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From YouTube: MAY 12, 2022 Morning | City Council Budget Study Session
Description
City of San José, California
City Council Budget Study Session of May 12, 2022
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be held at San José City Hall and also accessible via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda https://sanjose.granicus.com/AgendaViewer.php?view_id=51&event_id=4660
A
A
A
B
C
D
E
F
I
H
B
A
J
B
J
J
We
will
have
in
just
one
moment,
chief
anthony
mata
police,
chief
paul
joseph.
I
have
oem
deputy
director,
jay
mcamis
with
me
and
siobhan
nuri
of
the
ipa
office.
Our
collective
mission
is
to
provide
prevention
and
emergency
response
services
for
crime,
fire,
medical,
hazardous
and
disaster
related
situations.
Our
csa
outcomes
are
twofold.
K
K
Our
third
core
service
is
investigative
services
which
includes
programs
such
as
homicide,
our
sexual
assaults
unit,
our
gang
investigations,
unit,
family
violence,
unit
and
internal
affairs,
and
our
last
core
service
is
regulatory
services
which
includes
gaming,
cannabis,
regulation,
cannabis,
regulation
and
police
permits.
I
will
hand
it
over
back
to
chief.
J
J
The
department's
secondary
public
safety
answering
point
for
fire
communications
dispatches
over
94
000
calls
for
service
annually
and
regularly
performs
above
accredited
center
for
excellence
averages
in
both
emergency
medical
and
fire
priority
dispatch
services.
As
an
accredited
local
academy,
the
department
training
division
is
able
to
deliver
most
mandated
and
career
development
trainings
internally.
K
K
This
slide
represents
our
csa
performance
measure
dashboard,
which
can
also
be
found
on
page
293
of
the
budget
book
for
for
the
police
department.
Our
top
three
measures
are
listed
here.
Our
first
measure
is
a
response
time
for
priority.
One
calls
for
service
priority.
One
calls
includes
present
and
imminent
danger
to
life
or
major
damage
or
loss
of
property.
This
measure
includes
call
processing,
time
called
queuing
time
and
drive
time.
K
K
A
second
measure
is
a
response
time
for
priority.
Two
calls
for
service
priority.
Two
calls
include
injury
or
property
damage
or
potential
or
either
to
occur.
This
measure
includes
call
processing,
time
again
called
cueing
time
and
drive
time.
The
target
for
this
measure
is
to
respond
within
11
minutes,
70
percent
of
the
time
these
response
times
have
also
decreased,
and
our
third
measure
is
a
year
over
year.
Data
for
part
one
crimes
as
defined
by
the
national
uniform
crime
reporting
standards
I'll
hand
it
over
back
to
chief
sophia.
J
The
fire
department
response
time
standard
for
priority
one
or
red
lights
and
sirens
calls
is
arrival
within
eight
minutes.
Eighty
percent
of
the
time,
including
call
processing,
turnout
and
travel
time
segments
for
priority
two
calls.
The
response
standard
is
arrival
within
13
minutes,
80
percent
of
the
time
with
the
same
segments,
the
office
of
emergency
management
targets,
30
percent
of
assigned
emergency
operations
center
staff
to
receive
required
training.
J
The
8.98
reduction
reflected
in
the
proposed
fire
department
budget
is
attributable
to
one-time
general
fund
funding
in
fiscal
year,
2021
2022
for
self-contained
breathing
apparatus
at
approximately
three
million
dollars
that
were
put
into
service
in
march
2022
and
the
general
fund
transfer
to
capital
for
the
fire
training
center
relocation
project
that
is
anticipated
to
be
completed
in
fiscal
year.
2022
2023
at
36.5
million.
J
J
Additionally,
the
department
remains
focused
on
its
response
time:
performance
improvement,
work
plan
initiatives
in
that
work
plan
include
resource
deployment,
enhancements
and
refinements
various
technology.
Advancements,
including
expanded
use
of
gis
and
avl
traffic
management,
analytics
and
dashboards,
automatic
aid
agreement,
revisions
and
cad
to
cad
links
with
other
agencies.
J
The
following
are
a
few
key
budget
actions
for
the
public
safety
csa,
which
include
police
sworn
hire
ahead
program
which
fills
vacant
positions
with
street
ready
officers.
It
takes
approximately
12
to
14
months
for
a
recruit
to
complete
the
academy
and
field
training
to
be
considered
street
ready
next
foot
patrols
in
downtown
and
high
needs.
Neighborhoods
was
previously
one
time
funded
for
750
000.
J
J
K
In
summary,
preserving
emergency
response
capacity
remains
the
highest
priority
of
this
csa.
Resources
will
continue
to
be
focused
on
providing
essential
emergency
services
in
a
timely
manner.
In
order
to
protect
life,
property
and
the
environment,
we
will
continue
to
look
for
efficiencies
and
leverage
technology,
funding,
opportunities
and
data
analytics
in
order
to
improve
service
levels
to
address
crime,
medical
and
fire
related
situations
successfully.
B
G
B
Okay,
let
me
turn
to
my
right
here
customer
calling
I
had
a
few
questions,
but
so
I'll
give
folks
a
chance
to
think
of
theirs.
While
I
just
jump
in
thanks
for
the
presentations
I
chief
mata,
I
know
that
you've
you've
just
taken
the
helm
in
the
last
few
months,
so
there's
a
lot,
obviously
coming
in
to
to
digest
and
process
that
you're
as
you're,
putting
together
your
management
strategy.
B
B
K
Sure
mayor,
as
is
mentioned
in
the
in
the
budget,
we
have
the
higher
head
program
right
which,
yes,
we
have
added
officers
to
the
department,
but
those
are
due
to
attrition
so
we're
we're
maintaining
our
current
staffing
levels
of
11
11
50..
I
think
it's
like
53
now
to
maintain
those
to
respond
to
the
core
services
like
you
mentioned
patrol
investigations.
K
So,
as
we
add
officers
to
patrol,
we
know
that
the
calls
and
the
population
to
this
city
has
increased,
so
the
calls
have
increased
and
the
officers
that
we
have
on
patrol
are
doing
the
best
they
can
to
address
and
respond
to
those
calls.
So
the
strategy
would
be
to
part
of
the
redistricting
that
we
have.
K
Our
rfp
is
to
look
at
how
we
can
better
deploy
those
officers
in
those
specific
areas
or
if
we
need
to
consolidate
or
expand,
but
it
all
comes
down
to
adding
more
officers
to
patrol
to
reduce
those
response
times.
Some
of
the
things
that
we're
also
looking
at
are
the
type
of
calls
excuse
me
that
these
officers
are
responding
to
to
reduce
those
those
response
times.
K
So
using
data
analytics,
we
have
a
dashboard
that
we
look
at
response
times
and
how
we
respond
in
specific
districts,
specific
areas
of
the
city
and
how
we
can
better
deploy
our
officers
to
increase
those
response
times
again
without
adding
well
with
the
rfp,
we're
looking
to
see
how
we
can
add
more
officers
in
those
specific
areas
to
increase
those
those
times.
But
in
the
meantime,
we're
going
to
use
the
the
dashboard
data
to
better
deploy
our
officers
to
increase
those
response
times.
H
Tony
as
part
of
that
study,
I
think
it
would
be
important
to
look
at
officer
use
of
time,
just
especially
as
we're
reimagining
public
safety
and
what
calls
and
that
the
officers
are
going
on
and
any
automation
efforts.
We
can
help
you
with
too.
I
think
you're
looking
at
that
as
part
of
your
strategic
plan
to
make
sure
we're
deploying
our
our
officers
efficiently
and
their
time
is
used
as
efficiently
as
we
go
forward
too.
H
B
That
that
there
are
there
are
things
that
we
can
do
to
to
try
to
better
utilize
the
time
and
the
most
valuable
resource
we
have,
of
course,
is
the
time
of
the
people
who
serve,
and
you
mentioned
the
redistricting,
and
I
know
that's
been
a
long-standing
challenge
for
us.
When
do
we
expect
that
to
be
completed.
K
I
G
Yeah,
so
we
would
go
through
the
evaluation
process,
hopefully
have
a
contract
over
the
summer
time
and
then
get
the
contractor
to
start
working
on
it.
I
think
we
we
gave
ourselves
another
year
and
a
half
to
get
something
implemented.
That's
our
timeline!
It
depends
on
the
timeline.
The
consultant
gives
us
and
we're
still
under
evaluation.
So
we
don't
have
a
firm
timeline.
Yet
until
we
go
through
that
contract
process,.
H
B
It
feels
as
though
I
know,
there's
dashboards
out
there
that
are
informing
folks
about
crime
and
about
you
know,
I've
gone
on
the
the
website.
I
appreciate
that
there's
been
a
lot
of
effort
to
try
to
increase
transparency,
which
is
great,
but
I'd,
be
really
interested
in
a
better
understanding.
How
we're
using
data
to
actually
manage
and
certainly
welcome
any
thoughts
you
have
now,
but
we
can
also
take
it
offline,
be
interested
in
seeing
maybe
in
a
future
presentation
how
like
how
that
happens.
K
Sure
mayor,
that's
definitely
something
that
our
executive
team's
going
to
look
at
to
make
more
data
driven
and
evidence-based
decisions
based
on
data
and
how
we
can
again
leverage
this
type
of
information
to
deploy
our
resources
more
effectively,
both
not
only
patrol
but
also
in
investigations,
and
that's
something
that
we
will
be
exploring.
Thank
you.
B
B
I'm
not
an
expert
in
determining
how
we
best
measure
that
I
know
there
are
surveys
and
different
ways
of
doing
it,
but
it's
actually
not
in
our
dashboard.
Neither
one
of
those
particular
elements.
We
define
them
as
outcomes,
but
we
don't
actually
measure
to
them
as
outcomes,
and
I
know
it's
it's
far
from
perfect.
We
know
this
is
a
very
subjective.
B
It's
a
very
subjective
thing
to
try
to
understand
how
people
feel
in
terms
of
safety.
They
may
be
hearing
national
stories
about
whatever's
going
on
as
shootings
in
chicago
and
that
makes
them
feel
less
safe.
You
know
this
is
not
it's
not
simply
a
something
we
have
much
exclusive
control
over,
but
I
guess
my
concern
is
if
the
concern
is
really
around,
if
we
believe
that's
the
outcome,
is
we
want
public
to
feel
safer?
B
It's
not
clear
to
me
that
our
dashboard
aligns
with
that
and
and
that
our
decision
making
is
aligned
with
it
and
it
may
well
be
aligned,
but
we're
just
not
seeing
it
through.
What's
what's
apparent,
and
so
as
you're
as
you're
thinking
through
this
chief,
I
I
would
just
want
to
encourage
us
to
figure
out
how
we
get
all
those
aligned
and-
and
maybe
that's
not
the
right
outcome.
Maybe
we
need
to
change
what
we
are
measuring
in
terms
of
outcomes.
B
You
know
the
national
dialogue
was
that
hey
response
times
aren't
really
the
right
way
to
to
measure
outcomes,
because
it's
not
about
getting
to
the
burglary
faster.
It's
about
how
we
prevent
burglaries
and
how
we
make
people
feel
safer
in
their
own
communities,
and
so
maybe
that
means
we
need
different
outcome
measures.
But
I
guess
my
concern
is
that
I
don't
feel
as
though
we're
aligned.
H
In
years
it's
been
incremental
modifications
to
them
to
drop
some
ads
and
language
changes,
and
we
as
you'll,
see
an
mba
that
we
just
released
late
last
night
as
part
of
the
road
map
we
intend
to
re-look
at
our
performance
measures
and
obviously
we're
going
to
put
in
you
know
we're
going
to
get
more
equity
measurements
into
them.
But
we're
going
to
we're
going
to
be
attempting
to
have
better
alignment
with
all
of
our
performance.
H
Measures
to
our
outcomes
have
measurements
for
our
outcomes,
all
the
way
up
through
the
city
roadmap
and
our
enterprise
priorities,
because
I
know
we've
discussed
having
you
know,
performance
measures
for
for
our
road
map
and
our
enterprise
prairies,
but
they
won't
be
good
if
they're
not
aligned
all
the
way
down
to
the
departmental
operational
level,
and
I
think,
would
otherwise
cause
organizational
confusion
about
what
are
we
trying
to
get
at
here?
But
we
are
intending
to
have
outcome
measures
along
with
performance
measures
and
activity
and
workload
highlights.
H
So
your
point's
very
well
taken
because
I
it's
hard
to
know
what
success
looks
like
if
we
don't
have
a
a
measure
related
to
our
outcome.
So
to
one
end,
so
we
have
a
it'll
likely
be
a
multi-year
project,
but
we're
going
to
be
all
hands
on
deck,
starting
this
next
fiscal
year.
If
the
council
approves
that
on
the
road
map,
as
we
have
suggested.
F
And
mayor
this
is
jim,
shannon
just
as
part
of
that
work
too.
Some
of
these
measures
we
do
have
but
they're
sort
of
maybe
a
little
bit
buried
too
too
far
down.
They
need
to
be
sort
of
pulled
up
at
a
level
so,
for
example,
on
on
page
297
of
the
public
safety
csa,
there
is
a
a
survey
there
for
percentage
of
residents
who
feel
who
oh
senate.
F
B
K
And
then
one
last
thing,
I'd
like
to
add
mayor
is
that
we're
currently
working
on
a
customer
satisfaction
survey
yeah.
So
when
we
respond
out
to
to
calls
having
the
community
provide
a
response
on
how
we,
our
service
was
and
their
satisfaction
with
our
service.
So
that's
something
that
we're
going
to
be
deploying
again
to
better
understand
how
we
can
better
help
our
community.
It's
great
thank.
B
E
Thank
you
so
much.
Thank
you
for
the
presentation
on
the
public
safety
budgets.
I
have
a
couple
of
questions
for
you,
chief
mata,
regarding
some
of
the
programs
that
we've
been
funding
for
a
while,
and
I
just
want
to
find
out
how
they're
working
for
one
we've
been
funding
the
higher
head
program
for
a
couple
of
years,
and
it's
again
in
the
budget
this
year
is
it
working?
Are
we
able
to
maintain
our
staffing
levels
with
the
higher
ahead
program.
K
K
K
However,
the
challenge
is
our
attrition
with
those
that
we
hire
right
now,
we're
approaching
almost
a
between
the
35
and
40
percent
attrition
rate.
So
what
that
means
is
once
we
hire
them
in
the
academy
we
lose
a
certain
portion
and
then,
through
the
fto
program
we
lose
another
another
portion
as
well
with
with
an
overall
attrition
rate
like
I
said
right
now,
between
35
and
40
percent,
which
is
you
know
high.
K
We
would
like
to
retain
these
officers.
However,
I
think,
given
the
sentiment
about
policing,
given
that
we're
reaching
out
to
individuals
that
may
not
have
thought
that
this
was
a
career
choice
for
them.
Maybe
they
decide
during
the
academy
and
fto
program
that
this
isn't
the
the
job
for
them,
but
we're
still
working
hard.
Our
recruiting
unit
was
working
hard
to
enter
academy
unit,
to
train
these
officers
to
be
street
ready
for
us
in
the
future,
so
it
is
working.
We
just
have
some
challenges
that
that
we're
working
through.
E
K
K
We
don't
have
that
we're
bringing
them
in.
However,
again,
like
I
mentioned,
for
other
reasons,
they
do
not
stay
or
we
find
that
they
don't
meet
the
recommendations
or
requirements
in
the
academy
or
the
fto
program.
So
rather
than
continue
with
that,
if
they
don't
qualify,
then
they
are
terminated
or
they
they
resign.
So,
for
example,
I'll
just
give
you
some
information
here
that
I
have
for
the
october
2020
academy,
san
jose
39.
K
We
hired
50
recruits
and
we
lost
14
in
the
academy,
so
37
remained
going
into
fto
program
and
then
we
lost
eight
out
of
those
37
for
a
total
of
29
recruits
that
had
made
it
through
the
fto
program,
which
gives
us
a
43,
total
attrition
rate
so
again
for
reasons
that
I
mentioned
that
this
profession
may
not
be
for
some
individuals
and
that
we
are
reaching
out
to
individuals
again.
Who
may
not
have
thought
this?
K
K
E
E
But,
but
I'm
concerned
about
the
eight
who
left
after
the
field
training,
are
you
doing
exit
interviews
with
them
to
get
an
idea
as
to
why
they're
leaving
at
that
point?
Because
at
this
point
they
made
it
through
the
the
academy
and
now
they're
training
and
now
they've
decided
real
life.
Maybe
this
isn't
a
job
for
them,
but
is
there
a
way
that
we
can
do
pre-screening
ahead
of
time?
E
Instead
of
spending
all
these
resources
on
individuals
who,
then
we
find
out
it's
not
a
good
fit
in
the
field
training,
so
just
some
efficiencies
there
are.
Do
you
do
some
exit
interviews
with
with
the
the
eight
or
those
who
are
leaving
after
field
training
who
are
leaving
on
their
own
and
not
because
we're
encouraging
them
that
it's
not
a
good
fit.
E
D
I'm
here
I'm
here:
okay,
brother,
randall,
we're
in
administration
and
to
answer
your
question.
You
know
there
is
several
layers
through
our
training,
and
so
when
we
hire
folks,
yes,
they
meet
the
qualifications.
We
we
think
that
they're
ready
to
become
police
officers,
but
we
certainly
don't
know
until
they
get
into
the
academy
once
they
get
there.
Some
are
unable
to
perform
the
tests
they
fail
out
for
that,
and
then
the
other
group
that
you're
talking
about
the
eight
who
go
into
the
field
training
program
now,
that's
a
whole
new
scenario
for
them.
E
Thank
you
that
makes
perfect
sense
and
and
actually
that's
a
a
final
check
on
whether
they're
someone
we
want
representing
us
out
in
the
police
department.
So
I
really
appreciate
that.
Okay,
thank
you.
I'm
going
to
move
on
to
the
foot
patrol
we
funded
foot
patrol
last
year
and
my
understanding
is
we're
looking
at
16.
Is
that
a
ongoing
budget?
How
many
positions
have
we
actually
filled
in
the
foot
patrol
unit
and
where
are
they
being
deployed.
K
E
A
K
Sure
so
we
have
a
variety
of
vacancies
throughout
the
department,
not
just
in
teu
a
traffic
enforcement
unit.
We
also
have
vacancies
in
investigations
and,
as
we
mentioned
in
patrol,
so
our
priority
is
to
staff
patrol
and
as
fully
staff
patrolling
once
that
is
done,
then
the
excess
officers
when
we
have
them
available
will
go
to
those
vacancies
like
I
mentioned,
both
in
training
in
our
bureau
of
administration
for
our
academies
investigations
as
detectives
and
special
operations,
which
traffic
enforcement
unit
is
one
of
them.
K
Currently
we
have
18
positions
there,
one
lieutenant
three
sergeants
and
fourteen
officers,
and
we
need
three
additional
sergeants
and
nine
officers.
This
traffic
enforcement
unit
has
two
shifts.
They
work
on
monday
through
thursday,
from
6
a.m,
to
4
p.m,
and
then
the
swing
shift
comes
on
on
thursdays
and
fridays
from
10
a.m,
to
8
p.m.
E
We
haven't
approved
all
of
those
they
haven't
been
specified
as
to
how
they're
going
to
be
done,
but
the
others
have
been
yellow
or
green
lit
or
put
forward
into
your
your
spreadsheet.
So
do
you
have
the
money
in
the
budget
to
handle
all
of
this
and
is
most
of
it
coming
from
your
budget,
or
is
it
coming
from
there's
a
lot
of
technology?
Upgrades
too
is
that
coming
from
other
budgets.
K
E
Okay,
great
and
then
finally-
and
I
I
don't
see
a
clock,
so
I
don't
know
if
I've
reached
my
10
minutes,
but
I
just
assume
that
I
am
questions
around
search
training
and
not
just
the
training.
I
I
see
that
there's
an
ongoing
budget
for
the
the
personnel
training,
but
what
about
some
of
the
supplies
and
materials
that
they
need?
E
I
I'd
love
to
see
added
in
cert
backpacks
that
are
necessary
for
the
volunteers
and
I've
heard
a
cert
trailer
is
needed
and
translators
any
anything
like
that
is
that
can
we
accommodate
in
that
in
the
budget
it
looks
like
it's
under
500
000
for
the
total,
the
total
amount.
So
I'm
hoping
that
we
can
take
a
look
at
cert
and
make
sure
that
we
provide
enough
funds
to
adequately
assist
those
volunteers
who
are
helping
us
in
times
of
emergency.
E
A
The
other
portion
of
the
budget
really
addresses
our
desire
to
get
into
neighborhoods
that
we're
currently
not
making
solid
inroads,
targeting
the
most
at
risk
and
developing
programs
for
those
neighborhoods
that
fit
their
needs.
That
will
require
additional
equipment.
It
will
require
translations
trans-created
materials,
meaning
it
takes
into
account
cultural
considerations
very
much
like
the
listos
program,
which
we
hope
to
launch
next
year.
If
we
can.
So
that's
we're
looking
forward
for
that,
but
we
can
always
use
more
resources
to
increase
the
program
as
it
is
right
now.
E
E
So
I
I
really
appreciate
that
I'm
very
focused
on
cert
and
making
sure
that
we
have
the
funding
that
we
need
not
just
in
the
training
but
in
the
equipment
to
make
their
jobs
successful
as
volunteers
as
we
may
depend
on
them
during
a
earthquake
or
fire
or
other
natural
disasters
or
other
things
that
we
may
have
coming
our
way
with
that,
I
did
did
see
the
clock
and
I'm
way
over
time.
I
appreciate
the
patience
of
my
colleagues
and
I
will
relinquish
the
mic
and
move
on.
Thank
you
very
much.
L
I
Thank
you,
yeah
thanks
I'll,
be
quick.
I
I
just
wanted
to
pick
up
on
the
threat
of
conversation
that
the
mayor
and
jennifer
were
having
about
kpis
and
it's
certainly
broader
than
just
public
safety.
I
was
actually
first
reflecting
on
this
yesterday
when
reviewing
the
economic
development
indicators
and
so
jennifer.
This
is
maybe
maybe
a
question
for
you.
It's
probably
more
of
a
comment
to
start.
I
I
think
that
one
of
the
things
I'd
like
to
see
us
move
toward-
and
I
know
I've
written
some
memos
to
this
effect
that
my
colleagues
have
accepted.
I
You
know
I.
I
think
it
would
be
really
helpful
if,
in
addition
to
having
the
time
series
that
looks
back
and
says
how
have
we
performed
against
this
measure,
I
think
a
a
a
cycle
that
would
be
really
healthy
for
the
organization
would
be
at
this
moment
when
we
are
as
a
council,
giving
direction
around
spending
around
new
investments.
I
I
This
is
our.
This
is
one
of
our
key
success,
metrics
that
we
think
we're
going
to
be
able
to
move
here's
kind
of
the
magnitude
and
again
that
movement
might
be
very
modest.
It
might
be
shaving
10
seconds
off
a
response
time.
It
might
be
speeding
up
a
process
by
5
and
sort
of
helping
the
council
helping.
I
All
of
us
understand
how
the
investments
we're
making
connect
to
driving
those
metrics
and
those
those
outcomes,
really
the
success
measures
and,
and
then,
when
we
come
back
around
next
year
through
this
cycle,
I
think
it
would
be
useful
for
all
of
us
to
be
able
to
reflect
back
and
say
well.
Here
was
the
investment
we
made
here's
how
much
we
thought.
We'd
move
the
needle
and
here's
what
actually
happened,
and
maybe
maybe
it
went
better
than
expected.
I
So
I
just
wanted
to
re-articulate
that
I
know
I've
put
that
in
a
number
of
memos.
I
know
we're
trying
to
move
in
that
direction,
but
I
didn't.
I
didn't
quite
hear
that
piece
of
it
come
out
in
the
conversation
between
the
mayor
and
city
manager,
so
yeah
jennifer.
Could
you
just
comment
on
yeah?
If
that
makes
sense,
if
that
is
part
of
the
plan,.
H
Yeah,
so
I
appreciate
the
comment
so
so
so
in
our
city
service
area,
on
our
department
sections
of
the
budget,
each
department
has
again
a
set
of
performance
measures
that
looks
backward
and
how
we
actually
did
on
those
performance
measures.
What
what's
our
target?
What
was
our
target
for
the
current
fiscal
year
that
we're
in?
What
is
the
estimate?
We
think
we're
going
to
do
against
that
target?
And
then
what
is
our
new
target
for
the
22-23
fiscal
year?
H
But
I
don't
to
the
point:
is
we
don't
have
exact
measures
for
the
outcomes,
but
underneath
the
outcomes
we
do
have
five-year
strategic
goals
under
each
outcome,
and
then
we
have
performance
measures
related
to
those
outcomes
into
those
goals.
Those
five-year
goals
we
also
do
put
in
an
actual
for
last
year,
related
to
those
performance
measures
and
goals.
The
target
for
lack
this
current
year.
H
I
How
much
do
we
expect
to
reduce
the
priority
one
response
times
by
in
the
next
12
months
and
and
if
we
have
that
number
great,
I
didn't
hear
that
today,
but
I'd
also
want
to
know
well
what
happened
last
year,
when
we
invested
in
staffing,
did
we
think
we
were
going
to
move
that
number
or
not,
and
did
we
and
what's
the
learning?
What
I'm
concerned
about
is
the
the
lack
of
kind
of
loop,
closing
reflection
and
learning
so
that
we're
making
better
investments
and
and
strategic
decisions
each
year
as
we
learn
together.
H
Yeah
understood-
and
we
we
do
do
that
behind
the
scenes
when
the
departments
are
putting
together
the
budget.
It's
not
really
being
reflected
in
these
presentations
today,
but
you
know
certainly
open
to
questions
and
we
can
be
more
deliberate
and
I
again,
I
think
it
this
entire
performance
measure
alignment
all
the
way
up
again
to
the
roadmap
and
our
enterprise
priorities
needs
to
be
refreshed,
overhauled
and
do
some
resets
here,
because
I
think
it's
not
in
the
position
that
I
think
we
all
want
it
to
be.
H
We
haven't
focused
on
it
in
the
last
several
years
and
we're
proposing
to
focus
on
it,
starting
with
this
new
budget
starting
in
july
as
part
of
the
road
map.
It's
a
lot
of
work,
but
we
want
to
take
it
on
because
we
do
see
the
importance
of
it
and
we
need
to
get
back
to
it.
So
again,
we're
not
just
measuring
but
we're
managing
our
performance,
and
so
that's
one
of
our
upcoming
goals
and
we'll
be
discussing
that
more
on
monday,
with
the
road
map.
I
Okay,
great
yeah,
I'm
I'm
really
excited
for
that
work.
I
do
think
it's
important.
I
think
it's
both
within
the
department's
optimizing
performance
as
the
as
you
and
the
mayor
were
discussing
earlier,
I,
but
I
also
think
it's
up
to
the
level
of
the
council
ensuring
that
we're
learning
and
that
we're
really
understanding
you
know
which
which
of
our
spending
allocations,
are
having
the
biggest
impact
which
strategies
are
working.
What
was
our
assumption
last
year
and
did
it
pan
out
because
we
want
to
get
smarter
too.
I
I
think,
because
we're
pushing
on
these
these,
you
know
as
we're
asking
questions
about
how
we
allocate
our
resources
and
and
where
we
should
increase
staffing
or
other
investments
and
technology,
for
example.
Well,
what
what
did
we
learn
from
the
last
budget
cycle
related
to
these,
these
very
important
outcomes
that
we
hopefully
believe
reflect
the
most
important
impact
we
can
have
for
the
community,
so
I'm
excited
for
the
process.
I
H
We
are
mostly
just
shoring
up
existing
services
that
are
been
being
performed
today
and
trying
to
make
them
ongoing
in
the
budget.
So
I
I
in
except
for
in
a
very
few
areas-
and
I
think
jim
talked
about
it-
like
an
urban
forest
plan-
we're
really
not
enhancing
services
with
this
budget.
So
there's
not
going
to
be.
You
know
we
are
trying
to
obviously
with
housing
with
building
some
units
and
things
like
that
and
operating
our
shelters.
H
But
there's
not
a
lot
of
performance
improvements
in
here
we're
trying
to
hold
steady,
so
I
just
don't
want
to
get.
We
are
in
the
service.
I
call
it
unstructured
we're
in
a
structural
deficit
with
our
service
delivery
system,
vis-a-vis
our
budget,
and
it's
going
to
take
us
a
couple
years
to
climb
out
of
that
as
long
as
the
economy
stays
in
our
favor
and
we
keep
our
revenues
going
and
our
and
our
costs
in
check.
H
I
I
I
appreciate
those
constraints
and,
and
they're
that's
fair,
I
I
would
say
even
as
revenue
is,
is
only
gradually
and
modestly
increasing.
I.
I
still
think
that
part
of
the
strategic
part
of
the
budgeting
process
is
us
having
a
conversation
about
being
more
productive,
improving
how
we
do
things,
even
if
we're
flat
on
funding
still
be
striving
to.
When
we
look
at
kpis.
I
I
just
I
haven't
heard
that
really
that
part
of
the,
as
you
acknowledged
a
minute
ago,
I
haven't
quite
heard
that
bubble
up
into
this
conversation.
This
feels
like
one
of
those
moments
for
us
as
a
council
to
get
that
strategic
insight
as
to
how
we're
constantly
improving
where
funding
is
a
big
piece
of
it,
but
probably
not
the
entire
story.
Anyway.
I
L
I
was
going
to
call
myself
you
got
that
I
had
a
question
what
two
questions
one
is
for
jim
shannon
on
page
565.
I
think
it
talks
about
the
2023
through
2027
proposed
capital
improvement
program.
I
think
it's
at
the
top
is
use
of
funds
combined
in
the
middle
of
the
of
the
page
construction
projects
under
that
is
the
south
san
jose
police
substation
closed
out.
I
was
hoping
you
can
help
me
understand.
I
mean
it's
not
a
lot
of
money,
but
I'm
trying
to
understand
what
what
that
is.
L
Cool
okay,
so
I
do
have
a
question,
though,
for
the
for
chief
mata
and
it's
sort
of
tied
to
some
of
the
questions
that
council
member
foley
was
asking.
It
brought
some
of
her
questions
brought
to
mind
a
policy
that
we
or
or
something
that
we
instituted
some
years
back.
I
believe
it
was
this
claw
back
provision
when
folks
go
through
the
academy,
and
then
they
go
to
another
jurisdiction.
You
know
a
year
later
or
whatever
it
may
be.
Does
that
still
exist?
G
So
the
clawback
provision
I
was
lisa
prez
from
the
police
department
and
the
club
provision
was
in
place
when
we
had
a
retention
we
paid
or
to
bring
people
on
board,
and
so,
if
they
did
leave,
they
would
have
to
pay
that
back.
It's
no
longer
in
place.
We
don't
have
that
retention
bonus
or
the
signing
bonus.
So
it's
not
in
place
right
now.
Okay,.
B
G
L
Okay,
all
right
and
is
there
you
know,
I
know
that
that
was
instituted
in
a
different
time
right,
I'm
wondering.
Is
there
any
value
to
doing
that?
Would
that
be
sort
of
a
turn
off
for
some
of
the
for
some
of
the
folks
that
the
recruits
that
come
through
to
think
that
you
know
them
being
presented
with
such
a
thing?
Would
that
turn
them
away
from?
Well,
I
don't
really
want
to
come
here.
G
The
the
people
leaving
before
we
were
seeing
people
leaving
to
go
to
other
agencies
and
that's
why
we
wanted
that
retention
so
that
they
would
stay
on.
We
don't
have
those
same
issues:
people
the
attrition
that
the
chief
was
talking
about
earlier,
really
has
to
do
with
people
not
finishing
the
training,
because
they're
not
ready
for
this
job
right.
L
I
understand
so
you're,
not
okay,
so
so
just
things
are
uniquely
different,
but
I
guess
one
of
the
things
that
comes
to
mind
as
it
relates
to
field
training
is.
I
think
it
was
mentioned
that
some
folks
go
through
the
process
and
it's
clear
once
they're
in
the
street
you
know
live
if
you
will
right
dealing
with
the
public
and
dealing
with
you
know,
folks
that
you
all
deal
with
that,
some
of
them
just
don't
cut
it
once
they're
in
the
field
training.
L
K
L
So,
if,
like
after
month,
one
they
don't
do
well,
whether
it
be
you
know,
someone
in
the
police
department
says
you
know
this
person
just
isn't
going
to
cut
it.
Can
they
can?
They
then
go
to
a
different
department,
meaning
like
to
the
city
of
santa
clara
and
essentially
transfer
the
academy
and
everything
they
did,
even
though
it's
run
by
sjpd
and
essentially
plug
and
play
there
is,
is
that
how
does
that
work.
D
So
if
somebody
leaves
our
agency
before
they've
completed
a
probationary
period,
it's
unlikely
they
would
go
to
another
agency
straight
away.
They
would
have
to
go
back
through
an
academy.
So
post
requires
you
to
complete
an
academy
to
get
your
post
level
one
certificate,
and
then
you
have
to
complete
a
probationary
period,
so
if
they
don't
make
it
through
our
academy,
yes,
they
could
go
to
another
agency,
but
they
would
have
to
go
back
through
some
training.
D
J
D
A
B
F
Counselor,
if
I
could
get
back
to
your
question
actually
yeah,
so
that
that
little
50,
000
or
so
is,
is
really
there's
been
a
lot
of
trailing
issues
related
to
sort
of
the
contractor,
closeout
and
legal
cost
related
to
that
construction
project
a
number
of
years
ago.
So
that's
just
sort
of
a
few
trailing
items.
I
think
the
the
the
bigger
thing
with
the
sub
substation
is
that
we
do
have
as
part
of
our
five
year
for
forecast
the
expectation
that
the
substation
is
fully
activated
once
the
police
training
center
comes
online.
M
M
K
Yeah,
thank
you,
council
member.
Yes,
so
we
do
have
some
funding
for
our
background
and
our
recruiting.
This
is
a
one-time,
personal
service
funding.
For
that
I
think
it's
895
000
and
that's
for
department-wide,
not
just
officers.
It's
used
for
our
communications
specialists,
public
safety,
dispatchers,
criminal
intelligence,
analysts
recruiting
throughout
the
whole
department
and
that's
what
we're
using
that
money
is
for.
K
K
F
And
in
chief,
this
is
jim
jim
shannon
if
I
could
just
jump
jump
in
there.
So
one
of
the
one
of
the
items
that
have
been
one-time
funded
for
a
number
of
years
is
both
the
police,
hire
the
police,
hire
ahead
program
and
the
one-time
funding
for
recruiting
and
back
grounding.
And
so
that's
that's
seven
and
a
half
million
dollars
for
the
higher
ahead
program.
M
J
Thank
you,
council
member,
the
fire
department
proposed
budget
adds
one
analyst
and
one
staff
specialist
and
those
additions
will
result
in
increased
capacity
to
support
multiple
recruitments
at
a
time
right
now.
Our
bandwidth
is
very
narrow,
and
so
we
have
to
sequence
recruitments,
which
sometimes
delays
the
process.
M
M
Then
it
was
about
6.7,
and
now
we
are
at
a
13.8
and
an
estimate
of
15.2,
and
so
I've
got
to
say
that
that
there's
a
lot
of
kudos
here
to
to
be
given
to
our
police
department
and
our
investigative
units
for
the
work
that
they've
been
doing
for
the
level
of
improvements
that
they've
had
for
the
diligence
in
the
work.
I
know
that
this
is
a
difficult
area
to
to
close
cases
in,
but
I'm
really
pleased.
M
What
what?
What
is
that
goal
is
our
goal
just
to
be.
You
know
five
percent
better
than
we
were
the
year
before.
What
is
that
baseline?
What
is
that?
First
of
all,
I
guess
what
is
the
best
practice
for
a
baseline
and
adversity
of
our
size
and
what
is
ultimately
our
goal.
Where
do
we
want
to
be?
Because
I
don't
see
a
five-year
goal
here
or
target
for
22-23.
K
Yes,
councilmember
and
I'm
looking
at
page
298
of
the
public
service
service
csa,
where
we
have
increased
with
the
clearance
rate
for
that
and
the
reason
why
we
don't
have
a
five-year
goal.
Is
that
something
that
we're
going
to
be
working
on
to
see
just
exactly
what
you're
asking
about
you
know
what
the
other
jurisdictions,
what
their
rates
are?
What's
a
national
rate
what's
a
acceptable
rate,
but
our
goal
right
now
is
to
increase
that
rate
like
like
we're
doing
now.
K
D
Good
morning,
deputy
chief
l
washburn,
with
the
bureau
of
investigations
for
the
san
jose
police
department.
Thank
you
for
your
question.
Certainly
we
are
always
seeking
to.
You
know,
improve
our
solve
and
prosecution
rate.
One
of
the
things
that
we
do
look
at
internally
in
our
bureau
are
our
quarterly
program
manager
reports
whereby
we
have
set
goals
as
far
as
clearance
rates
right
we're
looking
at
prosecution
of
things
of
that
nature,
as
the
chief
stated
you
know,
the
goal
certainly
is
to
continue
to
see
an
improvement
in
our
prosecution
rates.
D
Specifically,
we
do
have
some
vacancies,
as
just
one
correlating
factor,
certainly
having
the
advocacy
readily
available
to
provide
that
collaborative
support
when
a
detective
is
working
with
a
survivor
can
lend
itself,
in
the
long
term,
towards
successful
prosecution
right
and
helping
to
provide
the
support
and
wrap
around
services,
and
those
are
just,
I
think,
two
things
that
could
potentially
translate
into
higher
clearance
rates.
Certainly
we
are
assigning
the
cases
and
working.
D
So
I
hope
I've
provided
some
insights
into
how
we
might
you
know,
analyze
and
re-analyze
those
efforts
and
to
the
chief's
point,
taking
a
closer
look
at
our
program
manager
reports
and
some
of
those
those
figures
and
matrices
by
which
we,
you
know,
can
try
to
bring
those
numbers
up.
I
think
that's
something
absolutely
that
we
can
take
a
look
at.
M
M
I
think
the
leadership
is,
is
the
right
leadership.
I
think
under
leadership.
We've
had
a
lot
of
growth.
I
think
under
our
chief
mata's
leadership,
there's
been
just
some
very
wonderful
growth,
and
so
I
I
I
am
looking
at
what
the
kind
of
resources
that
you
would
need,
and
so,
as
you
you're
talking
you're
telling
me
about
ad,
you
know
the
advocates
on
site.
I
think
that
you
know
the
research
supports
that
and
the
vacancies
there
is.
Is
there
a
specific?
D
D
So,
first
and
foremost,
when
we
have
officers
they
go
into
the
bureau
of
field
operations
and
to
the
extent
that
the
department
could
supplant
the
authorized
vacancies
in
investigations,
they
do
so.
We
presently
have
approximately
a
21
vacancy
rate
for
authorized
positions
throughout
the
bureau
of
investigations.
Fortunately,
we
have
amazing
staff
that
do
bridge
those
gaps,
and
sometimes
it
is
with
overtime,
and
I
know
that's
another
conversation,
so
it's
just
you
know.
D
The
overarching
discussion
is
a
matter
of
bringing
the
resources
to
the
department
as
a
whole,
such
that
the
department
can
then
start
to
backfill
those
authorized
vacancies
which
which
we
have
been
recently
we've
put
some
positions
or
bodies
back
into
patrol.
So
as
they
come
out
of
the
academy
and
get
signed
off,
it's
just
you
know
it's
a
slower
process.
M
Got
it
okay
and
I
I'm
sure
the
rotation
which
takes
a
little
bit
longer
might
also
contribute
to
that.
But
well
you
know.
Let
me
let
me
get
back
to
my
original
point
that
I'm
ultimately
wants
to
make
with
these
questions,
and-
and
it
is
really
how
do
we
determine
when
we
need
additional
investigative
services,
and
I
would
like
to
see
what
the
the
a
baseline
would
be.
I
know
that
we're
we're
going
to
work
towards
defining
what
a
baseline
is
and
a
target
for
that.
M
M
The
issue
I
have
with
some
of
our
our
services
in
other
areas,
not
only
just
public
safety-
is
that
the
hardest
to
reach
communities
are
the
ones
that
need
our
support.
The
most
and
I
I
know
that
our
sexual
assault
survivors
are
the
hardest
to
reach,
but
they're
the
survivors
they're,
the
folks
that
we
need
to
support
the
most.
M
It's
one
thing
to
be
burglarized
and
to
have
resources
reorganized
to
meet
those
burglary
needs,
and
I'm
not
trying
to
put
one
crime
against
the
other.
But
this
is
a
crime
against
a
person's
body
and
so
for
equity
sake.
I
I
want
to
know
jennifer.
How
will
we
determine
how
we
factor
equity
into
these
crimes
that
are
listed,
that
we're
telling
our
public?
This
is
how
you
tell
us.
This
is
how
we
determine
whether
the
public
feels
safe
anywhere
anytime
and
and
where
our
proposed
budget
changes
on
page
301.
M
H
H
As
far
as
the
investments
here
you
know,
given
our
limited
resources,
we
tried
to
continue
to
move
move
forward
on
the
priority
areas
that
you're
discussing,
because
we
do
need
to
be
relentless
on
them.
The
department
is,
you
know,
working
very
hard,
and
we
are,
you
know,
reporting,
obviously,
to
pisviz
on
a
regular
basis
about
this.
H
You
know,
practical
police
staffing
plan
that
hopefully
can
be
added
in
future
forecasts
to
keep
the
department
accelerating
in
certain
areas
where
we
need
to
staff
up,
and
so
that
will
be
hopefully
released
in
the
next
week
or
so,
and
we
will
be
talking
about
where
we
need
to
have
staff
and
where
we
can,
we
can
make
some
investments
for
the
future.
It's
just
this
department
this.
M
M
M
If
we
want
to
talk
about
equity,
these
are
the
crimes
that
young
latinas
are
being
impact
prevention
and
having
the
best
benefit
of
of
having
our
our
monies
well
spent
and
the
resources
in
the
in
the
right
areas.
This
is
where
it's
at
and
we're
overlooking
it
and
I'm
letting
everybody
know
and
our
colleagues
included,
and
they
are
included
that
we're
overlooking
this
and
we're
gonna
pay
for
this
generation
upon
generation
upon
generation.
G
Yeah.
Thank
you
mayor.
Just
a
question
for
police
chief
in
regards
to
the
16
position.
New
positions
for
foot
patrol
chief
are
those
going
to
be.
Is
that
just
sort
of
the
equivalent
of
16
positions?
Is
it
going
to
be
funding
for
it
and
we're
still
going
to
be
requiring
people
to
sign
up
for
overtime
or
will
there'll
be,
as
you
described,
four
officers
that
say
bid
for
and
have
a
permanent
assignment
of
full
patrol
in
each
division?.
K
K
That's
why
it's
we
looked
at
what
we
can
do
to
help
our
four
divisions,
and
we
came
up
with
the
with
the
16
deployment
model
and
that's
something
that
we
also
have
to
look
and
look
at
in
terms
of
supervising
these
individuals
as
well
in
the
future.
So,
right
now,
once
we
establish
and
have
these
16,
they
would
be
working
with
a
current
sergeant,
but
our
intention
is
to
make
this
a
a
separate
unit,
so
to
speak,
for
each
division.
G
Okay,
thank
you,
so
I
I
think
I
guess
just
to
understand
it
more
clearly.
Is
it?
Is
it
gonna
be?
Well,
I
guess,
timing
wise.
When
exactly
is
that
gonna
happen,
you
said
once
they
get
on
board.
So
are
we
talking
about
a
couple
years
from
now
once
hiring
improves
or
what
maybe
a
better
idea
on
timeline.
K
Sure
so
the
timeline
is
a
year
and
a
half
we're
going
to
hire
them
and
put
I'm
on
board.
You
know
the
extra
16
and
has
been
mentioned
that
we
have
the
other
priorities
here
in
the
department
as
well
as
patrol,
but
once
we
hire
individuals
it
will
be
deployed
to
this
the
downtown
for
patrol,
I
think
in
the
actual
budget
document.
I
think
it
says
it
will
it'll
take
about
12
to
14
months
to
to
deploy
this.
G
K
G
G
It's
going
to
take
some
time,
we're
still
going
to
have
overtime,
funded
positions,
it's
contingent
upon
you
hiring
and
getting
more
staff
in
general,
and
then
even
when
that
does
happen,
we're
talking
about
spreading
the
16
city
wide
and
so
four
in
the
central
division.
And
ultimately,
I
would
say
you
know
this
is
a
good
start,
but
it's
it's
still
going
to
be
insufficient
for
creating,
I
think,
the
kind
of
robust
foot
patrol
unit
if
you
will
but
just
foot
patrols,
that
could
really
benefit
our
community.
G
H
Yeah,
so
maybe
I
can.
I
just
want
to
thank
you,
council,
member,
for
all
of
us
until
to
just
to
clarify
on
the
foot
patrols
and
we
say
in
downtown
and
high
needs
neighborhoods,
because
that's
the
the
program
that
was
funded
in
the
past,
so
it
will
be
data
driven
even
in
the
divisions
to
look
at
the
high
crime
areas
with
approval
of
this
proposal.
H
It
does
do
do
things
it's
while
we're
hiring
these
people,
while
we're
hiring
the
new
staff,
the
16
staff,
which
will
be
in
the
next
academy
they
when
they
come
out,
they
won't
be
going
to
general
patrol
or
to
some
other
places
in
the
departments.
With
approval
of
this
proposal,
they
will
go
directly
into
this
program
as
if
council
approves
it,
but
we
need
to
have
some
bridge
money.
So
that's
why
we've
got
the
one-time
overtime
while
they're
training.
So
we
do
expect
the
full
implementation
of
this
program
on
an
ongoing,
regular
shift
basis.
H
So
it'll
automatically
become
part
of
the
forecast
unless
the
council
decides
in
any
given
year
that
we
can't
afford
it.
But
it's
going
to
be
modest,
so
it
can
be
hopefully
afforded
in
each
year.
You
know
I've
been
around
a
long
time
and
we
had
a
very
a
big
staffing
plans.
That
kind
of
elements
is
going
to
say
died
under
their
own
weight
because
we
couldn't
afford
them,
and
then
we
ended
up
having
to
unfund
them.
H
We'd
put
them
in
the
budget
then
have
to
take
it
away,
and
I
think
that's
really
hard
on
the
on
the
community
and
the
police
department
and
our
council
to
have
high
hopes
that
we're
going
to
be
able
to
fund
something
then
have
to
turn
around
and
and
reduce
it,
because
we
ultimately
couldn't
afford
it
in
our
in
our
forecast.
So
we're
going
to
try
to
reverse
that
come
up
with
some
modest
numbers
and
and
hopefully
that
there
will
be
ones
that
we
can
sustain
and
commit
to.
H
Even
if
we,
our
budget
outlook,
isn't
as
positive
in
the
future
that
we
that
it's
it's
modest
enough,
that
we
can
all
commit
to
that.
It
won't
unravel
the
budget
in
other
places.
If
we
continue
with
the
commitment.
So
that's
what
we're
working
for.
I
don't
have
the
exact
numbers,
but
we
will
describe
some
of
the
priority
areas
that
we
would
like
these
positions
to
initially
go
into,
and
that
would
obviously
be
up
for
debate
and
discussion
in
each
budget
cycle.
H
But
we'll
give
you
a
sense
but
I'll
be
up
to
each
year's
decision
by
the
city
council
on
the
deployment
of
those.
But
we
will
give
you
some
of
the
priority
areas
in
any
given
year
of
where
we'd
like
to
go
with
them
like
this
year,
for
example,
as
we
we've
put,
the
money
toward,
or
we've
put
some
money
in
the
budget
towards
new
staffing,
for
foot
patrols
and
for
the
mcat
program,
and
we
will
give
you
that
sense
of
of
where
we
need
to
shore
up
the
police
department
with
some
modest
additions.
G
K
We're
still
working
on
that,
we
intend
to
assign
officers
that
are
proactive
both
in
the
community
or
with
the
community,
and
also
with
you
know,
community
engagement
as
well.
So
we're
still
looking
at
that
council
member
to
see
if
they
would
be
biddable
or
we
assigned
you
know
the
officers
that
have
demonstrated
that
there
were
you
know.
Commitment
to
the
community,
both
engagement
level
and
also
through
crime
reduction,
is
something
that
we
we
want
to
see.
G
D
K
Your
point
is
well
taken
that
we
need
additional
traffic
enforcement
officers
and
they
are
not
available
on
the
weekend,
as
you
mentioned
like
I
gave
the
the
dates
and
times
that
they're
on
duty,
one
of
the
things
that
we're
doing
in
the
meanwhile.
Meanwhile,
we
look
to
increase
this
unit
through
officers
that
are
being
released.
K
One
of
the
things
that
we're
doing
right
now
is
like
you
mentioned
when
these
incidents
are
happening.
They're
not
vehicle,
collisions
vehicle
on
vehicle,
the
latest,
our
vehicle
with
pedestrians,
so
our
patrol
units
during
those
times
are
also
proactively
going
out
and
providing
patrols
that
otherwise
would
be
done
by
our
traffic
enforcement
unit.
So
they
are
making
stops.
They
are
monitoring
those
areas
that,
in
their
divisions,
that
have
a
high
incidence
of
collisions,
specifically
the
fatalities.
K
D
My
understanding
in
the
march
budget
message-
and
I
I
could
be
wrong-
I
don't
have
it
in
front
of
me
at
the
moment-
is
that
the
the
request
for
16
officers
was
not
16
officers
all
to
be
deployed
for
put
foot
patrol.
It
was
for
some
of
them
to
be
deployed
for
downtown
foot
patrol.
So
again,
my
question
is
when
we
know
that
we
already
have
over
30
traffic
related
fatalities
in
this
city
in
this
year
in
the
first
quarter
of
this
year.
D
Why
are
we
not
adding
immediately
to
foot
patrol?
We
don't
have
foot
patrol
right
now.
We
do
not
have
foot
patrol
any
day
of
the
week
or
we
don't
have
traffic
enforcement
any
day
of
the
week
after
8
pm,
it's
not
even
dark
at
8
pm
and
most
of
the
fatalities
are
happening
after
dark.
At
the
very
least.
Why
are
we
not
changing
the
shifts?
D
D
H
H
H
We
did
actually
at
the
request
of
pis,
look
at
the
shifts
and
they
did
break
up
and
did
some
did
some
changes
to
the
shifts
to
have
coverage
based
on
what
they
thought
that
the
need
was,
and
so
they
did
reorient
that
it
may
need
some
more
work
I'll.
Let
the
chief
talk
about
that,
but
that
was
something
that
we
did
put
forward
and
talked
about
at
pizzfizz,
at
least
when
I
was
the
assistant
city
manager
in
the
last
year.
But
chief,
can
you
talk
a
little
bit
more
about
that?
H
And
then,
if
we
need
to
give
more
information
to
you,
we
can
certainly
just
put
out
an
mba
and
discuss
how
that
shifts.
But
you're
right.
We
constantly
need
to
look
at
the
coverage
and
where,
where
where,
where
we
think
we
can
have
the
biggest
impact
to
reduce
our
traffic
deaths,
because
it
is
quite
concerning.
K
Yes,
and
just
to
add
to
that,
we
do
do
targeted
enforcement
in
these
high
collision
intersections
on
a
monthly
basis
to
you
receives
information
from
our
crime
analysis
unit.
Regarding
these
vehicle
collisions
in
the
city
and
as
you
mentioned,
council
member,
we
don't
have
enough.
That's
why
patrol
picks
up
the
slack
in
in
that
regard.
K
K
In
addition
to
the
regular
traffic
enforcement,
they
do
more
site,
motorcycle
safety,
educating
riders
on
traffic
safety,
they
do
bicycle
pedestrian
safety,
they
run
programs
such
as
click
it
or
ticket
they
participate
in
the
street
racing.
They
also
do
know
your
limit.
Presentations
on
on
driver
are
driving
while
intoxicated
they
do
traffic
safety,
education.
K
D
D
We
have
no
traffic
enforcement
officers.
You
said
that
they
help
with
street
racing.
Well,
how
can
they
help
with
street
racing
when
the
side
shows
aren't
happening
at
that
time?
That
they're
on
duty-
I
just
I
understand
all
the
education
pieces
that
that
they
do,
which
is
great,
but
people
are
still
dying
on
our
streets.
D
K
H
Yeah
and
that's
that's
the
yeah,
that's
what
we
we
we're
trying
to
match
it,
the
best
we
can
through
data
it's
very
difficult
and
they're,
trying
to
go
to
those
those
those
intersection
areas
that
as
the
chief
did,
but
we
can.
We
can
put
some
information
out,
so
you
can
understand
their
deployment
model
a
little
bit
more
thoroughly
as
as
was
described
to
the
public
safety
committee
and
then
any
updates
that
they're
contemplating
related
to.
I
think,
hopefully
that
would
be
somewhat
helpful.
C
C
But
we've
had
some
fatalities
on
the
streets
around
coyote
creek
at
night,
unfortunately
with
our
unhoused
residents,
and
it
was
pd
that
went
out
into
the
creek
to
do
outreach
that
handed
out
vests
that
went
out
and
talked
to
folks
and
said:
hey
look,
you
know
your
unhoused
neighbors
here
are
getting
killed
like
please,
please.
You
know
and
we'll
be
out
there
to
have
some
more
visibility,
but
it
was
pd
that
did
that
it
was
not
d.o.t.
C
It
was
not
our
homeless
outreach
teams,
and
so
I
wanted
to
ask
jennifer:
ask
the
city
manager
a
question
around
if
we
really
do
analyze
those
fatalities,
you
know
is:
do
we
have
staffing
and
other
departments
that
are
appropriate
to
do
some
of
that
outreach?
If
we're
really
looking
at
how
to
be
effective
in
some
of
these
areas,
how
can
we
utilize
the
tools
that
we
already
have
and
that
we
already
have
budgeted
right,
we're
we're
looking
at
adding
resources
to
address
homelessness?
H
Yeah,
that's
an
excellent
question
and
again
so
not
that
too
much
jump
ahead,
but
in
this
in
the
city,
road
map
exercise
that
we're
going
to
do.
On
monday,
we
actually
have
made
a
new
category
called
safer
san
jose
and
to
specifically
call
out
these
issues-
and
I
didn't
unfortunately
mention
it
when
councilmember
davis
was
speaking,
but
it's
related
to
this
exactly
thing.
We
have
a.
H
We
have
a
an
item
called
you
know
it's
it's
vision,
zero
and
we
really
need
to
get
a
comprehensive
work
plan,
because
this
is
a
super
high
priority
and
we
need
to
figure
out.
You
know
with
a
deputy
city
manager
overseeing
it.
How
do
we
take
our
resources
and
use
them
effectively
across
the
organization
to
to
to
get
at
this?
H
J
In
early
2020,
most
paramedic
schools
across
the
state
stopped
classroom,
delivery,
internships
were
ceased
and
thus
completion
of
of
all
the
requirements
necessary
for
licensure
was
slowed,
and
so
in
our
in
our
recent
history,
we
have
a
greater
than
two
year
gap
in
the
development
of
licensed
paramedics
that
has
hit
many
agencies
across
the
state
very
hard,
and
I
would
say
recently
with
increased
attrition
here
in
the
city
of
san
jose
with
the
the
resulting
promotions.
We
have
also
lost
quite
a
few
paramedics
in
the
firefighter
rank.
J
J
Currently,
our
strategy
is
to
accelerate
hiring
to
fill
vacancies
as
soon
as
possible,
focusing
on
available
candidates
in
our
hiring
pool
that
that
are
licensed
paramedics.
I
don't
see
a
resolve
to
this
in
the
short
term.
I
think
this
is
a
medium
and
long
term
challenge
and
I
think
we
may
need
to
look
at
bigger
strategies
such
as
host
higher
training
to
the
paramedic
level
in
the
medium
to
long
term.
J
If
this
challenge
persists,
I
will
add
that
that
strategy
also
has
some
benefits
relative
to
diversity,
hiring
because
we
can
create
a
a
broader
pool
of
available
candidates
or
or
a
broad,
more
more
diverse
pool
of
available
candidates
who
could
receive
paramedic
training
so
right
now.
The
short
answer
to
your
question
is
accelerated
and
targeted,
hiring.
J
C
Impacts
or
ways
to
address
some
of
the
mandatory
over
time
that
we
have
and
the
impacts
from
that
to
our
workforce
around
our
paramedics
and
then
you
know
the
overtime
has
been
pretty
extreme
and
I
know
you've
made
some
changes.
There
are
there
anything
that
we
need
to
do.
Is
there
anything
that
we
need
to
do
that
has
a
would
have
a
budgetary
impact.
J
Thank
you,
councilmember,
not
at
this
time.
The
strategies
that
we've
employed
thus
far
internally
have
been
to
expand
the
number
of
what
are
called
support,
paramedics,
which
are
licensed
paramedics
who
are
not
in
the
firefighter
rank
and
that
increased
number
allows
them
to
fill
vacancies
in
either
short
term
or
even
full
shift
periods,
and
that
has
served
to
ease
some
of
the
overtime
but,
like
I
said,
I
think
this.
This
challenge
is
going
to
endure
for
a
period.
B
L
No,
I
have
a
new
question:
go
ahead,
yeah!
Thank
you.
It's
for
chief
sapien,
you
know.
As
we
know,
there
was
a
large
fire
at
the
home
depot
store
not
too
long
ago.
Obviously,
everyone
there,
including
the
fire,
especially
the
fire
department,
did
an
excellent
job.
What
I
know
about
large
events
say
the
floods
say
other
things
that
the
city
has
dealt
with
that
sometimes
during
these
large
events.
L
J
Thank
you,
councilmember,
yes,
an
event
like
the
home
depot
fire
puts
a
pretty
tremendous
strain
and
and
tests
the
elasticity
of
our
organization's
ability
to
absorb
it.
We
are
fortunate
to
be
able
to
rely
somewhat
on
on
our
mutual
aid
partners,
with,
in
this
case,
within
the
county,
to
help
backfill,
where
we've
had
resources
committed
to
the
incident.
J
I
think
to
to
your
question
specifically,
I
would
say
I
don't
think
I
felt
that
I
discovered
anything
new,
but
certainly
confirmed
a
couple
things
that
I
knew,
one
of
which
is
is
we
have
a
very
lean
arson
unit
minimally
staffed,
and
so
this
proposed
budget
works
to
at
least
shore
up
a
little
bit.
What
is
a
pretty
high
need
for
the
organization?
J
Is
that
our
span
of
control
for
our
overhead
positions,
which
in
the
field
are
our
battalion
chiefs,
is
stretched
very
thin
very
early?
And
in
fact,
for
a
period
of
time,
I
had
to
step
in
and
assume
command
of
that
incident
so
that
we
could
try
to
free
up
others
to
to
maintain
coverage
across
the
city.
And
so
we
have
been
modeling.
L
J
For
that
particular
question,
I
would
say
would
be:
we've
we've
modeled
it
with
three
new
positions,
and
what
that
would
achieve
is
smaller
geographical
areas
of
coverage
for
battalions
and
then
greater
depth
of
overhead,
and
so,
as
you
can
imagine,
the
high-risk
nature
of
a
fire-like
like
home
depot
required
attention
to
the
fire.
It
required
attention
to
downwind
occupancies
due
to
embers
moving
across
and
creating
smaller
fires.
J
L
L
Yeah
and
and
and
the
challenges
you
had
with
that
particular
fire,
were
they
was
any
of
that
due
to
vacancies
within
the
department,
not
necessarily
not
having
enough
sort
of
filled
well
yeah.
I
guess
I
see
vacancies
as
uniquely
different
than
just
being
fully
staffed
and
not
and
realizing.
Maybe
we
need
more
folks
right,
but.
J
I
I
would
say
no,
like
I
said
earlier,
we
are
we.
We
use
a
minimum
staffing
model,
which
means
every
day
I
assign
the
same
number
of
personnel
to
be
on
duty,
whether
we
have
them
or
not,
which
means
we
have
to
force
overtime,
sometimes
so
our
normal
deployment
levels
were
there.
This
would
require
additional
positions
added.
E
L
All
right
well,
I
would
just
say
that
you
know
some
of
the
well
the
fires
and
many
of
the
things
that
the
police
department
interacts
with
and
and
sort
of
faces
or
unpredictable
events
that
we
just
don't
know
or
are
before
us,
and
so
I
I
think,
obviously
this
falls
under
public
safety,
and
so
I
would
just
say,
jennifer
to
the
extent
we
can
explore
and
see.
If
we
can
shore
up
some
of
these
critical
sort
of
pieces
to
to
what
public
safety
does,
I
think
you
know.
M
L
Be
interested
in
seeing
the
other
thing
I
would
just
say,
and
just
to
conclude,
my
comments
is
that
I
know
there
was
some
back
and
forth
about
you,
know:
foot
patrol
and
traffic
or
the
traffic.
You
know
the
the
motors
unit
and
police
and
police
department
and
such-
and
I
think
in
my
mind
what
I
heard
was
just
a
very
real
conversation
about
the
competing
interest
right,
they're,
not
being
enough
money
to
do
everything
and
trying
to
figure
out
sort
of
what
the
where
the
best
sort
of
place
to
park.
L
The
money
is,
if
you
will-
and
so
I
think,
that's
just
the
inherent
nature
of
what
we're
doing
and
that's
the
difficult
aspect
of
what
we
do
here,
every
tuesday
and
especially
during
the
budget
times,
and
so
just
wanted
to
acknowledge
that
that
all
that,
whether
it's
sexual
assault,
whether
it's
traffic
safety,
whether
it's
foot
patrols,
I
see
all
that
is
very
important.
But
that
is
the
challenge
that
we
have
before
is
to
try
to
figure
that
out.
So.
But
I
appreciate
all
your
efforts
and
you're.
L
B
Thank
you,
council
member
men.
As
I
agree,
these
are
all
important
priorities
in
there
we
have
a
scarce
number
of
resources
and
these
are
difficult,
challenging
decisions
chief.
I
just
wanted
to
follow
up
and
say:
first,
thank
you.
As
a
former
sexual
assault
prosecutor
spent
several
years
working
with
the
saiu,
it
was
it's
good
to
see.
You
know
on
page
678
that
sexual
assaults
investigations
is
now
the
largest
investigation
unit
and
you've
gone
from
15.7
million
in
funding
to
17.2
and
now
have
57
fte
a
sign
there.
B
B
B
K
B
B
B
So
we
didn't
need
folks
resource
level
hasn't
changed,
okay,
got
it.
Okay.
I
was
trying
to
understand
why
the
big
numbers
that
makes
a
lot
of
sense.
Okay,
thank
you
for
all
that
and
lisa.
I
appreciate
your
the
fact
that
you're
in
the
middle
of
all
these
numbers-
because
these
are
this-
is
the
voluminous
stuff
here
on
on
the
teu,
the
transfect
enforcement
issue,
which,
which
I
agree,
is
a
very
important
and
serious
one.
B
B
K
B
K
K
B
Yeah,
I
think
I
think,
we're
all
very
concerned
about
that
and
councilman
davis's
concerns
are
well
placed,
but
we
want
the
solution
that
is
fastest
and
I
suspect,
that's
going
to
be
an
hr
solution.
In
fact,
I
know
it
is
because
the
budgetary
solution
is
just
going
to
add
vacancies
to
it
to
a
unit
that
needs
people
and
then
could
you
help
me
understand
that
this
I
thought
we
had
a
special
street
racing
or
sideshow
unit
of
some
kind.
Some
special
detail
that
was
created
is
that
within
teu
or
within
patrol
or
how
is
that.
K
K
When
officers
signed
up
for
that,
if
we
don't
have
enough,
then
we
have
to
utilize
patrol
our
patrol
resources
to
address
the
the
side
shows,
but
right
yeah,
the
the
funding
that
was
allocated
to
us
is
again
to
for
overtime,
to
bring
in
officers
to
address
those
issues
like
with
some
of
the
tactics
and
information
gathering
to
deploy
our
resources.
There.
B
K
B
Okay,
so
that's
operate
night
time
just
trying
to
understand
sort
of
what's
out
there
at
night
time.
Then,
of
course
our
patrol
officers
are
out
there
at
nighttime
and
we
know
that
they're
swamped,
responding
to
high
priority
calls
and
I'm
just
wondering
from
a
just
a
practical,
operational
standpoint.
An
officer
is
out
there
at.
B
K
B
If
it's
the
case
that
everybody's
overwhelmed,
because
they've
got
to
respond
to
the
latest,
911
call
get
it
if
it's
the
case
that
we're
actually
seeing
a
significant
number
of
enforcement
actions
at
that
time,
I
that
would
be
helpful
just
to
know
sure.
Thank
you
to
that
and
then
finally,
it
looks
like
there's
a
significant
reduction
on
the
strategic
support
side
over
on
pages
679,
around
I.t
information
technology,
as
well
as
training
in
the
academy
and
my
understanding
is,
we
still
have
three
academies.
Is
that
right?
B
B
F
F
B
B
K
Thank
you
for
that
question.
Councilmember,
as
deputy
chief
washburn
mentioned
the
percentage
of
vacancies
she
has
in
her
her
bureau
again
once
officers
are
released
from
fto
right
now.
What
we
do
is
a
balanced
approach.
We
send
some
folks
to
investigations,
training
when
it's
allowed
and
also
any
special
operations,
so
as
their
officers
are
being
released
and
if
our
patrols
are
at
full
staffing
with
you
know
we're
again,
like
I
mentioned
that
we're
looking
at
the
redistricting
to
see
if
we
need
to
add
officers
to
specific
districts.
K
So
as
we're
working
through
that,
when
there
are
bodies
available,
they
are
being
deployed
strategically
throughout
the
department
to
fill
those
vacancies.
So
they
don't
all
go
to
special
operations.
They
don't
all
go
to
investigations
or
do
they
all
go
to
training.
We
have
a
balanced
approach
to
the
needs
and
the
priorities
of
the
department.
Given
the
number
of
officers
are
being
released,
and
sometimes
it's
a
one
or
two,
but
that's
that's.
We
have
to
work
with
right
now.
M
K
M
F
M
K
M
K
M
Okay,
great,
I
would
love
that,
so
I'm
gonna
go
back
to
the
the
the
sexual
assault
item
that
I
was
talking
about
earlier,
and
I
know
some
of
you
may
have
heard
already
from
a
through
pispus
on
this.
But
it's
important
that
I
mention
this
to
some
of
my
colleagues
who
are
not
in
pistes
and
because
we
don't
all
we're
not
all
on
the
same
brown
act.
M
We
can't
really
talk
about
some
of
these
items
with
each
other,
and
so
I'm
going
to
take
this
opportunity
to
do
this
and
part
of
what
the
work
of
the
gender-based
work
plan
and
the
leadership
with
the
leadership
of
of
chief
mata
and
and
jennifer
is
really
to
disrupt
the
sexual
assault
pipeline
and
there's
already
research.
That
shows
how
sexual
assault
leads
to
intimate
partner,
violence
that
leads
to
sex
work
that
leads
to
sex
trafficking,
and
so
when
we
really
when
we
want
to
create
a
large
investment,
interrupt
future
crimes.
M
And
it
is
not
an
intimate
partner
violence.
The
majority
of
those
sexual
assaults
are
children
under
the
age
of
12.,
so
we
can
either
follow
the
research
that
tells
us
how
to
interrupt
this
pipeline
and
how
to
disrupt
it
through
some
of
our
responses
or
just
really
put
a
band-aid
on
this
crime
for
future
years
and
so
mayor.
I
don't
know
if
you
are
familiar
with
the
annual
report
that
comes
in
through
pisvis
through
the
public
safety
strategic
support
committee,
but
we
received
it.
M
M
Internet
crimes
against
children
rose
300
percent
easily,
and
so
this
all
to
say
that
what
we
need
to
do
is
something
similar
to
what,
in
terms
of
a
response
and
to
disrupt
this
pipeline.
We
need
to
do
something
similar
in
terms
of
what
we
are
doing
in
other
crime
areas
such
as
pivoting
and
having
patrol
a
walking
beat
walking
our
beats
throughout
our
city,
such
as
having
a
river
trail
patrol
such
as
rearresting
criminal
defendants
or
our
automated
license,
plate
recognition,
camera
system
that
we're
all
funding
this
year.
M
M
But
what
we
haven't
thought
about
is
how
do
how
does
the
mayor's
gang
task
force
and
best
services
also
support
sexual
assault
survivors,
because
there
isn't
a
specific
response.
There
is
a
response
when
there's
a
gunshot,
somebody's
wounded
and
there's
a
whole
response
in
our
mayor's
gang
task
force
services
to
go
to
the
hospital
to
talk
to
that
victim
of
a
gunshot
wound,
especially
when
they're
gang-related,
but
there
isn't
any
response
for
sexual
assault
from
from
our
city
in
a
very
strategic
manner,
especially
to
disrupt
services.
M
Now
you
heard
dc
washburn,
say
earlier:
the
advocates
on
site
make
a
huge
difference
and
we're
always
relying
on
advocates
for
grants
through
grants
and
we're
not
really
growing
that,
even
though
the
crime
is
growing.
So
I
wanted
to
get
your
thoughts
about
investments
and-
and
maybe
if
you
had
an
opportunity
to
see
this
report,
that
there
would
be
something
in
your
budget
message
to
address
this.
B
I'm
happy
to
go
look
at
the
report.
Thank
you
councilmember.
I
guess
I
have
a
few
thoughts.
One
is
my
experience.
The
da's
office
is
that
there
is
an
extensive
network
in
place
between
rape
crisis
advocates
and
support
teams
at
ywca
and
elsewhere,
as
well
as
with
victim
witness
the
da's
office
in
the
county
to
support
survivors
when
they
come
forward
with
with
reports
of
abuse.
In
terms
of
what
I'm
doing.
Personally,
what
I've
been
focused
on
in
the
last
few
weeks.
B
One
is
I'd
like
to
make
sure
the
police
department
is
arresting
somebody
on
a
serious
or
violent
crime,
such
as
child,
molestation
or
sexual
abuse,
that
they're
actually
held
in
jail
until
they're
tried
and
we've
seen
far
too
much
many
cases.
Unfortunately-
and
I
just
wrote
about
this
this
week,
for
example,
a
child
molest
suspect
was
arrested
by
sapd,
released
without
bail,
he
fled
to
texas
was
arrested
there.
B
B
What
happens?
Which
is
someone
believes
that,
because
they've
told
lyft
or
uber
that
that
means
law
enforcement's
going
to
do
something
about
it
and
the
reality
is
we're
not
getting
any
of
those
reports,
and
we
know
it's
happening
at
very
high
frequency.
Well,
I
shouldn't
say:
high
frequency.
We
know
it's
happening
at
a
high
number
because
we
see
the
national
numbers
and
they're
astounding
and
I'm
very
concerned
about
it.
B
M
Thank
you
mayor.
I
I
really
appreciate
that
and
and
thank
you
for
making
sure
that
people
are
held
in
jail.
I
do
think
that
our
criminal
justice
system
is
broken
and
crimes
like
the
ones
that
you
just
mentioned
are
are
light
crimes
that
domestic
violence
intimate
partner.
Violence
is
not
seen
as
and
it
doesn't
receive
this.
The
punishment
as
other
crimes
do,
and
so
I'm
really
grateful
for
your.
M
Your
advocacy
is
also
in
the
in
the
ride.
Sharing.
That's
also
really
important,
as
we
know
that
a
lot
of
sex
work
is
being
done
in
homes
and
condos,
because
we've
done
such
a
good
job
of
taking
down
massage
parlors
folks
have
other
alternatives,
and
so
that
I
think
that's
a
great
tool
to
make
sure
that
the
public
is
also
participating
and
doing
their
level
of
responsibility
in
making
sure
that
they
report.
M
Also
have
a
responsibility
to
respond
to
the
survivors,
and
I
think
that
our
police
officers
do
a
wonderful
job
when
the
the
crime
is
very
apparent.
It's
a
rape.
It's
you
know
this.
This
is
what
it
is.
We
have
somebody
who
came
in
to
the
home
broke
in
and
and
and
I've
always
heard,
really
great
feedback
from
our
survivors
and
their
families
in
terms
of
how
our
police
department
responds.
M
M
The
higher
rate,
the
higher
chances
are
that
one
they'll
get
connected
and
two
that
they'll
participate
in
and
corroborate
in
in,
in
whatever
that
they
need
to.
In
order
to
put
this
person
away,
and
so
through
our
best
programs,
there
isn't
a
service
that
responds.
That
does
the
other
piece.
You
know
our
police
officers
are
doing
their
part
in
terms
of
what
you
know
when
there's
vacancies
as
an
issue
and
and
all
the
other
items
that
we
already
discussed
they're
doing
their
part.
M
But
what
else
are
we
doing
in
order
to
support
their
survivors?
And
so
that
is
continues
to
be.
My
question
to
you
and
the
rest
of
my
colleagues
is
what
is
it
that
we
are
doing
around
gender-based
violence
through
our
best
programs
through
through
our
mayor's
gang
task
force,
to
respond
and
to
support
our
survivors
so
that
we
can
disrupt
this
pipeline?
M
I
know
that
I
I'm
going
to
have
a
couple
of
submittals
in
terms
of
proposals.
I
hope
that
you
can
consider-
and
my
colleagues
can
consider
supporting
those.
I
I
don't
have
all
the
answers,
but
I
rely
on
those
who
do
the
work
and
those
who
are
experts
in
their
field,
and
this
is
what
I
get
out
of
our
joint
meetings
with
the
county,
and
there
is
already
a
system
in
place.
M
I
also
think
that
we
need
to
make
sure,
because
we
as
a
city
and
the
police
department,
is
the
first
on
site
or
first
to
respond
that
we
also
have
an
obligation
to
bring
in
those
resources,
asap
connect
those
their
survivors,
and
currently
there
is
a
backlog
for
therapeutic
services
and
for
advocates
on
our
community
service
agency
side,
and
so
we
need
to
increase
that
capacity
or
increase
those
grants,
and
I
think
that's
part
of
the
solution
here
so
that
our
police
officers
can
get.
I
mean
our
detectives
can
achieve.
M
A
higher
closure
rate
is
to
the
to
also
support
that
survivor
so
that
they
can
achieve
that
so
anyways.
I
wanted
to
mention
those
items
because
we
don't
have
an
opportunity
to
talk
openly
we're
not
in
the
same
brown
act
and
half
of
my
colleagues
are
in
the
same
brown
act,
and
so
I
wanted
to
share
those
pieces
with
them
and
with
you.
Thank
you.
B
F
A
quick
one
I
was
just
going
to
ask:
I
was
brought
the
the
crossing
guards
were
brought
up,
and
I
know
that
because
of
people
going
back
to
school
and
a
lot
of
extra
traffic
around
schools,
there's
been
some,
certainly
in
my
district
and
possibly
in
others,
requests
for
additional
guards
beyond
what
was
in
past
years,
allocated
there's
also
a
new
school
that
opened
in
our
district
that
has
requested
crossing
guards.
So
just
quick
question:
was
there
an
increase
in
funding
to
cover
some
additional
requests,
or
is
it
flat
from
last
year?
K
F
B
H
B
E
A
Hi,
laura
beekman.
Thank
you
for
public
comment.
Hopefully
I
have
two
minutes
at
this
time.
Just
you
know.
I
hope
there
can
be
a
lot
of
public
comment
allowed
for
all
the
items
today
for
this
item.
I
guess
just
reminders
and
the
importance
of
you
know
the
civil
rights
and
civil
protection
practices
of
open
public
policies
and
accountability
really
can
help
organize
your
decision
making
for
your
items
today.
A
A
It
was
nicely
mentioned
that
you
know
we're
trying
to
address
coyote
creek
issues
where
a
lot
of
vision,
zero
deaths
were
taking
place
and
that's
more
than
just
hype.
That's
that
you
know
you
offered
real
solutions
that
it
takes
teamwork,
to
really
understand
that
situation.
Good
luck:
how
we
can
address
that
issue
and
really
mellowed
more
mellow
terms
than
we
have
been
more
recently
from
that
a
real
good
luck
that
you
tried
to
talk
about
the
future
of
overtime
issues
and
I
think
san
jose.
A
You
know
there's
some
good
lessons
to
learn
from
the
city
of
oakland
and
their
activists
community.
That's
trying
to
to
work
on
that
issue
as
well.
I
think
we're
taking
important
lessons
from
that,
and
I
think
we
can
it's
an
important
issue
that
we
all
can
address
and
good
luck,
how
we
can
do
that
in
the
coming
years
and
for
all
these
items.
You
know
all
my
talk
for
the
past
year
about
you
know:
do
we
have
a
possible
earthquake
coming
up
in
the
next
year?
A
I
don't
know,
but
this
would
be
the
time
to
try
to.
You
know,
make
those
ideas
kind
of
clear.
What
can
we
can
expect
in
the
next
year?
And
I
know
it
takes
effort,
but
to
try
to
make
that
effort
it's
important
now,
and
I
hope
you
can
do
that
at
this
time,
whatever
it's
going
to
be
in
the
next
year
to
make
things
clear.
Thank
you.