule of 60

ITEM NO. 20.
252
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 15: Community–Initiated CAD Unit Total Event Duration (Transformed), by Hour, by Year Total Event Duration (Transformed) Total Event Duration (Transformed) Hour 2021 2022 2023 Average
00 19.74 20.20 18.27 19.43
01 19.47 19.62 16.06 18.36
02 22.15 19.71 18.48 20.07
03 16.68 17.58 19.43 17.97
04 15.01 17.55 17.26 16.62
05 16.45 15.31 15.88 15.86
06 16.49 15.88 17.49 16.51
07 16.79 19.11 17.32 17.77
08 20.75 18.53 19.82 19.66
09 21.72 21.05 20.50 21.08
10 22.62 21.47 24.49 22.86
11 23.08 23.63 23.08 23.29
12 21.95 18.41 24.56 21.48
13 22.84 23.49 23.78 23.39
14 21.76 22.06 21.75 21.86
15 24.21 21.25 23.51 22.94
16 23.23 19.51 21.99 21.48
17 19.30 20.22 22.04 20.56
18 18.21 21.17 19.44 19.56
19 18.45 19.86 19.53 19.30
20 21.20 20.10 18.36 19.84
21 17.19 16.76 17.58 17.19
22 17.78 18.95 16.31 17.60
23 20.24 17.11 18.81 18.68
Total 20.39 19.93 20.42 20.24

ITEM NO. 20.
253
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 16: Field–Initiated Total Event Duration (Transformed), by Hour, by Year Total Event Duration (Transformed) Total Event Duration (Transformed) Hour 2021 2022 2023 Average
00 11.85 10.96 10.49 10.97
01 13.34 11.03 10.40 11.19
02 13.30 11.32 10.54 11.31
03 12.31 10.46 11.80 11.49
04 12.94 10.57 12.10 11.83
05 14.13 11.56 18.18 14.92
06 11.79 15.69 10.88 13.23
07 21.96 18.24 18.54 19.35
08 15.14 13.17 19.91 15.95
09 13.22 13.14 13.56 13.33
10 11.93 12.28 15.44 13.40
11 13.21 12.50 14.99 13.62
12 13.45 13.31 16.06 14.34
13 13.11 12.57 16.74 14.42
14 15.73 14.23 17.60 15.89
15 15.03 15.60 14.98 15.19
16 15.00 15.67 16.07 15.65
17 13.31 13.31 15.76 14.19
18 9.76 12.78 15.29 12.54
19 11.75 13.58 11.76 12.30
20 12.10 11.15 10.62 11.27
21 13.14 11.02 10.36 11.46
22 11.92 11.03 11.40 11.44
23 13.80 10.33 9.86 11.05
Total 13.22 12.06 12.88 12.70

ITEM NO. 20.
254
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 12: Field–Initiated CAD Unit Total Event Duration (Transformed), by Hour, by Year

0.00 10.00

20.00 30.00

40.00 50.00

60.00 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2021 2022 2023 Average

ITEM NO. 20.
255
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 17: Community-Initiated Primary Unit Total Event Duration (Transformed), by Day of Week, by Year Total Event Duration (Transformed) Total Event Duration (Transformed) Day of Week 2021 2022 2023 Average
Sunday 19.74 18.68 19.77 19.39
Monday 21.55 21.17 21.01 21.23
Tuesday 20.43 20.67 21.60 20.93
Wednesday 20.85 20.11 20.26 20.37
Thursday 20.96 19.26 19.38 19.84
Friday 20.55 20.84 21.16 20.84
Saturday 18.80 18.49 19.77 19.02
Total 20.39 19.93 20.42 20.24
Chart 13: Community-Initiated Primary Unit Total Event Duration (Transformed), by Day of Week, by Year 0 10
20 30
40 50
60 2021 2022 2023 LGMSPD
Total Event Duration (Transformed) Average
Sunday Monday Tuesday Wednesday Thursday Friday Saturday

ITEM NO. 20.
256
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 18: Field-Initiated Primary Unit Total Event Duration (Transformed), by Day of Week, by Year Total Event Duration (Transformed) Total Event Duration (Transformed) Day of Week 2021 2022 2023 Average
Sunday 12.27 13.42 12.61 12.77
Monday 13.42 11.34 13.01 12.55
Tuesday 14.52 13.34 13.73 13.82
Wednesday 14.64 12.55 13.15 13.33
Thursday 13.16 11.79 13.38 12.80
Friday 12.87 10.86 11.80 11.76
Saturday 12.00 11.68 12.70 12.17
Average 13.22 12.06 12.88 12.70
Chart 14: Field-Initiated Primary Unit Total Event Duration (Transformed), by Day of Week, by Year 0 10
20 30
40 50
60 2021 2022 2023 Primary Unit
Total Event Duration (Transformed) Average
Sunday Monday Tuesday Wednesday Thursday Friday Saturday

ITEM NO. 20.
257
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 19: Community-Initiated Primary Unit Total Event Duration (Transformed), by Season, by Year – with Averages Total Event Duration (Transformed) Total Event Duration (Transformed) Season 2021 2022 2023 Average
Fall 19.46 20.02 20.25 19.93
Spring 22.38 19.37 21.21 20.93
Summer 19.52 20.29 19.28 19.71
Winter 20.37 19.97 21.24 20.52
Total 20.39 19.93 20.42 20.24
Chart 15: Community-Initiated Primary Unit Total Event Duration (Transformed), by Season, by Year – with Averages

0.00 10.00

20.00 30.00

40.00 50.00

60.00 2021 2022 2023 Primary Unit
CAD Primary Unit Occupied Time Average
Fall Spring Summer Winter

ITEM NO. 20.
258
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 20: Field-Initiated Primary Unit Total Event Duration (Transformed), by Season, by Year – with Averages Total Event Duration (Transformed) Total Event Duration (Transformed) Season 2021 2022 2023 Average
Fall 12.60 11.35 13.23 12.43
Spring 12.79 12.20 11.69 12.14
Summer 13.44 13.13 13.81 13.49
Winter 14.17 11.67 12.90 12.83
Total 13.22 12.06 12.88 12.70
Chart 16: Field-Initiated Primary Unit Total Event Duration (Transformed), by Season, by Year – with Averages

0.00 10.00

20.00 30.00

40.00 50.00

60.00 2021 2022 2023 Primary Unit
CAD Primary Unit Occupied Time Average
Fall Spring Summer Winter

ITEM NO. 20.
259
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 21: Community-Initiated Primary Unit Total Event Duration (Transformed), by Hour, by Year, by Priority Total Event Duration (Transformed) Total Event Duration (Transformed) Priority 2021 2022 2023 Average
1 39.97 40.10 38.51 39.45
2 17.88 17.07 18.32 17.75
3 22.40 21.91 21.70 21.98
Total 20.39 19.93 20.42 20.24
Chart 17: Community-Initiated Primary Unit Total Event Duration (Transformed), by Hour, by Year, by Priority

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10.00 15.00

20.00 25.00

30.00 35.00

40.00 45.00
2021 2022 2023 Agency
Total Event Time (Transformed) Average
1 2 3

ITEM NO. 20.
260
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 22: Field-Initiated Primary Unit Total Event Duration (Transformed), by Hour, by Year, by Priority Total Event Duration (Transformed) Total Event Duration (Transformed) Priority 2021 2022 2023 Average
1 33.50 33.50
2 13.98 11.13 10.82 11.05
3 13.21 12.13 13.41 12.91
Total 13.22 12.06 12.88 12.70
Chart 18: Field-Initiated Primary Unit Total Event Duration (Transformed), by Hour, by Year, by Priority

0.00 10.00

20.00 30.00

40.00 50.00

60.00 2021 2022 2023 Agency
Total Event Time (Transformed) Average
1 2 3

ITEM NO. 20.
261
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 23: Unit Total Event Duration (Transformed), by Record Source, by Category, by Year – with Averages Community-Initiated Contact Field-Initiated Contact LGMSPD Record Category 2021 2022 2023 Average 2021 2022 2023 Average Average Admin 11.62 15.71 20.01 15.84 23.69 23.72 28.19 25.58 23.33 Agency Assist 20.65 24.22 17.93 21.03 24.50 10.83 15.56 16.76 20.65 Alarm 10.35 9.63 9.13 9.71 14.33 7.00 6.00 11.30 9.71
Animal 13.51 15.53 10.58 13.86 10.00 24.00 1.00 18.71 14.06 Check Area 28.07 11.55 12.36 15.13 12.00 2.00 7.00 14.90 Citizen Contact 26.06 26.96 26.49 26.53 12.29 9.50 11.50 11.16 26.28 Crime-Person 36.95 33.41 34.32 34.86 17.00 17.00 34.72
Crime-Property 28.60 28.57 31.55 29.57 33.88 34.29 18.25 28.88 29.56 Crime-Public 10.77 17.96 14.55 14.33 27.00 5.50 35.00 21.60 14.41 Deceased Person 62.00 52.43 55.30 55.30
Disturbance 20.85 19.90 19.54 20.11 13.50 18.00 26.00 19.88 20.10 Extra Patrol 13.52 9.57 10.23 10.76 12.69 11.66 12.72 12.36 12.34 Fire 37.15 32.42 23.24 29.57 14.00 14.00 29.23
Medical 37.64 30.75 8.67 31.28 21.00 16.00 14.50 17.71 27.48 Medical/Agency Assist 29.41 23.49 24.11 25.49 38.00 6.50 17.00 25.38 Miscellaneous 24.26 20.04 21.92 21.86 17.50 23.50 20.50 21.78 Miscellaneous Investigation 25.00 35.00 21.40 25.25 2.00 6.00 4.00 21.00 Missing Person 28.10 25.71 24.33 26.18 21.00 21.00 26.17 Parking 11.76 13.54 13.28 12.95 7.21 10.22 8.31 8.63 10.08 Pedestrian Contact 19.31 22.40 18.73 20.28 11.30 12.44 13.02 12.42 13.91 Property 22.56 18.88 21.34 20.92 8.50 10.75 9.25 9.70 20.49 School Patrol 20.00 10.33 13.56 13.56
Special Assignment 52.00 46.50 49.25 32.29 49.47 45.22 44.35 44.91 Suicide/Suicidal Person 48.67 45.78 46.54 46.94 46.94
Suspicious Activity 17.79 18.16 17.74 17.90 12.98 11.21 9.88 11.18 15.88 Traffic 12.28 11.14 11.56 11.65 23.20 16.18 10.94 16.38 12.47 Traffic Accident 32.43 32.84 29.15 31.15 3.00 28.25 27.70 24.38 30.70 Traffic Enforcement 11.00 15.50 17.00 14.00 14.05 11.88 12.20 12.77 12.77 Warrant 25.22 20.33 19.75 21.97 32.00 41.50 38.33 23.23 Welfare Check 24.46 21.55 21.98 22.56 2.00 15.29 21.00 16.46 22.45 Total 20.39 19.93 20.42 20.24 13.22 12.06 12.88 12.70 14.92

ITEM NO. 20.
262
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 19: Community-Initiated Unit Total Event Duration (Transformed), by Year – with Averages NOTE: Changes in community-initiated calls for service in certain call categories can have significant operational differences. For instance, an increase in suicide/suicidal person calls for service due to the extensive call time can impact availability for other calls for service.

0.00 10.00

20.00 30.00

40.00 50.00

60.00 70.00
Admin
Agency Assist
Alarm
Animal
Check Area
Citizen Contact
Crime-Person
Crime-Property
Crime-Public
Deceased Person
Disturbance
Extra Patrol
Fire
Medical
Medical/Agency Assist
Miscellaneous
Miscellaneous Investigation
Missing Person
Parking
Pedestrian Contact
Property
School Patrol
Special Assignment
Suicide/Suicidal Person
Suspicious Activity
Traffic
Traffic Accident
Traffic Enforcement
Warrant
Welfare Check
2021 2022 2023 Average

ITEM NO. 20.
263
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 20: Field-Initiated Unit Total Event Duration (Transformed), by Year – with Averages

0.00 10.00

20.00 30.00

40.00 50.00

60.00 Admin
Agency Assist
Alarm
Animal
Check Area
Citizen Contact
Crime-Person
Crime-Property
Crime-Public
Deceased Person
Disturbance
Extra Patrol
Fire
Medical
Medical/Agency Assist
Miscellaneous
Miscellaneous Investigation
Missing Person
Parking
Pedestrian Contact
Property
School Patrol
Special Assignment
Suicide/Suicidal Person
Suspicious Activity
Traffic
Traffic Accident
Traffic Enforcement
Warrant
Welfare Check
2021 2022 2023 Average

ITEM NO. 20.
264
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com

PRIMARY UNIT RESPONSE TIMES AND ON-SCENE TIME
Response Times reflect the agency’s time (from receipt of a call for service to arrival). To respond to the community’s request for assistance, we focus the Response Time portion of the data analysis on community-initiated calls for service and units identified as patrol.

The CAD export lacks information, preventing the calculation of this field. Of the 67,000 records within the patrol designation, 60,004 contain information on when the record was received, while only 21,489 contain information on the time of dispatch. Additionally, the field “RecdTime” does not contain the date of receipt. The time from received to dispatched is calculated using only those records containing information.

These segments reflect the time between a call being dispatched to a unit, the status of en route, and the duration between the record status of en route and when arriving at the location. In concert, these represent dispatch time and response time – measures for how promptly the department responds to a request for service. As the prior section details Total Service Time, as measured from all record stages, and as such, how much time an officer is allocated to a record, our last measurement for this section includes on-scene time. This operational measurement captures the variation between arrival and when the officer is cleared from the event. This measurement is particularly important when examining how changes in policy or practice influence the time an officer is engaged with the community based on the call type. • DISPATCH TIME = CAD CFS data entered/Created to call dispatched • TRAVEL TIME = Officer indicating En Route until point officer indicates Arrived/On Scene • RESPONSE TIME = CAD CFS data Entered/Created until first unit Arrived/On Scene • ON SCENE TIME = CAD CFS first unit Arrived/On Scene to Call Closed Each of these states removes times more than the upper bounds, as discussed earlier in the report. One of the challenges encountered with LGMSPD CAD data concerns mapping the primary unit allocated time. This challenge exists when the primary unit is assigned multiple times to the record. For instance, record 2101010073 is associated with unit 3P32 two times. We calculated the maximum value associated with the response time record states to address this challenge. For example, the maximum OS-to-clear time is 20.11 minutes, and the maximum dispatch-toclear time is 2.36 minutes.

Table 24: Total Number of Records Used in the Analysis
Record 2021 2022 2023 Total
Maximum Time Associated with Primary Unit Dispatch to En Route Status (Transformed) 2,159 3,829 3,955 9,943 Maximum Time Associated with Primary Unit En Route to on scene Status (Transformed) 2,123 3,755 3,957 9,835 Maximum Time Associated with Primary Unit Arrived to Clear Status (Transformed) 3,768 5,636 5,518 14,922

ITEM NO. 20.
265
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 21: Response Time Record Status and Average Minute, by Day of Week, by Year NOTE: The charts and tables that follow show dispatch Time as incomplete as it does not include the time the call was created in CAD and the time it was dispatched to the officer. 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 Dispatch Time Travel Time Response Time On Scene Time
Sunday Monday Tuesday Wednesday Thursday Friday Saturday Average

ITEM NO. 20.
266
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 25: Response Time Record Status and Average Minute, by Day of Week, by Year Dispatch Time Travel Time Response Time On Scene Time
Day of Week 2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 Sunday 0:05:14 0:05:15 0:05:32 0:06:43 0:06:37 0:06:30 0:11:57 0:11:52 0:12:02 0:15:14 0:14:40 0:16:08 Monday 0:05:21 0:05:31 0:05:44 0:06:15 0:07:12 0:07:26 0:11:36 0:12:42 0:13:10 0:16:59 0:17:19 0:16:30 Tuesday 0:05:27 0:05:39 0:05:46 0:06:51 0:06:49 0:07:12 0:12:19 0:12:27 0:12:58 0:16:35 0:16:20 0:17:06 Wednesday 0:05:34 0:05:48 0:05:33 0:06:54 0:06:45 0:07:34 0:12:27 0:12:33 0:13:07 0:16:56 0:15:33 0:16:07 Thursday 0:05:38 0:05:59 0:05:47 0:06:39 0:07:31 0:06:45 0:12:16 0:13:30 0:12:33 0:17:22 0:15:29 0:16:04 Friday 0:05:34 0:06:12 0:05:56 0:06:31 0:06:41 0:06:47 0:12:04 0:12:53 0:12:43 0:16:57 0:15:28 0:16:32 Saturday 0:05:04 0:05:24 0:05:43 0:06:31 0:06:23 0:06:44 0:11:35 0:11:46 0:12:27 0:15:47 0:14:59 0:16:23 Average 0:05:24 0:05:42 0:05:43 0:06:37 0:06:50 0:06:59 0:12:01 0:12:32 0:12:42 0:16:34 0:15:42 0:16:24

ITEM NO. 20.
267
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 22: Response Time Record Status and Average Minute, by Month, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 Dispatch Time Travel Time Response Time On Scene Time
January February March April May June July August September October November December Average

ITEM NO. 20.
268
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 26: Response Time Record Status and Average Minute, by Month, by Year Dispatch Time Travel Time Response Time On Scene Time
Month 2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 January 0:05:17 0:05:48 0:05:34 0:07:53 0:06:41 0:06:39 0:13:10 0:12:29 0:12:13 0:20:39 0:15:02 0:16:46 February 0:05:16 0:05:43 0:05:30 0:07:52 0:06:51 0:07:11 0:13:09 0:12:35 0:12:41 0:19:04 0:16:58 0:17:00 March 0:05:25 0:05:36 0:05:50 0:06:14 0:07:15 0:07:09 0:11:40 0:12:50 0:12:59 0:19:40 0:16:22 0:16:08 April 0:05:04 0:05:44 0:05:27 0:08:16 0:06:46 0:07:13 0:13:20 0:12:29 0:12:40 0:19:42 0:15:20 0:16:39 May 0:05:07 0:05:55 0:05:48 0:06:26 0:06:25 0:07:11 0:11:32 0:12:20 0:12:59 0:16:28 0:15:57 0:18:09 June 0:05:19 0:05:38 0:05:40 0:08:37 0:06:37 0:06:53 0:13:56 0:12:16 0:12:33 0:16:39 0:16:07 0:14:48 July 0:05:19 0:05:42 0:05:24 0:06:40 0:06:51 0:06:49 0:11:59 0:12:34 0:12:13 0:16:33 0:14:39 0:15:26 August 0:05:12 0:05:48 0:05:37 0:06:20 0:06:58 0:06:33 0:11:32 0:12:46 0:12:11 0:14:39 0:15:53 0:15:28 September 0:05:48 0:05:55 0:05:58 0:06:00 0:06:40 0:07:44 0:11:48 0:12:35 0:13:42 0:16:23 0:16:09 0:16:46 October 0:06:01 0:05:35 0:06:16 0:06:34 0:06:43 0:06:59 0:12:36 0:12:17 0:13:15 0:15:05 0:14:37 0:15:45 November 0:05:33 0:05:18 0:05:56 0:06:16 0:07:11 0:06:48 0:11:48 0:12:29 0:12:44 0:15:19 0:15:29 0:17:08 December 0:05:30 0:05:36 0:05:46 0:05:51 0:07:06 0:06:52 0:11:21 0:12:42 0:12:38 0:15:33 0:15:49 0:17:52 Average 0:05:24 0:05:42 0:05:43 0:06:37 0:06:50 0:06:59 0:12:01 0:12:32 0:12:42 0:16:34 0:15:42 0:16:24

ITEM NO. 20.
269
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 23: Response Time Record Status and Average Minute, by Season, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 Dispatch Time Travel Time Response Time On Scene Time
Fall Spring Summer Winter Average

ITEM NO. 20.
270
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 27: Response Time Record Status and Average Minute, by Season, by Year Dispatch Time Travel Time Response Time On Scene Time
Season 2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 Fall 0:05:41 0:05:46 0:05:56 0:06:19 0:06:47 0:07:03 0:12:00 0:12:33 0:12:58 0:15:21 0:15:34 0:15:57 Spring 0:05:15 0:05:41 0:05:36 0:07:28 0:06:57 0:07:11 0:12:43 0:12:38 0:12:47 0:19:29 0:16:14 0:16:34 Summer 0:05:15 0:05:45 0:05:36 0:07:05 0:06:39 0:06:56 0:12:20 0:12:24 0:12:33 0:16:33 0:15:34 0:15:58 Winter 0:05:27 0:05:35 0:05:45 0:06:17 0:07:00 0:06:46 0:11:43 0:12:35 0:12:31 0:16:26 0:15:27 0:17:15 Average 0:05:24 0:05:42 0:05:43 0:06:37 0:06:50 0:06:59 0:12:01 0:12:32 0:12:42 0:16:34 0:15:42 0:16:24

ITEM NO. 20.
271
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 24: Response Time Record Status and Average Minute, by Assigned Hour, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 Dispatch Time Travel Time Response Time On Scene Time
00 01
02 03
04 05
06 07
08 09
10 11
12 13
14 15
16 17
18 19
20

ITEM NO. 20.
272
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 28: Response Time Record Status and Average Minute, by Assigned Hour, by Year Dispatch Time Travel Time Response Time On Scene Time
Hour 2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 00 0:05:07 0:05:02 0:05:06 0:04:50 0:05:29 0:05:06 0:09:56 0:10:31 0:10:12 0:14:02 0:15:50 0:14:28 01 0:05:36 0:05:01 0:05:47 0:05:00 0:05:22 0:05:14 0:10:36 0:10:23 0:11:01 0:15:45 0:14:39 0:12:56 02 0:05:21 0:04:22 0:04:52 0:05:04 0:05:26 0:04:52 0:10:25 0:09:48 0:09:43 0:16:05 0:15:27 0:13:40 03 0:04:22 0:04:40 0:05:04 0:05:40 0:04:48 0:05:07 0:10:02 0:09:28 0:10:11 0:14:08 0:13:05 0:12:27 04 0:04:27 0:04:13 0:04:28 0:05:28 0:04:44 0:04:45 0:09:55 0:08:57 0:09:14 0:10:15 0:13:58 0:15:01 05 0:03:58 0:04:06 0:04:37 0:04:18 0:05:22 0:04:39 0:08:16 0:09:28 0:09:16 0:08:48 0:10:29 0:10:38 06 0:04:43 0:04:05 0:04:14 0:04:54 0:05:40 0:04:51 0:09:36 0:09:45 0:09:05 0:13:41 0:11:35 0:15:56 07 0:05:27 0:05:14 0:05:29 0:08:59 0:09:23 0:07:58 0:14:26 0:14:37 0:13:28 0:09:12 0:11:43 0:13:20 08 0:05:06 0:05:09 0:05:42 0:08:35 0:09:24 0:09:14 0:13:41 0:14:33 0:14:56 0:14:30 0:12:45 0:12:45 09 0:05:42 0:05:18 0:05:37 0:08:19 0:08:11 0:08:33 0:14:01 0:13:28 0:14:10 0:18:12 0:15:19 0:16:34 10 0:05:19 0:05:20 0:05:42 0:07:09 0:07:30 0:08:11 0:12:29 0:12:50 0:13:52 0:18:12 0:15:37 0:17:44 11 0:05:40 0:05:43 0:06:05 0:07:12 0:08:14 0:07:30 0:12:52 0:13:57 0:13:35 0:18:52 0:17:16 0:19:46 12 0:05:52 0:05:54 0:06:04 0:07:04 0:07:26 0:08:08 0:12:56 0:13:19 0:14:12 0:21:28 0:17:51 0:19:02 13 0:05:37 0:06:02 0:05:41 0:07:46 0:07:45 0:08:01 0:13:24 0:13:47 0:13:42 0:18:50 0:16:59 0:18:59 14 0:05:16 0:06:11 0:06:24 0:07:41 0:07:28 0:08:01 0:12:57 0:13:39 0:14:25 0:19:10 0:18:01 0:18:51 15 0:05:54 0:06:48 0:05:58 0:07:57 0:07:24 0:07:47 0:13:51 0:14:12 0:13:45 0:20:23 0:19:08 0:19:18 16 0:05:10 0:06:19 0:05:51 0:08:34 0:07:45 0:07:38 0:13:44 0:14:05 0:13:29 0:19:52 0:16:53 0:20:34 17 0:05:24 0:05:45 0:05:35 0:07:28 0:07:42 0:07:49 0:12:52 0:13:27 0:13:24 0:17:59 0:16:26 0:18:35 18 0:06:05 0:06:29 0:06:19 0:07:33 0:06:12 0:07:59 0:13:38 0:12:42 0:14:18 0:19:37 0:17:38 0:18:11 19 0:06:04 0:06:19 0:06:13 0:06:42 0:07:17 0:06:39 0:12:46 0:13:37 0:12:52 0:12:41 0:13:25 0:12:59 20 0:05:26 0:05:50 0:05:39 0:06:26 0:06:25 0:06:50 0:11:52 0:12:15 0:12:29 0:12:42 0:16:55 0:14:25 21 0:05:25 0:05:58 0:05:42 0:06:05 0:06:39 0:06:29 0:11:30 0:12:37 0:12:11 0:15:28 0:14:25 0:14:46 22 0:05:15 0:05:45 0:05:46 0:05:26 0:05:43 0:05:46 0:10:41 0:11:28 0:11:32 0:13:07 0:14:40 0:13:10 23 0:05:06 0:05:59 0:05:45 0:05:24 0:05:49 0:05:21 0:10:30 0:11:48 0:11:06 0:13:15 0:12:16 0:14:06 Average 0:05:24 0:05:42 0:05:43 0:06:37 0:06:50 0:06:59 0:12:01 0:12:32 0:12:42 0:16:34 0:15:42 0:16:24

ITEM NO. 20.
273
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 25: Response Time Record Status and Average Minute, by Record Category, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 Dispatch Time Travel Time Response Time On Scene Time
Admin Agency Assist Alarm Animal Check Area Citizen Contact Crime-Person Crime-Property Crime-Public Deceased Person Disturbance Extra Patrol Fire Medical Medical/Agency Assist Miscellaneous Miscellaneous Investigation Missing Person Parking Pedestrian Contact Property Special Assignment Suicide/Suicidal Person Suspicious Activity Traffic Traffic Accident Traffic Enforcement Warrant Welfare Check

ITEM NO. 20.
274
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 29: Response Time Record Status and Average Minute, by Record Category, by Year Dispatch Time Travel Time Response Time On Scene Time
Record Category 2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 Admin 0:04:20 0:05:18 0:03:54 0:06:10 0:08:21 0:06:37 0:10:30 0:13:39 0:10:31 0:08:14 0:10:45 0:16:17 Agency Assist 0:04:58 0:04:46 0:04:31 0:08:20 0:06:35 0:05:55 0:13:19 0:11:21 0:10:26 0:13:57 0:15:34 0:14:39 Alarm 0:04:29 0:04:43 0:05:03 0:06:15 0:06:57 0:07:12 0:10:44 0:11:40 0:12:15 0:06:46 0:06:50 0:06:17 Animal 0:06:17 0:07:05 0:07:05 0:08:29 0:08:44 0:07:31 0:14:45 0:15:49 0:14:35 0:10:48 0:11:43 0:10:27 Check Area 0:05:10 0:06:19 0:06:43 0:04:10 0:03:30 0:03:10 0:09:21 0:09:50 0:09:53 0:20:37 0:12:24 0:11:16 Citizen Contact 0:06:50 0:06:56 0:07:02 0:07:42 0:05:37 0:05:24 0:14:32 0:12:33 0:12:26 0:23:00 0:22:43 0:24:18 Crime-Person 0:06:04 0:06:30 0:06:22 0:05:39 0:08:09 0:08:10 0:11:43 0:14:40 0:14:31 0:30:00 0:27:51 0:28:25 Crime-Property 0:05:46 0:05:38 0:05:31 0:07:12 0:07:33 0:07:52 0:12:58 0:13:11 0:13:23 0:24:30 0:23:26 0:26:09 Crime-Public 0:05:29 0:06:06 0:05:35 0:06:56 0:06:49 0:07:06 0:12:26 0:12:55 0:12:41 0:09:03 0:11:42 0:10:24 Deceased Person 0:04:06 0:04:05 0:04:19 0:07:21 0:06:28 0:08:25 0:11:27 0:10:33 0:12:43 0:51:00 0:56:49 0:42:15 Disturbance 0:05:11 0:05:45 0:05:36 0:06:08 0:06:21 0:06:27 0:11:19 0:12:05 0:12:03 0:15:07 0:15:04 0:13:26 Extra Patrol 0:06:24 0:06:41 0:07:03 0:05:08 0:05:28 0:05:43 0:11:32 0:12:10 0:12:46 0:10:03 0:07:57 0:08:57 Fire 0:04:29 0:06:15 0:04:56 0:03:38 0:04:39 0:04:14 0:08:07 0:10:53 0:09:10 0:27:35 0:24:34 0:16:07 Medical 0:05:17 0:05:39 0:06:13 0:09:30 0:05:16 0:07:32 0:14:48 0:10:54 0:13:45 0:23:34 0:16:10 0:06:30 Medical/Agency Assist 0:04:52 0:05:02 0:05:35 0:05:55 0:05:29 0:06:51 0:10:47 0:10:31 0:12:27 0:17:29 0:19:36 0:18:03 Miscellaneous 0:06:36 0:06:03 0:07:49 0:16:15 0:04:26 0:07:44 0:22:51 0:10:30 0:15:33 0:16:36 0:16:42 0:16:33 Miscellaneous Investigation 0:03:29 0:03:33 0:07:18 0:10:11 0:06:13 0:06:31 0:13:40 0:09:46 0:13:49 0:25:06 0:33:44 0:19:57 Missing Person 0:05:46 0:07:21 0:07:06 0:08:02 0:07:01 0:06:23 0:13:48 0:14:22 0:13:29 0:22:56 0:21:10 0:19:10 Parking 0:06:37 0:06:02 0:07:05 0:06:50 0:10:11 0:08:17 0:13:27 0:16:13 0:15:21 0:10:15 0:10:42 0:12:22 Pedestrian Contact 0:06:30 0:05:45 0:06:04 0:06:57 0:07:57 0:09:36 0:13:28 0:13:43 0:15:40 0:12:33 0:18:29 0:16:01 Property 0:04:57 0:06:16 0:04:12 0:08:12 0:08:14 0:08:43 0:13:10 0:14:30 0:12:55 0:16:31 0:16:36 0:18:16 Special Assignment 0:01:53 0:00:31 0:00:26 0:00:30 0:00:00 0:02:23 0:00:31 0:00:26 0:42:14 0:32:21 Suicide/Suicidal Person 0:05:04 0:05:21 0:05:43 0:04:51 0:07:49 0:06:17 0:09:55 0:13:10 0:11:59 0:27:48 0:31:11 0:23:48 Suspicious Activity 0:05:51 0:05:58 0:06:03 0:06:23 0:06:12 0:06:44 0:12:14 0:12:11 0:12:47 0:12:39 0:12:23 0:13:21 Traffic 0:05:30 0:06:09 0:05:46 0:04:52 0:05:17 0:06:26 0:10:21 0:11:26 0:12:12 0:08:50 0:08:51 0:09:54 Traffic Accident 0:04:41 0:04:51 0:04:40 0:06:07 0:06:15 0:06:28 0:10:48 0:11:06 0:11:08 0:28:31 0:27:10 0:25:03 Traffic Enforcement 0:01:56 0:02:47 0:03:25 0:02:52 0:01:56 0:05:39 0:03:25 0:15:40 0:17:01 Warrant 0:04:47 0:05:48 0:05:14 0:03:23 0:07:44 0:10:30 0:08:10 0:13:32 0:15:44 0:24:49 0:19:20 0:17:34 Welfare Check 0:05:57 0:06:05 0:06:16 0:07:08 0:07:16 0:07:17 0:13:05 0:13:21 0:13:33 0:15:59 0:16:17 0:15:24 Average 0:05:24 0:05:42 0:05:43 0:06:37 0:06:50 0:06:59 0:12:01 0:12:32 0:12:42 0:16:34 0:15:42 0:16:24

ITEM NO. 20.
275
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 26: Response Time Record Status and Average Minute, by Record Priority, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 Dispatch Time Travel Time Response Time On Scene Time
1 2
3 Average

ITEM NO. 20.
276
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 30: Response Time Record Status and Average Minute, by Record Priority, by Year Dispatch Time Travel Time Response Time On Scene Time
Priority 2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023 1 0:04:15 0:03:50 0:04:23 0:04:46 0:05:43 0:05:42 0:09:01 0:09:33 0:10:04 0:27:48 0:27:50 0:27:22 2 0:04:56 0:05:10 0:05:13 0:06:15 0:06:34 0:06:55 0:11:11 0:11:45 0:12:08 0:13:36 0:12:43 0:13:34 3 0:06:00 0:06:15 0:06:15 0:06:58 0:07:05 0:07:04 0:12:58 0:13:20 0:13:19 0:18:22 0:17:44 0:18:11 Average 0:05:24 0:05:42 0:05:43 0:06:37 0:06:50 0:06:59 0:12:01 0:12:32 0:12:42 0:16:34 0:15:42 0:16:24

ITEM NO. 20.
277
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com

TRAFFIC ACCIDENTS
Chart 27: Community-Initiated and Field-Initiated Traffic Records, by Year 2021 2022 2023 2021 2022 2023
Community-Initiated Field-Initiated
Traffic Enforcement 3 2 1 3,104 2,483 2,960
Traffic Accident 125 142 202 6 13 15
Traffic 91 110 147 17 25 19
Parking 60 98 52 125 132 114
0 500
1,000
1,500
2,000
2,500
3,000
3,500
Axis Title

ITEM NO. 20.
278
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 28: Community-Initiated Traffic Records, by Hour, by Year 0 5
10 15
20 25
30 35
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2021 2022 2023

ITEM NO. 20.
279
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 29: Field-Initiated Traffic Records, by Hour, by Year 0 50
100
150
200
250
300
350
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2021 2022 2023

ITEM NO. 20.
280
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Table 31: Community-Initiated and Field-Initiated Accident Records, by Day of Week, by Hour Community-Initiated Contact Field-Initiated Contact LGMSPD Hour Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total Total 00 1 5 2 2 4 3 17 88 40 46 61 57 50 110 452 469
01 3 1 1 1 1 1 3 11 57 47 37 37 48 37 72 335 346
02 2 3 3 8 46 24 34 34 27 22 39 226 234
03 2 2 43 17 29 30 35 30 35 219 221
04 2 2 2 6 33 18 23 29 31 28 42 204 210
05 3 5 4 3 2 17 24 22 16 16 20 30 25 153 170
06 7 1 2 5 1 4 6 26 4 4 1 2 4 4 19 45
07 5 3 3 4 2 6 23 4 21 26 19 16 17 8 111 134
08 1 8 7 11 10 9 3 49 27 64 57 60 61 72 57 398 447
09 7 4 10 8 2 9 6 46 59 70 64 62 77 78 75 485 531
10 5 14 6 13 9 10 8 65 46 79 70 72 88 75 85 515 580
11 7 6 6 7 8 6 13 53 67 72 76 64 69 75 77 500 553
12 9 5 7 13 9 15 7 65 63 60 56 52 52 75 90 448 513
13 9 11 3 11 7 12 4 57 49 48 49 62 57 81 70 416 473
14 7 3 4 10 8 8 4 44 41 70 71 68 84 75 70 479 523
15 13 8 6 6 14 16 3 66 59 46 68 58 56 68 80 435 501
16 5 16 8 8 23 9 8 77 44 64 66 54 62 65 74 429 506
17 5 13 11 13 13 11 7 73 38 62 62 45 45 62 62 376 449
18 8 9 11 8 12 10 3 61 15 17 14 14 19 16 14 109 170
19 2 8 14 11 10 14 4 63 16 16 39 29 24 31 37 192 255
20 6 8 12 12 6 13 11 68 48 79 85 81 76 101 84 554 622
21 9 5 8 8 13 14 7 64 76 86 117 107 89 141 106 722 786
22 2 3 3 10 5 6 11 40 62 86 84 78 76 149 157 692 732
23 5 2 2 6 5 8 4 32 41 79 72 63 62 128 99 544 576
Total 121 141 130 170 165 183 123 1,033 1,050 1,191 1,262 1,197 1,235 1,506 1,572 9,013 10,046

ITEM NO. 20.
281
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 30: Community-Initiated and Field-Initiated Accident Records, by Day of Week, by Hour 0 20
40 60
80 100
120
140
160
180
Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday Community-Initiated Field-Initiated
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23

ITEM NO. 20.
282
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com

EXTRA PATROL EVENTS
The department tracks extra patrol using the following codes: 1090: Monte Sereno Patrol; Foot: Foot Patrol; Patck: Patrol Check; Patrq: Patrol Request; VC: Vacation Check.

Community-Initiated Contact Field-Initiated Contact LGMSPD Record Type 2021 2022 2023 Total 2021 2022 2023 Total Total Monte Sereno Patrol 298 1,322 1,620 1,620
Foot Patrol 88 78 36 202 202
Patrol Check 70 159 123 352 6,314 8,778 11,457 26,549 26,901 Patrol Request 42 47 29 118 118
Vacation Check 1 5 1 7 7
Total 112 206 152 470 6,403 9,159 12,816 28,378 28,848
Table 32: Patrol Scheduled Events, by Record Category, by Year Community-Initiated Contact Field-Initiated Contact LGMSPD Day of Week 2021 2022 2023 Total 2021 2022 2023 Total Total Sunday 14 29 18 61 915 1,152 1,849 3,916 3,977
Monday 18 20 17 55 1,008 1,383 1,767 4,158 4,213
Tuesday 23 27 24 74 883 1,186 1,864 3,933 4,007
Wednesday 11 40 18 69 778 1,136 1,672 3,586 3,655
Thursday 15 32 25 72 852 1,288 1,590 3,730 3,802
Friday 17 26 22 65 959 1,563 2,118 4,640 4,705
Saturday 14 32 28 74 1,008 1,451 1,956 4,415 4,489
Total 112 206 152 470 6,403 9,159 12,816 28,378 28,848

ITEM NO. 20.
283
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Appendix 1: Designation Codes
Unit ID Call Sign
1 N/A
3A1 Admin Chief
3A2 Admin Captain
3A3 Admin Captain
3A4 Admin (Lieutenant)
3AS Admin Sergeant
3D103 Detective
3D51 Detective
3D71 Detective
3D75 Detective
3D80 Detective
3D85 Detective
3D87 Detective
3D91 Detective
3D92 Detective
3D96 Detective
3DS Detective
3E1 Explorer Volunteer
3E2 Explorer Volunteer
3E3 Explorer Volunteer
3E4 Explorer Volunteer
3F62 CSO Intern
3F63 CSO Intern
3F64 CSO Intern
3F65 CSO Intern
3F66 CSO Intern
3K1 Volunteer In Policing
3K43 Volunteer In Policing
3K96 Volunteer In Policing
3M1 Motor Officer
3M1 Motor Officer
3M2 Motor Officer
3P11 Patrol Team 1 Beat 1
3P11 Patrol Team 1 Beat 1
3P12 Patrol Team 1 Beat 2
3P12 Patrol Team 1 Beat 2
3P13 Patrol Team 1 Beat 3
3P13 Patrol Team 1 Beat 3
3P21 Patrol Team 2 Beat 1
3P22 Patrol Team 2 Beat 2
3P22 Patrol Team 2 Beat 2
3P23 Patrol Team 2 Beat 3
3P23 Patrol Team 2 Beat 3
3P31 Patrol Team 3 Beat 1
3P32 Patrol Team 3 Beat 2
3P32 Patrol Team 3 Beat 2
3P33 Patrol Team 3 Beat 3
3P33 Patrol Team 3 Beat 3
3P41 Patrol Team 4 Beat 1
3P41 Patrol Team 4 Beat 1
3P42 Patrol Team 4 Beat 2
3P43 Patrol Team 4 Beat 3
3P43 Patrol Team 4 Beat 3
3R10 Reserve Officer
3R12 Reserve Officer
3R13 Reserve Officer
3R25 Reserve Officer
3S10 Patrol Supervisor Team 1
3S10 Patrol Supervisor Team 1

ITEM NO. 20.
284
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
3S20 Patrol Supervisor Team 2
3S30 Patrol Supervisor Team 3
3S30 Patrol Supervisor Team 3
3S40 Patrol Supervisor Team 4
3TS Traffic Sergeant
3V701 Disaster Aid Response Team Volunteer
3V705 Disaster Aid Response Team Volunteer
3V706 Disaster Aid Response Team Volunteer
3V724 Disaster Aid Response Team Volunteer
3X15 Patrol Team 1 Beat Rover
3X15 Patrol Team 1 Beat Rover
3X16 Patrol Team 1 Beat Rover
3X25 Patrol Team 2 Beat Rover
3X26 Patrol Team 2 Beat Rover
3X27 Patrol Team 2 Beat Rover
3X35 Patrol Team 3 Beat Rover
3X35 Patrol Team 3 Beat Rover
3X36 Patrol Team 3 Beat Rover
3X45 Patrol Team 4 Beat Rover
3X46 Patrol Team 4 Beat Rover
3Y73 Parking Control Officer
3Y74 Parking Control Officer
3Y75 Parking Control Officer
3Y7BRI N/A
3Z100 Sworn Officer Badge # (School Resource Officer)
3Z100 Sworn Officer Badge # (School Resource Officer)
3Z101 Sworn Officer Badge #
3Z102 Sworn Officer Badge #
3Z103 Sworn Officer Badge #
3Z104 Sworn Officer Badge #
3Z105 Sworn Officer Badge #
3Z106 Sworn Officer Badge #
3Z108 Sworn Officer Badge #
3Z109 Sworn Officer Badge #
3Z113 Sworn Officer Badge #
3Z114 Sworn Officer Badge #
3Z36 Sworn Officer Badge #
3Z40 Sworn Officer Badge #
3Z42 Sworn Officer Badge #
3Z45 Sworn Officer Badge #
3Z51 Sworn Officer Badge #
3Z56 Sworn Officer Badge #
3Z59 Sworn Officer Badge #
3Z62 Sworn Officer Badge #
3Z66 Sworn Officer Badge #
3Z67 Sworn Officer Badge #
3Z68 Sworn Officer Badge #
3Z69 Sworn Officer Badge #
3Z71 Sworn Officer Badge #
3Z74 Sworn Officer Badge #
3Z75 Sworn Officer Badge #
3Z79 Sworn Officer Badge #
3Z80 Sworn Officer Badge #
3Z82 Sworn Officer Badge #
3Z85 Sworn Officer Badge #
3Z87 Sworn Officer Badge #
3Z91 Sworn Officer Badge #
3Z92 Sworn Officer Badge #
3Z94 Sworn Officer Badge #
3Z96 Sworn Officer Badge #
3Z97 Sworn Officer Badge #
3Z98 Sworn Officer Badge #

ITEM NO. 20.
285
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
3Z99 Sworn Officer Badge #
57Y1 Parks Service Officer
57Y2 Parks Service Officer
CHP CA Highway Patrol
CPD Campbell Police
CPD160 Campbell Police Officer
DISP Dispatch
DISP1 Dispatcher Console #1
DISP2 Dispatcher Console #2
DISP3 Dispatcher Console #3
DISP4 Dispatcher Console #4
DISP5 Dispatcher Console #5
DISP6 Dispatcher Console #6
DISP66 Dispatcher ID #66
DISP7 Dispatcher Console #7
DISP9 Dispatcher Console #9
II Unknown
LGDISP Los Gatos Dispatch
SCCFD Santa Clara County Fire Department
SCCSO Santa Clara County Sheriff's Office

ITEM NO. 20.
286
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Appendix 2: Call Type, Priority, Activity, and Record Category Code Description Priority Inactive Record Category
911 OPEN OR ABANDONED 3 No Admin
CANCEL Cancel 3 No Admin
CSO CITE SIGN OFF 3 No Admin
DUP Duplicate 3 Yes Admin
EQUIP Equipment Issue - CAD, Phone, Vehicle, etc. 3 No Admin FU FOLLOW UP 3 No Admin
MEDIA Daily Media Bulletin 3 Yes Admin
PACKET PACKET DELIVERY 3 No Admin
TEST TEST CALL 3 No Admin
953 GAS/SMOKE INVESTIGATION 1 No Agency Assist
ASTFD ASSIST FIRE 2 No Agency Assist
FINFO FIRE INFO 3 No Agency Assist
OAO OUTSIDE AGENCY ASSIST 2 No Agency Assist
PPW PARKS AND PUBLIC WORKS 3 No Agency Assist
1033C COMMERCIAL ALARM 2 No Alarm
1033H HOLDUP ALARM 2 No Alarm
1033P PANIC ALARM 2 No Alarm
1033R RESIDENTIAL ALARM 2 No Alarm
1033T TRACKER ALARM 2 No Alarm
1091 ANIMAL CALL 3 No Animal
BOL BE ON THE LOOKOUT 3 No Check Area
1062 CITIZEN CONTACT 3 No Citizen Contact
1070 PROWLER 1 No Crime-Person
166.4 COURT ORDER VIOLATION 3 No Crime-Person
20001 HIT AND RUN WITH INJURIES 1 No Crime-Person
207 ABDUCTION/KIDNAPPING 2 No Crime-Person
211 ROBBERY 2 No Crime-Person
215 CARJACKING 2 No Crime-Person
242 BATTERY 2 No Crime-Person
245 ASSAULT WITH A DEADLY WEAPON 2 No Crime-Person
246 DRIVEBY SHOOTING 2 No Crime-Person
261 RAPE 2 No Crime-Person
273 CHILD ABUSE 2 No Crime-Person
273.5 DOMESTIC VIOLENCE 2 No Crime-Person
314 INDECENT EXPOSURE 2 No Crime-Person
368 ELDER ABUSE 2 No Crime-Person
417 BRANDISHING A WEAPON 1 No Crime-Person
422 CRIMINAL THREATS 2 No Crime-Person
653M HARASSING PHONE CALLS 3 No Crime-Person
APS APS REFERRAL 3 No Crime-Person
CPS CPS Referral 3 No Crime-Person
SHOOTER ACTIVE SHOOTER 1 No Crime-Person
10851 STOLEN VEHICLE 2 No Crime-Property
10851R STOLEN VEHICLE RECOVERY 3 No Crime-Property
10852 VEHICLE TAMPERING 2 No Crime-Property
20002 HIT AND RUN, NO INJURIES 3 No Crime-Property
459 BURGLARY 3 No Crime-Property
459A Auto Burglary 2 No Crime-Property
470 FRAUD 3 No Crime-Property
484 PETTY THEFT 3 No Crime-Property
487 GRAND THEFT 3 No Crime-Property
503 Embezzlement 3 No Crime-Property
530.5 IDENTITY THEFT 3 No Crime-Property
537 DEFRAUD INNKEEPER 3 No Crime-Property
594 VANDALISM 3 No Crime-Property
602 TRESPASS 2 No Crime-Property
EMBEZZLE EMBEZZLEMENT 3 Yes Crime-Property
FLOCK Flock Activation - Vehicle Hit 2 No Crime-Property FRAUD FRAUDULENT ACTIVITY 3 No Crime-Property
23103 RECKLESS VEHICLE 2 No Crime-Public
23152 SUSPECTED DUI DRIVER 2 No Crime-Public
647F DRUNK IN PUBLIC 2 No Crime-Public
MC MUNI CODE VIOLATION 3 No Crime-Public
1054 POSSIBLE DEAD BODY 1 No Deceased Person
1055 DEAD BODY 2 No Deceased Person
415 DISTURBANCE 2 No Disturbance
415FW FIREWORKS COMPLAINT 3 No Disturbance
415J Juvenile Disturbance 3 No Disturbance
415M Loud Music 3 No Disturbance
415N Noise Disturbance 3 No Disturbance
CIVIL CIVIL DISPUTE 2 No Disturbance
1090 MONTE SERENO PATROL 3 No Extra Patrol
FOOT FOOT PATROL 3 No Extra Patrol
PATCK PATROL CHECK 3 No Extra Patrol
PATRQ PATROL REQUEST 3 No Extra Patrol
VACCK VACATION CHECK 3 No Extra Patrol
1080 EXPLOSION 1 No Fire
904 FIRE 1 No Fire
C10 BOMB THREAT 1 No Investigation
1045 INJURED PERSON 2 No Medical
1053 PERSON DOWN 2 No Medical
MEDAID MEDICAL AID 2 No Medical/Agency Assist
1058 GARBAGE COMPLAINT 3 No Miscellaneous

ITEM NO. 20.
287
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
PINFO POLICE INFO 3 No Miscellaneous
1069 WIRES DOWN 2 No Miscellaneous Investigation
1065 MISSING PERSON 3 No Missing Person
1065RT RETURNED MISSING PERSON 3 No Missing Person
FPERS FOUND PERSON 3 No Missing Person
1124 ABANDONED VEHICLE 3 No Parking
PARKER PARKING VIOLATION 3 No Parking
CITAST CITIZEN ASSIST 3 No Pedestrian Contact
CSB CIVIL STAND BY 3 No Pedestrian Contact
FD FLAGDOWN 3 No Pedestrian Contact
MA MOTORIST ASSIST 3 No Pedestrian Contact
SS SUBJECT STOP 2 No Pedestrian Contact
FPROP FOUND PROPERTY 3 No Property
LPROP LOST PROPERTY 3 No Property
SAFEKEEP Safekeeping/Destruction 3 No Property
SRO School Resource Officer Duties 3 No School Patrol
CTPE CUSTODY/TRANSPORT/PRISONER/EXTRADITION 3 No Special Assignment EOC EMERGENCY OP CENTER 3 No Special Assignment
REPO REPOSSESSION 3 No Special Assignment
SPEC SPECIAL DETAIL 3 No Special Assignment
UAS DRONE FLIGHT Yes Special Assignment
1056 SUICIDE 1 No Suicide/Suicidal Person
1056A SUICIDE ATTEMPT 1 No Suicide/Suicidal Person
1056T SUICIDAL THREAT 1 No Suicide/Suicidal Person
1034 OPEN DOOR 3 No Suspicious
1035 OPEN WINDOW 3 No Suspicious
1066P SUSPICIOUS PACKAGE 2 No Suspicious
1066W SUSP PERSON WITH WEAPON 1 No Suspicious
1154 SUSPICIOUS VEHICLE 2 No Suspicious
HS HEALTH AND SAFETY 2 No Suspicious
PC PENAL CODE VIOLATION - GENERAL 3 No Suspicious
SUSCIRC SUSPICIOUS CIRCUMSTANCE 2 No Suspicious
1066 SUSPICIOUS PERSON 2 No Suspicious
UNKCIRC UNKNOWN CIRCUMSTANCES 2 No Suspicious Activity
1057 SHOTS HEARD 2 No Suspicious Activity
1184 TRAFFIC CONTROL / CROSSING GUARD 3 No Traffic
PPT PRIVATE PROPERTY TOW 3 No Traffic
SIGNAL SIGNAL MALFUNCTION 3 No Traffic
VC VEHICLE CODE VIOLATION 3 No Traffic
VTOW VEHICLE TOW (EX: 22651 OR 1124) 3 No Traffic
1125 TRAFFIC HAZARD 3 No Traffic
1180 VEHICLE ACCIDENT, SERIOUS INJURY 1 No Traffic Accident 1181 VEHICLE ACCIDENT, MINOR INJURIES 2 No Traffic Accident 1182 VEHICLE ACCIDENT WITH NO INJURIES 3 No Traffic Accident 1183 VEHICLE ACCIDENT, UNKNOWN INJURIES 1 No Traffic Accident 1093 DIRECTED TRAFFIC ENFORCEMENT LG 3 No Traffic Enforcement 1094 MONTE SERENO TRAFFIC ENFORCEMENT 3 No Traffic Enforcement TS TRAFFIC STOP 2 No Traffic Enforcement
SEARCH PROBATION/PAROLE/SEARCH WARRANT 3 No Warrant
WARRANT WARRANT SELF SURRENDER 3 No Warrant
1067 PERSON CALLING FOR HELP 1 No Welfare Check
601 UNCONTROLLABLE YOUTH 2 No Welfare Check
ATC ATTEMPT TO CONTACT 3 No Welfare Check
WELCK WELFARE CHECK 3 No Welfare Check

ITEM NO. 20.
288
Los Gatos-Monte Sereno Police Department
Organizational Assessment
www.MelioraPSC.com
Appendix 3: City Inclusion
City Include (Yes or No)
LOS GATO Yes
LOSALTOS Yes
LOSGATOS Yes
Monte Se Yes
MSERENO Yes
LOSG Unknown
SCC Santa Clara County Sheriffs
8HFA No
CUPERTIN No
LALTHILL No
LAS VEGA No
MILPITAS No
MORGANH No
PALOALTO No
SAN BRUN No
SANTA CL No
SCLARA No
SUNNYVAL No
CAMPBELL Adjacent City
SAN JOSE Adjacent City
SARATOGA Adjacent City