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From YouTube: MAR 16, 2021 | City Council, Evening Session
Description
City of San José, California
City Council Evening Session of March 16, 2021
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda https://sanjose.legistar.com/View.ashx?M=A&ID=844351&GUID=3CB4B330-112C-4AC2-AA2C-6A7E44CF429C
A
B
D
E
B
B
H
I
H
B
No,
I
know
that
staff
has
spent
quite
a
bit
of
time
engaged
in
discussions
with
superintendents
and
others
in
the
community,
and
I
expect
that
will
continue.
The
idea
was
that,
since
we
know,
we've
got
some
some
churches,
and
particularly
I'm
thinking
about
cathedral
faith,
it's
quite
interested
in
building
100,
affordable
housing,
on
their
parking
lots
and
and
if
we
were
able
to
move
relatively
soon.
The
idea
would
be
to
see
since,
since
this
issue
around
church
is,
although
not
exactly
the
same
as
that
with
schools,
but
there's
certainly
similar
enough.
B
D
That's
correct
mayor:
I've
got
a
little
research
done
over
the
break
and
the
the
notion
is
that,
because
we
did
do
outreach
to
the
school
districts,
we
want
to
do
a
similar
outreach
to
the
churches
and
there
are
many
more
of
them.
So
in
that
part,
if
we
can
extend
staff
by
using
a
consultant
to
to
help
us
both
gather
data
and
share,
I
exchange
ideas.
That's
the
purpose
of
the
consultant.
As
I
understand
it,.
G
B
G
G
There's
been
nothing
normal
about
this
past
year
and
we
have
seen
that
chasm.
We
always
had
an
inequitable
or
not
always
but
for
well.
You
know,
we've
had
an
inequitable
city,
but
what's
happened
in
the
past
year.
It's
not
unique
to
san
jose,
but
we've
certainly
seen
those
inequities,
grow
and
communities
like
mine
and
like
cadillac
winchester,
have
borne
the
brunt
of
these
inequities
that
have
been
highlighted
due
to
the
pandemic,
and
so
I
I
just
wanted
to
talk
a
little
bit
about
the.
G
So
those
are
designated
low
resource
by
the
california,
fair
housing
task
force,
and
so
I
just
the
state
has
used
that
data
to
develop
a
housing
methodology,
a
transportation
methodology,
and
so
that
was
the
line
of
thinking
and
thank
you
to
kip
again
for
reviewing
it
and
kind
of
tinkering
with
it.
And
I
look
forward
to
getting
a
refinement
of
that
methodology
so
that
we
don't
lose
a
lot
of
time
on
that
and
we
can
take
action
while
communities
are
still
suffering.
G
G
I
wanted
to
talk
about.
The
walking
beats
a
little
bit.
I
appreciate
the
mayor,
including
the
walking
beats,
funding
for
walking
beats
and
last
year's
budget
were
not
fully
utilized
because
they
were
slowed
or
suspended
due
to
covid.
I
know
in
my
council
district
we
went
about
four
months
with
no
walking
beats
due
to
covid.
So
I
thank
you.
The
mayor.
I
pulled
the
report
to
piss
fizz
that
showed
the
actuals
for
2020
and
I
think
the
mayor's
office
did
that
as
well,
and
so
I
appreciate
that.
G
G
I
wanted
to
also
think
that
last
year
we
funded
walking
beats
thank
you
to
former
police
chief
eddie
garcia,
who
made
that
commitment
to
have
walking
beats
it's
the
city's
first
permanent
walking
beats
with
vietnamese
speaking
officers
in
little
saigon
and
they're.
Amazing
and
I've
gone
out
with
them,
and
I
can
tell
you
personally:
they
make
a
big
difference
in
the
community
in
the
the
community,
folks
that
are
there
and
the
business
owners
trust
they
know
the
officers,
they
trust
the
officers
and
have
developed
those
relationships.
G
G
B
Yeah,
I'm
not
sure
if
it
was
in
the
budget
message
or
not,
but
I
know
it's
been
in
other
documents
that
we've
put
out,
particularly
in
trying
to
pitch
for
state
funding
that
this
would
be
open
to
all
community
members,
regardless
of
status.
Now
there
may
be
some
restrictions
on
fema
reimbursements
in
terms
of
who
can
work,
and
I
I
don't
pretend
to
know
what
the
answer
is
to
that.
G
C
Of
the
discussion
we've
been
having
with
the
local
fema
office
as
well,
because
we
do
believe
not
just
with
fema,
but
some
of
the
other
funding
funding
plots
that
have
had
those
limitations
that
that's
going
to
be
changing
with
the
new
administration.
So
I
think
that's
something
that
can
get
cleaned
up,
but
for
the
mayor's
comment
I
think
eoc
and
the
branch
have
been
looking
at.
This
is
inclusion
for
all.
So
I
think
from
a
financial
perspective.
We
just
cleaned
it
up
in
in
the
long
term,.
G
B
Just
the
rationale
being
look,
well,
you
know
there's
going
to
be,
there
are
45
year
old
parents
with
kids
and
they
want
to
work
and
then
let's,
let's
go
forward.
But
the
idea
of
at
least
focusing
on
young
adults
is
that
we
know
that's
a
part
of
our
community
where
we
see
really
a
huge
spike
in
unemployment,
and
we
also
know
that
they're
just
really
painful,
downstream
effects.
B
G
B
G
Yeah-
and
I
understand
it's
still
being
shaped,
so
that's
why
I
wanted
to
bring
that
up,
and
I
I
had
another
question
which
is
about
the
math,
so
at
23
an
hour
400
full-time
jobs
over
one
year
without
health
benefits
or
operational
costs
would
cost
over
19
million
dollars.
So
how?
How
would
that
work?
B
There
will
be
obviously
this
pot
of
money
and
then
we're
also
looking
for
other
sources,
and
so
the
pot
that's
identified
through
this
budget
message.
If
it's
approved,
is
20
million
and
then
obviously
there's
all
the
the
fema
that
I
mentioned
were
also
as
mayors
of
large
cities.
We've
already
pitched
the
governor
on
this
three
or
four
weeks
ago,
asking
to
be
considered,
given
the
fact
that
the
state
has
several
billions
of
dollars
of
federal
money
as
well
to
allocate
and
we're
also
going
to
the
feds
through
an
infrastructure
bill.
G
E
We
are,
we
expect
to
we:
we've
actually
pretty
fully
deployed
those
workers
and
all
sorts
of
other
things.
We
will
be
offering
anybody
who's
on
our
roster.
Who
wants
to
do
that?
The
opportunity
to
do
so.
We
expect
that
maybe
we'll
get
a
dozen
or
20
people
that
way,
but
we'll
take
all
comers
that
way,
and
then
we
will
begin
hiring
new
people
essentially
into
those
same
types
of
part-time
positions,
focusing
on
recruiting
from
the
neighborhoods
that
have
been
hardest
hit
by
the
pandemic.
G
G
Of
the
rent
relief
package,
we
don't
know
what
the
future
is
going
to
hold
and
those
numbers
are
not
enough
to
pay
for
the
back
rent
that
everybody
owes
and
hopefully,
if
they
get
a
job,
they
can
pay
it
all
right.
So
I
have
one
last
thing,
and
so
that
is
about
the
soar
program
and
restoring
our
parks
on
the
coyote
creek
trail,
specifically,
so
the
city's
our
city's
trail
system
could
be
one
of
the
city's
greatest
attributes
if
our
residents
felt
safe
using
them.
G
B
J
Yeah,
thank
you.
I
just
I
think
I
agreed
with
him
in
regards
to
when
I
had
raised
my
hand,
and
I
know
that
all
those
hands
had
disappeared,
so
so
a
couple
things
number
one.
I
I
appreciate
the
the
four
kind
of
base
principles
within
your
budget
supporting
the
equitable
recovery,
and
we
just
obviously
included
that
as
one
of
our
new
priorities,
and
we
know
that
that's
got
to
be
a
focus
for
this
next
year,
no
doubt
as
well
as
the
back
to
basics:
cleaner,
safer
san
jose.
J
I
think
that
we've
seen
the
impact
on
our
community
we've
known
that
this
has
been
building
specifically
as
well
when
it
comes
to
the
inequities
and,
more
so
in
other
parts
of
our
communities
and
and
that
again
being
exasperated
last
year,
and
I
think
that
that
has
to
be
a
focus.
So
I
appreciate
that
as
well.
Certainly
the
other
exasperated
you
know.
J
Pre
pandemic
issue
is
with
homelessness
and
the
lack
of
affordable
housing
and,
and
then
finally,
as
I
think
you
have
always
been
within
your
budgets,
looking
at
the
future
and
resilience.
So
I
do
appreciate
those
those
four
basic
principles
as
you've
started
off
your
budget.
A
couple
questions
diving
into
some
of
the
areas,
the
brazilian
resilience
corps.
J
I
guess
I'm
just
a
little
confused
in
regards
to
the
number
that
we're
talking
about
based
on
how
I'm
reading
it
and
I'm
curious
how
many
actual
jobs
are
we
talking
about
just
because
we've
seen
it
it's
it's
a
couple
times.
If
it's
within
your
report
and
I'm
looking
at
it
is,
you
know,
is
it
200?
Is
it
600?
Is
it
640,
based
on
the
numbers,
I'm
just
kind
of
put
together
so
yeah
that
that
we're
aiming
for
with
this
program.
B
Yeah
thanks
for
the
question
so
for
clarity,
where
I
refer
to
specific
minimum
numbers,
for
example,
for
helping
with
learning
loss.
I
think
we
indicated
50.
that
would
be
within
the
number
the
total
number
I'm
not
asking
for
in
addition
to,
because,
obviously
that
would
require
money
that
that
doesn't
exist.
B
J
Okay,
certainly
supportive
of
it
at
the
gate,
but
I
just
think
that
we
should
be
conscious
of
of
some
of
the
potential
challenges
if
it
does
remain
just
one
year.
You
know
what
kind
of
message
are
we
are
we
going
to
be
sending
to
the
to
the
those
that
we're
employing
through
this,
ensuring
that
they're
aware
right
that
this
is
not
something
that
you
know
may
not
be
long
term
right?
J
It
may
really
just
be
that
one
year
and
and
then
additionally,
seeing
if
right,
if
we
end
up
getting
more
resources,
I
think
it.
You
know
the
focus
initially
in
recovery,
but
if,
but
if
we
start
to
branch
out
to
some
of
these
other
support
areas,
I
think
it
would
be
wise
of
us
to
try
and
include
that
as
a
multi-year
effort.
J
We
know
that
this
is
brand
new
office
and
so
certainly
aren't
expecting
miracles
out
the
gate,
but
at
the
same
time
I
do
think
there's
also
a
lot
that
we're
throwing
at
the
office
and
potentially
even
more
than
what
we
we
have
funding
for,
and
so
I
want
to
see
that
that
is
included
in
that
mba
and
then
additionally,
we
we
is
it
true
dave.
We
did
now.
We
have
sort
of
placed
the
office
of
immigrant
affairs
under
that
umbrella
of
this
office.
Has
that
been
done
now?
J
For
me,
I
would
like
to
see
if
a
a
future
existed,
also
under
the
office
of
racial
equity,
potentially
an
accessibility
officer,
so
maybe
not
necessarily
an
entire
office
in
itself.
But
but
I
mean
that's
what
that's.
What
the
office
of
immigrant
affairs
was
at
one
point:
right
was
just
one
individual
or
even
a
partial
individual
that
we
funded,
and
I
know
you're
you're
asking
for
some
steps
that
that
may
precede
a
decision
like
that.
D
B
I
think
that's
a
good
idea.
I
think
we
ought
to
put
it
front
and
center
in
front
of
staff
and
and
ask
staff
to
come
back
to
us
and
tell
us
you
know
is
that
the
best
approach
I
you
know
before
we
decide
to
go
off
and
fund
it.
I
mean.
Maybe
we
set
money
aside
for
that
for
whatever
that
the
solution
is,
but
I
think
it's
something
we
want
to
just
look
at
all
the
options
on.
J
Yeah,
I
think
you
know
from
what
research
I've
done
and
what
we've
heard
from
from
advocates
in
the
community.
I
think
really
having
somebody
that
that's
that's
their
role,
so
that
we
can
incorporate
that
into
many
decisions
that
we're
doing.
I
mean
that's,
that's
right,
along
the
lines
of
why
we
created
this
office
of
race,
racial
equity,
and
so
I
think
that
you
know
it
just,
and
it
doesn't
necessarily
have
to
live
under
this
umbrella
of
that
office,
but
I
do
think
the
idea
of
an
accessibility
officer
would
would
be
worthwhile.
J
Seeing
what
that
looks.
Like
is
wine.
I
know
that
this
wasn't
included
within
your
language
as
one
of
the
the
avenues
that
we
should
be
exploring,
but
I
think
it
it
could
be
interpreted
that
that
you
know
that
that
could
be
one
thing,
so
I
just
wanted
to
make
it
explicit
that
that
is
something
that
staff
also
looks
at.
J
J
J
I
think
there's
also
some,
though,
for
instance,
what
we're
not
necessarily
including
in
in
these
budget
discussions
but
tax
measures
that
have
helped
us
to
pay
for
pavement
maintenance
or
measure
h
and
and
affordable
housing
dollars,
and
so
I
think
that
it
shouldn't
necessarily
just
be
looked
at,
as
maybe
the
traditional
budgetary
items
that
we're
funding,
but
really,
as
I
think,
we've
talked
about
in
the
past,
all
the
services
that
the
city
goes
through.
That
could
benefit
from
having
this
equity
screen.
J
J
For
instance,
again,
like
the
tax
measure
money
that
you
know,
we
have
other
routes
on
how
we
we
vet
out,
how
we're
using
that
those
dollars,
and
so
I
would
love
to
see
this
this
actual
screen.
It
should
really
be,
in
my
mind,
almost
everywhere,
with
our
programs
in
in
funding,
and
so
I
don't
know
if
that
needs
to
be
a
ok.
J
If
that,
if
that
clarity
helps-
and
if
you
think
that's
consistent,
then
I
don't
think
we
need,
I
need
to
ask
for
a
friendly
amendment.
Okay,
it
just
wasn't
clear
in
my
reading
of
it.
So
and
then
I
also
like
the
suggestion
we've
talked
about
this
before
as
well
on
on
ensuring
that
we
have
the
equity
lens
or
screen
before
if
we
need
to
have
any
cuts.
J
J
You
know
consistent
interaction
shows
that
it's
not
really
successful.
If
we've
had
foot
patrol
officers
now
for
for
half
a
decade
in
downtown
and
we
haven't
had
we
didn't,
have
a
you
know,
prominent
business
owner
here
to
be
able
to
say,
hey
yeah,
you
know
I
actually
have
seen
it
and
it's
worked
well.
Instead,
he
was
saying
I
you
know.
I
want
to
see
those
officers
and
I
want
to
see
it
work
well,
which
is
what
I
want
as
well:
hey,
bud,
hi,
sorry.
B
J
Snuck
in
on
me
there,
so
I
think
for
for
certainly
for
the
foot
patrol
look,
I
my
support.
I've
supported
the
program
for
a
while.
It
just
is
not
as
successful
now
that
we've
been
through
it
a
number
of
years,
and
I
will
support-
and
I
do
support
this
funding
that
you
have
in
there,
because
I
think
this
is
a
stop
gap
to
what
the
real
solution
is
and
thank
you,
councilmember
davis,
co-signing
the
memo
with
me
really
looking
at
how
we
can.
J
How
do
we
take
it
to
the
next
level,
with
foot
patrol
and
and
the
challenges
that
I've
seen?
Are
that
when
it's
the
overtime
model,
involuntary
signups?
What
you
get
is
you
get
inconsistency
and
you
don't
have
accountability,
it's
random,
whoever
signs
up
and
it
doesn't
necessarily
mean
it's
the
same
people
you
know.
J
J
J
Okay,
great,
thank
you
in
regards
to
the
emergency
interim
housing
and
obviously
mayor
and
I
working
on
another
site
right
now
in
district
three,
and
I
do
support
the
the
funding
of
continued
funding
for
those
efforts.
What
I'm
concerned
about
is
obviously
the
recent
news
on
the
the
wage
and
working
condition,
violations
that
were
just
made
public
and-
and
certainly
you
know,
these
have
been
a
bright
spot
of
this
past
year
on
how
quickly
we've
been
able
to
move
creating
these
sources
of
housing.
J
J
You
really
have
to
ensure
that
you
don't
have
major
issues,
because
you're
setting
that
example
moving
forward
and
others
are
now
going
to
say.
Well,
here's
the
problems
with
that,
whether
it's
problems
of
cost
problems
in
product
and
in
this
case,
problems
in
in
the
management
and
oversight
and
some
violations,
and
so-
and
this
is
obviously
these
weren't,
the
first
we
had.
J
We
had
the
first
one
over
in
district
three
by
the
the
vta
lot,
but
but
these
were
sort
of
the
first
of
this
newer,
quicker
model
that
we've
been
utilizing
under
the
pandemic,
and
I
just
want
to
make
sure
that
right
and
it
sounds
like
obviously,
we
are
in
city
staff-
responded
to
that
last
week.
I
believe
matt
kano
was
responding
to
that,
but
we
need
to
ensure
that
that
is
really
a
focus.
J
I
was
glad
to
see
that
you
know
that
the
wage
theft
item
still
ranked
rather
high,
but
but
it's
not
necessarily
right
in
our
our
our
work
plan
for
next
year.
Unless,
right
I
mean
work
will
continue,
but
it's
it's
not
up
there
currently
as
the
the
top
priority.
It's
again
as
on
sort
of
this,
this
waiting
list
seat,
and
so
I
think
in
this
case,
though,
for
the
emergency
interim
housing
we've
seen
the
challenges,
so
I
think
before
we
get
this
next
one
in
investing
for
this
next
one.
K
J
Okay,
thank
you
and
then
this
the
I
think,
there's
a
bit
of
a
back
and
forth
on
the
issue
of
sanction
encampments
versus
now.
What
we're
calling
source
sites
or
the
service
services,
outreach
assistance
and
resources
sites
that
we
have
and-
and
I
do
support
you
know
what
we've
been
doing
and
and
certainly
the
funding,
that's
suggested.
J
We
would
be
selecting
sites
that
we
would
then
say
could
be
deemed
sanctioned
encampments,
and
then
they,
probably
you
know,
didn't,
have
to
look
much
different
than
our
soil
sites.
Today,
with
the
amount
of
outreach
and
services
that
we're
providing,
albeit
we
have
selected
the
site,
and
so
that
could
bring
with
it
a
lot
of
benefits.
J
So,
where
I
go
back
to
is
why
why
aren't
we
choosing
at
least
a
couple
sites?
First
and
specifically
under
this
regard
and
mayor,
you
mentioned
it
in
your
remember-
we've
talked
about
about
this,
this
faa,
requiring
us
to
clear
out
a
site
now
which
has
potentially
over
300
individuals
that
in
my
mind
we
should
be
identifying
locations
where
we
can
relocate
these
individuals
to,
and
you
mentioned
about,
maybe
funding
some
more
source
sites.
J
So
it's
not
just,
let's
just
go
find
where
the
next
biggest
encampment
is
and
then
fund
it
with
some
some
services,
outreach
assistance
and
resources,
but
let's
actually
help
identify
that
and
fortunately
right
we
we
have
the
topic
on
discussion
on
the
23rd
from
the
the
prior
memo
that
I
have
written
to
rules,
we
just
ranked
the
the
memorandum
from
councilmember,
foley
and
mayhem
that
we
combined
essentially
with
this
very
topic
in
mind.
So
I
think
all
of
the
the
the
energy
and
the
commitment
is
now
there.
J
I
think
the
challenge
is
you
know
that
first
step
the
difference
between
that
first
step
and
whether
we
want
to
call
it
sanction
encampments,
an
encampment
management,
relocation
program
or
simply
a
soar
program.
Personally,
what
I
would
like
to
see
is
that
we
just
take
the
initiative
to
identify
some
of
these
locations.
First,
as
I've
been
advocating
for
for
for
years,
I
think
we're
almost
there.
What
I
would
hate
to
see
is
that
we
we
go
out.
J
We
provide
these
resources
once
again,
insights
that
that
are
not
are
not
preferred
and
have
bring
with
them
just
additional
challenges.
So
I
would
want
to
ask
you
know
I
don't
know
if
this
should
be
better
discussed
on
the
23rd.
I
don't
know
if
there's
anything
that
really
the
mayor
needs
to
change
in
his
message,
but
I
obviously
want
to
be
able
to
to
have
that
as
a
discussion.
B
B
The
point
of
the
budget
message
was
to
get
the
resources
to
actually
expand
the
source
services,
and
you
know
the
really
important
question
is:
where
are
those
sites
and
are
we
going
to
agree
on
them
and-
and
you
know
better
than
anybody
how
hard
it
is
to
find
sites
just
where
we're
gonna
build
housing,
let
alone
where
we're
gonna
put
a
bunch
of
tents,
and
that's
that's
really
the
issue.
I
know
that
we
gotta
grapple
with,
so
I'd
like
to
defer
that
question.
J
That's
not
going
to
be
a
model
that
we
we
would
be
willing
to
fund,
but
I,
I
quite
honestly
don't
see
much
different
from
that
versus
a
source
site.
Besides
the
fact
that,
on
the
sanction,
encampment
we're
identifying
a
location
first
versus
on
the
source
site,
we're
allowing
our
in-house
residents
to
identify
locations
so.
E
B
I
I
guess
you
know
look
I
I
don't
doubt
that
we
could
probably
end
up
in
exactly
the
same
place.
Regardless
of
the
terminology.
The
problem
is,
the
word.
Sanction
has
meaning
it
has
legal
meaning,
and
you
know,
we've
got
an
entire
zoning
code
and
planning
department
that
focuses
on
what's
sanctioned
to
go
where
and
I
think
we're
going
to
have
real
challenges
if
we
decide
ultimately
we're
going
to
have
create
legal
entitlements
to
use
land
in
particular
ways
as
opposed
to
simply
saying
look
we're
recognizing
the
reality.
J
And
I
guess
where
I'd
just
like
to
and
I'm
fine
with
the
verb.
You
know
the
verbiage
or
the
terminology
as
well
right
that
it
doesn't
have
to
be
called
sanctioned
encampment,
but
where
I
want
to
interject.
Our
decision-making
is
at
that
first
step
of
we
shouldn't
just
necessarily
be
responding
to
wherever
unhoused
people
decide
to
go
and
then
create
a
source
side.
Out
of
that,
that
then
brings
with
it
again
these
other
challenges
like
what
we
dealt
with
this
past
weekend
or
at
this.
J
You
know
the
site
that
now
we
need
to
clear,
and
so
that's
really
where
you
know
if
we
can
create
that
opportunity
and
still
just
have
them
be
source
sites,
but
we've
now
sort
of
directed
people
into
locations
that
that
we
can
keep
a
source
side
and
manage
a
source
site.
In
my
mind
that
you
know
that's
a
step
that
just
one
step
that
we
have
not
taken,
and
I
don't
care
about
the
terminology.
I
think
we
can
take
that
step.
J
Yeah
I
well,
I
guess
what
my
challenge
is
right.
Is
that
that's
fine,
maybe
it's
a
site
that
gets
a
little
bigger,
but
we
we
may
have
a
couple
hundred
people
that
we're
going
to
have
to
displace
over
the
course
of
this
year.
We're
not
going
to
be
able
to
put
them
all
in
in
tiny
homes
or
where
you
know
hotel,
motel
vouchers
right,
there's
likely
going
to
be.
You
know,
people
that
we're
just
displacing
I'd
rather
not
do
that.
J
J
J
J
I
know
that's
different
than
you
know
this
model,
but
I
think
that
both
of
them
can
help
create
what
we're
trying
to
create
here,
which
is
a
public
restroom
access,
and
we
haven't
had
that
funding
before.
I
think,
with
the
funding
to
be
able
to
manage
these,
you
know
maintain
these
these
public
restrooms.
J
Then
we
can.
We
can
obviously
create
even
more
opportunities
for
them
and
and
keep
them
working
and
functioning
well,
and
then,
lastly,
is
the
80
million
in
reserves
just
kind
of
curious,
where
you
got
that
number
from.
I
was
looking
at
a
demo
and
kind
of
looking
at.
You
know
the
trajectory
for
the
five-year
forecast
and
then
trying
to
get
an
understanding
of
how
much
money
we
were
going
to
get
from
the
feds.
B
Yeah
I
mean
so
I
it
wasn't
my
bookie.
I
can
tell
you
that
we
we
reached
out
to
jim,
shannon
and
and
jim
and
huddled,
with
the
same
managers
team
to
figure
out
really.
What
do
we
want
to
put
aside
for
what
we
know
is
quite
possibly
going
to
be
a
very
rainy
next
year
as
well
and
so
jim?
Do
you
want
to
speak
to
the
80
million.
K
Yeah,
thank
you
mayor.
I
think
what
we
were
as
we
as
we
put
this
budget
together.
You
know
we're
we're
mindful
of
the
fact
that
we've
got
the
ongoing
shortfall,
which
is
pretty
significant
but
then
have
the
significant
influx
of
one-time
dollars.
So
you
know
what
is
that
balance
to
make
sure
that
the
city
is
you
know
protected
so
that
we
can
continue
to
provide
those
essential
city
services?
K
But
then,
potentially,
you
know
leverage
this
american
rescue
plan
funding
for
maybe
over
a
multi-year
period
to
sort
of
you
know
bridge
us
through,
and
so
you
know
we
have
a
couple
scenarios
going
back
and
forth.
You
know
there's
not
probably
a
magic
number,
but
you
know
the
number
that
the
mayor
suggests
here
of
80
million
you
know
provides.
K
You
know,
I
think
we
provide
both
a
significant
cushion
to
future
revenue
shortfalls
or
something
is
different
than
what
we
expected,
which
is
totally
possible
right
and
also
gives
us
a
little
bit
cushion
to
adjust
some
of
the
other
funding
that
council
may
want
to
for
some
of
the
economic
relief
as
conditions
evolve,
and
we
get
more
information
about
both
the
conditions
and
the
eligibility
of
funds.
Because
that's
another
question
mark
is
we
don't
really
know
yet
how
we
can
use
these
funds
exactly.
K
So
that's
really
going
to
be
coming
from
the
treasury
over
the
next
60
days.
So
you
know
we're
going
to
try
to
release
this
proposed
budget.
You
know
in
accordance
with
this
direction
that
gets
passed
here
to
the
best
of
our
ability,
with
a
lot
of
great
marks
and
question
marks.
So
that's
that's
the
back
story.
I
guess.
J
Okay,
yeah,
I
was
looking
at
the
the
you
know
the
base
optimistic
and
pessimistic
cases
for
our
you
know
future
years
and
trying
to
get
my
understanding
is,
maybe
we'll
be
getting.
You
know,
110
million
or
so
per
year
over
the
next
two
years
from
the
feds
as
a
breakdown
of
the
money
we're
getting
and
so
just
was
trying
to
determine
how
that
was
projected.
J
All
I
would
say
then,
because
I
know
this
is
fluid-
would
be
that
we're
not
married
to
that
80
million
dollar
number-
and
I
don't
know
if
that
was
your
intent
mayor.
But
I
would
you
know.
I
would
like
to
see
that
we're
sort
of
flexible
with
that
and
then
additionally,
more
importantly
than
being
flexible
and
not
married
to
it,
would
be
let
if
you
could
jim
just
be
able
to
come
back
with
a
with
a
better
analysis
as
to
whatever
number
we
end
up
with.
B
Guess
I
would
say
you
know,
maybe
not
married,
but
certainly
seriously
dating,
if
not
engaged
to
80
million
and
obviously
everyone's
the
world's
going
to
change
dramatically
again
in
the
next
month
or
two
by
the
time.
This
comes
back
so
hopefully
we'll
have
a
clearer
picture
and
if
we're
in
the
middle
of
a
boom
as
we'd
all
hope,
though
I
know
that's
not
likely,
you
know,
maybe
that
number
will
come
down
so.
J
B
K
B
L
B
Ideally
I
like
to
solve
it
with
some
ongoing
savings
too,
but
let's
say
we
so
then
that
50
million
continues
next
year
and
the
question
is
what
does
the
economy
look
like
next
year
and
we
all
hope
there's
going
to
be
a
rebound,
but
we
could
see
a
financial
market
crash
too,
because
there's
a
lot
of
commercial
property
owners
that
haven't
been
paying
their
mortgage
in
a
few
months
right.
Those
kinds
of
things
we
just
don't
know.
J
But
I'd
like
to
be
more
clear,
so
I
understand
it
better
myself
and
then
so
I
can
articulate
that
better
to
my
constituents
to
be
able
to
say
here's
why
here's,
how
we
were
being
you
know
fiscally
conservative
and
why
we
were
and
why
we
came
up
with
these
numbers
and
what
really
we
think,
the
you
know,
the
the
projections
are
gonna
be
moving
forward.
None
of
it's
gonna
be
perfect.
We
know
that
right,
that's
that's
the
whole!
J
That's
that's!
The
whole
thing
with
budgeting
is
we're.
Assuming
a
lot
of
things,
and
so,
but
but
so
long
as
you're
comfortable
with
that
that
we
can
explain
that
a
little
bit
more
in
detail
and
to
hear
at
least
you
know
that
we're
not
necessarily
married
to
believe
me,
I
would
marry
a
eddie
million
if
it
was
coming
my
way,
but
at
least
to
hear
that
you're
sort
of
just
engaged
to
that
idea.
At
the
moment
you
did
much
better
than
that.
Casper.
K
If
I
get,
if
I
could
just
offer
that,
I
think
you
know,
the
american
investment
plan
will
be
a
big
component
of
the
the
budget,
so
we'll
make
sure
that
it'll
be
featured.
I'm
almost
certain
in
the
transmittal
message
that
will
you
know
that's
that
summarize
the
whole
budget,
so
we
will,
instead
of
doing
it,
mba
we'll
have
it
as
sort
of
part
of
the
main
trans
transmitter,
because
it'll
be
so
key
to
what
we're
doing.
J
N
N
So
just
something
I
wanted
to.
I
wanted
to
bring
up
in
the
context
of
the
budget
and
we'll
probably
discuss
later
in
the
context
of
the
audit.
That's
all
all
I
have
I
used
to
the
comments,
everybody
else.
I
also
appreciated
the
discussion
between
you
and
councilmember
corrales
about
you
know
the
diff.
N
The
the
semantics
of
sanctioned
encampments
versus
sore
again
not
important
to
me,
but
you
know,
if
we're
identifying
source
sites-
and
I
think
that's
important
for
us
to
identify
more
and
and
spread
them
around
the
city
more
in
some
sense
we're
sanctioning
those
locations.
But,
however,
we
define
them
is
not
not
relevant,
not
really
that
important.
It's
it's
about
making
sure
we
have
services
for
our
community
in
place.
So
I
look
forward
to
that
discussion
next
week
for
more
videos.
B
I
think
the
restrictions
have
to
be
spent
before
2023,
so
you
can't
just
line
up
a
whole
lot
of
one-time
money
and
say
this
is
going
to
be
our
our
way
to
fund
police
staffing
in
the
future.
So
you
know
we
just
need
to
do
everything
we
can
to
try
to
generate
revenues
through
the
old-fashioned
way,
which
is
economic
growth
and
and
hopefully
grow
this
department,
and
obviously,
we've
passed
a
couple
measures
in
the
past
to
support
expansion
and
we
may
have
to
do
that
again.
N
Yeah,
I
just
I
mean
it
seems
like
we're
fooling
ourselves
a
little
bit
because
we're
spending
that
you
know
the
money's
coming
from
somewhere
and
whether
it's
you
know
clearly
not
one-time
money.
If
our
overtime
expenses
are
increasing
every
year,
so
me,
you
know
we're
putting
it
in
the
budget
somewhere
pulling
it
from
the
budget
somewhere.
So
yeah.
N
B
Yeah,
it's
it's
a
fair
point,
but
I
do
think
that
audit,
at
least
on
the
face
page,
is
a
bit
misleading
because
we
were
beginning
to
decline
in
overtime
expenditures
and
then
we
ran
into
last
year
and
overtime.
Budgets
blew
up
in
every
major
city
police
department
in
the
country
because
we
had
civil
unrest,
and
so
there
was
a
trend
that
I
think
we
had
started
for
a
year.
B
The
problem
is,
we
couldn't
continue
it
even
as
we
were
staffing
up,
because
we
had
civil
unrest
that
was
putting
hundreds
of
officers
out
there
night
after
night,
when
we
were
getting.
You
know,
intel
reports
about
about
looting
in
far-flung
parts
of
the
city.
So
I
you
know
I
just
I
think
that
is
you
know
not
a
good
year
to
use
as
a
baseline.
N
N
Okay
right,
so
so
that's
the
point
is
we're
staffing
up
to
reduce
the
overtime,
and
we
should
continue
to
have
that
in
our
budget.
That's
the
plan
because
it
still
makes
sense,
and
it
does
seem
that,
even
if
we're
on
a
decline
we're
still
you
know,
we
still
know
that
we're
going
to
have
some
level
of
overtime
that
we're
expecting.
So
there
should
be
some
way
to
do
an
analysis.
I'd
like
to
see
that
analysis
of
where
that's
what
it
may
be
for
us
to
staff
up.
We
know
we
have
need.
N
B
B
K
Yeah
thanks,
so
I
think
the
conversation
you're
having
is
is
is
right
on
we
were
working
to
drive
down
over
time.
The
mayor
is
right.
We
never
really
had
this
issue
before
where
we
were
fully
staffed,
so
we
were
actually
using
salary
savings
to
fund
the
overtime
we
do
find
ourselves
in
a
situation
of
being
fully
staffed,
and
so
we
how
we
manage
that
overtime,
I
think,
is
much
more
of
a
relevant
subject
for
us
to
really
talk
through.
So
absolutely.
N
N
O
O
O
I
think
you
know
can
stand
on
its
own
merit,
but
the
first
one
really
stands
out
for
me
as
one
that
has
been
working
this
past
year
in
a
community
that
has
been
hit
so
very
hard
due
to
the
pandemic.
And
of
course
you
know
we,
you
know,
I'm
saying
you
know
I
feel
like
I.
I
sound
like
a
broken
record
and
I
apologize
for
it
for
something
like
it's
just.
O
I
said
it
before
the
east
side
was
was
not
an
accident,
it's
a
as
a
result
of
of
of
ordinances
and
policies
and
decisions
that
were
made
not
necessarily
by
us,
but
were
made
by
previous
administrations
and
and
were
created
as
a
result.
And
so
so
when
we
look
at
the
budget
and
we
look
at
equitable
recovery,
I
I
I
really
appreciate,
because
I
I
do
think
that
language
makes
all
of
the
difference
in
the
world
how
we
march
forward,
how
we
view
things
the
context
and
the
narrative.
O
K
K
K
O
K
E
E
But
we
would
then
set
a
timeline
on
it
if,
in
in
the
ideal,
whether
it
be,
it
would
be
a
mandatory
retrofit
program
that
has
to
be
completed
within
x
years,
and
we
would
try
to
create
as
many
mechanisms
for
landlords
to
avail
themselves
so
that
there
wouldn't
be
a
financial
hardship
for
them
or
for
their
tenants.
We
do
need
to
get
this
going.
It
has
been
lost
in
the
files
of
fema
for
a
very
very
long
time,
but
we
have
it
on
the
road
map,
which
means
that
we
will
drive
it
forward.
E
I
agree
with
you
completely.
This
is
a
huge
item.
We
we
think
that
there
are
over
a
thousand
soft
story,
buildings
which
would
be
at
significant
risk,
and
that
is
huge.
So
this
is
something
that
we
will
be
driving
hard
through
the
road
map
and
we'll
be
happy
to
to
give
you
more
details
I'll
be
reaching
out
to
fema
personally
to
follow
up
on
this.
If
we
don't
get
a
positive
response
from
themselves
yeah,
I.
O
I
don't
want
to
spend
much
more
time
on
this.
I
just
I
guess
I
just
want
to
put
a
bug
in
your
ear
then,
and
and
the
this
you
know,
the
the
resiliency
core
convo
started
a
lot
earlier
this
afternoon.
I
think
it
was
with
council
member
arenas
and
and
and
I
don't
know
how
how
it
transitioned
into
the
idea
of
you
know
a
pipeline
to
careers
or
college.
There
was
some
sort
of
transition.
O
There
was
some
conversation
about
that
and
then
we
were
talking
about
possible
traits,
those
who
don't
go
to
college,
but
but,
as
I
think
about,
even
as
I'm
trying
to
think
this
through
and
I'm
thinking
about
different
projects,
I
mean
I
I
just
see.
If
there's
possibly
any
sort
of
funding-
and
I
get
it-
I
mean
landlords.
Probably
right
now
are
in
no
position
to
to
dish
out.
You
know,
I'm
not
pretending
that
there's
any
sort
of
you
know.
O
You
know
bucket
of
gold
coins
anywhere
for
them
to
dish
out
right
now,
especially
after
all
this,
but
if
there's
any
way
that
you
know
this
can
be
a
double
whammy
where
they're
protecting
their
tenants
from
the
next
disaster.
At
the
same
time,
while
we're
using
some
sort
of
an
apprentice
program
or
or
getting
people
to
work
as
well
in
the
trades,
I
don't
know
and
there's
fema
money
involved.
You
know
what
I
mean.
I
mean.
O
E
Think
that's
a
good
idea
we'll
take
that
into
into
account,
and
just
coincidentally
I
got
my
house
retrofitted
recently,
and
it
was
a
the
the
the
gentleman
who
did.
It
was
a
a
first-generation
entrepreneur
who
realized
he
had
a
great
niche
and
he
was
able
to
employ
quite
a
few
folks
and
create
a
startup
that
way.
So
there
is
there's
a
business
opportunity
here
for
people
on
the
retrofit
side
that
fits
with
trades
people
with
wanting
to
start
up
small
businesses.
We'll
look.
O
Thank
you
and
again
it's
just.
I
just
want
to
put
a
bug
in
your
ear,
because
I
know
that
there's
a
lot
of
our
families
and
they're
very
low-income
families
that
actually
live
in
those
you
know
and
and
and
I'm
gonna
leave
it
at
that
except
the
last.
The
last
piece
mayor
that
I'm
just
going
to
put
a
plug
in
is
going
to
be,
of
course,
for
our
art
community.
You've
heard
it
now
from
different
advocates.
A
lot
of
the
folks
that
came
in.
O
I
just
want
to
thank
them
for
calling
in
and
and
advocating
for
themselves.
These
are
small
business
owners,
they're
entrepreneurs,
they're
they're,
really
struggling
as
well.
I've.
I've
heard
them
loud
and
clear
as
the
liaison
to
the
art
commission
we're
hearing
that
they're
struggling,
these
might
be
small
organizations
or
there
might
be
just
individuals
who
are
out
there
hanging
on
as
well
and
and
we're
trying
to
figure
out
what
is
the
best
way
to
help
them
survive.
B
You
councilmember,
and
I
agree
with
all
those
points,
particularly
the
the
last
one.
That's
hopefully,
san
diego
will
get
us
toward
just
really
enabling
our
arts
organizations
and
artists
to
be
out
there
shepherding
us
into
a
better
future,
because
we're
gonna
we're
gonna
need
to
have
to
encourage
people
to
come
back
out.
I
know
it's
not
gonna
happen
all
by
itself.
There's
a
lot
of
fear
we
know
and
when
it's
safe
we
want
to
encourage
folks
to
do
so.
Okay,
so
we
now
have
a
motion
from
vice
mayor.
C
C
G
C
G
E
B
I
I
So
in
slide
two,
you
can
see
the
funded
status
for
the
police
and
fire
on
the
market.
Value
basis
is
about
70.7
percent
and
for
federated
just
attack
over
50
percent
and
the
unfunded
liability
for
police
on
fire
about
1.5
billion
dollars
and
2.2
billion
for
federators.
So
when
you
combine
both
of
the
pension
plans,
the
combined
funding
ratio
is
about
61
percent
and
the
total
and
funded
actual
reliability.
I
I
If
we
go
to
slide
number
two,
this
specifically
have
to
deal
with
the
contributions
that
are
due
by
the
city
based
on
the
evaluations
we
saw
for
the
upcoming
fiscal
year,
2122
that
you
have
been
discussing
this
afternoon.
So
I'll
just
get
right
to
the
point.
On
the
right
hand,
side
you
can
see
the
total
amount
of
contributions
is
about
471
million
dollars,
of
which
about
423
is
for
the
pension
plans
and
about
48
million
dollars
for
the
health
care,
also
known
as
the
opec,
all
the
post
employment
benefits.
I
I
just
want
to
note
the
description
for
the
city
contributions
here.
It
reached
amounts
throughout
the
fiscal
year,
so
the
471
million
dollars
assume
contributions
will
be
made
by
the
city
throughout
the
year.
As
you
probably
know,
most
of
you,
the
city
does
elect
at
times
to
pre-fund
most,
if
not
all,
of
the
tier
one
contributions
and
if
the
city
does
elect
to
make
the
pre-funding
contribution
for
tier
one
right
on
july.
I
First,
the
the
city,
the
the
boards
actually
offer
a
discount
to
the
assumed
real
return
by
receiving
the
funds
upfront
on
the
year,
so
that
we
can
deploy
them
in
the
in
the
stock
market.
And
if
that's
the
case,
then
that
will
result
in
some
savings
to
the
city,
the
specific
savings.
Obviously,
I
think
your
budget
director,
jim
shannon,
will
have
a
better
idea,
but
in
prior
communication
with
him,
he
shared
with
me
that
the
the.
I
Yeah,
as
I
go
through
the
presentation,
if
you
have
any
questions,
please
do
let
me
know
so.
The
next
slide
have
to
do
with
the
the
specifics
of
what
are
the
components
for
the
contributions
that
I
do.
I
think
the
the
borderline
here
is
again.
This
is
play
between.
This
is
specifically
for
the
pension,
and
it
deals
with
both
the
plans
separately,
the
police
on
fire
federated.
I
I
think
the
the
the
the
message
here
is
that
the
bulk
of
the
contribution
from
the
city
that
is
due
it
deals
with
tier
one
and
and
on
top
of
that,
the
bulk
of
that
payment
actually
accounts
for
the
paying
for
the
unfunded
actual
liability.
You
can
see
that
for
police
on
fire
that
amount
includes
148.5
million
dollars
and
for
federated
160.7
million
dollars,
that's
just
to
pay
for
the
unfunded
actual
liability
for
tier
2.
I
The
amounts
are
a
lot
smaller
about
14.3
million
for
police
and
fire
and
17.5
million
dollars
for
federal
employees.
If
we
can
go
to
a
slide
four.
What
I
wanted
to
share
with
you
here
is
this
slide
actually
shows
conceptually
when
we
talk
about
actuarial
value
of
assets
is
what
we
call
the
smoothing
process.
I
Any
return
below
what's
expected
in
this
spreadsheet
is,
is
actually
no.
It's
actually
viewed
as
a
loss.
So
again
that
means
that
for
the
next
five
years,
regardless
of
whatever
gains
or
losses
we
may
have
in
the
future,
we
still
have
to
recognize
149
million
donors
for
the
police
and
fire
pension
and
about
93.5
million
dollars
for
the
federated
pension
plan.
I
And
if
we
can
go
to
our
next
slide,
which
is
really
the
the
main
issue
I
wanted
to
leave
you
with
these
are
the
projected
annual
city
contributions
for
the
next
20
years,
and
a
big
caution
here
is
that
this
projected
city
contributions
assume
that
all
the
assumptions
that
we
have
are
met.
The
most
noteworthy
of
those
assumptions
is
assuming
that
the
plans
will
at
least
earn
the
six
two
five
percent
assumed
rare
return.
I
O
I
Is
the
amount
of
the
unfunded
liability?
What
are
the
city
contributions
for
you
coming
fiscal
year,
2122
that
you
have
been
discussing
this
afternoon
and
kind
of
leave
you
with
a
sense
as
to
what
are
the
projected
city
contributions
for
the
next
20
years
or
so,
and
with
that
I'm
happy
to
answer
any
questions.
B
K
I
don't
know
what
I
mean
we're
dealing
with
issues
of
you
know:
hazard,
pay
and
and
food
prices,
and
you
know
they're
real
serious
issues
in
2022
and
and
I
hope
we're
we
can
address
them
together
and
there's
there
can
be
collective
ways
to
do
that.
I'm
hopeful
about
in
describing
this
item
that
you
know
a
20-year
span
of
things.
It's
interesting.
I
know
that
I've
also
been
learning
that
the
city
of
san
jose
is
possibly
going
to
be.
You
know
wanting
to
offer
more
bond
use.
K
They
want
to
invest
more
in
bond.
Use.
Good
luck
in
how
that
works.
I
think
it's
an
interesting
notion.
I
don't
know
how
that
will
help
with
this
situation,
where
it
can,
if
it
can
help
with
your
your
certain
deficit
questions
here,
but
it's
a
very
slow
meandering
pace
that
I
like
and-
and
I
good
luck
in
these
efforts
thanks.
K
E
Thanks
mayor,
hi,
roberto
good
to
see
you
too,
thank
you.
I
noticed
in
your
memo.
There
was
a
bullet
point
in
there
that
referenced
the
measure
f
cap
and
said
that
the
city
has
decided
to
not
exercise
the
caps,
we're
essentially
paying
more
in
not
a
huge
amount,
I
think
was
900
thousand
dollars,
which
I
can
guess
as
to.
Why
assume
we're
trying
to
just
pay
down
those
liabilities
faster,
get
the
money
into
investments
earlier,
but
is?
Is
that
correct,
and
can
you
just
tell
us
a
little
more
about
the
strategy
there.
I
Yes,
so
in
terms
of
the
strategy,
I'm
assuming
you're
you're,
referring
to
of
the
city
to
make
the
payment,
I
have
to
defer
to
the
city
staff,
but
you
are
correct-
and
I
did
kind
of
go
quickly
over
that,
but
it's
slide
number
three
having
to
do
if
we
can,
if
you
can
show
the
slide
number
three
on
the
city
contributions,
you're
referring
to
the
the
health
care.
That
is
the
amount
slide
number
three.
I
I
The
op
is
28.3.
The
the
the
cap
which
it
was
a
deal
between
the
unions
and
the
city,
puts
the
capital
eleven
percent
of
total
payroll.
That
is
27.3,
so
you
are
correct.
It's
900,
000
and
the
city
did
share
with
us
their
decision
that
they
were
going
to
pay
the
full
amount
which
is
28.3
about
900
000
with
the
cap.
I
Again,
I
think
you
are
correct.
I
assume
that
the
rationale
behind
it
is
number
one.
It
wasn't
a
huge
difference
and
number
two.
Obviously,
ideally
the
more
you
pay
your
front,
the
less
you
have
to
the
less
costs
are
going
to
be
in
the
future,
but
as
to
the
actual
rationale
behind
that
again
I'll
defer
it
to
the
city.
For
that.
K
Yeah
hi,
this
is
jim,
jim,
shannon
city's
budget
director.
You
had
it
right
roberto's.
We
were
looking
at
that
and
you
know
plugging
that
into
the
the
base
budget.
You
know
we
are,
you
know,
want
to
continue
to
make
progress
on
what
the
city
needs
to
contribute
to
to.
You
know
make
sure
we
find
to
the
extent
that
we
that
we
should
be
so,
I
think,
in
you
know,
prior
to
the
passage
of
the
ballot
measure.
K
E
I
I
Having
said
that,
both
plans
have
been
in
the
forefront
in
california
and
decreasing
the
assuming
of
return,
so
they
have
been
decreasing
the
supreme
return
and,
in
fact,
is
one
of
the
handful
of
plants
in
the
state
that
is
below
six
and
three
quarters
so
they're,
both
now
a
six
and
five
a
or
six
point
six,
two
five.
So
we
feel
is
a
reasonable
assumption
and
again
again,
the
big
number
here
it
was
2016
what
the
actual
return
was
an
actual
loss,
but
in
19
and
20
we
did
have
positive
returns.
I
They
just
did
not
match
the
assumed
return,
but
on
the
plus
side
right
I
mean
we're
looking
at
it
here.
Failing
to
meet
that
threshold,
we
don't
have
the
actual
returns
for
the
2021
actuarial
year,
because
obviously
we
still
have
about
three
and
a
half
more
months
to
go.
But
I
did
want
to
share
with
the
council
that
the
race
of
return
for
the
plans
for
the
culinary
year
2020
was
about
16
for
federated
and
about
13.8
for
police
and
fire.
So
I
think
ideally,
we
know
we're.
E
I
Yes,
it
is
another
good
question.
It
is
an
annual
day
because
we
obviously
disassume
the
assumptions
are
met,
and
so
every
year
that
we
do
the
evaluation,
we
account
for
the
fact
that
a
particular
assumption
have
not
been
met,
for
example,
in
2021
or
2020
evaluation.
We
did
not
meet
the
assembly
return
right
so
that
that
changes
the
numbers.
But
you
are
correct
this.
This
changes.
These
projections
are
done
on
the
annual
basis,
and
this
is
actually
presented
to
the
both
boards
annually.
I
In
addition
to
them,
we
prepare
a
five-year
projection
for
the
city
that
they
use
when
they
work
their
budget
numbers
for
the
coming
year
and
years
after
that.
So
we
do
prepare
two
two
reports
again.
This
is
one
that
goes
to
the
boards
on
the
annual
basis,
the
second
one
that
goes
to
the
city
and
presumably
shared
with
the
city
council.
It's
a
five-year
projection
of
contributions.
E
Okay,
thanks
and
then
I
guess,
just
final
comment
is,
is
I
guess,
just
more
a
little
bit
of
feedback
and
we
can.
We
can
chat
more
offline.
I
you
know.
Maybe
this
is
a
crazy
aspiration,
but
I
I
would
love
for
our
residents
to
be
able
to
read
the
memo
that
you
submitted
and
get
a
little
more
sense
of
kind
of
how
we're
doing
you
know
and
maybe
figure
out
how
to
make
that
a
little
more
transparent
to
them.
I
think
it's
a
little
hard
to
parse.
E
E
B
Thank
you
other
questions.
I
just
had
two
roberto
and
both
of
them-
I
I
guess,
are
the
kinds
of
things
that
can
drive
budget
directors
to
drink,
but
with
no
no
offense
to
jim.
But
I
know
these
are
the
kinds
of
things
that
worry
me.
I'm
looking
at
page
three
of
this
of
the
memo
that
your
staff
put
together,
not
on
the
slides
but
just
the
memo,
and
it
describes
the
op-ed
unfunded
liability
increasing
on
both
police
and
fire
and
federated,
and
you
know
we
went
through
negotiations
and
dave
and
everybody
jennifer.
B
Everybody
was
involved
in
these
those
too
well
for
a
year
to
get
to
a
place
where
we
were
closing
the
opeb
plan
for
retirees,
which
was
a
great
triumph
for
fiscal
sustainability.
I
think
in
this
city
and
I
assumed
that
we'd
never
see
that
unfunded
liability
increase
because
we
closed
the
plan
is
is:
is
that
all
attributable
just
to
market
losses?
I
B
Yeah,
okay
and
then
the
second
question
I
have
again
sorry
to
get
depressing,
but
back
to
the
I
think,
councilman
mayhem
asked
really
good
questions
about
that
five-year
smoothing
chart
that
you
showed
if
we
could
turn
to
that
there.
It
is
yeah,
that's
it
and
you
know
just
looking
at
the
the
federator
for
a
moment
that
four
out
of
the
five
years
we
had
actuarial
losses
and
we
didn't
meet
our
rate
of
returns
and
I
know
obviously,
in
the
most
recent
year
you
know.
B
I
I
I
I
That
deal
the
sensitivity
of
the
volatility
of
the
investment
market
with
the
plants,
because
both
plants
are
so
mature
and
so
because
both
plants
are
so
mature
and
the
sensitivity
to
the
volatility
is
so
high
within
two
less
risk.
But
we
always
mentioned
that
we
were
hoping
to
place
the
plans
in
a
position
where,
when
there
was
a
downturn,
we
can
take
advantage
of
it
so
that
that
happened
in
march
and
the
boards
actually
added
quickly.
I
I
I
think
what
you
see
there
is
the
plans,
the
boards
trying
to
walk
a
fine
line
and
making
sure
that
they
had
an
asset
allocation
that
will
try
to
lose
less
money
in
downturns,
even
though
they
didn't
make
as
much
money
in
the
up
in
the
offspring.
Because
of
the
sensitivity
of
the
plans
to
volatility
in
the
market,.
B
B
E
C
I
Meet
mayor:
yes,
before
you
do
the
vote,
I
I
wanted
to
staff
just
texted
me:
god
bless
them.
They're
still
engaged
and
the
main
reason
for
the
decrease
in
the
open
opec
was
the
decrease.
Just
as
we
decreased
the
assumed
return
on
pension
from
six
and
three
quarters
to
six
and
point
six,
two:
five.
We
did
the
same
for
they
open
and
decrease
the
discount
rate
from
six
and
a
half
to
six
and
a
quarter
so.
K
B
B
C
C
C
G
D
E
D
B
L
L
The
mayor
vice
mayor
and
two
council
members
requested
us
to
expand
the
audit
to
include
expenditures
and
workload,
including
analysis
of
police
calls
for
service
budgetary
allocations
and
progress
towards
civilianization,
as
the
city
continues,
its
discussions
around
police
reform
and
reimagining
public
safety.
We
hope
this
can
be
a
resource,
provide
insight
into
departments,
has
staffing,
history,
expenditures
and
workload.
L
In
particular,
the
breakdown
of
calls
by
different
priorities,
which
we
will
discuss
later,
can
help
frame
policy
decisions
that
will
be
discussed
during
the
reimagining
public
safety
conversation
around.
When
is
necessary.
For
a
sworn
officer
to
respond
to
an
incident
and
when
it
could
be
appropriate
for
a
civilian,
the
police
department
has
four
core
services
respond
to
calls
for
service
and
patrol
support,
investigative
services,
crime
prevention
and
community
education
and
regulatory
services.
L
Department
is
organized
into
four
bureaus.
The
field
bureau
of
field
operations,
investigations,
administration
and
technical
services
and
the
office
of
the
executive
officer
staff
is
further
broken
down
into
specialized
units
and
divisions.
The
police
department
has
1
715,
budgeted
sworn
and
civilian
staff
and
roughly
two-thirds
are
sworn
staff.
The
majority
of
those
are
in
the
bureau
of
field
operations,
primarily
patrol
where
there's
nearly
700
officers.
L
L
L
L
One
thing
that's
important
to
note.
In
this
finding
is
that
there
have
been
a
number
of
studies,
the
2006
staffing
plan
I
mentioned,
there's
been
a
couple
of
different
consultant
reports
that
provided
staffing
recommendations.
There
was
a
fiscal
year,
2019-20
mba,
which
outlined
the
department's
staffing
needs
across
different
bureaus
and
ranks
what's
been
common
with.
These
is
that
budgetary
limitations
has
have
constrained
the
farm's
ability
to
fulfill
those
plans.
L
Our
second
finding
is
that
increases
in
department
expenditures
about
outweighed
staffing
changes.
Despite
having
fewer
staff,
the
department's
budget
has
grown
significantly
the
past
20
years,
even
adjusted
for
inflation.
Department's
budget
currently
accounts
for
30
percent
of
the
city's
general
fund.
L
The
largest
increase
in
expenditures
has
been
in
retirement
and
fridge
benefit
costs
growing
from
65
million
dollars
in
fiscal
year,
2008
2009
to
168
million
fiscal
year.
1920
retirement
costs
alone
grew
from
45
million
dollars
to
127
million
dollars
over
those
years
and,
as
roberto
showed
in
the
previous
presentation,
costs
are
expected
to
remain
high
for
the
foreseeable
future.
L
Overtime
costs
have
grown
300
over
the
past
decade,
from
10.6
million
to
47
million
dollars
this
past
year,
we'll
discuss
overtime
in
a
little
bit.
In
more
detail
in
a
bit
overall,
personal
services,
including
salaries,
overtime,
retirement
and
other
benefits,
accounted
for
92
percent
of
overall
department
expenditures
in
fiscal
year,
1920.
L
non-personal
and
other
expenditures,
totaled
36
million
dollars
and
significant
expenditures
in
that
category
included.
10.6
million
dollars
for
vehicle
maintenance,
replacement
costs,
7
million
dollars
for
professional
consulting
services,
which
included
payments
to
santa
clara
county
for
the
crime
related
the
crime
lab
and
costs
associated
with
body,
one
cameras,
3.7
million
for
computer
and
telecommunication
expenses
and
3.8
million
for
police
supplies
materials.
L
The
third
finding
is
that
the
department's
workload
has
increased
as
it
struggled
to
meet
its
response
time
goals.
Last
year,
sjpd
received
1.2
emergency
and
non-emergency
calls
this
included
about
600
emergency
calls,
500
or
600
000
emergency
calls.
I
apologize
500,
000,
non-emergency
calls
and
134
000
field
events,
including
officer,
initiated
events.
L
Some
calls
do
not
require
response
by
a
sworn
sjpd
officer.
For
example,
some
non-emergency
calls
can
be
handled
by
non-sworn
staff
calls
requiring
fire
or
medical
response
are
transferred
to
fire
communications
and
other
instances.
A
call
may
be
transferred
to
another
organization
such
as
california,
highway
patrol.
There
also
may
be
multiple
calls
for
a
single
event
as
a
result,
in
total
officers
respond
to
about
331
000
incidents
in
fiscal
year,
1920.
L
incidents
are
responded
to
based
on
a
priority
system
priority
one
being
the
highest
priority,
meaning
immediate
danger
priority
four
meaning
no
present
or
potential
danger
priority.
Five
and
six
responses
are
officer-initiated
activities
such
as
a
car
or
pedestrian,
stop
or
events
where
an
officer
reviews
a
crime
is
in
process.
L
The
department
sets
response
time
targets
for
its
highest
priority
calls
priority
one
and
priority
two
calls
priority.
One
calls
indicate
present
or
imminent
danger
to
life,
for
there
is
major
damage
to,
or
loss
of
property
priority
two
calls
indicate
injury
or
property
damage
the
potential
for
either
to
occur,
or
the
suspect
is
still
present
in
the
area.
L
The
department
has
not
been
able
to
meet
its
response
time
targets
for
these
calls
for
many
years
priority.
One
response
time
target
is
six
minutes,
and
the
department
met
that
target
just
58
of
the
time
in
fiscal
year
1920
and
the
average
response
time
was
7
minutes.
The
priority
2
response
target
is
11
minutes.
The
department
met
that
target
less
than
half
the
time
the
average
response
was
21
minutes.
I
do
want
to
note
on
this
slide
that
an
improvement.
It
shows
a
slight
improvement
in
response
times
from
fiscal
year.
1718
episcopal
1819.
L
The
improvement
actually
reflects
a
change
in
methodology
in
the
calculation
rather
than
actual
improvement
department
also
breaks
down
response
times
into
three
segments
processing.
Time
queuing
and
drive
time
department
did
not
meet
its
goals
for
queuing
and
drive
time
for
either
priority
one
or
two
calls.
It
is
most
apparent
for
priority.
Two
calls.
L
Allowing
our
fourth
finding
is
reorganizing
san
jose's
patrol
districts
and
reviewing
shift
schedules,
could
optimize
workload
and
available
staffing
department
deploys
patrol
staff
across
three
shifts
and
16
patrol
districts.
The
district
boundaries
have
not
changed
since
1999
and
the
shift
schedules
have
remained
the
same
since
the
early
2000s.
L
Past
studies
by
outside
consultants
in
2010
and
2017
have
made
recommendations
to
review
and
modify
these
to
achieve
efficiencies
in
how
patrol
officers
are
deployed
across
the
city.
As
you
can
see
on
the
map
on
the
slide,
it
shows
priority
one
four
responses
across
districts
there's
great
variation.
The
number
called
number
of
calls
by
district
and
redistricting
can
be
a
way
to
balance
out
the
workload
the
department
was
allocated,
funding
in
last
year's
budget
to
begin
analyzing
police
districts
as
part
of
a
redistricting
plan,
but
that
has
not
yet
begun.
L
Changing
shift
schedules
has
also
been
recognized
recommended
by
past
consultants
that
realign
staffing
when
calls
occur.
Most,
for
example,
a
2017
study
recommended
adjusting
the
day
and
swing
shift
schedules
to
have
more
more
overlap
during
hours.
When
there
are
the
greatest
number
of
calls,
we
recommend
additional
analysis
here
and
report
back
to
the
city
council
on
alternative
shift
schedules.
L
L
Moreover,
community
policing
has
been
a
stated
priority
for
the
city
in
past
years.
However,
department
has
not
does
not
have
an
updated
strategy
on
how
to
make
this
a
reality.
For
example,
a
large
majority
of
community
policing
has
been
done
through
foot
patrol.
However,
foot
patrol
has
been
funded
each
year
on
a
one-time
basis
since
2014
and
of
course
you
guys
were
all
discussing
that
a
little
earlier.
So
we
also
recommend
the
city
identify
ongoing
funding
for
priority
foot
patrol
positions,
developing
a
community
policing
strategy
again,
both
of
which
have
been
department
and
council
priorities.
L
Our
fifth
finding
is
that
the
department
has
relied
on
overtime
to
staff.
The
department
reductions
in
staffing
vacancies
and
department
and
an
increased
workload
have
contributed
to
an
increased
reliance
on
overtime.
However,
while
the
number
of
vacancies
has
decreased
in
recent
years,
overtime
has
not
declined
at
the
same
rate.
Over
the
past
decade,
overtime
hours
use
has
grown
from
less
than
two
hundred
thousand
dollars
to
more
than
450
000
hours
and
costs
have
grown
from
under
11
million
to
47
million
dollars
and
now
accounts
for
10
percent
of
all
department
stock
spending.
L
I
do
want
to
clarify
one
point
on
the
overtime
this
past
year,
the
the
civil
unrest
and
the
overtime
associated
with
that
was
a
a
large
contributing
factor
to
the
growth
in
fiscal
year
1920.
However,
we
looked
at
the
overtime
usage
up
through
mid-may
and
overtime
usage
was
actually
trending
up
from
2018-19.
L
It
was
below
the
17-18
highs,
but
we
were
not
seeing
that
same
decline,
so
it
raised
some
concerns
for
us.
We
also
note
that
use
of
overtime
among
some
staff
is
excessive.
The
duty
manual
restricts
the
amount
of
time
an
individual
should
work
in
any
given
24
hour
period
to
16
hours.
What
we
saw
was
181
incidents
where
an
officer
worked
more
than
16
hours
of
overtime
in
a
24
hour
period,
and
there
were
60
individuals
who
worked
more
than
1
000
hours
overtime
during
the
year.
We've.
C
L
The
department
categorizes
overtime
in
two
overarching
types,
mandatory
overtime,
which
includes
such
activities
as
court
appearances,
late
calls
for
service
or
arrests
overtime
to
meet
minimum
staffing
requirements
or
as
defined
in
the
duty
manual
or
when
deemed
necessary
by
the
department.
Discretionary
overtime
includes
activities
which
are
not
immediately
necessary
for
providing
police
services
to
the
community.
L
This
has
historically
included
completion
of
reports
at
the
end
of
shift,
administered,
work
and
training.
A
2017
general
order
specifically
states
that
no
discretionary
overtime
will
be
approved
except
under
extenuating
circumstances
and
must
be
approved
by
a
captain
or
hire.
But
despite
that
order,
some
overtime,
historically
deemed
discretionary
and
expected
be
complete
on
regular
time,
has
increased
at
a
greater
rate
than
mandatory
overtime.
L
We
also
are
not
always
seeing
documented
approval
by
a
captain
or
hire
and
according
to
the
department.
Some
of
this
relates
to
the
level
of
experience
of
staff
that
described
earlier.
For
example,
less
staff
or
less
experienced
staff
may
take
longer
to
report
writing
than
a
more
experienced
officer.
L
Finally,
employees
can
earn
compensatory
time
or
comp
time
instead
of
pay
for
some
overtime
duties.
While
the
department
has
noted
comp
time
provides
flexibility,
since
it
typically
does
not
immediately
affect
the
department
budget.
We
have
seen
this
change.
In
recent
years,
officers
can
accrue
up
to
400
hours,
foreign,
I'm
sorry
480
hours
of
comp
time
under
the
fair
labor
standards
act
or
flsa.
L
Any
overtime
worked
beyond
this
limit
is
paid
out
of
the
next
paycheck.
Last
year,
more
than
16
million
dollars
was
paid
out
in
overtime
to
individuals
who
had
reached
the
480
limit.
That
is,
the
overtime
would
have
been
for
comp
time
for
reaching
the
limit
and,
as
you
can
see,
that
amount
has
been
growing.
In
recent
years.
In
november
2020
there
were
449
officers,
who'd
reached
the
480
limit
and
the
associated
comp
time.
Liability
has
reached
21
million
dollars.
L
Our
last
is
that
additional
opportunities
exist
for
civilianization
to
address
swarm
workload.
Civilianization
enables
a
police
organization
to
focus
foreign
staffing
on
sworn
duties,
by
hiring
civilians
to
assist
with
the
department's
workload,
with
an
increasing
workload,
limited
sworn
staffing
and
budgetary
constraints
department
may
benefit
from
expanding
its
use
of
civilians
to
response
to
incidents.
L
L
L
The
workflow
for
csos
also
vary
significantly
across
districts,
which
may
result
in
an
equitable
workload
for
csos,
which
are
generally
assigned
one
per
district.
Finally,
we
also
know
that
csos
are
responding,
calls
outside
those
specifically
identifying
the
duty
manual
and
are
not
consistently
involved
in
community
policing.
L
Hopefully,
this
information,
this
report
can
be
a
resource
as
the
city
moves
into
the
next
stage
of
us:
reimagining
public
safety
conversations
we'd
like
to
thank
the
police
department,
city,
manager's
office,
the
budget
office
and
the
city
attorney's
office
for
retirement
insight.
The
administration's
response
is
including
the
yellow
pages
in
the
report.
I
ask
that
you
accept
the
report
and
I'll
turn
over
to
the
police
department
for
the
administration's
response.
B
I
M
Overall,
the
department
agrees
with
the
audit
recommendations.
Acknowledging
more
work
needs
to
be
done.
The
san
jose
police
department
is
the
most
thinly
staffed
agency
of
any
large
city
in
the
nation
we
received
over
1.2
million
emergency
and
non-emergency
calls
annually.
While
we
will
discuss
and
concede,
the
overtime
levels
must
be
brought
to
balance.
M
We
also
believe
more
work
needs
to
be
done
to
dive
deeper
into
our
staffing
levels,
to
determine
the
optimum
level
for
a
city
of
our
size.
We
look
forward
to
developing
a
long-term
strategy
to
restoring
staffing
in
both
sworn
and
civilian
ranks.
As
budget
allows,
we
will
work
to
implement
a
community
policing
strategy
that
meets
the
community
demands
and
council
priorities.
Utilizing
an
internal
work
group.
M
M
We
will
continue
to
work
on
reimagining
community
safety,
both
under
the
city's
police
reforms
plan
and
our
own
internal
work
groups.
The
reimagining
community
safety
work
is
intended
to
evaluate
and
recommend
new
ways
in
which
the
department
intervenes
with
social
issues
and
reduces
social
conflicts
that
are
non-criminal
in
nature.
M
The
outcomes
from
this
work
will
be
folded
into
department's
approach
to
implementing
these
audit
recommendations
as
appropriate
regarding
overtime,
the
health
and
welfare
of
our
staff
is
a
priority
for
this
department.
Unfortunately,
in
order
to
try
and
meet
service
demands,
the
department
has
relied
heavily
on
overtime
as
staffing
reaches
authorized
levels
and
more
officers
are
street
ready.
We
expect
that
overtime
needs
to
drop.
B
A
Welcome
hello,
can
you
hear
me
welcome
yes,
hello,
yeah
welcome
yeah
thanks
yeah.
I
think
what
needs
to
happen
is
there
needs
to
be.
An
economy
has
opened
up
so
there's
money
to
pay
for
all
this,
and
all
this
I'm
reading
about
all
this
overtime
for
everybody.
You
know
it's
like
these
guys
are
making
300
000
a
year.
God
love
them
for
being
able
to
make
this
kind
of
money.
A
But
how
are
we
going
to
be
able
to
afford
this
in
the
future?
It's
not
going
to
happen,
and
not
only
that
I
mean
I'm
going
to
just
get
down
to
brass
taxes.
Service
isn't
very
good
from
the
city
of
san
jose,
both
police
and
fire.
It's
terrible!
It's
shameful!
Really
what
what
happens
with
people
when
they
call
9-1-1
people
don't
show
up.
You
get
put
on
hold
it's
awful.
A
I've
done
it
before
in
my
in
the,
and
you
know
when
there
was
a
fire
in
my
neighborhood
fire
department
never
showed
up
or
when
they
finally
did.
It
was
too
late,
woman
died
and
then
the
police
department.
I
mean
they
got
a
terrible
attitude
when
you
call
them,
you
know
they,
they
treat
you
like
they're
doing
you
a
favor
with
their
nose
up
in
the
air.
I
I'm
fed
up
with
the
city
services.
A
That
was
a
disgrace
and
you
guys
know
it,
and
you
know
years
later
I
like
the
fact
that
san
jose
pd
protected
the
vietnamese
community
that
were
trump
supporters,
but
they
had
to
be
shamed
into
doing
so.
You
know
nobody
happened.
Nothing
happened
to
those
people
who
were
supporting
trump
and
you
you
could.
You
could
say
what
you
want
about
them.
A
I
know
everybody
out
at
city,
council
hasten
probably
including
the
cops,
but
you
guys
should
all
be
ashamed
of
yourself
what
you
did
four
years
ago,
but
you
were
somewhat
redeemed
when
you
protected
the
people
this
year
and
I
but
I'll.
Never
thank
san
jose
pd
because
I
think
you
guys
are
a
big
pile
of.
K
Hi,
thank
you
here.
Our
congratulations
to
deputy
mata
now
becoming
police
chief.
I
hope
we
can
very
much
address
issues
and
how
that
can
become
a
more
pro
surveillance
in
law.
Enforcement
is
an
issue
that
talks
about
open
public
policy
with
the
surveillance
process.
If
needed,
I
don't
like
surveillance,
but
if
it
is
talked
about,
it's
open
public
policies
that
that
really
can
help
define
the
subject,
what
we're
working
towards
reimagine
equity
and
what
was
spoken
here
tonight:
the
ideas
of
overtime,
the
ideas
of
community
policing.
K
You
know
in
berkeley
and
in
oakland
I
mean
they're,
really
talking
about
the
community
being
a
part
of
the
process
and
how
that
can
happen
and
how
it
can
really
not
involve
the
police
and
how
the
future
of
staffing
of
police
has
to
be
considered.
And
I
know
there
is
a
great
reimagined
future
where
we
can
all
cooperate
and
work
together.
K
But,
like
I've
been
saying
these
past
few
weeks,
it
is
a
future
where
we're
learning
to
lessen
a
reliability
on
the
police,
and
that
has
to
be
a
goal
that
has
to
be
important
subject
matter
for
our
future.
This
is
this
is
learning
to
minimize
the
use
of
police
in
the
future
and
bringing
out
the
community
itself
and
the
health
and
human
services
and
how
to
address
our
issues.
K
K
B
Mr
beakman,
I'm
going
to
ask
the
city
attorney.
If
I
can
make
a
referral
for
further
consideration,
perhaps
she
can
return
during
closed
session
with
regard
to
the
gentleman
who
just
used
expletive
again,
I
know
this
is
a
person
who
has
used
expletives
in
the
past.
I'd
like
to
make
an
inquiry.
Perhaps
we
can
discuss
closed
session
with
regard
to
liability
or
not
with
regard
to
permanent
ban
of
the
speakers,
you're
just
continuing
to
use
expletives
and
violate
the
quorum
of
the
council.
K
Thank
you
good
evening.
Everyone,
scott
largent,
I
kind
of
got
off
the
meeting
earlier,
so
I
do
appreciate
you
guys,
taking
my
my
hand,
as
I
kind
of
just
waved
it
up
at
the
last
minute.
I
understand
we're
talking
about
the
overtime
issues
at
the
san
jose
police
department
and
I
guess
the
department
in
general.
K
K
I
think
we're
going
to
have
another
four
or
five
years
of
some
of
the
same,
the
same
stuff
we've
been
dealing
with
and
that
disconnect
from
the
community.
Our
our
police
department
is
not
in
line
with
our
community;
they
do
not.
They
are
just
it's
just
non-existent.
It
really
is
not.
I
like
what
people
have
been
saying
getting
on
here.
K
F
M
F
C
K
And
then,
and
then
chief,
if
you
don't
mind,
this
is
jim
chan,
the
budget
director
just
as
lisa's
getting
on.
I
know
that
the
the
that
that
amount
for
over
over
time,
the
actuals
is,
is
you
know,
baked
into
the
budget,
but
pretty
much
has
been
absorbed
by
vacancy
savings,
which
has
been
the
reason
why
the
overtime
has
been
able
to
be
higher.
But
you
know,
police,
you
know,
generally
in
the
past,
has
been
able
to
remain
within
the
budgets
really
due
to
those
vacancy
savings.
D
G
G
F
Great
thank
you
for
that
clarification.
So
again
it
was
very
enlightening.
There
were
a
lot
of
again
process
and
operational
challenges
and
issues
that
that
need
to
be
addressed
and,
and
chief,
I'm
looking
forward
to
tackling
those
those
big
issues
you've
been
appointed
for
what
eight
hours
now.
So
I
expect
for
you
to
have
all
those
issues
resolved
by
tomorrow.
F
N
Yeah,
thank
you.
I'm
just
gonna
follow
up
a
little
bit
on
the
conversation
we
started
before
during
the
budget.
I
know
vice
mayor
jones,
already
kind
of
talked
about
this
topic.
A
little
bit,
it
sounds
like
what's
budgeted
in
our
in
our
actual
budget
is
21
million
dollars
above
staffing
level
for
overtime,
and
I
I
understand
that
fully
benefited
fte
might,
you
know,
might
cost
more
than
an
ftd
of
overtime.
N
Although
there's
there's
some
variation
in
there
because
of
you
know,
because
the
more
overtime
the
individual
gets
the
different
rates,
I
think,
but
I
think
that
it's
true,
that
it
cost
a
little
bit
more,
but
it
seems
to
me
a
better
strategy
to
at
least
take
a
portion
of
that
21
million
and
for
us
as
a
council
to
budget
for
increasing
our
our
base,
fte
and
police.
I
think
that
that
makes
more
sense
for
a
lot
of
reasons.
It's
good
to
have
more
police
officers
to
draw
from.
I
noticed
that
we're
I
believe.
N
N
Rather
than
relying
on
overtime
for
all
those
positions,
it
also
seems
that
you
know
if
the
city
is
better
served.
If
you
have
arrested
officers
working
on
regular
hours
instead
of
several
officers
that
are
working,
you
know
hundreds
or
thousands
of
hours
beyond
their
normal
time
and
streaming
together
many
hours
in
a
row.
It
doesn't
necessarily
strike
me
that
we're
serving
the
community
as
well
with
that
kind
of
stretching
people
that
back
then.
So
I
think
we
ought
to
consider
what's
the
balance.
Maybe
it's
a
question
for
for
jim
and
other.
N
What's
what's
the
right
balance
of
adding
position
versus
versus
spending
overtime,
and
I
think
obviously,
it's
not
going
to
be
a
one-year
fix
because
we
might
not
be
able
to
staff
up
that
quickly
in
one
year,
but
maybe
over
a
certain
number
of
years,
assuming
that
we're
continuing
to
put
21
million
dollars
above
budget
aside
for
overtime,
there
should
be
some
level
that
we
can
achieve
on
staffing.
That
would
make
our
city
better
staff
for
its
size.
N
I
I
also
want
to
call
attention
to
the
to
the
data
about
the
districts
and
talk
a
little
bit
about
the
importance
of
redistricting.
I
I
you
know
people
forget
often
about
the
very
northern
end
of
san
jose,
but
district
r,
along
with
actually
district
l,
is
the
most
have
the
most
calls
in
the
city
and
it's
one
of
the
biggest
geographic
districts
in
the
city
as
well.
The
result
is
that
district
r's,
actually
in
2019
20,
was
the
had
the
longest
response
time
of
any
district
in
the
city.
N
That's
the
district
in
the
north
part
of
district
4..
So
I'm
really
interested
in
figuring
out
how
we
can
adjust
the
district
in
north
san
jose
to
to
get
the
response
on
down
our
residents
in
alviso
notice.
It
talk
a
lot
about
how
long
it
takes
a
response
time
in
that
area,
and
you
know,
while
we
know
that
many
people
around
the
city
complain
about
response
time
and
always
assume
that
response
time
is
bad,
the
data
actually
bears
it
out
that
what
they're
seeing
with
their
the
anecdotes
say,
is
actually
true.
N
If
you
look
at
the
response
time
from
the
city
audit
that
came
out
last
month
a
couple
months
ago,
it
was
actually
quite
significantly
longer
in
district
r
than
anywhere
else
in
the
city.
So
anyway,
I
just
want
to
thank
the
auditor's
office
for
this
report.
I
think
it's
really
valuable
to
have
this
data
and
we
ought
to
really
be
looking
at
those
suggestions
and
try
to
take
some
action
to
resolve
some
of
the
things
that
they've
talked
about.
So
thank
you
very
much.
K
Councilmember,
do
you
mind?
Can
I
take
a
shot
at
that
overtime
question,
so
the
you
know
so,
back
in
the
day,
there
was
a
much
closer
analysis,
we'll
always
be
wanting
to
do
that
analysis
to
see
you
know
over
time
versus
new
positions.
You
know
what
makes
the
most
sense
you
know
back
in
the
day,
that
was
a
closer
call,
as
retirement
costs
have
really
ramped
up
over
the
past.
You
know
15
years
and
a
lot
over
the
past
10
years.
It's
it's
quite
a
big
difference.
K
It's
about
150,
or
so
so
it's
it's
about
a
70,
000
ish
cost
difference,
you're,
just
kind
of
looking
stepping
back
and
just
looking
at
a
high
high
level.
We'll
always
do
that
work,
but
just
because
I
think
you
know
the
the
retirement
side
of
it
really
sort
of
drives
the
the
cost
of
an
extra
position
quite
a
bit
higher
than
just
thinking
about
the
overtime.
N
In
and
of
itself
yeah
now
I
appreciate
that
and
obviously
there's
a
mathematical
exercise
here,
but
there's
also,
I
think,
a
practical
exercise,
strategic
exercise
about.
What's
the
right
way
to
staff
a
police
department,
I
mean
we
could
cut
the
police
staffing
even
lower
and
just
have
more
people
work
overtime.
But
you
know
that
I
don't
think
anybody
would
argue.
That's
the
right
thing
for
the
city,
so
the
question
is,
as
the
city
continues
to
grow.
N
What's
the
right
staffing
level
and
now
that
we're
fully
staffed,
you
know
how
much
more
should
we
fully
staff
in
order
to
improve
operations
in
the
police
department
as
well
as
balance
our
budget?
So
you
know,
I
don't
think
it
should
just
be
about
the
money.
Although
I
fully
appreciate
that
you
know
the
calculations
that
we
were
talking
about.
K
You
know,
I
think
that
is
fair
to
say
so
again
those
were
sort
of
gross
calculations,
although
you
know
when
we,
when
we
put
the
budget
together,
you
know
that
that
cost
is,
you
know
we
we
do
spread
that
cost
out
to
each
position.
So
when
we
add
a
new
budget
position,
that
would
be
the
cost
of
that
budget
position.
B
But
as
we
wanted
to
add,
I'm
sorry
go
ahead.
No,
no,
please
go
ahead,
but
as
you
would,
you
would
add
officers
then
you'd
be
spreading.
I
mean
you
know.
What's
killing
us
in
costs
we
know
is,
is
the
unfunded
liability
has
nothing
to
do
with
the
individual
who's
filling
the
seat
has
to
do
with.
You
know
whatever
happened
in
the
past
with
somebody
else
quite
often,
and
so
if
we're
expanding
the
the
number
of
workforce,
then
theoretically,
we
should
be
spreading
that
unfunded
cost
over
a
larger
denominator.
Right.
B
F
K
Yeah,
I
I
think
that
is,
if
you
have
a
a
a
new
officer
at
tier
two
to
the
extent
that
maybe
you're,
adding
sergeants
or
higher
level
positions
that
are
maybe
already
in
tier
one,
then
it
would.
It
would
be
a
different
story,
because
when
you
any
tier
one
does
have
uil
associated
with
it
as
part
of
that
position.
So
so,
but
basically,
I
think
that's
a
correct
way
to
think
about
it.
But
I
guess
if
I
just
want
to
jump
in
at
some
risk,
I
would
say.
K
Certainly
you
know,
funding
officers
through
overtime
is
far
cheaper,
but
the
issue
of
you
know
is
there
a
point
of
where
we
added
enough
officers
that
we
were
able
to
spread
those
costs
over
a
broader
base
at
you
know,
there's
some
sort
of
magical
point
there.
I
guess
that's
an
interesting
question
jim
that
we
would
have
to
look
at
because
if
I'm
understanding
kind
of
the
question
that
the
mayor
is
asking
in
particular,
I
think
that's
worth
looking
at
in.
In
our
analysis,
absolutely.
B
I
know
that
there
are
some
things
that
we're
always
using
over
time
for,
like
you
know,
walking
beat
patrol,
which
I
know
that
all
of
us
would
much
rather
see
in
a
happy
world
regular
shift
officers
working
their
shift,
because
we
know
that's
better
for
community
police
and
everything
else.
I
also
think
about
those
things
that
we
know
we're
routinely
using
over
time,
for
that
are
less
predictable.
What
we
know
we're
always
going
to
need
over
time.
For
example,
we
need
pay
cars
after
there's
been
a
shooting.
L
So
looking
at
the
cost
of
the
individual,
you
know
that
that
transfer
ability
we
we
talked
about
it.
But
again
it's
just
the
same
just
running
into
the
same
issues
that
jim
was
talking
about.
Just
one
thing
that
you
just
want
to
kind
of
take
a
step
back
is
just
kind
of
the
different
types
of
overtime
being
used.
You
know
the
mayor
mentions
the
you
know:
the
suppression
pay
cars
that
are,
you
know
we
need
to
use
these
for
certain
instances.
L
Councilmember
cohen
mentioned
the
airport
positions
and
then
there's
other
types
of
overtime.
You
know
so
there's
a
lot
of
this
is
the
mandatory
stuff,
the
minimum
staffing
and
then
you
know,
then
looking
at
the
discretionary
stuff,
which
is
more
in
the
report,
writing
and
the
training,
and
so
we
were
trying
to
kind
of
paint
that
picture
of
all
these
different
types
and
where
do
we?
Where
do
we
need
to
put
some
controls?
L
So
we
can
really
put
our
get
our
arms
around
it,
and
this
is
why
we
were
really
focusing
on
that
discretionary
stuff.
You
know
the
stuff
that
historically
has
been
on
on
been
done
on
regular
time
and
now
we've
been
seeing
growing
more
and
more
part
of
the
overtime,
and
so
that's
why
we,
you
know
we're
really
focusing
on
that
piece
was
like:
we
need
to
get
get
our
arms
around.
L
This
make
sure
our
controls
are
really
tight
there,
because
that's
where
we
were
seeing
the
growth
and
to
to
the
mayor's
point
we're
going
to
be
needing
over
time.
I
mean
it's,
it's
it's
just
the
nature
of
of
the
the
organization,
because
we'll
need
the
suppression
paid
cars
we'll
need
these
other
pieces,
but
having
that
longer
term
strategy
to
kind
of
address
some
of
these
again,
these
council
priorities,
the
foot
patrol
that
we've
talked
about,
or
you
know,
there's
been
one-time
funding
to
address
and
we've.
L
You
know
we
note
in
the
in
the
audit,
where
there's
different
times
where
something
will
come
up,
we'll
have
one
time
funding
to
fund
a
position
for
sexual
assault
investigations
or
another
one
for
another.
One,
that's
ongoing
is
the
the
truancy
abatement
expression
program,
the
tabs
program.
So
we
have
these
things
that
we
that
we
have
that
we
need
to
have
bodies
for
that
we're
using
over
time.
Then
there's
other
stuff
that
you
know,
can
we
kind
of
get
our
arms
around
and
control.
L
So
that's
why
we're
really
focusing
on
that
and
then
again,
looking
at
the
the
over
just
the
general
growth
broadly
with
the
hours
the
the
the
fatigue
question,
the
comp
time
question
you
know
our
hope
is
that
as
we
as,
as
you
all
said,
as
we
get,
you
know
more
officers
and
get
more
fully
fully
staffed
up,
we
can
start
bringing
this
down
as
we
have
more
experienced
officers.
Maybe
we
can,
you
know,
address
these
questions
of
you
know
getting
the
report.
Writing
done
more
efficiently.
L
B
N
M
Thank
you
for
the
question,
so
in
regards
to
the
report.
Writing
we
did
go
to
a
versadec
system,
which
is
a
lot
more
robust.
It
gives
us
the
ability
to
pull
a
lot
more
data
points
which
we
were
looking
as
was
previously
mentioned.
We
do
have
a
young
patrol
staff
over
50
percent
of
our
patrol
staff.
Right
now
is
probably
less
than
three
years
on
and
we
keep
on
even
through
the
use
of
technology,
keep
on
asking
them
to
track
more.
M
We
currently
have
a
a
survey
going
on
with
select
officers
of
different
ranks
and
different
years
of
experience,
there's
going
through
different
methods
on
what
they
do
to
clear
a
call,
so
whether
it's
data
points,
whether
it
be
racial
profiling,
whether
it
be
use
of
force,
whether
it
be
just
report,
writing
itself
street
checks.
All
these
different
things
have
been
added
to
our
police
officers
over
the
years,
and
so
we're
going
through
right
now
to
actually
see
in
those
data
points
what
they're
collecting,
how
long
it
takes
them.
M
M
We
do
have
policies
in
place
that
our
police
officers
finish
their
police
reports
before
they
go
home.
A
lot
of
that
is
for
investigative
purposes
because
of
this
follow-up
to
be
done
by
detectives
the
next
morning.
This
the
report
has
to
be
written
and
then
likewise,
when
someone
is
arrested,
the
clock
starts
as
far
as
when
that
report
needs
to
get
to
the
court
for
the
purposes
of
arraignment.
N
Yeah-
and
I
appreciate
that-
and
I
know
that
that's
common
in
other
fields
too,
where
you
know
medical
people
go
home
and
spend
their
evenings
through
their
personal
time,
doing
their
charts
and
things.
So
I
mean
this
is
not
totally
unusual,
but
obviously
the
more
efficient
we
make
the
process
the
better.
N
I
want
to
make
one
other
comment
about
the
district
team
just
quickly,
because
the
district
district
r
has
that
large
tech
area
in
north
san
jose
and
you
know,
for
example,
we
hear
the
data
from
the
captain
in
that
area
about
how
many
of
their
calls
are
to
the
parking
garages
of
our
tech
companies
and
to
things
that
are
not
residential.
So
as
we
consider
districts,
it
shouldn't
necessarily
all
be
based
on
number
of
residents
within
the
district.
G
G
You
know
I
appreciated
joe's
report,
but
in
talking
about
overtime-
and
the
mayor
has
talked
about
this
about
all
the
things
that
that
we
love
that
we
need
in
our
communities
but
are
covered
by
overtime
and
chief
garcia
was
pretty
good
about
rattling
them
off,
and
so
some
of
them
stuck
in
my
head.
Like
the
street
crimes
unit,
prostitution,
detail,
foot
patrols,
gang
cars,
burglary
cars,
all
of
those
things
are
run
off
of
overtime.
What
else
chief
tyndall
has
run
on
over
time.
M
Thank
you
for
the
question
council
member
and
unfortunately
be
an
exhaustive
list.
So
if
you
can
bear
with
me
here
for
a
second,
I
will
give
you
the
list
so
there's
a
myriad
of
overtime
uses
to
include
budgeted
items,
state
and
federal
grants
and
then
outside
entities
like
our
water
district
contract.
M
M
From
that
standpoint
and
then
also
community
policing
areas,
we
have
quality
of
life,
cars
that
go
out
and
they
deal
with
a
lot
of
the
issues
revolving
around
graffiti.
It
could
be
rv
parking.
It
could
be
a
number
of
things
that
we
sometimes
try
to
get
csos
to
go
to
from
the
standpoint,
but
sometimes
there's
inherent
risk
with
sending
csos
to
to
rvs
that
may
be
occupied
when
we
don't
know
who's
inside
them.
We've
gained
cars.
G
M
To
practice,
not
just
it's
not
just
rvs
that
are
parked,
it's
rvs
that
we
know
we're
getting
calls
of
drug
use,
drug
dealing
and
a
lot
of
different
issues
that
go
with
it
and
yes,
you're.
Absolutely
correct.
We've
seized
quite
a
few
guns
from
those
areas
and
from
those
rvs
other
things
like
project
hoped,
overtime,
cars,
hoffman,
rotor
and
round
table.
M
M
We
certainly
have
the
water
district
that
I
had
mentioned
before.
We
actually
have
city
hall
patrol
on
mondays
and
fridays
for
an
additional
officer
as
this
year
you
know
we'd
fire
mutual
aid
responses.
We've
airport
pay
cars,
we
have
entertainment
zone
that
will
start
opening
up
again.
We've
had
icac
operations.
M
We
currently
have
through
federal
grants,
mcat,
which
is
our
justice:
mental
health
collaboration,
a
parent
project
team,
kids,
office
of
violence
against
women
over
time,
domestic
violence
operations,
ots,
which
is
office
of
traffic
safety,
dui
checkpoints,
traffic
enforcement
and
then
not
to
mention
the
overtime
that
we
have.
That
is
unplanned.
M
I
know
the
mayor
mentioned
civil
unrest
as
it
stands
right
now,
even
with
street
racing,
we
are
pulling
either
officers
off
the
street
or
sorry
off
the
911
call
system
to
handle
street
racing,
or
if
we
have
people
that
are
out,
sometimes
we
have
to
hold
specific
shifts
over
just
to
deal
with
the
mass
deployment
and
doing
that.
So
that's
a
just
a
number.
I
know
I'm
taking
the
iceberg,
but
that
is
some
of
the
items
that
we
are
dealing
with
on
an
overtime
basis.
Only.
G
Thank
you-
and
I
just
I
just
wanted
to
highlight
that
that
overtime
isn't
just
some
random
thing.
It's
the
things
that
we
all
fight
for,
and
love
and
and
one
of
the
things
I
I
also
wanted
to
point
out.
Was
you
know.
Unfortunately,
I
have
some.
You
know
some
gang
areas
along
with
some
of
my
colleagues
and
and
when
there
is,
unfortunately,
a
gang-related
homicide,
there's
a
lot
of
work
that
goes
out
in
the
community,
both
from
our
prns
staff,
but
also
from
pd
to
reduce
tensions.
G
And
so
that's,
I
think,
an
example
of
unplanned
overtime
that
can't
be
helped.
Although
I
would
love
to
do
as
much
as
possible
to
prevent
all
of
that
from
happening
in
the
first
place,
and
I
think
that's,
I
can't
wait
to
have
that
discussion
at
reimagining
so
that
we
can
invest
more
in
our
neighborhoods
so
that
we
have
so
that
we
have
less
homicides
and
less
gang
cars
in
the
in
our
future.
G
So
I
just
wanted
to
highlight
that
and
thank
councilmember
cohen
for
bringing
up
the
issue
of
you
know
if
what
is
the
right
size
for
police
staff
for
city
of
our
size
and-
and
I
think
you
know,
we
should
be
asking
that
question-
we
should
be
having
those
conversations
because,
as
the
auditor
you
know
mentioned,
and
and
it
has
been
brought
up
previously,
we've
we've
never
been
asked
to
do
less
with
more
right.
We're
always
being
asked
to
do
more
with
less,
and
I
just
I.
G
H
Thank
you.
Thank
you,
joe
for
for
once
again
for
a
great
audit
and
I'm
just
gonna
go
in
and
start
asking
some
questions.
I
think
the
the
conversation
has
been
great
so
far,
I'm
also
very
much
interested
in
learning.
How
do
we
hire
more
officers
versus
having
more
done
over
over
time
and
and
connected
with
that?
Concern
is
also
which
I
know
that
this
is
going
to
be
addressed,
and
I
appreciate
the
police
department
supporting
all
of
the
recommendations.
H
One
of
the
concerns
is
that
you
know
the
police
officers
have
a
max
of
480
or
460.
I
think
it
is
480
and
then
begin
to
use
and
then
begin
to
get
paid
after
that,
and
it's
been
noted
by
the
auditor
that
vacation
time
is
when
they
take
vacation
it.
They
don't
take
any
of
the
comp
time,
so
it's
maxed
out
it
forces
or
triggers
that
that
paid
out
overtime
hours.
H
Certainly,
I
think
in
officer
initiated
activities,
and
so
I
would
like
to
know
what
what
in
the
interim,
what
are
we
gonna
do?
How
are
we
going
to?
What
is
the
first
of
all?
What
is
that
benchmark
for
overtime
like
what
is?
What
would
we
say
is
is
a
reasonable
average
to
to
expect,
because,
as
council
member
esposito
just
pointed
out,
we
want
to
make
sure
that
we
don't
bind
ourselves
when
there
is
these
emergencies,
and
we
want
to
make
sure
that
we
have
as
many
officers
available
to
respond.
M
So
thank
you
for
the
question
council
councilmember.
So
as
you're
aware,
it
is
a
complicated
issue
that
we
have
been
looking
at
and
dealing
with
for
many
many
many
years.
As
far
as
that
goes,
I
mean
first
and
foremost,
I
think
we
need
to
look
at
the
controls.
We
need
to
look
at
number
one
reporting
out
of
of
how
many,
which
we
do
right
now,
how
many
officers
we
have
at
that
at
that
level,
as.
L
M
M
It
is
you
know
we
have
to
talk
to
the
poa
as
far
as
a
contractual
issue
on
forcing
somebody
to
go
home
at
a
certain
time
and
utilize,
one
bank
or
an
or
another,
so
a
lot
of
different
things
in
place,
and
that's
just
really
just
the
high
level
view
of
when
we
look
at
it.
There's
something
certain
things
that
we
need
to
look
at.
M
So
we
can
better
track
that
portion
of
it
and
then
really
taking
a
deeper
dive
into
who
is
is
at
that
480
mark
coming
up
with
a
plan,
and
it
stands
right
now
and
again
it's
going
to
be
a
contractual
issue,
but
as
it
stands
right
now
that
480
mark,
we
can
really
only
enforce
that
once
a
year
and
have
an
employee
put
a
plan
in
for
that.
So
moving
forward,
we'll
be
looking
at
talking
with
the
poa
having
moa
change
so
that
we
can
enforce
that
through.
M
But
it
really
is
a
balancing
act,
first
and
foremost
for
public
safety,
so
that
we
can
have
officers
down
the
street
and
then
secondly,
give
our
employees
the
ability
to
take
time
off
and
truly
they're
both
equally,
because
we
know
that
we
need
police
officers,
they
need
to
take
their
time
off.
They
need
to
refresh.
There
are
a
lot
of
overtime
assignments
out
there,
that
officers
take,
and
sometimes
our
ability
to
to
balance
those
things
that
becomes
a
challenge
put.
H
So
we
we
really
need
to
hone
in
on
this
issue.
As
we
heard
earlier,
we
are
in.
We
have
a
huge
amount
of
money
that
that
our
future
taxpayers
and
employees
will
have
to
cover
for
unfunded
liability
when
it
comes
to
retirement
and-
and
so
we
we
have
to
make
sure
that
we
are
as
efficient
as
we
can
be
I'll.
H
Tell
you
that
all
of
us
here
on
council
and
probably
all
of
the
directors
we
don't
get
paid
by
the
hour,
and
so
I'm
motivated
to
do
my
work
in
the
least
amount
of
times.
But
you
know,
meetings
are
meetings
and
it
takes
us.
However
long
it
takes
us
to
get
through
policy
discussions
and
and
and
that's
part
of
the
work
that
we
signed
up
for
it's.
H
And
and
expect
to
have
some
follow-up
on
on
on
this
interim
piece
and
find
the
right
balance,
I'm
not
saying
at
all
that
we
shouldn't
have
overtime.
We
should
certainly
have
that.
I
just
don't
think
that
I
think
it
was
46
million
as
a
total,
an
annual
basis.
I
I
think
we
could
secure
a
lot
more
police
officers
for
that
amount,
which
was
the
earlier
conversation,
and
so
I'm
going
to
move
on
to
a
recommendation.
H
H
H
It
is
best
to
have
more
coverage
during
the
busiest
times,
and
so
that
that
finding
really
got
me
to
thinking
about
the
investigative
units
and
what
I've
been
hearing
from
them
is
there
any
plans
to
start
taking
a
look
at
maybe
some
of
the
concerns
that
we
have
from
from
our
residents.
Regarding
access
to
any
other
detectives,
because
I
think
currently
their
shift
is
six
a.m
to
two
p.m.
Something
like.
M
That
you
for
the
question
council
members,
so
we
actually
do
have
different
shifts
within
the
bureau
itself.
They
are
and
they
should
be
coverage
anywhere
from
somewhere
around
seven
o'clock
in
the
morning.
All
the
way
till
five
o'clock
at
night,
certainly
as
far
as
modifying
shifts
we're
limited,
because
that's
contractual
as
far
as
what
an
officer
bids
for
from
that
standpoint.
M
They
were,
in
fact
the
bridge
between
the
bureau
and
patrol,
and
it
would
often
respond
out
into
investigative
support
to
patrol.
It
is
one
thing
when
we
started
downsizing
from
personnel
and
especially
up
in
the
bureau,
it
was
one
that
was
minimized.
The
positions
still
are
held
there
today,
however,
they
were
vacant.
C
H
Right,
no,
I
I
understand
that,
and
that
might
not
be
the
detective
that's
assigned
to
the
case
necessarily
right
and
so
for
follow-up
and
just
for
consistency,
there's
a
lot
of
trauma
that
goes
is
involved
in
these
crimes,
but
but
thank
you
for
the
the
information.
I
appreciate
that,
if
you
we
could
discuss
it
further
offline,
as
is,
I
know
that
this
audit
pertains
mainly
to
our
only
to
our
patrol
officers.
L
Can
I
add
one
thing
that
was
so:
oh
of
course,
kendall
and
chief
botta
mention
the
knight
general
position.
That
was
actually
one
position.
We
saw
what
that
was
had
overtime
associated
with
it.
I
don't
know
how
significant
it
was
this
past
year.
That's
another
position
that
was
funded
through
where
that
was
staffed
through
overtime
before
this
past
year,.
H
Okay,
well,
I
I
can
certainly
take
this
discussion
offline
and-
and
hopefully
we
can
get
to
the
bottom
of
this
one.
Lastly,
I
will
say
that
I
I
think
that
we
need
to
ask
the
same
questions
of
the
investigative
units
only
because
I
think
that
when
the
patrol,
when
patrol
makes
changes
that,
I
think
it
makes
sense
to
also
have
the
investigative
units
make
changes,
I
think
they
they
correlate,
but
I'm
not
sure
of
what
the
plans
are.
M
It
really
depends,
I
mean
there's,
certainly
separate
bureaus
and
officers
or
detectives
once
assigned
it's
still
a
bittable
process
from
there,
as
you
noted.
Normally,
the
detectors
are
on
a
day
shift
type
model
and
patrol
our
year-long
shift
change
across
three
separate
shifts.
So
there
are
some
differences,
but
for
the
most
part
it's
a
one-year
model
that
they're
assigned
to
in
bid
form.
H
Yes,
I
I
do
appreciate
that
I
think
they're
the
longer
that
that
somebody
can
stay
in
a
position.
I
think
it's
much
more
effective.
We've
seen
researchers
showed
us
that,
and
so
maybe
taking
a
look
at
that
again.
The
the
last
thing
I
will
say
is
is
there
is
a
lot
of
really
good
information
here,
and
I
hope
that
that
our
police
department
can
really
take
a
look
at
what
joe
and
his
office
have
have
developed
here.
H
I
don't
know
if
one
year
to
two-year
time
frame
is
the
answer,
but
I
think
we
need
to
be
creative
in
terms
of
what
we
have
and
working
with
what
we
have
and
then
the
last
thing
I
will
say
is
that
my
district
typically
isn't
as
I'll
tell
you,
isn't
it
as
hard
as
district
lincoln,
and
I
heard
council
member
as
far
as
out
loud
and
clear.
She
definitely
has
a
lot
more
responsible,
a
lot
more
calls
than
any
other
district.
H
H
A
lot
of
you
know
swiping
up
packages.
They
just
know
that
that
that
district
has
a
higher
income
level.
So
there's
a
there's
just
that
type
of
crime
and
are
targeted
because
they're
pretty
much
far
away
from
the
city
center
and
so
there's
a
bit
of
a
delayed
response
time.
I'm
sure
that
council,
member
jimenez-
and
I
know
he
advocates
for
a
south
county
or
south
base
station
to
to
address
that.
H
So
I
also
wanted
just
to
bring
that
point
up
that
not
only
just
to
take
a
look
at
the
incidents
and
and
the
number,
but
also
take
a
look
at
the
time
during
december
during
you
know,
november
to
december,
when
it's
christmas
time,
that's
when
there's
a
lot
a
lot
more
burglaries
right
now.
I
know
what
is
really
pop
in,
for
my
district
is
a
lot
of
car
incidents.
Unfortunately,
chief
tindall,
you
shared
with
me
that
that
somebody
lost
their
life
in
protecting
their
property
about
two
weeks
ago.
H
We
looked
at
the
video
that
we
have
at
our
home.
It
took
them
30
seconds
to
unload
a
jack
to
take
this
piece
off
from
underneath
the
car
and
to
leave,
and
so
there's
different
crimes
for
different
parts
of
our
city,
and
I
hope
that's
taken
into
consideration
as
we're
moving
forward
and
as
we're
allocating
different
resources.
H
And
so
those
were
my
my
comments.
Lastly,
I
just
want
to
say
thank
you
to
our
police
department.
I
know
it's
difficult
to
be
under
scrutiny
in
an
audit,
and
I
know
joe
does
it
as
gently
and
with
the
kindest
heart,
because
he
is
a
conservator
of
of
funds
and
for
our
residents
as
we
all
are.
So.
Thank
you
all
for
participating
and
thank
you
for
your
responses.
A
Yeah,
thank
you
mayor
and
I'll.
Be
brief.
A
lot
of
questions.
I've
already
been
asked
and
discussions
been
had.
Thank
you
joe,
as
well
for
the
the
audit
and
to
your
team.
I
appreciate
that
and
appreciate
the
briefing
as
well
and
thank
you
to
chief
tindall
for
the
response
here
and
appreciate
everything
was
green
lit,
but
I
think
even
that
being
said,
we
know
that
we've
had
artists
in
the
past,
some
that
recommend
some
of
the
same
recommendations
and
green
lighting.
A
Two
years
ago,
okay,
so,
and
so
what
I've
been
hearing
is
that,
with
the
one
year
shift
change
that
there
have
been
a
lot
more
vacancies
throughout
the
course
of
those
years.
That
shift
as
people
test
and
make
it
into
units
or
as
people
promote
or
retire,
and
that
previously,
with
the
the
six
month,
shift
change
it
allowed
for
maybe
a
shorter
time
where
there
might
have
been
a
vacancy
and
then
a
new
shift,
and
you
fill
all
those
holes.
I
didn't
see
that
addressed
in
the
audit.
A
L
So
that's
a
great
question,
so
we
didn't
we
didn't
look,
and
maybe
brittany
can
can
help
me
if
I'm
standing
incorrectly,
but
we
didn't
go
down
to
that
unit
level.
So
much
we
were
looking
more
at
the
broad
trends.
We
were
seeing
that
you
know
as
as
we
know
earlier,
we
have
been
able
to
reduce
the
number
of
vacancies
over
the
last
couple
of
years
and
with
the
you
know,
the
the
different
being
able
to
step
up
the
academies
with
the
higher
ed
program.
L
L
M
Council,
member
to
your
point,
you
know,
as
you
know,
we
used
to
have
relief
officers,
so
we
went
to
the
one
year
shift
change,
certainly
when
we
have
retirements
or
we
have
officers
that
go
out
on
leaves,
we
have
a
limited
ability
to
start
moving
officers
around
to
fill
those
vacancies,
certainly
as
academies
come
out.
That's
the
first
thing
we
do
is
put
and
try
and
fill
in
those
vacancies
that
we
have
so
that
we
can
maintain
stability
on
the
team.
M
So
it's
actually
assigned
officers
either
on
the
teams
versus
moving
officers
around,
but
it
certainly
isn't
going
to
the
one
year
shift
change
that
has
been
a
problem,
hopefully
with
different
staffing
models
and
the
way
we
look
at
it.
We
either
attain
relief
spots
again
or
just
even
out
just
based
on
you
know
our
young
staff
that
won't
be
retiring
for
a
long
time.
Some
consistency
on
the
teams
themselves.
A
You
know
once
you
ask
them
to
cover
a
couple,
different
districts,
and
so,
and
what
I
was
hearing
is
that
it's
become
more
frequent,
the
the
requests
for
for
overtime
spots
or
holdovers,
and
that
one
of
the
factors
at
least
that
has
been
brought
up
to
me
was
the
the
shift
change
and
how
there's
now
just
maybe
vacancies
that
are
felt
for
a
longer
period
of
time.
I
think
it
is
just
worthwhile.
I
actually
am
a
fan
of
the
one
year
shift
change.
A
I
think
it
it
allows
for
us
to
have
our
officers
out
in
the
community
to
engage
with
community
members
better.
So
I
don't
want
to
go
backwards,
but
if
there
are
some
challenges-
because
this
you
know
this
is
new
a
couple
years
in,
I
think
we
should
try
to
identify
those
and
again,
I
just
didn't
see
it
in
the
audit.
A
And
so
I
just
want
to
make
sure
that
if
that
is
something
at
least
that
the
the
police
department
right
is
looking
at
that,
so
for
yourself,
chief
motto:
right:
being
able
to
identify
where
there
are
some
challenges.
With
with
some
of
this
timing
and
the
fact
that
it
might
not
overlap
perfectly
when
you
have
promotions
or
people
getting
into
units
or
retirements
whatever
it
may
be,
and
you
and
then
now
we're
just
completely
reliant
for
the
rest
of
a
shift
on
on
overtime
or
holdovers
and.
A
A
Maybe
three
quarters
plus
are
things
that
I
have
all
asked
for,
and
so
I
think
that
we
just
have
to
be
aware
of
that
right
that,
as
we
look
at
sort
of
these
numbers,
there's
a
lot
that
our
community
is
asking
for,
thus
a
lot
that
we
are
asking
for
and
and
that
we
shouldn't
necessarily
look
at
just
these
high
numbers
as
something
negative.
We
should
look
at
it
as
something
that
that's
not
the
solution.
A
E
E
Also
on
that
point
about
overtime,
I
I
wanted
to
point
to
exhibit
26
on
page
60
of
the
report
that
noted
that
officer,
initiated
activities
appear
to
closely
track
with
overtime
usage,
and
I
just
I
thought
that
that
point
that
proactive
policing
is,
which
is
something
that
I
think
we
generally
want
to
be
encouraging
think
is
a
good
thing,
is
also
highly
correlated
with
overtime.
I
just
thought
that
was
that
was
fascinating,
but
it
led
me
to
a
follow-up
question.
That's
one
of
the
few
things
I
haven't
heard
us
ask.
L
L
L
E
E
It's
kind
of
incredible
I
mean
that's
like
more
than
a
doubling
of
hours
in
report
writing
in
just
the
last
five
years,
which
and
it
counts,
for
it,
looks
to
me
like
as
much
overtime
as
almost
all
the
other
categorized
uses
of
overtime
combined.
So
I
know
we
touched
on
that
earlier,
but
just
maybe
back
to
our
acting
chief
or
incoming
chief
is
there
more.
We
can
do
around
use
of
technology
to
streamline
reporting,
as
I'm
sure
this
has
been
explored,
but
anything
else
that
might
be
investments.
We
could
make.
M
Thanks
for
the
question
councilmember,
so
you
know
there's
a
lot
of
different
details
that
go
into
it.
I
mean
number
one.
The
complexity
of
calls
has
certainly
gone
up
like
we
mentioned.
The
data
points
that
we
collect
nowadays
has
gone
up
some
of
that
voluntary,
some
of
it
legislative
mandate,
some
of
the
different
things
we
do.
I
mean
I
will
say
from
from
our
standpoint,
I'd
probably
say
we're
one
of
the
most
sophisticated
police
agencies
in
the
nation.
As
far
as
our
report
writing
and
as
far
as
the
data
points
that
we're
collecting.
M
So
I
think
when
you
look
at
that
and
when
you
look
at
our
staffing
levels,
when
you
look
at
responding
to
calls
because
a
lot
of
other
agencies,
you
know
the
the
police
officers
have
have
time
to
stop
in
the
middle
of
their
shift
and
write
reports.
Sometimes
we
don't
have
that
ability,
so
it
really
pushes
us
towards
the
end
of
shift.
Certainly
our
mandate
to
get
the
reports
written.
M
So
we're
constantly
looking
at
things-
and
you
know
even
the
last
couple
of
years
we've
been
working
with
the
county
because
they
still
have
forms
of
triple
kit
and
quadruple
form
their
officers
have
to
fill
out
by
hand.
So,
certainly
when
we
look
at
certain
type
of
technologies
that
mesh
and
when
we
put
a
name
in
it,
can
cross
across
all
forms.
That
is
helpful,
but
it's
always
to
integrating
different
software.
E
Great
yeah,
no,
I
appreciate
that
and
I
obviously
the
data
collection
is
important
and
is
often
mandated
and
we
we
want
to
be
the
best
at
collecting
and
analyzing
data.
So
I
appreciate
that,
but
I
guess
it's
just
something:
we'll
keep
our
eyes
on
and
I
know
you
guys
are
looking
at
ways
of
improving.
I
just
thought
I'd
call
that
out
again
because
that
line,
I
just
thought
was
quite
striking.
So
great,
thank
you
and
I'm
done.
A
B
Thank
you
I'll
try
to
be
concise
with
my
questions,
because
I
know
a
lot's
been
asked
already,
but
I
want
to
first
just
ask
about
civilianization.
I
appreciated
joe's
analysis
and
joe
thank
you
to
you
and
your
team
again
for
for
all
your
great
work
refer
to
that.
I
think
it
was
a
22
audit,
2010
audit
that
talked
about
civilianization
lots
of
illegalizations
happened.
I
know
the
department's
worked
hard
to
really
try
to
figure
out.
B
Where
do
we
really
need
sworn
staff
and
where
don't
we
there's
some
additional
positions
that
were
recommended,
but
not
civilianized,
including
pre-processing?
The
range
information
desk
and
training,
and
I'm
just
wondering
are-
are
any
of
those
positions
or
others
are.
Are
there
any
other
sort
of
low
hanging
fruit
here
or
are
we
convinced
we
civilianize
everything?
We
can
civilianize.
M
Thanks
for
the
question,
mr
mayor,
you
know
in
that
regard,
I
think,
there's
a
a
lot
of
things,
especially
nowadays
with
the
reimagining
process
that
we
can
look
at.
I
know
there's
going
to
be
a
lot
of
talk
and
discussion
as
far
as
what
are
police
responding
to
what
are
others
that
are
non-police.
What
can
they
respond
to?
K
M
B
Thanks-
and
I
appreciate
you
mentioning
csos
and
the
recommendations,
I
think
was
nine
and
ten
or
I
think
we're
really
spot
on
and
seeing
how
we
can
continue
to
use.
I
think
what
has
become
a
great
asset
to
our
city
and
our
department,
which
is
that
the
cso
team,
the
question
the
issue
about
airport
staffing.
I
saw
reference
to
it
in
the
audit,
but
I
wasn't
clear:
is
all
airport
staffing
done
with
overtime
or
just
some.
M
M
There
was
a
time-
and
I
can't
remember
the
year,
but
it
was
many
years
ago.
I
want
to
say
at
least
seven
or
eight,
if
not
more.
I
know
that
there
was
when
we
looked
at
different
when
we
started
going
through
essentially
downsizing
the
police
department.
At
that
time.
That
was
the
ftes
that
were
pulled
and
the
decision
at
that
time
was.
It
was
cheaper
to
put
the
overtime
positions
out
there
than
ftes.
B
L
That
right
yeah,
so
it
was
a
couple
factors
and
the
the
civil
unrest
was
definitely
a
large
factor,
but
we
were
seeing
we
we
had
that
same
question,
so
we
looked
at
the
numbers
running
through
may
25th,
so
that
was
the
date
that
george
floyd
died
and
we
saw
we
were
training
just
above
what
we
had
in
1819,
but
we
were
below
17
18,
so
we
did
come
back
down.
We
had.
L
B
Specific
okay,
thanks
joe
appreciate
you
guys
doing
that
additional
analysis
and
then
this
issue
of
redistricting.
I
know
it's
something
we
talked
about
for
a
long
time
and
I
guess
we're
getting
going
now.
I
understand
it's
there's
a
lot
of
resources
and
so
forth,
but
in
the
response
from
the
city,
manager's
office
or
pd,
I
think,
is
on
page
three
of
our
response.
It
would
take
until
mid
2023
to
get
redistricting
done.
Is
that
a
typo?
Is
it
really
going
to
take
that
long?.
M
Let
us
know
you
know,
first
of
all
how
deep
we
have
to
go
with
redistricting
and
really
that
point
it'll
paint
the
way
as
to
how
far
we
need
to
reach
to
the
depths
of
district
channels
and
technology
and
changing
forms
and
all
these
different
things.
So
that
is
a
realistic
timeline,
not
to
say
that
we
couldn't
make
modifications
to
it
and
redeploy
staff
based
on
what
we're
looking
at.
But
again,
we
really
do
have
to
look
at
spanner
control
and
what
that's
going
to
look
like
on
a
district
channel.
B
Okay,
yeah,
I
don't
pretend
to
be
able
to
appreciate
the
challenges
here.
We
just
assume
we
were
just
drawing
lines
on
the
map,
but
it
sounds
like
it's
a
whole
lot.
More
than
that
last
question
I
had
just
about
the
just
the
the
management
issue
and
this
the
supervision
of
of
the
overtime.
You
know
there
was
a
a
series,
I
think,
a
2016
audit
that
made
a
series
of
recommendations
and
I'm
looking
in
my
notes
here.
B
L
So
I
can
jump
into
that.
So
part
of
what
we've
seen
is
so
they've
done
some
pieces
of
it.
But
you
know
when
we
did
the
audit
the
comp
time
liability
was
around
13
million
dollars
and
it's
just
kept
growing
to
the
21
million
that
we've
seen
now
we're
seeing
more
officers
reaching
that
480
limit.
So
you
know
the
they
have
so
some
of
the
recommendations
in
that
there's
three
recommendations,
that
kind
of
view
them
as
kind
of
a
package
and
they
we're
just
not
con.
L
We
have
a
hard
time
calling
something
implemented
if
the
department
makes
it
makes
an
effort
and
then
what
we're
seeing
is
that
it's
not
fixed,
and
so
you
know
we're.
We
have
a
few
more
recommendations,
some
of
the
combine
com,
time
side
of
things.
We
do
have
some
some
more
control,
type
recommendations
in
this
audit
and,
as
chief
tyndall
said
earlier,
it
is
a
controls
issue.
It's
you
know
the
there's
a
couple
different.
L
We
desegregated
the
the
pieces
in
the
overtime
or
at
least
tried
to
show,
and-
and
we
had
this
conversation
obviously
earlier
with
councilman
carlos
and
councilman,
there
are
some
positions
like
the
suppression
paid
cars
and
some
of
the
things
that
council
asked
for
the
foot
patrol
and
we're
going
to
be
using
overtime
for
those.
But
it's
these
these
other
pieces
that
we
just
really
got
to
get
our
hands
on
before.
We
can
really
start
drawing
that
down
and
once
the
staffing
piece
we
get
to
fully
reduce
the
vacancies,
get
the
controls
in
place.
B
L
L
Sorry,
I
think
you
to
lower
the
co
allowable
comp
time,
balance
for
foreign
80
hours,
explore
a
comp
time,
buyout
program
or
consider
mandatory
comp
time
balance
by
out
upon
promotion
between
sworn
ranks.
So
that's
one
that's
subject
to
me
and
confer
that
that's
not
implemented.
So
that's
you
know.
That's.
B
H
Mayor,
I
I
do
I
just
oh,
forgive
me
no,
no!
I
I
did
that
really
quick.
I
was
just
thinking
about
the
transition
from
chief,
martha
and
wondering
if
there's
if
his
feedback
is
captured
in
this,
in
the
recommendations
or
and
or
if
we
could
provide
some
additional
time
so
that
he
could
also
be
part
of
this
response
in
the
audit.
H
B
H
K
Could
I
just
check
in
though
with
steph,
because
when,
when
we
respond
to
audits,
it's
pretty
thorough
and
involves
quite
a
bit
of
staff
in
the
department
and
in
the
manager's
office?
I
just
wanted
to
check
in
to
see
if,
if
chief
mata
wanted
an
opportunity,
or
does
he
feel
like
you
know,
you
guys
were
pretty
well
integrated
in
terms
of
the
response
here.
C
N
C
G
D
C
D
B
C
Okay
hi,
my
name
is
victoria
partida.
I'm
calling
in
to
support
the
mayor's
efforts
to
move
the
police
misconduct
investigations
out
of
the
police
department,
ensuring
that
there
is
an
independent
voice
in
these
investigations
provide
for
better
public
trust,
accountability
and
transparency.
I
urge
the
city
council
to
join
the
mayor
and
moving
forward
with
these
police
reforms.
Thank
you.
C
Thank
you,
hello.
My
name
is
peter
ortiz
and
I'm
an
east
san
jose
community
leader
trustee
for
the
santa
clara
county
board
of
education.
I'm
commenting
in
support
of
moving
police
police
investigations
out
of
the
purview
of
the
police
department.
No
government
entities
should
be
entrusted
to
investigate
itself
as
public
officer
officials.
It's
imperative
that
we
can
guarantee
to
the
community
that
there
will
be
an
independent
voice
in
misconduct,
investigations
and
then
those
investigations
are
rooted
in
transparency,
strive
for
accountability
and
build
public
trust.
C
C
O
C
By
ipa
and
cmo
to
evaluate
options
for
investigations
of
police
misconduct,
this
work
plan
aligns
with
community
aspirations
towards
police
reform,
such
as
meaningful
systemic
changes
that
hold
officers
accountable
for
their
actions.
So
we
fully
support
you
and
the
city
council
moving
forward
with
this
very
important
police
reform
item.
Thank
you.
Thank
you.
Brian.
C
Hello,
mr
mayor
and
council,
thank
you
very
much.
I
do
agree
that
would
be
helpful
to
move
it
to
a
to
an
oversight.
No
government
agency
should
oversee
itself
on
the
other
and
also,
I
hope
we
maintain
that
police
put
up
with
a
lot
of
grief
more
so
than
what
most
of
us
do
on
a
regular
day
when
you
walk
out
in
the
community
at
times,
police
are
a
literal
target.
C
I
I
couldn't
stand
on
the
line,
listen
to
people,
swear
and
say,
obscenities
and
terrible
things
about
my
family
and
all
that
kind
of
stuff
and
not
emotionally
respond,
because
people
are
people,
but
there
needs
to
be
that
transparency
as
long
as
there's
balance
for
the
officers
and
the
community,
I
think
that's
really
critical
to
restore
hope
and
trust.
Thank
you,
sir.
C
C
This
independent
investigation
is
one
step
closer
closer
to
ensuring
that
our
community
gets
the
accountability
and
the
trust
that
should
be
happening
with
the
city
and
the
community.
I
want
to
thank
you
for
bringing
this
item
and
I
do
want
to
say
these
things
are
important
because
there
are
incidents
like
what
happened:
ella
paula
with
david
tovar.
C
G
D
I
would
probably
need
an
additional
staff
person
who
has
some
expertise
in
number
one,
statistical
sampling,
and
so
that
we
could
take
a
look
at
the
reports
that
we'd
like
to
to
look
at
in
terms
of
how
can
we
best,
you
know?
How
can
we
best
choose
things
to
look
at
and
request
records
in
a
way,
that's
manageable
and,
as
you
know,
valid
in
terms
of
findings.
D
D
G
Thank
you,
I
I.
I
would
like
to
move
to
approve
the
work
plan,
but
would
like
to
also
ask
the
city
manager's
office
to
review
the
independent
place
auditor's
staffing
needs
for
the
budget.
I
think
that
the
the
work
before
us
is
great
and
it's
an
investment
in
our
community,
and
we
need
to
make
sure
that
we
give
the
independent
police
auditor
the
tools
to
meet
both
our
community
needs,
as
well
as
state
requirements.
H
Yes,
thank
you
mayor.
Sorry,
it's
getting
late,
I'm
getting
somewhere,
so
I
I
appreciate
the
the
report
back
and
along
the
lines
of
what
council
member
esparza
was
asking
in
terms
of
budget
and
department
needs.
I
see
that
the
that
the
the
timeline
or
the
work
plan
is
just
outside
of
the
budget.
In
other
words,
it
doesn't
line
up
with
our
budget
timeline.
H
F
Dave,
do
you
want
me
to
do
it
yeah
I'll
help
here
and
jennifer
mcguire
assistant
city
manager,
so
I
think
when
we
evaluate
the
budget,
I
mean.
Obviously,
if
we
were
to
transfer
the
responsibilities
over,
that
would
involve,
I
think,
potentially
cutting
cutting
costs
out
of
the
police
department
and
transferring
them
to
either
the
ipa
or
the
another
entity
depending
on
what
comes
out
of
it.
And
so
I
don't
know
what
the
net
cost
would
be
again.
This
is
this
will
all
come.
F
H
About
what
the
outcome
is,
thank
you.
I.
I
appreciate
that
the
other
question
that
I
have,
as
you
all
heard,
and
thank
you
for
all
of
the
folks
who
stayed
up
this
late
to
express
their
opinions
about
this
item.
We
really
appreciate
it,
and,
and
obviously
our
our
community
wants
to
provide
and
continue
to
provide
their
feedback,
but
I'm
not
sure
where,
where
we
are
going
to
engage
them
according
to
the
work
plan
and
the
and
the
next
steps,
how
is
that
going
to
work?
H
How
will
a
consultant
do
this?
How
will
they
include
all
the
diverse
community
voices?
Just
if
you
could
share
a
little
bit
more
about
that?
Is
there
something
that
we're
going
to
include
in
the
rfp
to
to
require
that
and
and
how
would
we
make
this
work
so
that
it's,
as
you
know,
done
as
quickly
as
possible.
D
H
Okay,
so
past
ipas
you're
saying
it
would
be
another
source,
so
there'd
be
somebody
else
outside
of
just
you
siobhan,
yes,
okay.
I
I
just
wanted
to
to
make
sure
that
it's
balanced,
I'm
seeing
here
now
that
some
of
the
some
of
the
stakeholders
that
you
just
mentioned
office
of
employee
relations
would
also
be
in
there.
H
G
B
Got
it
okay,
thank
you,
councilman
yeah.
I
appreciate
this
transition's
not
going
to
happen
overnight.
We've
got
a
lot
of
negotiating
and
a
lot
of
figuring
out
and
then
hiring
probably
too.
So
I
know
this
is
it's
going
to
be
a
journey,
so
thank
you,
everyone
for
your
work
and
getting
us
the
starting
line.
Any
other
questions
all
right.
Let's
vote
on
councilmember
sparta's
motion.
G
E
B
B
C
E
C
C
D
C
D
E
B
D
Yes,
and
thank
you
very
much
for
this
evening
and
we're
gonna
make
this
short,
but
we'll
end
on
a
hopefully
and
then
a
good
note,
kevin
is
bringing
up.
Thank
you
very
much.
I
wanted
to
say
that
the
team
is
very
excited
to
bring
to
you
tonight
a
key
measure,
tea
project,
which
is
securing
a
police
facility
for
police,
training
and
academy.
D
D
D
Thank
you
here
is
the
building
just
off
silicon
valley,
boulevard
and
on
rue
ferrari
and
enzo
so
that
that
gives
you
a
bird's
eye
view
of
the
property
and
kevin.
If
you
can
move
on
to
the
next
one,
so
the
purchase
price
is
18.5
million
dollars,
which
is
below
the
appraised
price
for
the
property
and
that
measure
t
will
fund
the
acquisition
dollars.
It's
an
as
is
sale.
D
The
city
will
furnish
a
1033
letter
which
brings
timing
and
tax
advantage
to
the
seller.
We've
done
that
in
several
other
purchases
previously,
and
we
have
already
completed
staff
due
diligence,
there
are
no
environmental
or
title
issues
next,
please,
here
you
have
the
front
door
view
of
the
enzo
property,
and
with
that
I
I
just
wanted
to
say
this
is
a
former
western
digital
building.
It
has
good
bones.
It
requires
less
in
terms
of
costs
for
bringing
the
building
to
what
we
want
than
any
other.
B
You
nancy
and
thanks
to
everyone
who
worked
on
this
chief
tendon
kevin
and
everyone,
it's
wonderful
to
see
us
get
to
this
point.
I
know
councilmember
jimenez
in
particular,
will
be
happy
to
see
there's
a
pathway
to
be
able
to
reactivate
the
south
station.
Are
there
any
comments
from
the
public
on
this?
This
is
8.1
the
purchase
and
sale
agreement
for
property
at
300
enzo
drive
or
the
police
training
center.
K
I
think
you
were
reading
my
mind
mayor.
I
was
thinking
about
the
substation
as
we
were
thinking
about
this.
I
I
think
my
community
is
well
aware
that
we've
been
sharing
for
some
time
that,
in
order
to
hopefully
someday
open
the
substation
that
we
need
to
find
a
place
to
relocate
the
training
facility,
so
very
excited
that
this
story
really
gets
one
of
the
key
pieces
in
place
to
be
able
to
do
that.
I
also
want
to
thank
nancy
and
the
whole
team
for
all
the
work.
K
E
B
Thank
you.
Thank
you,
councilmember
menace.
I
do
want
to
really
call
out
the
fact
this
is
a
we
got
this
thing
at
a
bargain
and
I
know
there
aren't
many
bargains
these
days.
So
this
is
certainly
a
tremendous
accomplishment.
The
question
about-
maybe
this
is
for
dominic,
conrado
or
others,
but
what
we
think
the
costs
are
to
retrofit
for
the
tenant
improvements
to
really
make
this
usable
for
the
department.
We
have
any
sense
of
that
scale.
K
N
K
I
know
that
the
sense
I
got
from
the
discussions
I've
had
with,
I
think
it
was
nancy
and
some
other
folks
is
that
parking
may
be
an
issue
or
we're
trying
to
figure
that
out
and-
and
so
my
you
know-
I'm
not
sure
if
I'm
blowing
anything
sort
of
out
in
the
open
that
I'm
not
supposed
to
so.
But
but
are
you
actively
having
conversations
matt
with
caltrans
and,
if
so,
and
if
you're
allowed
to
share
whether
that's
even
happening?
K
Yes,
calendar
councilmember,
thank
you
for
the
question
and
we
did.
We
do
mention
that
in
the
memo
specifically,
that
we
have
a
few
options
for
parking,
since
a
lot
of
the
parking
lot
will
need
to
be
used,
the
existing
parking
lot
for
the
building
will
be
need
to
be
used
for
the
outdoor
exercise
and
other
outdoor
activities.
K
We
are
looking
at
two
options
for
parking.
You
know
lease
and
the
primary
option
is
really
to
lease
a
portion
of
caltrans
property,
and
we
feel
really
good
about
that.
We've
had
a
few
really
great
conversations
with
caltrans
there's
two
caltrans
properties,
one
triangular
piece
about
a
quarter
mile
from
the
facility
just
down
the
street
and
then
a
larger
piece,
just
south
of
the
emergency
housing
site,
which.
K
Okay,
I'll
go
ahead,
man,
I'll
so
yeah.
So
there's
I
guess
two
things
there.
One
is
the
worst
case
scenario:
the
cuddy
creek
trail.
Actual
entrance
off
of
roof
ferrari
is
about
point
eight
miles
from
from
the
police
training
center.
So
if
we
cannot
create
a
set
separate
access
here,
very
relatively
quick
jog
over
to
the
trail
for
the
recruits,
however,
we
are
working
hard
to
try
and
figure
out
a
way
to
create
direct
access.
L
D
L
C
Thank
you,
mr
mayor
council.
A
couple
of
weeks
ago
I
got
hit
with
some
really
left
field
news
and
had
to
change
my
plan
for
basically
the
rest
of
my
life,
and
that
happens,
and
it
was
fair
and
I
was
righteous
and
and
I'm
grateful
that
I
had
the
opportunity
and
a
lot
of
that
was
for
me.
I
can't
discuss
too
much
of
the
facts,
but
the
last
couple
of
weeks
have
been
a
real
eye-opener
for
me
when
other
people
live
under
the
cost
of
rent
in
the
area,
and
things
like
that.
C
But
you
know
I've
gotten
up
every
morning
and
I've
seen
the
sunset
for
14
days,
and
I
haven't
done
that
in
the
past,
because
I'm
so
tired
and
all
the
stuff
we're
doing
is
really
great
and
all
the
stuff
that's
going
on.
But
if
we
don't
have
hope
it's
for
naught
actually
and
that's
one
of
the
biggest
things
I
think
the
last
administration
at
the
federal
level
didn't
pursue
for
most
of
us
is
hope,
hope
for
our
children,
hope
for
other
people's
children.
C
Hope
for
the
future
hope
someday
we'll
stop
fighting
wars
and
all
that
no
that's
outside
the
purview
of
the
council,
but
even
at
the
local
level.
We
need
hope-
and
I
encourage
all
of
you
to
instill
that
hope
in
your
constituents,
because
sometimes
it
starts
at
the
leadership
level
where
we
have
where
us
as
citizens
are
worth
it
and
that
that
hope
is
there
for
us.
Thank
you,
mr
mayor.
D
Good
evening,
I'm
here
to
alert
you
the
possibility
of
increased
rail
freight
rail
traffic
through
san
jose.
It
starts
with
a
massive
expansion
proposal
at
lehigh
cement's
terminal
at
the
port
of
stockton,
to
import
more
slag
to
the
bay
area.
The
materials
will
be
shipped
to
the
bay
area
by
truck
and
rail,
with
eight
times
more
freight
cars
than
today.
D
D
In
2019,
the
city
of
vallejo
was
desperate
for
jobs
mounted
a
seven
year
battle
to
block
a
marine
terminal
and
slag
cement
plant
due
to
environmental
and
traffic
concerns,
as
you
may
know,
lehigh
cement
and
cupertino
california's
number
two
polluter
of
sulfur,
three
for
hydrochloric
acid,
four
for
pm,
2.5,
etc
has
not
been
operating
for
about
a
year.
We
don't
know
exactly
why.
D
In
the
past
three
years,
they've
had
50
times
more
labor
safety,
fines
than
mitsubishi
southern
california
cement
plant,
which
has
more
employees
in
2019
lehigh
cement,
kiln
overheated
and
the
company
reported
at
least
1.7
million
dollars
in
damage,
maybe
they're
out
of
limestone.
It
can't
be
lacked
for
lack
of
demand.
22
cement
consumption
is
way
up
in
california,
unemployment
remains
stable
at
seven
at
seven
other
california
cement
plants.
D
That
said,
I'm
concerned
about
the
possibility
of
lehigh
trying
to
install
a
slag
cement
plant
or
depot
there,
regardless
of
where
the
materials
wind
up
san
jose
would
likely
be
impacted.
So
once
again,
I'm
asking
you
tonight
to
please
keep
an
eye
out
for
the
lehigh
port
of
stockton
eir
and
comment
before
it's
too
late.
Thank
you.