Glendora police outline multi-year plan for expanded community impact team and a real-time crime center

Glendora Police Chief Randazzo presented a multi-year, phased plan to expand the department’s community impact team (CIT) into a more robust unit that would include a real-time crime center to support patrol and investigations.

Randazzo said the current CIT consists of two officers handling a wide array of community problems and engagement. The proposed future model would create a staffed hub that augments patrol and investigations with technology (camera feeds, private cameras, drone footage and open-source investigative tools) and focused personnel to monitor incidents and push information in real time to officers in the field.

Staffing and phasing: Chief Randazzo and Finance Director Kyle Johnson described a phased hiring plan presented to council. The budget proposal includes a crime analyst and an office assistant in the first budget year, an officer in the second budget year, and an additional officer plus a sergeant in a later year. Finance estimated the fully burdened cost for the crime analyst at roughly $103,000; staff said the office assistant position would be a reclassification of an existing vacant community services officer and thus budget-neutral. The presentation estimated the multi-year, phased program would total about $800,000 (phased across multiple fiscal years), with ongoing annual costs thereafter.

Why it matters: Chief Randazzo framed the proposal as a response to evolving investigative technology and local public-safety needs, citing examples from neighboring jurisdictions and the Los Angeles County Sheriff’s move to a real-time crime capability ahead of large regional events. The envisioned unit would handle community problems such as burglaries, outreach to unhoused residents, and major event monitoring tied to regional activity around 2028.

Constraints and caveats: Chief Randazzo and staff emphasized resource limits. The department reported three vacancies on paper but noted that up to 14 officers are unavailable for patrol assignments because of field training, academy enrollment, medical leaves, or other non-patrol assignments. Staff said successful implementation depends on recruiting, training, and balancing other staffing needs across the department; the approach is phased to allow time for officers to gain experience and for funding to be identified.

Next steps: Council discussion included questions about annual costs and how the phased hires would affect department headcount and measure funding; staff offered to return with a clearer year-by-year cost worksheet and offsets (for example, reductions in contract services) to show net new costs each fiscal year.