►
Description
City of San José, California
City Council Budget Study Session afternoon 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
B
B
A
A
C
C
So
I'm
trying
to
understand
our
strategy
because
we're
dedicating
resources
to
adding
13
permanent
positions-
and
can
you
help
me
understand-
is
that
just
making
permanent
what's
been
already
created,
one-time
funding
or
are
we
actually
creating
more
positions?
And
I
guess
the
follow-up
question
which
you
can
probably
anticipate
is
going
to
be.
D
D
D
There's
a
couple
of
positions:
we're
adding
back
on
the
admin
side
to
help
sort
of
support.
Our
administrative
and
management
function
to
actually
sort
of
get.
Some
of
these
vacancies
filled
provide
us
the
support
to
sort
of
do
a
lot
of
the
back
office
work.
Some
of
the
positions
are
one
time
there's
a
couple
of
sort
of
add-ons
or
continuations
the
bulk.
D
We
have
five
positions
that
we're
adding
in
the
in
the
permit
center
as
permit
center
staff,
and
so
we
we
do
currently
have
some
vacancies
in
the
permit
center.
A
vacancy
rate
right
now
of
the
18
positions
between
permanent
specialist
principal
permanent
specialists.
We
currently
have
three
vacancies
there.
We
are
adding
five
positions
and
part
of
that
is
to
give
us.
D
As
far
as
our
planning
staff,
you
know
where
we've
actually
really
sort
of
drilled
down
and
focused
on
our
hiring,
so
in
both
the
the
permit
center
and
the
development
review
teams.
Our
vacancy
rate
in
the
permit
center
has
gone
down
from
20
in
february
to
about
zero
percent
right
now,
we've
filled
all
our
positions
in
the
permit
center
and
in
the
development
review
team.
D
D
You
know
folks
that
they're
used
to
working
with
in
key
positions,
so
one
of
our
planner
fours
in
the
sequa
team,
most
recently
one
of
our
division
managers,
and
so
that's
obviously
a
challenge
when
we
leave
loose
folks
in
our
middle
management
set
each
one
of
those
is
a
multiplier
for
the
staff
that
works
below
them.
So
we're
really
focused
on
how
we
fill
those
gaps
very
quickly.
D
Like
I
said,
we
sort
of
prioritize
all
our
hiring
on
an
ongoing
basis,
make
sure
that
we
can
ensure
that
we've
got
consistency
of
service
throughout.
So
I
don't
really
see
the
the
additions
that
we
have
in
the
in
the
proposed
budget
as
sort
of
really
layering
on
any
of
these
challenges.
If
anything,
it
will
facilitate
more
hiring
and
better
streamlining.
C
C
D
Yeah,
so
we're
at
about
20
right
now
we
have
60
vacancies
throughout
the
department,
which
is
which
is
a
considerable
amount.
Like
I
said,
we've
made
some
significant
strides
in
planning
yeah.
We
have
some
key
gaps
in
building,
particularly
in
building
plan
review,
right
so
of
the
18
associate
engineers
that
focus
on
projects.
D
We
have
about
six
vacancies
right
now,
so
that
that's
significant
and
we
can
see
the
sort
of
correlation
between
those
vacancies
and
the
increase
in
our
backlog
over
the
sort
of
first
half
of
this
year,
I'm
going
into
last
year
as
well.
So
we're
really
focused
on
that.
The
other
one
is
sort
of
there's
some
vacancies
in
inspection
right
now
we're
sort
of
maintaining
sort
of
most
of
our
inspection
capacity.
D
D
So
we
are
sort
of
looking
at
ways.
We
can
address
that
on
an
ongoing
basis
and
then,
lastly,
code
we've
had
a
pretty
ongoing
challenge
in
hiring
code
inspectors
into
code
enforcement.
So
and
again
we
have
an
ongoing
open
recruitment.
So
we
once
a
month
we
come
through
and
we
check
in
on
that
the
treatment
same
with
building
inspection
and
the
challenge
is
always
just
the
amount
of
qualified
applicants
that
we
get
through
that
process.
D
So
we're
looking
at
ways
that
we
can
bolster
our
pipeline,
how
we
can
address
sort
of
the
the
sort
of
opportunities
for
folks
to
fill
those
positions,
because
these
are
great
jobs.
We
want
to
make
sure
that
we're
getting
good
people
that
may
not
have
the
traditional
skill
set
that
we
would
look
for,
but
certainly
are
the
right
fit
for
the
position.
C
C
D
Us
yeah,
so
we
currently
have
peak
staffing
contracts
across
all
three
parts
of
the
department:
we're
actually
working
right
now
as
fast
as
we
can,
in
the
background
to
run
a
new
rfp
to
expand
some
of
those
peak
staffing
opportunities.
There's
been
some
limitations
and
some
challenges
on
the
existing
contracts.
D
So
we
think
this
there's
some
opportunity
by
opening
out
to
some
more
firms
that
that
maybe
aren't
on
the
books
right
now.
The
challenge
that
we're
hearing
from
many
of
those
those
agencies
is
that
they're
suffering
from
the
same
challenges
that
we
are
yeah,
you
know,
we've
had
it
in
across
the
board,
actually
planning,
building
and
code,
where
there's
just
shortages
of
the
available
peak
staffers
to
help
fill
those
positions,
but
we're
sort
of
continuing
to
do
everything.
D
We
can
there's
some
sort
of
flexibility
as
we
look
at
some
of
those
other
budget
actions
like
the
sort
of
urban
village
piece
where
it's
it's
sort
of
more.
You
know
money,
that's
coming
in
that
we
can
use
in
different
ways
versus
positions
yeah,
and
so
we
have
the
flexibility
to
work
around
that
and
find
ways
to
get
this
to
work.
Done:
okay.
D
Yeah,
certainly,
and
obviously,
where
we've
seen
sort
of
some
of
the
biggest
impact
most
recently
is
sort
of
within
this
year
that
doesn't
always
get
captured
by
these
numbers,
but
there's
a
couple
of
different
pieces
that
go
into
this
so
one
you
know
the
the
the
inflow
is
limited
by
our
ability
to
take
in
projects
and
where
I
reference
that
we've
had
challenges
around
intake.
That's
created
significant
delay
on
some
projects.
So
if
you're
waiting,
you
know
60
to
90
days
to
get
the
project
in
the
door.
D
We
think,
as
we're
going
to
look
to
bring
back
some
of
the
some
of
the
in-person
services
like
residential,
express
where
we
can
give
people
the
immediate
feedback
and
not
go
through
review
cycles,
because
every
time
we
go
through
a
review
cycle,
it
has
to
get
logged
with
emails
back
and
forth
to
slow
down.
So
if
we
can
get
back
into
the
practice
of
actually
interacting
with
our
customers
in
a
very
direct
way,
we'll
gain
some
efficiencies
there
as
well,
so
that
would
help
reduce
reduce
some
of
those
pieces.
C
C
The
dashboard
shows
a
very
low
set
of
numbers
for
the
last
couple
years
and
as
well
as
the
target
for
next
year,
and
I'm
just
trying
to
reconcile
that
with
everything
we
hear
and
know.
For
example,
we
just
had
an
rfp
go
out
in
december:
150
million,
with
13
almost
1300
units
worth
of
projects,
developers
ready
to
subscribe
and
sign
up.
We've
had
you
know.
In
just
one
year
we
built
more
than
300
quick,
build
apartments.
C
A
A
What
we're
seeing
right
now
in
our
completions
is
a
result
of
struggling
to
finance,
affordable
housing
for
the
last
two
years
and
really,
as
you're
very
aware,
we've
had
a
difficult
time
receiving
bond
allocations
at
sydlak,
and
so
the
state
is
actually
really
working
to
free
that
up.
We
have
now
some
accelerator
funds
that
have
been.
The
purpose
is
to
move
through
this
backlog,
and
so
in
the
next
like
90
days,
we
are
hoping
to
close
several
of
those
so
that
they
can
actually
pull
building
permits
and
begin.
A
And
so
the
problem
is,
we
had
a
lull
with
with
sid
black
and
that's
what
we're
seeing
right
now
yeah.
But
we
have
a
very
we
have
a
very
healthy
pipeline
and
that's
where
we're
going
to
continue
to
work
as
hard
as
we
can
to
push
everything
through
the
to
get
the
ones
that
have
been
around
for
a
long
time,
financed
right
and
then
go
ahead
and
get
the
other
projects
entitled
and
get
ready
to
go
with
our
other
financing.
C
C
A
E
A
I
definitely
think
that's
something
that
we
can
consider
and
we've
struggled
with
it.
Our
teams
have
like
tried
to
put
our
heads
together
and
figure
out
how
we
treat
these
because
again,
the
definition
of
that
measure
has
been
in
place
for
so
many
years,
and
so
we
want
to
keep
the
data
consistent,
but
I
think
that
there
could
we
could
def.
F
A
B
C
C
I
really
appreciate
the
overview
pedro
provided
a
lot
of
information
about
digital
improvements,
the
customer
service
and
staff
processes
chris,
and
I'm
I'm
I'm
wondering
at
to
what
extent
do
we
expect
these
improvements
like
using?
You
know,
self-administer
online
processes
for
kitchen
and
bathroom
permits
and
online
intake
processes,
and
all
that
are
we
able
to
see
any
difference
in
our
ability
to
process
faster.
D
So
I
think
we
will
sort
of
moving
towards
the
end
of
the
year,
as
we
really
start
to
see.
You
know
some
of
these
improvements
kick
in,
so
we've
moved
to
a
lot
of
online
self-administered
permits
most
recently,
and
so,
as
a
result,
you
know,
as
we
move
through
the
next
stage
of
improvements
to
the
sd
permits
and
the
project
docs,
that
we're
working
through
the
transformation
process
and
there'll
be
more
opportunity
for
folks
to
actually
start
their
applications
online.
D
The
intent
is
to
then
sort
of
move
those
sort
of
application
intakes.
You
know
to
make
them
much
shorter,
to
give
us
more
efficiency
again
but
again,
sort
of
more
things
in
the
door.
So
we
can
reduce
that
backlog
right
right
now.
I
think
we're
doing
about
9
000
permits
a
year
sort
of
through
that
online
portal.
So
so
it
is
creating
a
lot
of
opportunity
for
us
to
gain
new
efficiency.
C
I'm
really
glad
that
we're
tracking
carefully
the
number
of
clients
work
the
future
who
are
employed
six
months
after
their
initial
placement.
I
think
that's
super
important
and
the
number
that
are
placed
into
jobs
or
the
percentage.
Rather,
what
I've
noticed
is
that
our
actuals
are
actually
higher
than
our
target
for
next
year
and
I'm
guessing
I'm
guessing
that
some
of
this
is
set
by
the
edd
some
of
these
standards.
But
if
we're
the
ones
setting
the
targets,
assuming
that
we
are,
why
wouldn't
we
want
to
set
higher
targets
for
ourselves?.
D
C
Okay,
great
well,
I
I
appreciate
that
we're
certainly
doing
a
good
job
keeping
folks
employed.
I
know
that's
that's
a
huge
challenge
and
I'm
hoping
that
this
child
care
funding
that
would
be
coming
in
this
budget
will
help
to
keep
you
from
more
people
employed.
So
that's
a
huge
barrier,
not
a
lot
of
parents,
so
thanks
jeff,
all
right.
Those
are
all
the
questions
I
have
go
back
to
my
colleagues.
A
H
I
B
I
J
I
I
agree,
I
think,
that's
a
great
criteria,
a
way
to
really
filter
out
some
of
those
micro
and
small
businesses,
but
there's
also
circumstances
that
that
might
be
looming.
For
example,
you
know
there's
a
small
business
out
in
my
area
that
is
owing
in
back,
rent
and
they're.
You
know
they've
pivoted
they've
done
all
they
can
to
change
their
the
way
that
they
approach
businesses
and
to
expand.
I
think
there's
also.
I
We
need
to
determine
whether
they
any
of
these
small
businesses
are
on
the
verge
of
getting
shut
down
versus
just
having
a
a
lottery
we
might
be
able
to
to
line
those
up
with
the
lottery.
We
just
might
get
lucky
right
and
have
the
right
company
in
place
to
receive
the
services,
but
I
and
I
see
how
you
created
equity
within
how
you
filtered
the
company.
I
J
So
we
are
trying
to
do
kind
of.
We
are
trying
to
the
best
of
our
ability
to
make
sure
that
folks,
whether
they
get
a
grant
or
not
are
getting
other
technical
services,
whether
that
be
financial
access
to
capital,
or
you
know
any
other
sort
of
technical
services
that
they
need
and
we're
happy
to
by
the
way.
J
J
More
specifically
we're
doing
spanish
and
vietnamese
tv
and
we
are
using
messaging
and
we're
utilizing
our
boss
partnership,
our
business
owner
space,
technical
assistance
providers
to
get
the
word
out.
Also
so
we're
we're
trying
to
have
as
comprehensive
an
outreach
and
communications
plan
of
attack
as
possible,
but
certainly
open
to
any
other
ideas
that
you
or
any
of
your
colleagues
have
on
getting
the
word
out.
J
The
next
phase
of
support
for
small
business
specifically
well,
it's
kind
of
the
ongoing
phase
right.
We
have
you
know
the
grant
that
we
have
right
now
for
debt
relief
is,
is
obviously
fantastic,
because
it's
physically,
you
know
like
and
literally
money
that
we
can
give
to
people.
But,
as
you
said
yourself,
we
don't
have,
unfortunately,
a
large
kind
of
cash
outlay
that
we're
able
to
give.
But
what
we
are
doing
is
on
a
variety
of
different,
a
variety
of
different
fronts.
J
You
know
beefing
up
our
small
business
assistance,
our
small
business
outreach,
as
you
said,
putting
in
place
those
business
district
managers
out
at
tully
road
and
along
the
monterey
corridor,
we're
working
to
strengthen
the
services
that
our
boss
partners
provide
the
business
owner
space,
the
free
technical
assistance
and
we're.
We
are
continuing
to
do
our
twice
monthly.
You
know
biz
walks
out
in
the
the
commercial
corridors
that
have
been
hit
the
hardest
to
listen
to
what
business
owners
are
saying
and
and
what
assistance
can
most
be
helpful
to
them.
J
So
we
are
we're
trying
to
implement
a
multi-pronged
approach
to
being
connected
to
the
business
community
and
then
also
obviously
participating
in
the
community
and
recovery
task
force.
That's
happening
right
now
in
the
small
business
subcommittee
to
be
able
to
help
facilitate
ideas
that
are
being
generated
in
that
forum.
I
Great
we
we
will
look
forward
to
connecting
with
you
on
a
small
business
walk,
as
you
might
have
heard.
Eastridge
has
been
hit
with
grab
and
goes
at
jewelry
stores
a
number
of
times
now,
even
with
our
la
the
last
capture,
the
burglars
from
the
last
grab
and
go,
which
I'm
really
grateful
to
our
police
department
that
they
accomplished
that.
I
But
it
doesn't
really
stop
other
folks
from
continuing
to
try
and
sell
you
know
we
have
a
number
of
gas
stations
and
and
eastridge
small
businesses
that
continue
to
to
have
these
grab
and
go,
and
you
know
it's
creating
an
unsafe
environment
and-
and
I
really
would
hate
to
have
our
a
reduction
of
foot
traffic
into
eastridge,
as
they've
done.
I
think
a
really
good
job
during
the
pandemic
of
continuing
to
have
that
so
so
anyways
I'll
follow
up
with
you
offline.
B
So
so
that's
really
important.
We're
really
keen
on
language
so
that
we're
making
sure
we're
working
very
intently
in
spanish
and
vietnamese
for
sure
and
some
of
the
things.
So
what
you
brought
up
example
about
eastridge
and
gas
stations
makes
so
much
sense
and
what
we're
working
toward
arranging
is
having
opportunities
with
pd
or
businesses
to
ask
questions
and
get
pointers
from
the
police.
We
have
done
that
on
a
limited
basis
in
the
past,
and
it
was
very
well
received
in
in
the
instances
we
were
able
to
do
that
and
we're
also
looking.
B
I
I
K
K
K
Then
we'll
get
into
the
airport
specific
slides
this
year,
we're
really
focused
on
still
recovery
of
air
transportation
industry
we're
a
little
over
70
of
the
2019
numbers
right
now.
The
reduction
in
global
travel
bans
is
helping
us,
like
I've,
mentioned
before
we're
starting
back
london
next
month.
K
K
The
key
points
in
the
budget
for
the
airport
we've
got
eight
positions
added.
We
have
the
green
electricity
service
from
community
energy
and
autonomous
wheelchair
program
and
then
some
capital
development
stuff
that
we're
going
to
get
geared
up
summary
for
the
airport,
we're
still
focused
on
growing
passenger
traffic
and
non-stop
destinations.
L
Thank
you,
john
john
russo,
director
of
transportation.
I
just
want
to
highlight
a
couple
of
our
service
delivery
goals
here
with,
with
regard
to
the
first
three
really-
and
we
talked
about
this
morning
during
public
safety,
about
our
vision,
zero
action
plan
all
about
our
highest
priority
being
system
safety
on
our
transportation
network.
L
As
I
mentioned,
the
community
forest
management
plan
was
a
big
effort
for
us
to
get
our
get
our
arms
around
what
we
needed
to
do
to
reverse
the
trend
of
the
reducing
the
tree
canopy.
So
we're
going
to
focus
on
that
and
thank
the
council
and
mayor
for
prioritizing
funding
for
that
project
and
then
under
the
beautification
of
the
city.
We
definitely
have
a
role
to
play
in
there
with
landscape
and
also
in
terms
of
our
vehicle
abatement.
L
In
summary,
the
the
system
is
important
to
us
in
terms
of
how
we
operate
in
a
safe
and
efficient
manner
for
all
roadway
users.
That's
really
one
of
our
goals
and
maintenance
of
what
we
do.
We
are
building
out
and
planning
a
transition,
transportation
system
that
meets
the
needs
of
our
growing
city,
as
I
mentioned
earlier,
and
then
also
organizational
and
community
capacity
to
project
and
preserve
our
existing
forests.
So
I'm
going
to
stop
there
and
we
are
ready
for
any
kind
of
any
questions.
Thank
you.
Thanks,
john.
C
All
right,
I
guess
I'm
jumping
in
first
kim
and
john-
I
just
want
to
say
thank
you
for
managing
through
a
really
tough
time
at
the
airport.
We
know
it's
tough
on
airports
throughout
the
country
and
particularly
ours,
because
we're
so
dependent
on
business
travel,
and
I
also
want
to
say
thank
you
really
for
leaning
in
on
a
lot
of
really
interesting
innovations.
I
I
love
the
autonomous
wheelchair
concept
that
you're
piloting,
which
is
fantastic.
I
love
the
zoom
zone.
C
The
biometrics,
I
know
that's
controversial,
but
I
think
it's
absolutely
worth
exploring
and-
and
you
know
the
check-in
self
backdrop
system
things
like
that,
I
think
it's
it's
great,
that
they're
using
us
as
sort
of
the
incubator
and-
and
I
hope
that
you
know
that's
something-
that'll
be
contagious
for
a
whole
city.
I
think
it's
a
great
thing.
C
K
So,
at
the
at
the
time
we
put
in
this
budget
ad
for
the
pilot,
there
was
one
company
that
had
an
autonomous
wheelchair
device
and
that's
the
one
that
you
saw
out
at
the
airport
operating
yeah.
Since
then
there
has
been
another
one
and
then
a
local
company.
That's
almost
ready,
so
we're
looking
at
the
most
advantageous
way
to
try
a
couple.
Different
technologies
really
make
it
a
pilot.
K
So
it's
probably
going
to
be
later
this
fall,
but
before
we
figure
out
how
to
bring
both
in
or
all
three
in
to
really
test
them
against
each
other,
but
we're
committed
to
it.
In
addition
to,
we
are
bringing
back
the
golf
cart
service
and
we're
getting
actually
new
golf
carts
more.
Like
you
see
at
the
other
airports
where
there's
a
spine
down
the
middle
and
you
kind
of
sit
back
to
back
along
the
side,
so
it
can
negotiate
our
very
narrow,
concourses
right.
So
that
will
be
coming
back
too.
C
C
L
L
C
C
H
L
Going
back
to
2015,
I'm
not
sure
I
can
actually
pinpoint
one
thing.
You
know.
I
know
that
we've
been
focused
on
redoing
and
rebuilding
and
refocusing
on
our
transportation
system,
and
everyone
knows
we
built
out
as
a
city
for
mostly
automobiles
and
very
large
roadways.
We
spent
the
last
10
years
actually
trying
to
address
that,
so
it
could
be
something
like
that.
L
C
L
Our
review
of
all
the
crashes
working
very
closely
with
the
police
department
being
understaffed
in
both
departments,
is
tough
and
not
having
the
resources
to
actually
remake
a
city
like
this
as
fast
as
we
would
want
to.
I
think
that's
probably
our
biggest
issue
is
we'd
like
to
put
a
lot
more
out
there
in
terms
of
changing
the
physical
makeup
of
the
roadway
system.
C
And
then,
finally,
you
know
I'm
I'm
being
particularly
sensitive
about
the
addition
of
positions,
because
I
am
concerned
about
the
economic
headwinds
right
now
and
what
that
mean
might
mean
for
us.
You
know
next
year,
if
we're
hiring
folks
that
we're
not
able
to
hang
on
to
and
and
I'm
looking
at,
particularly
on
the
community
forest
management
plan,
we're
adding
two
construction
inspector
positions.
C
L
Yeah,
I
don't
think
we
have
a
backlog
as
much
as
that
that
it
just
does
take
take
time
to
do
those
requests,
and
you
know
we
want
to
investigate
them
to
make
sure
that
we're
going
to
permit
trees
that
are,
you
know,
responsibly,
need
to
be
taken
out
versus
those
that
somebody
wants
to
take
out
that
you
know.
Maybe
it
would
not
be
at
the
right
time
right
now.
We
do
get
quite
a
few
of
those
kind
of
okay.
C
M
M
Our
number
of
ssos
per
100
miles,
the
sanitary
sewer
line
has
been
relatively
consistent
in
team
one
and
a
half
and
two
as
the
system
continues
to
age,
we
will
need
to
put
more
effort
into
preventing
these
ssos.
Our
delivery
of
recycled
water
have
also
remained
consistent
at
around
4000
mgds
annually.
Excuse
me,
a
million
gallons
delivered
annually
with
continued
drought
conditions.
M
We
expect
some
increase
in
usage.
I
know
the
scale
on
this
graph
is
a
little
misleading
apologize
for
that.
If
we
had
started
from
zero
rather
than
starting
at
3900,
it
would
show
really
just
the
two
and
a
half
percent
difference
between
that
bar.
I
know
it
looks
like
a
big
drop,
but
really
it's
it's
relatively
small
san
jose
clean
energy
continues
to
increase
delivery
of
energy
from
renewable
and
carbon
neutral
sources.
M
Thrash
flow
reduction
in
the
storm
sewer
system
continues
to
improve
and
is
now
over
100
percent
based
on
stonewater
permit
guidelines.
I
realize
it's
a
little
awkward,
but
you
may
recall
there
are
some
credits
and
offsets
that
the
city
gets
for
its
plastic
bag
ban,
as
both
styrofoam
ban
and
homeless
encampment
cleanup
efforts,
so
the
math
goes
above
100
for
compliance
through
the
stormwater
system
as
recycled
water
usage
increases,
as
mentioned
earlier,
millions
of
gallons
per
day,
diverted
from
flow
to
the
bay
is
also
benefited
and
it
increases.
M
Overall,
the
proposed
budget
for
the
environmental
services,
transportation
and
community
energy
departments
within
the
environmental
environment
utility
services
csa
is
proposed
at
813
million
for
an
overall
increase
of
approximately
10
percent
and
you'll
see
about
a
two
percent
increase
in
staffing
and
just
to
be
clear.
As
john
was
here
in
the
last
presentation.
This
is
just
the
portion
of
transportation
budget
actions.
M
M
M
The
community
energy
department
seeks
additional
staff
to
expand
programs
in
strategic
support.
Customer
service
and
the
transportation
department
continues
maintenance
and
operation
the
storm
sewer
system
to
protect
the
community
and
our
local
waterways,
and
is
seeking
additional
staff
and
equipment
for
full
trash
capture
systems.
Street
sweeping
and
storm
and
sanitary
sewer
pump
station
upgrades
esd
is
seeking
some
much-needed
investment
in
the
maintenance
of
the
south
bay
water
recycling
system
and
in
response
to
the
mayor's
budget
message.
M
And,
lastly,
a
few
things
at
the
facility.
The
laboratory
is
requesting
funds
to
replace
and
upgrade
agent
equipment
in
that
program,
and
the
regional
wastewater
facility
has
proposed
funds
for
operations
and
maintenance,
including
addition
of
staffing
for
the
process
control
system,
which
we
have
recently
recalled
our
automation.
Engineer
group
as
the
rwf
continues
to
modernize
through
the
1.4
billion
dollar,
30-year
cip.
M
C
M
Sorry
about
that,
from
a
budget
perspective,
you
know,
70
of
our
budget
meeting
waters
budget
is
for
wholesale
water
costs.
So
at
the
moment,
what
with
the
latest
we've
heard
from
valley
water
is
they're.
Projecting
15
rate
increases
for
the
next
two
years
with
10
following
seven
years
is
the
last
I
heard,
although
I
heard
they
may
have
recently,
did
some
voted
on
that
last
night,
so
from
a
percentage
basis
on
the
rate
of
the
17
yeah.
C
M
Driving
this
drought,
it's
reduction,
it's
a
combination
of
many
things,
as
I
think
you're
familiar
with
the
reduction
drop,
related
reduction
in
revenues,
which
again,
I
know,
is
counter
intuitive.
But
when
the
revenues
go
down,
their
costs
are
still
there.
They
have
capital
projects
that
they're
paying.
For
so,
therefore,
the
rates
themselves
go
up
right.
Okay,.
A
C
Yeah,
actually,
you
answered
all
my
questions.
I
had
the
questions
that
you
addressed
on
the
trash
reduction,
the
percentages
and
so
forth.
I
know
I
had
one
more
question,
but
apparently
it's
escaped
me
john,
since
you're
still
here-
and
this
is
roughly
environmental-
I
thought
I
could
just
ask
you
a
couple
more
questions
about
trees
since
you're
here.
Thank
you,
you're
very
kind,
nothing
like
having
another
bite
at
the
apple,
so
in
the
tree
planning
program
and
so
forth.
C
L
Well,
good
question
and,
and
we're
going
to
need
to
reach
out
to
our
our
partners
on
this,
our
city
forest
is
going
to
need
to
be
a
big
player
here
we
may
have
to
do
some
contracting
out
if
they
can't
handle
the
amount
that
we're
intending
to
to
do-
and
I
think
we
talked
about
this
when
we
were
doing
the
community
forest
management
plan
about
trying
to
engage
with
some
of
those
other
groups
like
resilience
corps
and
others.
So
I
know
there
was
some
limits.
L
I'm
trying
to
remember
what
was
some
of
the
issues
with
that
regarding
being
able
to
use
them
right
away,
and
I
think
it
had
something
to
do
with
some
of
the
training
we
needed
to
put
them
through,
but
we
intend
to
use
anybody
and
everybody
that
we
can
to
make
make
you
know
being
able
to
plant
a
thousand
trees
a
year.
It's
gonna.
C
C
Well,
I
just
appreciate
all
the
work
that's
been
done
already
by
so
many
folks.
You
know
jeff
ruster
joe
bourne
and
their
teams
to
get
to
get
this
resilient
score
up
and
running.
I'd
like
to
believe
if
we've
got
other
programs
where
young
people
could
be
contributing
some
significant
way
to
support
our
city,
you
know
we
could
keep
the
program
running
without
having
to
go,
get
grant
funding
from
somebody
else.
L
L
I
think
we're
going
to
be
we're
going
to
be
reporting
on
that.
We
got
measure
t
report
coming
up
in
a
week
or
two
yeah
we're
right
now,
trying
to
figure
out
which
controllers
that
we
were
able
to
afford
and
and
then
still
budget
through
measure
t
for
that,
so
we
will
be
able
to
report
on
that.
I
don't
know
if
I
remember
exactly
where
we
are
with
that,
but
okay,
we're
trying
to
get
you
know.
L
G
Okay,
good
afternoon
john
cezrelli,
director
of
parks,
recreation,
neighborhood
services,
we're
here
to
present
on
the
neighborhood
services
csa
and
nice
to
see
we're
right
back
on
track,
even
a
touch
early
after
we're
getting
off
track
this
morning.
So
I'm
going
to
hand
it
over
to
cj
ryan
she's,
the
administrative
officer
for
parks,
recreation,
neighborhood
services,
she's
going
to
run
through
the
highlights
of
the
budget
for
rcsa,
and
then,
of
course,
we'll
be
here
for
any
questions
or
comments.
Thank
you.
H
So
this
year's
budget
is
about
leading
out
of
crisis,
to
what
we
hope
will
be
a
more
stable
environment.
We
hope
not
just
for
normalcy,
but
we
aspire
to
provide
better
services
more
welcoming
facilities
and
spaces
and
have
better
outcomes
for
our
community
members
than
we
did
before.
We
entered
the
pandemic.
H
On
our
dashboard,
I'm
going
to
go
through
a
few
of
these
for
everyone.
On
the
left
hand,
side
you're,
going
to
first
see
that
we
don't
really
have
any
results
for
the
library
point
of
service
survey,
which,
in
this
instance,
point
of
service
means
that
these
are
customer
surveys
conducted
in
person.
Since
our
branches
were
closed
over
these
last
two
fiscal
years.
These
serv
surveys
were
not
conducted
on
the
bottom
left.
H
You
are
seeing
the
parks,
condition,
assessment,
score
or
pca
we're
using
a
new
methodology.
So
we
only
have
one
year
of
information
here
we
have
created
a
new
tool
in
order
to
assess
our
parks
after
we
implemented
new
park
maintenance
standards
and
we're
looking
forward
to
years
in
the
future,
where
we
can
compare
our
progress.
H
H
H
The
percent
of
units
inspected
fell
short
of
target
as
discussed
earlier
today,
vacancies
in
this
department
have
created
a
significant
backlog
and
that's
reflected
in
the
performance
measure.
Here
we
do
have
a
bright
spot
on
the
top
right.
You'll
observe
that
the
parents
and
caregivers
that
are
attending
the
early
education
programs
have
been
reporting
an
increased
ability
to
support
their
child's
literacy
growth.
H
H
For
our
budget
summary,
you
will
notice
that
the
library
and
prns
budgets
show
a
minor
reduction
overall,
and
this
has
to
do
with
less
one-time
federal
funding
and
some
technical
adjustments
in
prns.
Our
american
rescue
plan
decrease
our
allocation
has
decreased
by
by
about
11
million
dollars
from
last
year,
and
we
no
longer
have
an
allocation
in
the
emergency
fund.
H
H
H
The
other
piece,
that's
key
to
understand,
which
we've
heard
a
lot
about
today,
is
the
understaffing
that's
leading
to
retention
challenges
to
backlogs
and
service
delivery
impacts
in
all
of
our
departments.
You
know,
in
this
context
we're
not
referring
only
to
under-budgeted
positions
to
accomplish
our
goals,
but
also
significant
vacancy
rates
that
are
impacting
services.
H
So,
in
code
enforcement
we
saw
that
greater
separations
than
hires
has
created
a
backlog
that
is
now
being
measured
in
years
and
not
months
at
animal
care.
Services
resignations
from
the
medical
and
shelter
team
has
caused
operational
challenges,
including
public
spay,
and
neuter
service
interruption,
increased
workload
for
staff
and
limited
medical
staffing
at
prns.
H
So
I
will
say,
despite
that
challenge,
our
teams
are
dedicated
to
continuing
to
provide
the
highest
quality
services
to
our
residents.
You'll,
see
in
our
highlights
that
across
the
departments
we're
focusing
on
equity
and
serving
our
most
vulnerable
residents
and
resuming
normal
operations,
these
proposed
budget
actions
are
just
highlights.
H
We
are
excited
that
the
place
making
team
after
several
years
of
being
one
time
funded,
is
now
going
to
be
an
ongoing
program
and
the
beautify
san
jose
consolidated
model
you'll
see,
is
11
million
dollars
allocated
to
that
team,
a
little
over
four
million
dollars
of
which
this
year
will
be
made
ongoing
in
the
general
fund
and
then
in
prns.
The
pest
and
turf
management
team
will
be
making
11
positions
again
that
have
been
funded
on
a
one-time
basis.
N
N
Would
you
I
want
I
I
want
you
were
referring
to
the
animal
care
service.
So
let's
start
there,
and
I
know
that
there's
vacancies
and
and
we've
had
a
lull
in
in
some
of
the
services.
So
can
you
address
that
quickly
and
tell
me
what's
happening
there?
I
I
know
that
I've
had
some
some
concerns
from
some
residents
that
they
haven't
been
able
to
get
some
services
that
they
had
before.
O
Hi
good
afternoon,
mayor
council,
member
jay
torado
deputy
director
over
at
animal
care
services.
Thank
you
for
the
question
some
of
the
services
in
our
field
unit.
None
of
those
services
have
been
paused
and
that's
that
team
is
fortunately
fully
staffed
right
now,
and
so
none
of
the
field
services
have
experienced
any
positive
services
with
our
administration
and
customer
service.
We
have
some
vacancies
there,
but
they've
continued
to
provide
customer
service
and
support
the
front
desk
in
our
shelter
medical
team.
O
That's
where
we're
seeing
some
of
our
challenges
when
it
comes
to
staffing
and
it's
a
day-to-day
operation
is
going
to
be
affected
depending
on
the
staff
so
for
our
shelter
team.
Some
of
the
things
that
we've
addressed
is
trying
to
really
minimize
the
number
of
animals
that
are
coming
into
the
shelter
and
we're
when
they
say
minimizes.
If
it's
a
healthy
animal,
that's
a
cat,
then
we'll
always
try
to
have
the
community
member
return.
O
The
cat
to
the
field,
if
it's
healthy,
but
if
it's
injured
or
sick
or
the
circumstances,
don't
allow
for
the
animal
to
be
returned,
whether
it's
a
cat,
dog
or
rabbit,
then
we
will
take
those
in.
But
those
are
decisions
that
are
made
day
by
day
and
then
with
our
medical
team,
which
has
been
one
of
the
hardest
units
hit.
O
O
N
Okay,
so
they
are
on
pause.
Okay
and
I've
had
residents
that
have
been
trying
to
get
their
pets
fixed
actually
for
months
and
have
not
been
successful,
and
so
I'm
not
sure
what
the
issue
has
been
over
the
last
six
months.
We
can
talk
about
that
offline,
but
do
we
no
longer
have
also
the
catch
and
release
program
for
feral
cats.
O
Thank
you
councilmember.
We
still
do
and
again
that
depends
highly
on
the
team's
ability
to
offer
spay
and
neuter
services.
Currently,
where
we
are,
we
have
been
in
discussions
with
our
community
partners
and
other
shelters
within
a
santa
clara
county
to
see
if
they
have
the
capacity
to
whether
we
can
redirect
some
of
these
folks
to
their
shelter
or
help
us
out
with
some
of
the
animals
that
we
need
to
have
surgeries
on.
N
Okay
and
I'll
just
tell
you
that
I
I
am,
I
I've
adopted
a
colony
of
cats,
because
it's
such
an
issue
in
my
own
neighborhood
and
and
and
just
to
kind
of
keep
them
contained.
I've.
I've
basically
have
adopted
them
because
I
have
nowhere
to
take
them
to
get
them
fixed
and,
and
I've
been
looking
desperately
for
a
catch
and
release
program.
P
P
Why
we're
having
reduced
service
levels
right
now,
there's
a
number
of
items
that
we're
working
on
in
addition
to
prioritizing
hiring
within
public
works
and
also
jennifer
schemery's
team
in
human
resources
is
helping
us
prioritize
hiring
with
some
of
her
team
members
as
well.
In
addition
to
that,
we
know
that
hiring
doesn't
magically
happen
overnight,
no
matter
how
quickly
you
work
and
so
there's
a
number
of
mitigations
we're
looking
at
really
working
with
our
partners.
P
Looking
inside
public
works,
we've
started
pushing
some
or
not
pushing
some,
providing
some
additional
resources
to
the
shelter
from
other
areas
of
public
works,
and
so
to
answer
your
last
question
again
on
whether
this
is
just
due
to
the
vacancies
it
is.
We
are
definitely
seeing
a
challenge
right
now
because
of
the
vacancies,
but
there
is
a
a
maybe
a
longer
term
issue.
P
That's
been
present
for
a
while,
where
we've
been
under
resource
at
the
shelter
and
staff
has
been
it's
a
really
tough
stressful
industry
to
work
in
and
and
the
staff
that
work
there.
Just
and
volunteers
and
partners
are
simply
amazing
for
for
what
they
do,
and
this
budget
proposal
that
that
we
have
in
here
will
will
set
us
back
on
the
right
course
to
not
only
be
able
to
hire
positions,
but
also
to
set
provide
us
additional
resources
to
start
to
meet
to
meet
the
service
delivery
needs
that
we
need
to
meet.
N
Yeah,
I
think
thanks
so
much
for
that
matt
and
I
don't
know
what
the
criteria
is
to
work
at
the
shelter,
but
I
think
that
this
would
also
be
such
a
fantastic
opportunity
for
our
young
folks
who
are
looking
for
part-time
jobs
during
the
summer
and
our
animal
lovers,
who
really
love
to
take
care
of
animals
and
and
want
to
get
into
this
field,
what
a
great
opportunity
to
get
that
experience
I'll
move
on,
and
if
I
could
get
that
information
directed
to
my
staff.
That
would
be
great.
N
I
wanted
to
move
on
to
the
services
that
we're
offering
both
our
youth
and
our
seniors
at
the
community
centers,
and
I
look
forward
to
seeing
those
centers
fully
staffed
and
programs
fully
running
this
summer.
Of
course,
I
represent
some
of
the
most
challenged
community
centers
in
the
city
that
have
had
you
know
and
I've
I've
spoken
about
this
already.
N
But
regardless
of
the
pandemic.
We
know
that
seniors
are
a
very
vulnerable
community
and
they
suffer
from
isolation.
In
addition
to
all
of
the
other
issues
that
that
they're
going
through.
And
so
so
I
don't
know
if
you
want
to
address
the
senior
program
aside
from
just
the
senior
nutrition
program,.
G
G
There
needs
to
be
more
programming,
not
only
at
mayfair
but
really
in
all
of
our
community
centers
seniors
have
we
have
struggled
for
various
reasons
at
different
sites,
seniors
in
particular
getting
back
to
in
person,
but
we
certainly
want
to
see
them
dance
again.
We
certainly
want
to
see
programs
like
generation
to
generation
the
gen
degen
programs.
We
were
doing
before
the
pandemic,
where
we're
having
older
adults
around
youth
and
seeing
those
generations
intermingle
a
bit.
G
N
N
N
It
should
be
frosting
on
the
cake,
it
shouldn't
be
the
cake
itself,
and
so
we
want
to
make
sure
that
as
we're
looking
at
the
programs
and-
and
I
appreciate
what
you
just
said-
that
that
there
should
be
programs
throughout
the
entire
city,
I
agree
with
you
completely,
but
I've
seen
the
the
schedules.
I've
seen
the
programs
and
I've
seen
a
very
robust
program
and
schedule
in
some
of
the
other
centers
that
were
not
at
mayfair.
So
let's
not
fool
ourselves
into
thinking
that
everything
else
is
the
same
as
mayfair.
It
is
not.
N
Mayfair
was
the
most
lacking
in
all
of
the
community
centers
and
so
I'll
keep
repeating
myself
until
I
see
the
same
level
of
services
and
programs,
as
I
see
in
other
community
centers
and-
and
I
want
to
make
sure
that
our
seniors
on
the
east
side
of
san
jose
are
treated
with
the
same
respect
and
dignity
as
every
other
senior
in
other
parts
of
the
city.
So
so
we
I
want
to
make
sure
that
we
acknowledge
that
they
that
that
community
center
was
lacking.
We
have
to
acknowledge
that
in
order
to
rectify
it.
N
N
Love
the
icing
and
and
then
and
then
I'm
gonna,
just
echo
the
same
sentiment
when
it
comes
to
our
youth
programming,
because
when
I
look
at
the
youth
programming
at
other
community,
centers
they're
very
extensive,
they're,
very
they're.
I
love
the
descriptions
of
the
youth
programming
in
other
centers
and
when
I
look
at
the
youth
programming
at
mayfair,
you
get
a
one-liner
at
best.
It's
very
generic
and-
and
they
don't
tend
to
be
the
kind
of
extensive
programming
that
you
see
in
other
other
community
centers.
N
So
again,
I've
said
this
before
I
gave
my
own
presentation
when
this
came
up
to
council.
You
know
it
had
it
not
been
for
a
community
center.
I
I
wouldn't
have
had
the
kind
of
enrichment
activities
that
I
had
growing
up.
I
didn't
come
from
a
family
of
wealth
that
they,
my
parents,
couldn't
expose
me
even
if
they
wanted
to.
They
wouldn't
have
known
where
to
send
me.
N
It
was
the
community
center
at
gardner
that
that
really
exposed
me
to
to
many
different
activities
and
music
and
theater
and
and
all
kinds
of
wonderful
things
that
really
opened
my
eyes.
But
but
if
we're
not
giving
our
our
kiddos
those
opportunities,
then
we're
really
perpetuating
injustices
on
the
east
side
of
san
jose.
So
I
again
I
want.
I
want
that
commitment
for
our
youth
on
the
east
side
of
san
jose.
G
You
have
that
commitment,
council
member
and
I
will
go
back
to
the
american
rescue
plan
funding
that
we
put
together
around
child
and
youth
services.
It
does
include
boosting
programming
at
a
variety
of
community
centers,
including
mayfair,
in
places
like
seven
trees
and
bascum
and
roosevelt,
where
we
know
we
have
underserved
populations.
It
also
removes
the
barrier
of
cost
as
a
as
a
consideration
for
those
groups.
N
N
And
so
that's
what
I
want.
I
want
to
be
able
to
make
sure
that
you
don't
just
remove
the
cost,
that
you
have
the
classes
accessible
and
you
have
them
in
their
neighborhood
that
you
can
open
up
the
doors
and
the
kids
can
walk
right
into
their
own
community
center
right
across
the
street
and
be
able
to
walk
right
into
them.
So
you
can
go
ahead
and
offer
scholarships.
You
can
remove
all
those
barriers,
but
if
the
barrier
is
12
miles
away,
they're
not
going
to
drive
12
miles
away.
L
I
Thank
you
mayor,
I'm
going
to.
I
know
that
I've
asked
this
of
other
departments
and
ask
the
same
question.
I
know
there's
a
high
number
of
vacancies
and
just
some
challenges
to
recruit
and
retain
staff,
and
I
know
that
you're
working
with
hr
to
create
new
job
classifications
and
just
making
other
shifts,
but
I
I
wanted
to
know
from
you,
john
or
or
who,
whoever
else
can
answer
just
share
with
me,
how
you'll
be
using
the
new
resources
for
this
work.
G
G
We've
done
things
like
multiple
postings,
we've
done
things
and
we'll
do
things
like
reaching
out
both
through
your
offices,
but
also
through
high
schools,
where
we
get
graduating
seniors
and
things
like
that
who
may
want
jobs.
We've
been
trying
to
be
creative
with
different
positions
depending
on
what
it
is.
For
example,
we
recently
hired
a
a
zoo
manager-
and
she
was
a
former
employee
who
was
working
in
san
francisco-
wasn't
really
thinking
necessarily
about
a
job
and
we
just
cold
called
her
and
said:
hey.
G
Remember
us
we'd
love
to
have
you
for
this
job
and
we
managed
to
land
her.
So
you
know
there
are
various
ways
about
which
you
go.
For
example,
right
now
we're
in
the
midst
of
hiring
all
our
part-time
work-
and
I
know
you're
familiar
with
our
seasonal
work,
council,
member
and
right
now
we're
looking
at
hiring
something
on
the
order
of
425
part-time
employees
for
our
summer
program.
G
C
G
We
have
some
strategies
that
we've
been
trying
along
the
way
and
that
will
continue
to
try.
We
also
you
probably
heard
along
the
way
I
don't
know
yet,
but
there's
for
analysts
in
general.
We
have
so
many
vacancies
across
the
city
that
there's
just
sort
of
one
big
recruitment.
That's
going
to
go
on
essentially
creating
a
pool
of
qualified
candidates,
so
that
makes
it
a
little
easier
on
all
the
departments
so
where
we
can
participate
in
those
cross-departmental
or
cross
city
recruitments.
I
I
I
H
G
I
I
The
the
other
question
that
I
had
is
about,
and
thank
you
for
that
answer
john.
We
know
that
you
know
you're
you're,
very,
oh
you
know.
Let
me
ask
you
one
last
question
about
recruitment:
how
is
the
recruitment
or
was
it
success?
Was
this
successful
strategy
to
tap
into
some
of
the
child
care
providers
that
might
have
not
been
either
close
their
doors
or
might
have
not
wanted
to
do
child
care
during
the
pandemic,
or
did
was
that
did
that
render
any
success.
G
Yeah,
that's
a
good
question.
I
know
that
we
went
through
that
process
and
and
we
were
able
to
get
through
the
county
office
of
ed
access
to
be
able
to
send
that
recruitment
out.
But
I
I
have
not
done
the
follow-up
work
to
know
whether
that
netted
folks
or
not.
That
would
be
that
group
by
the
way
of
425.
I
was
talking
about
so
it's
a
big
group
of
people,
but
I
don't
specifically
know
if
that
you
know
was
successful
or
not,
but
we
can
find
out
if
that's
of
interest
to
you.
I
Well,
you
know
only
only
because
I
know
that
a
lot
of
child
care
providers
have
just
needed
to
close
their
doors
right,
so
there's
folks
there
who
have
experience
working
with
children
and
who
may
want
to
work
a
season
with
us
or
very
limited
hours.
I
just
think
they're
a
an
area,
a
group
that
we
need
to
tap
into
that
we
haven't
tapped
into
before,
and
I
think
beyond,
beyond
the
county
office
of
ed.
G
I
I
Sure,
okay,
good
good,
I'm
glad
so,
I'm
gonna
move
on
to
to
the
outcome.
Number
two,
which
is
vibrant
cultural
learning,
recreation
and
leisure
are,
and
this
is
basically
you
know
the
the
second
outcome
that
neighborhood
services
has
and-
and
while
I
agree
with
it,
I
I
think
we
also
need
to
think
about
what
what
kind
of
measure
or
what
kind
of
strategy
are
we
going
to
use
during
this
post-pandemic
period.
I
We
know
that
families,
you
know
children,
you
know
every
adult,
including
everybody
here,
has
gone
through
this
pandemic
and
has
changed
and
has
been
impacted,
and
while
we
are
adults
and
might
be
able
to
tap
into
our
own
social
circles,
children
are
slightly
different
and
sometimes
express
their
thoughts
and
frustrations
through
play,
and
we
need
to
be
able
to
support
those
children
differently
as
well
as
the
parents.
What
what
strategies?
If
any,
are
we
thinking
about
in
terms
of
some
of
the
classes
that
we're
offering
at
community
centers?
G
G
Q
G
And
if
I
can
add
real
quickly
to
that,
they're,
not
they're,
not
based
out
of
our
community
centers,
necessarily
at
least
not
the
ones
we
operate,
but
our
best
providers,
that
is
a
unit
of
service,
both
not
only
social
emotional
for
the
kids,
but
for
parents
in
parent
teaching
and
tutoring
classes
right.
So
that's
part
of
that
aspect
of
work,
but
those
are
that's
sort
of
more
targeted
work.
It's
not
broadly
the
case.
I
I
I
I
think
this
is
not
an
opportunity
for
us
to
figure
out
how
to
integrate
some
of
the
parenting
workshops
or
some
of
those
support
services
that
we
offer
maybe
only
a
a
target
audience,
maybe
our
our
youth
that
is
challenged
or
struggling,
but
that
we,
you
know,
take
the
take
that
concept
and
and
integrate
it
into
our
community
centers,
as
we
know
that
we
are
not
in
typical
times.
This
is
a
post-pandemic,
and
while
we
have
families
within
our
that
we
connect
them
to
some
healthy
relationship
or
parenting.
I
Wouldn't
it
be
great
just
to
play
an
aggressive
game
of
handball
to
work
things
out,
but
that's
not
normally
what
we
think
about
we
we
would.
You
know
we
tend
to
want
to
talk
to
one
another,
and
so
I
would
encourage
us
to
have
the
kinds
of
programming
that
our
community
is
in
the
need
of
right.
Now,
simply
because
you
know
we
we
have,
we
are
that
hub.
We
are
that
community
center
hub
and
it's
just
a
matter
of
bringing
on
folks.
We
don't
have
to
do
it
ourselves.
P
Councilmember,
this
is
angel
rios
deputy
city
manager.
I
can
add
to
what
john
and
maria
mentioned.
I
I
think
the
other
thing
we
want
to
highlight
is
the
things
that
we've
been
learning.
As
we've
been
launching
the
children,
youth
master
plan
work.
The
one
thing
that
we're
hearing
from
educators
from
parents
from
youth
themselves
is
really
the
need
to
is
really
helping.
P
The
county,
the
city
county
office
of
education,
non-profits
all
centered
around
really
responding
to
the
needs
of
youth
as
they
exist
today
as
a
result
of
the
pandemic,
primarily,
but
also
you
know,
to
address
these
changing
needs,
and
so
I
think
what
you're
going
to
see
is
that
that
work
will
inform
the
new
recreational
model
that
we'll
have
going
forward
and
it's
going
to
be
much
more
cross-agency
oriented
and
we're
really
excited
about
the
momentum.
We
got
tremendous
buy-in
from
all
those
stakeholders
already.
P
A
lot
of
this
is
playing
out,
as
you
know,
under
your
leadership
through
nsc.
So
I
think
that's
what
I
think
I
think
the
future
looks
promising.
We
do
have
to
address
these.
You
know
immediate
issues
of
staffing
and
vacancy
rates
and
all
that,
but
we
we're
also
leaning
forward
in
that
area
and
being
very
creative
about
how
to
do
that.
So
I
just
wanted
to
highlight
that
as
well.
I
I
That
has
that
scaffolds
learning
and
now
we
we,
as
a
system,
also
need
to
do
the
same
with
our
outcomes
and
our
the
way
that
we
measure
our
outcomes
and
and
the
goals
that
we
have
underneath
those,
and
so
I
think
it's
time
for
us
to
to
do
the
same
and
to
reflect
what
we're
actually
doing
and
the
impact
that
we're
having,
and
I
think
at
this
point-
we've
got
some
work
to
do
all
right.
Those
are
my
questions.
R
I
saw
the
mba
that
was
out
today
about
expanding,
I
guess,
expanding
or
restoring
and
expanding
hours
at
the
library
and
wanted
to
just
ask
a
few
questions.
I
think
the
plan
according
to
that
is
stick
with
the
hours
that
we
had
last
year
and
then
try
for
next
year.
I
want
to
sort
of
push
a
little
bit
on
what
is
possible.
R
You
know
now
and
I'm
going
to
ask.
I
was
going
to
ask
jim
a
question
as
part
of
this
but
start
with
you
jill,
so
we
I
talked
before
about
the
importance
of
restoring
some
hours
on
sundays
as
they
had
been
open
for
some
years,
although
I
didn't
realize
it
had
been
so
long
since
they
had
been
open
on
sundays.
R
I
remember
the
popularity
of
sundays
when
I
was
on
the
library
commission.
I
remember
hearing
that
sunday
was
the
most
popular
day
at
the
time,
but
you
give
some
feedback
again.
You
talk
to
us
a
little
bit
about
your
experience
through
the
conversations
with
other
library
systems
or
even
data
that
we
have
about
how
sunday's,
compared
to
other
days
of
the
week.
Q
Yes,
jill
bourne
city
librarian.
Thank
you
for
the
question.
Yeah
sunday
hours
are
always
quite
popular
I've.
As
you
know,
I've
worked
in
three
large
urban
systems
and
they
were
always
the
most
popular
day.
They
typically
bring
in
a
a
clientele
that
is,
that
is
different
than
the
rest
of
the
week.
I
always
used
to
say
that
you
know
you
see.
Multi-Generational
families
you'd,
see
folks
who
you
know
couldn't
come
to
the
library
on
other
days
of
the
week
and
so
they're
a
very
busy
hour
for
hour.
Q
R
And
I
don't,
I
don't
really
want
to
necessarily
try
to
weigh
the
importance
of
sundays
versus
other
days,
because
I
know
the
people
you
you
serve
on
weekday
mor
would
be
mornings
with
you
know,
kids
doing
story
time
and,
and
you
know
other
kinds
of
child
care
activities
and
then
after
school.
Obviously
after
school
kids
going
after
school-
and
you
know-
I
don't
know
the
data
for
all
those
different
times
of
day
and
what
your
usage
rate
is.
R
Q
Q
I
think
the
challenge
is
that
we're
not
open
a
huge
number
of
hours
compared
to
other
libraries
and
it
you
know
I
will
support
opening
on
sunday,
regardless
of
the
decision
of
how
it
happens,
but
I
I
do
think
it
should
be
known
to,
and
you
see
that
in
the
estimates
that
the
issue
of
opening
a
seven-day
operation
does
cause
some
additional
costs,
because
you
actually
need
more.
You
know
individuals
to
be
able
to
staff
across
seven
days.
Q
R
Right-
and
I
do
remember
a
lot
of
detailed
analysis
about
how
to
go
to
seven
days
and
and
how
to
staff,
because
of
the
five
days
on
two
days
off
schedule,
I
mean
I
understand
that
that's
somewhat
complex.
My
next
question
is
we:
if
we
were
to
go
to
that
kind
of
and
you'd
have
to
staff
up
for
it?
Do
you
think
that
I
mean?
I
know
that
other
departments
are
having
trouble
with
staffing
at
this
point.
Obviously
is
li,
are?
Q
I
I
do
know
that
the
staff
came
up
with
a
plan.
I
guess
it
depends
on
how
many
positions
you
know.
Are
we
talking
about
a
couple
of
locations
or
more
at
the
library,
though?
However,
our
our
staffing
vacancy
rate
is
somewhat
lower,
it's
about
eight
percent,
I
believe,
and
we
because
we
prioritize
hiring.
I
know
other
departments
do
too,
but
we
just
really
know
that
we
wouldn't
be
able
to
provide
our
services
without
the
staff
that
we
have
budgeted.
Q
R
Okay,
thank
you.
My
next
question
is
for
jim
actually
on
the
budget,
or
maybe
somebody
else
on
your
team.
We
obviously
have
a
large
number
of
vacancies
in
the
city,
and
I
know
you
know
we
budget
begin
a
year
for
for
all
those
vacancies,
all
those
positions
to
be
filled,
but
obviously
they
don't
all
get
filled
and
it'll
take
time
to
fill
them
can
do.
How
do
we
account
for
the
ability
to
use
some
of
that
funding
for
other
things
because
of
the
savings
that
result
from
vacancies.
M
Thank
you
councilman
for
the
question.
That's
a
good
one!
So
it's
there's
a
couple
parts
to
that.
So
one
of
the
parts
is
when
we
put
together
our
five-year
forecast
for
in
any
given
year's
base
based
budget.
We
actually
assume
a
certain
level
of
vacancy
savings
as
part
of
that
baseline
cost
and
so
generally
for
a
lot
of
departments.
It's
about
a
two
percent
vacancy
rate.
M
I
don't
remember
what
it
is
and
it's
that's
what
it
is
for
the
library
department
and
so
what
it
does
is
that
reduces
everybody's
cost,
essentially
by
that
two
percent,
so
your
health
cost,
your
insurance
costs
your
salary
costs,
so
so
we
sort
of
take
some
of
that
right
off
the
off
the
top
there.
We
don't
want
to
go
too
far,
because
we
don't
want
to
limit
the
department's
capacity
to
do
work,
but
that's
part
of
it.
The
other
part.
You
know.
M
I
talked
in
the
the
beginning
of
the
opening
ceremony
session
there
about
our.
What
we
assume
is
in
terms
of
our
ongoing
fund
balance
in
the
general
fund,
so
we
assume
25
million
of
ongoing
fund
balance.
Some
of
that
is
extra
revenue
that
we
might
get
that
we
don't
know
about,
but
also
some
of
that
is
savings
that
we
are
going
to
get
across
departments
and
a
lot
of
that
is
vacancy
savings.
M
So
we
are
assuming
sort
of
city-wide
additional
revenues
and
additional
savings,
primarily
in
vacancy
savings,
as
part
is
sort
of
built
into
our
forecast.
So
that's
sort
of
the
online
or
the
ongoing
component
of
it.
And
then
there
are
some
times
when
we
get
to
the
year
end
and
we
need,
to
you
know,
solve
some
problems,
and
so
sometimes
we
use
big
savings
to
solve.
You
know
an
overage
somewhere
else,
so
we
can
offset
with
legacy
savings
from
a
different
location.
R
Okay,
thank
you.
So
I'm
just
going
to
express
my
feeling
that
we
saw
to
try
to
expedite
increasing
the
hours
as
much
as
possible,
and
maybe
it
means
phasing
in
over
time.
Maybe
I
kind
of
liked
what
I
saw,
which
was
the
the
idea
of
two
branches
to
start
and
then
maybe
seeing
how
that
goes
in
terms
of
our
traffic
on
sundays.
R
That
was
like
only
a
340,
I
mean
only.
I
know
these
numbers
are.
We
might
consider
them
small
in
the
scheme
of
overall
budget
340
000
to
do
two
branch,
sunday
hours
and
maybe
pick
you
know,
areas
of
you
know
either
of
need
or
high
traffic
or.
However,
we
think
is
the
right
approach
to
do
that
and
see
and
then
be
able
to
measure.
You
know
the
the
popularity
of
sunday
hours
and
potentially
think
about
mid
year,
phasing
in
some
other
branches
or
next
year
going
further
on
that.
R
So
I'd
like
I'd
like
to
us
to
consider
that
as
a
council
and
whether
that
means
also
trying
to
fill
out
we
all
we
already
were
talking
about
those
13
branches
that
are
that,
were
you
know,
keeping
them
moving
them
into
the
ongoing
budget,
but
there's
other
10
branches
restoring
the
other
four
hours.
I
think
it
was
or
is
it
four
hours
per
day
per
week?
R
That
to
me
is
a
separate
question
and
maybe
it
should
be
phased
in
some
way
too,
or
maybe
we
can
figure
out
how
to
get
that
as
step
two.
But
I
do
think
that
trying
a
couple
sunday
hours
and
seeing
how
it
goes
in
our
city
right
now,
given
the
new
behavior
patterns
of
people
after
the
pandemic
and
things
reopening,
might
be
a
good
approach,
and
you
know
the
340
000.
R
C
Q
C
C
Q
C
Q
C
Q
E
R
Just
to
follow
up
on
that,
I
think
actually
it
was
330
000
for
two
branches,
but
I
think
those
were
specifically
branches
that
had
to
already
be
at
the
47
right,
and
it
was
a
little
bit
more,
but
I
don't
think
you
had
in.
I
don't
think
it
was
included
in
the
nba
the
option
to
increase
the
four
at
two
other
branches.
So
we
could
you
could
we
could
look
into
that
right.
R
Q
Scenario:
three
included
a
system-wide
look
at
just
increasing
sundays
and
not
restoring
the
other
10
branch
hours.
Okay,
but,
like
I
said
we
could
yeah.
So
there
would
be
some
incremental
difference.
Potentially
if
you
were
adding
sundays
to
a
branch
that
hadn't
been
restored,
but
we
could
definitely
provide
that.
C
F
Thank
you,
I'm
actually
gonna
piggyback
on
the
library
questions.
First
before
I
get
into
anything
else,
jill.
Thank
you
for
the
mba
and
giving
enes
analysis
of
fully
funding
or
or
fully
restoring
hours.
But
I
and
I
haven't
analyzed
these
numbers
that
closely
either,
but
in
looking
at
it
it.
It
doesn't
give
me
a
number
that
just
says
if
we
restore
the
hours
that
are
have
been
at
the
branches
that
are
not
fully
operational
now,
not
counting
the
sunday
hours.
F
Q
Yeah
and
then
just
to
note,
though,
that
this
amount
is
different
than
what
we
had
talked
about
previously
because
of
the
security
assessment
that
the
library
has
completed
and
there
have
been
recommendations
around
the
addition
of
security
officers
for
branch
libraries.
So
that's
the
only
change
from
the
earlier
model.
Q
Yes,
council
members,
so
there
there
is
a
proposal
currently
in
our
in
the
base
budget
or
the
proposed
budget
that
would
add
to
security
officers.
This
proposes,
as
as
we
are
open
more
hours,
the
libraries,
the
security
assessment
suggested,
the
level
of
security
staff
that
we
should
have
for
all
of
our
24
branch
locations,
and
so
these
officers
would
actually
serve
all
the
libraries
and
the
the
dollar
value.
Is
there
it's
a
2fte,
so
two
full-time
positions
and
but
that
obviously
they're
not
staffing
the
branches
they're
supporting
all
branches.
F
Got
it
understood?
Okay,
so,
with
with
regards
to
the
libraries,
I
would
really
encourage
us
to
figure
out
a
way
that
we
can
restore
funding
for
all
of
the
libraries
adding
back
the
four
hours
that
the
10
libraries
do
not
benefit
from,
and
additionally,
looking
at
sunday
sunday
time
at
the
libraries
we've
heard
from
a
lot
of
our
residents,
how
important
sundays
is
and
jill,
you
just
said
how
important
it
is
and
how
well
attended
it
is
so
anything
we
can
do
to
increase
accessibility
for
our
residents
on
sundays
would
be
really
important.
F
That's
when
families
are
there.
That's
when
working
people
are
who
are
there,
who
may
not
be
able
to
get
there
during
the
day
and
students?
It
might
be
a
better
time
for
them
to
be
there
as
well.
So
I
just
remember
my
experience
as
a
kid
growing
up.
How
important
going
to
library
was
particularly
on
sundays,
and
it
was
a
family,
always
a
family
outing.
F
So
I
I
don't
want
to
spend
a
lot
of
time
on
the
libraries
other
to
then
encourage
the
budget
office
to
come
back
with
a
way
that
we
can
fully
fund.
All
of
our
libraries,
at
least
to
the
minimum
level,
and
look
at
maybe
a
rotating
schedule
for
sundays.
You
know
sunday
in
this
area
sunday
in
that
area.
F
I
don't
I
don't
know
that-
may
complicate
it
a
little
bit,
but
I
think
it
allows
access
to
the
libraries
which
is
really
really
critical,
shifting
gears
a
little
bit,
but
also
in
the
libraries
and
in
in
my
role
as
the
council
liaison
to
the
senior
commission.
The
senior
commission
has
made
a
few
recommendations
that
I
would
like
you
to
consider
as
well
with
regards
to
the
libraries.
Q
F
Q
Yes,
councilmember.
Thank
you
for
the
question,
so
the
you
know
the
library
has
just
considered
waiving
all
kinds
of
fines.
I
think,
as
as
you
know,
and
council
knows
over
time,
you
know
this
fund,
that's
recouped
from
fines
and
fees.
You
know
offset
some
costs
for
the
city,
and
so
it's
been
a
discussion
over
several
years
of
of
which
fines
should
be
waived
or
eliminated,
and
so
we're
doing
the
analysis
on
the
potential
cost
to
waiving
senior
fines.
M
And
council
member
this
is
jim,
jim
shannon.
I
know
we
also
have
an
mba
that
will
be
coming
out
with
from
a
past
referral,
to
look
at
sort
of
even
a
broader
look
at
fines
that
were
incurred
during
the
pandemic,
for
our
most
disproportionately
impacted
community,
so
that'll
be
coming
out.
So
we
would
want
to
incorporate
the
library
component
as
part
of
that.
F
Project
hope
is,
I
don't
have
a
project
hope
in
my
area,
but
I
know
it's
a
very
successful
program
around
the
city
and
there's
ongoing
budget
item
of
530
000.
Does
this
allow
for
any
expansion
of
the
project
hope
areas
and
if
it
does
how?
How
does
a
pro
an
area
get
designated
as
a
project
hope
area.
G
Thank
you,
councilmember.
No,
the
budget
item
you
see
does
not
add
any
new
project
hope
sites
it.
The
action
there
is
taking
the
remaining
portions
of
that
program.
That
were
one
time.
This
was
sort
of
a
hybrid
program.
Some
of
it
was
ongoing,
but
some
of
it
was
still
one
time.
So
that's
just
that
last
piece
making
it
ongoing.
G
Typically,
the
way
we
have
in
the
past
looked
at
adding
sites
is
through
an
evaluation
which
starts
first
with
our
18
gang
hot
spots,
and
then
we
go
through
a
process
which
we
did
about.
You
know
two
or
three
years
at
least
I
would
say
when
we
last
added
the
most
recent
sites,
we
went
through
an
evaluation
process
of
those
18
hot
spots
and
ranked
them
so
that
we
we
sort
of
knew
what
were
the
ones
that
were
in
most
urgent
need
and
those
are
the
ones
that
we
started
with.
G
So
there
is
an
effort
going
on
now
again
to
sort
of
re-look
at
where
hot
spots
are
or
where
there
might
be
emerging
hot
spots,
and
I'm
aware
that
you
have
some
concerns
about
a
particular
neighborhood
in
your
district,
so
that
will
be.
We
will
be
looking
at
that
as
well
as
part
of
your
you.
May
you
made
a
cost
estimate
request.
I
believe,
to
take
a
look
at
a
particular
neighborhood,
so
we'll
be
able
to
provide
a
bit
more
information
about
that.
But
it's
great.
F
F
Okay,
great,
that
thank
you
for
the
clarification
and-
and
I
know
we'll
get
a
cost
estimate
on
on
the
one
that
we're
talking
about
too.
So
I
appreciate
that
I
I
was
at
the
mayor's
budget
meeting
town
hall
meeting
last
night
and
finally
shifting
gears
to
the
animal
control
animal
care
it
loud
and
clear.
There
were
a
lot
of
people
there
present
who
were
concerned
about
animal
care.
So
I
was
really
happy
to
see
the
mba
come
through
last
night,
but
I
do
have
a
question
for
actually
matt.
F
I
don't
know
if
it's
you
or
who
it
is.
But
the
question
came
up
about
volunteers,
that
there
are
a
lot
of
people
who
have
indicated
their
willingness
and
interest
in
volunteering
and
councilmember
carrasco
raised
that
issue
as
well.
But
when
you
go
on
the
site,
it
says
that
you
cannot
apply
to
be
a
volunteer.
F
Yet
when
you
talk
to
volunteers,
they
say
there's
plenty
of
time
that
they
need
volunteers,
but
it's
a
difficult
process
and
they
have
to
talk
to
one
particular
staff
person.
Can
you
tell
me
what
the
issue
is
there
and
how
we
might
be
able
to
solve
it,
so
that
if
we
have
willing
people
which
it
sounds
like
we
do,
we
can
get
them
over
to
help
volunteer
in
an
area
where
we
desperately
need
volunteer
people.
O
There
was
a,
I
don't
recall
the
when
we
made
a
post
on
facebook
asking
for
volunteers
to
help
us
at
our
shelter,
so
I'm
gonna
have
to
take
a
look
at
our
website
to
see
what
what
the
challenges
are
in
and
trying
to
apply
for
as
a
volunteer.
But
we
definitely
are
looking
for
volunteers
and
we
definitely
welcome
the
help
and
then
we'll
appreciate
any
help.
The
community
can
help.
F
F
G
So
yes,
we'll
be
able
to
open
all
the
pools
our
status
on
hiring
lifeguards
right
now
I
have
a
number
here
of
the
40
positions
we
need.
We
believe
we
have
about
24
so
far.
That
is
enough
to
get
open,
so
the
real
trick
is.
We
did
put
aside
some
extra
money
if
you'll
recall
a
few
weeks
ago
when
we
talked
about
youth
services
in
arp
funding.
G
Some
of
the
money
in
there
is
for
to
support
the
aquatics
program,
including
free
swim,
and
things
like
that
and
lessons.
So
the
only
question
mark
I
think
for
this
summer
will
generally
be.
Can
we
do
all
of
the
programming
we
want
to
do
so
we're
continuing
to
try
to
hire
lifeguards
in
that
particular
instance?
Obviously,
we
compete
with
places
like
raging
waters
and
great
america
and
all
the
private
cabanas
and
pools
across
the
city.
F
So
doesn't
give
me
tremendous
confidence,
I'd
love
to
hear
you
say
we're
going
to
be
open
at
all
of
our
pools
for
the
maximum
amount
of
hours,
because
our
we're
going
to
need
some
cooling
off
where
people
don't
want
to
depend
on
their
air
conditionings
and
they
want
to
be
able
to
use
our
pools.
But
then
we
also
have
lay
lap
swimmers
and
swimming
lessons.
So
I
know
you're
doing
what
you
can.
F
F
Moving
on
to
staffing
issues,
you
did
answer
some
questions
that
council
member
arenas
had,
but
I'm
wondering
we
hear
often
about
prns.
Well,
we
hear
every
department
is
under
staff,
but
in
particular
prns
and
and
some
of
the
concerns
we
hear
are
about
the
need
to
reclassify
job
positions
and
which
allows
for
promotions
and
growth
potential
for
staff
members
in
within
prns.
F
Is
that
moving
forward?
How
is
our
our
reclassification
standing
in
our
way
from
retaining
good
people
and
or
promoting
them,
and
how
do
we
make
sure
that
that's
a
priority?
Are
we
studying
this?
What
what
are
we
doing
to
make
sure
that
we
can
retain
the
current
staff?
We
have
that
we
can
offer
them
the
growth
pro
projection
in
their
work
with
the
city,
so
that
that
they
can
move
up
and
and
get
promoted
throughout
prns
without
moving
into
other
departments.
G
Positions,
133
positions
that
we
filled
so
far
this
year,
105
of
those
were
promotions
within
our
department.
The
bad
news
is:
that's
just
105
more
vacancies
that
we
now
have
to
deal
with
right.
So
it's
a
bit
of
a
zero-sum
game.
When
it
comes
to
vacancy
rates,
we
are
very
committed
to
looking
at
classifications.
We
have
already
changed
some
in
this
fiscal
year,
including
you
know.
G
A
primary
thing
that
we're
looking
at
is
where
we
have
higher
education
requirements,
ensuring
that
we
add
in
the
ability
to
substitute
experience
for
those
years
of
education
generally
speaking
in
a
one-to-one
ratio,
so
we've
been
working
with
the
hr
department.
We've
had
a
few
different
classifications,
we've
already
changed.
One
that
comes
to
mind
is
within
the
our
events
coordination.
G
Another
one
that
comes
to
mind
are
within
our
parks,
maintenance
group,
our
facility
supervisors,
that
one
in
particular
was
a
big
win
for
us,
you'll,
see
on
tuesday
some
work
that
hr
has
been
doing
well.
Actually,
oer
has
been
doing
on
wages
for
maintenance
workers,
and
we
employ
quite
a
few
maintenance
workers,
primarily
in
our
community
services,
but
also
in
our
parks
division.
G
So
those
are
good
wage
increases
for
them.
So
so,
broadly
to
answer
your
question:
yes,
we
are
continuing
to
pursue
it
on
multiple
fronts.
This
has
also
come
up
by
the
way
in
our
equity
work,
and
we
are
one
of
the
departments
that
have
a
proposed
equity
officer
going
forward
in
the
next
year.
So
this
is
more
of
that
work.
We
would
want
to
advance.
G
We
heard
that
pretty
loud
and
clear
as
we
went
around,
we've
done
the
official
gear
surveying
and
we
had
multiple
meetings
with
our
staff
to
talk
about
various
issues
of
equity,
and
this
was
one
that
always
came
up.
You
know:
can
we
remove
some
of
these
barriers
so
that
people
can
continue
to
advance?
So
it's
a
prior
to
our
staff
and
it's
a
prior
to
us
as
management.
F
I
think
that's
really
important.
I
will
hire
someone
with
experience
over
someone
with
a
degree
with
no
experience
any
given
day
they've
been
on
the
job
for
a
couple
two
three
four
five
years.
They
know
the
job,
someone
with
a
degree
while
that's
important,
they
don't
have
any
experience.
I
have
to
train
them
a
lot
more
and
get
them
up
to
speed.
So
I'm
really
happy
to
hear
that
that
we
are
offering
a
trade-off
for
experience
versus
a
degree.
That's
really
really
important.
A
degree
is
important.
I'm
not
saying
it's.
F
It's
not
vital
and
and
students
should
try
to
get
their
degree
if
they
can,
but
it
is
an
impediment
for
a
lot
of
people
financially
and
the
time
it
takes,
but
it,
but
having
that
experience,
is
so
much
more
important
or
can
be
so
much
more
important
and
impactful.
So
I'm
really
glad
to
hear
that
you're
focusing
on
that
and
actually
making
some
changes
in
the
areas
that
the
the
job
classifications
that
we've
heard
in
particular
about.
So
thank
thank
you
for
that
with
that.
S
Thank
you,
mayor
I'll,
be
quick
because
everybody
asked
a
lot
of
really
good
questions
already
and
some
of
them
the
same
I
had
the
same,
and
so
I
wanted
to
revisit.
Councilmember
got
asked
those
questions
about
the
feral
cat
program.
I
do
know
how.
I
am
very
well
aware
what
a
tough
spot
animal
care
has
been
in
terms
of
staffing
and
but
did
I
hear
correctly?
Were
you
saying
that,
yes,
that
program
is
is
in
place?
It
was
my
understanding.
It
wasn't.
O
S
Thank
you
yeah
and
to
councilmember
foley's
remarks.
The
volunteer
page
is
act.
Is
it
looks
fine
on
the
home
page,
but
if
you
click
on
the
volunteer
page,
you
get
it
opens
up
that
page
and
that's
where
the
we're
not
taking
volunteers
because
of
covet
19
comes
up.
So
I
wanted
to
also
bring
up
the
library
hours
I'm
going
to
jump
around
as
well,
and
I
wanted
to
bring
up
the
library
hours.
I
you
know
it's
I
you
know
you'll
see,
but
it's
just
it's
not
even
opinion.
S
S
People
used
it.
If
you
open
it,
people
really
do
go,
especially
when
again
they
don't.
They
live
in
overcrowded
situations.
They
don't
have
anywhere
else
to
go.
How
can
we
help?
How
can
we
help
get
that
hiring,
particularly
if
you
know
how
can
we
help
with
that
and
two?
How
are
we
applying
that
equity
lens
to
ensure
that
there's
programming,
where
kids
need
it
most.
G
G
One
of
the
ways
in
which
we
could
get
help
from
the
council
is
to
the
degree
that
you,
you
have
great
outreach
within
your
own
communities
to
parents
of
teenagers
who
are
eligible
to
work
and
want
to
work
as
a
lifeguard
or
work
in
our
community
centers.
You
know,
especially
some
of
these
kids
that
are
gonna,
be
graduating
from
high
school
and
probably
looking
for
summer
jobs.
That
would
definitely
help,
but
I
know
we
do
some
outreach
along
those
way.
Someone
asked
maria
to
talk
about
some
of
that.
S
G
B
Yes,
so
in
terms
of
recruitment,
we
did
some
special,
intentional
recruitment
efforts.
This
summer,
we
actually
went
out
to
project
hope
sites
at
their
community
events
where
we
have.
We
know
we
have
youth
in
high
needs
areas
that
may
be
looking
for
employment
and
we
actually
enrolled
or
helped
these
youth
fill
out.
Their
applications
on
the
spot
made
sure
that
they
were
helped
them
with
their
application
submittal
online,
and
we
also
went
to
vivacaya
events
and
encourage
youth
to
apply.
B
We
also
went
to
clean
up
events
and
we
went
to
schools
and
we
met
with
the
activity
directors
and
went
to
the
swim
teams
and
polo
teams
and
encouraged
people
to
apply.
Additionally,
we
had
a
clinic
at
mayfair
center,
where
we
for
folks
who
needed
help
with
it
assistance
and
guidance
and
support
and
submitting
their
applications.
B
So
the
goal
really
is
to
not
only
get
a
lot
of
applications
to
apply
for
lifeguards
and
swim
instructors,
but
our
goal
as
well
is
to
get
folks
a
diverse
workforce,
and
that
means
we
need
to
go
out
to
the
neighborhoods,
which
is
what
we
did.
We
intend
to
continue
doing
that
until
our
lifeguards
and
swim
instructors
and
our
aquatics
program
actually
matches
the
communities
that
we
serve
in
terms
of
providing
a
diverse
workforce.
S
J
G
We
should
know,
at
least
from
these
last
couple
rounds
of
hirings,
that
we
did
how
many
of
that
425
will
stick
we're
hoping
that
still
goes
up
a
little
bit
like
I
said
you
know,
particularly
with
family
camp,
we're,
worried
and
and
hoping
that
we
can
find
more
people
to
assist
us
there.
I
think
in
all
other
situations,
as
I
mentioned
about
aquatics,
you
know
our
summer
camp
programs
and
things
things
of
that
nature
will
generally
go
off
fine.
G
C
C
A
A
You
know
there
we
have
to
be
deputized
by
the
city
manager
and
then
there's
a
considerable
amount
of
training
involved,
and
then,
when
you
get
into
the
stage
of
enforcement
where
you're
actually
having
to
you
know,
issue
a
citation
or
some
sort
of
order,
you
know
there's
a
chain
of
evidence.
That's
required
those
those
people
have
to
be
able
to
testify
to
the
validity
of
their
assessments
and
so
forth.
C
Rachel
could
I
could,
I
just
suggest
what
if
there
was
a
lighter
touch
model,
and
by
that
I
mean
just-
and
I
know
this-
isn't
all
code
violations,
but
the
vehicle's
parked
on
the
front
yard,
and
obviously
it's
been
there
for
months
and
it's
not
operable
so
someone
takes
a
photograph
which
is
they
would
have
311
app.
They
sent
it
in
you've
got
folks
at
hq.
Who
can
look
at
the
photo
say?
C
Oh
that's,
that
seems
legit
the
citation
comes
from
the
city
or
the
notice
comes
from
the
city,
not
from
anybody
else
and
basically
you're.
Just
your
team
is
there
just
to
verify?
What's
coming
in
that?
Okay,
that
looks
like
a
code
violation.
Does
that?
Does
that
enable
you
to
I?
I
know
the
bottom
line?
Is
we
all
want
to
fill
these
positions
but
we're
having
lots
of
challenges
there
and
I'm
just
trying
to
see
if
there
are
other
approaches
as
well.
A
In
some
ways,
we're
already
doing
that
for
the
majority
of
our
bike
complaints
when
they
come
in,
we
can
send
a
letter
just
on
the
allegation
of
the
violation
saying
that
it's
been
reported,
that
this
is
the
case.
If
this
is
in
fact
true,
please
correct
it
prior
to
any
inspector
having
to
spend
any
time
going
out
to
that
property,
and
we
do
see
a
fairly
good
percentage
of
compliance
through
that
model.
But
again,
even
if
a
and
our
city
attorney
could
might
want
to
speak
to
this
too.
A
But
even
if
we
do
get
some
compelling
evidence
through
a
photographer
or
something
like
that,
you
know
we
don't
have
the
ability
to
ascertain
you
know
when
it
was
taken,
how
it
was
taken.
If
it's
in
fact
the
you
know
the
true
correct
photo,
so
you
can't
go
as
far
as
a
citation
just
based
on
someone
submitting
a
photo.
They'd
have
to
actually
be
willing
to
testify
to
that
effect
or
sign
a
declaration,
or
something
like
that.
So.
C
C
A
C
C
A
Yes,
I
I
see,
I
see
what
you're
saying
and,
as
I
mentioned,
we
are
kind
of
already
doing
that.
We're
trying
to
move
as
much
as
possible
to
you
know,
letters
and
not
having
to
put
somebody
out
into
the
field
if
it's
not
absolutely
necessary.
We're
reserving
those
positions
for
the
more
life,
safety,
health
and
safety
type
of
things
yeah.
A
But
I
do
think,
there's
a
a
need
and
an
opportunity
for
building
a
stronger
neighborhood
network
with
the
constituents,
and
you
know
turning
it
on
its
head
and
instead
of
focusing
on
on
the
problems
and
in
the
neighborhood.
How
do
we
support
one
another
to
to
help
them
empower
one
another
to
resolve
those
things
as
a
community
before
it
even
lands
on
in
our
lap?
A
And
we
have
also
talked
about
creating
satellite,
not
necessarily
offices,
but
having
like
satellite
office
hours
out
in
the
community,
centers
or
libraries,
or
things
like
that,
where
we're
going
out
into
the
community
instead
of
them
having
to
come
to
us
just
to
sort
of,
and
then
increase
our
efforts
in
terms
of
communication.
As
far
as
educating
the
residents
around?
What
is
what
are
violations?
A
C
P
Yeah
mayor,
I
could
also
add
to
that.
We
actually
have
a
meeting
set
up
with
a
few
neighborhood
groups
to
really
do
a
deeper
dive
on
exactly
that
issue,
because
there
is
another
consequence
that
results
out
of
this
right,
on
the
one
hand,
say,
for
example,
in
the
instance
of
multiple
cars
parked
on
a
property
right,
you
also
have
the
issue
of
of
just
the
cost
of
housing.
Kind
of
almost
by
default
requires
multiple
people
living
in
a
home
right
right.
P
Kind
of,
of
course,
with
their
buy-in
and
all,
but
but
also
recognizing
that,
on
the
one
hand,
you
know
this
will
have
an
impact
on
those
families
that
are
just
trying
to
make
ends
meet
right
and
at
the
same
time
we
want
to.
We
want
to
also
encourage
compliance
with
the
policy
right.
So
it's
a
tough
challenge,
but
we're
hoping
this
meeting
that
we
have
we'll
we'll.
C
Get
some
new
ideas
as
well.
I
appreciate
that
point
angel
and
I'm
not
pushing
to
put
community
members
in
the
middle
of
those
tough
calls
where
we're
trying
to
balance
the
fact
that
families
are
just
trying
to
survive.
I
think
there's
some
sort
of
obvious
items
where
it's
not
an
issue
of
someone's
inability
to
pay
it's
much
more.
Just
they
took
an
additional
step
of
effort.
There
would
be
a
safer,
cleaner
condition
in
their
community
and-
and
you
know
we
know
this
is
often
landlords-
it's
not
even
the
tenants
right.
C
A
Yeah,
I'm
definitely
on
the
same
page
with
you
and
and
have
been,
and
will
continue
to
explore
that
you
know
we
do.
The
the
largest
percentage
of
our
cases
are
closed
voluntarily,
which
means
we
don't
move
to
a
point
of
enforcement,
but
I,
but
I
do
think
there
is
opportunity
there.
We
can
definitely
continue
to
explore
that
we
we
have
been
continuing
to
rebudget
our
blightbuster
funding
and
we
are
you
know,
building
we
can
look
and
see
how
we
can
expand
and
build
on
that
as
well.
C
Thank
you
on
the
question
of
library
hours.
I
did
make
it
through
the
memo.
So
thank
you
for
that.
Until
it's
very
extensive
I'll,
ask
the
one
question.
I
know
you
don't
want
me
to
ask,
but
I'll
ask
it.
Anyway.
We
just
took
those
library
branch
hours,
those
library
branches,
where
we've
got
47
hours
and
we
said
okay
well,
maybe
thursday
and
friday
mornings
are
less
busy.
C
Q
So
I
think
per
the
earlier
conversation.
Part
of
the
challenge
is
that
we've
already
cut
you
know
and
arranged
our
hours
in
the
most
cost
efficient
way.
So
currently
we're
only
open
three
week
days,
mornings
a
week
and
saturday
mornings
and
and
less
than
that
in
terms
of
morning
hours
would
really
impact
the
early
education
community
right,
the
children.
If
you've
ever
been
around
a
toddler.
Q
You
know
there's
that
window
when
you
can
take
them
to
a
program
and
it's
in
the
morning
so
yeah
and
I
and
I
think
you
know
not
wanting
to
impact
after
school
times.
We've
we've
also
shortened
our
days
to
six
or
seven
pm,
and
so
you
know
we
frequently
get
requests
to
have
at
least
one
evening
a
week.
Q
So
you
could
you
know
we
could
do
that
analysis
if
needed,
to
cut
further
and
then
add
sundays.
With
that,
I
think,
as
we
discussed
before
there,
it
isn't
a
one
for
one,
because
when
you
go
to
a
seven
day
operation
it
it
definitely
increases
the
need
for
more
people.
You
can't
stretch
you
can't
have
the
same
person
working
the
same
hour
in
multiple
buildings.
I
would
say
right
so
so
there
could
be
some
analysis
of
that.
I
you
know
honestly,
I
wouldn't
recommend
doing
it
any
further
than
we
already
have.
C
R
C
M
I
I
think
that
was
also
I'm
recalling.
I
think
we
had
funded.
That
sounds
like
this
buyer's
program
is
sort
of
on
a
one-time
funded
basis.
So
I
think
we
had
an
existing
employee
shifted
over
to
do
that.
Work,
yeah,
and
so
I
think,
a
larger
parcel
tax
is
you
know
not
in
the
long
term?
It's
fine
for
the
next
couple
of
years,
but
over
a
longer
term
basis.
M
Q
Partially
mayor
just
so
you're
aware,
as
you
know,
there
are
a
number
of
program
specialists
who
oversee
programs
across
the
educational
spectrum,
and
so
when
the
city
experienced
a
budget
deficit
a
couple
of
years
ago,
some
of
those
positions
were
actually
funded
by
our
library
foundation
because
of
funding
that
we've
been
able
to
accumulate
for
those
programs.
So
we're
evaluating
all
of
those
programs
with
the
goal
of
getting
the
ones
that
we
want
to
continue
back
onto
our
budget
and
ensuring
that
the
the
positions
are
funded.
Long
term.
C
Okay,
great.
Thank
you,
john.
I
was
hoping
to
talk
about
a
couple
of
parks
issues
one
tamiya
park.
I
know
you're
aware
there's
some
interest
potentially
in
a
philanthropic
investment
there
and
it's
about
140
000
for
turf
replacement
and
have
we
engaged
with
the
community
at
all
to
find
out
if
they'd
prefer
artificial
turf
there,
and
maybe
that
would
be
a
worthwhile
thing
to
engage
philanthropy
on.
G
Thanks
mary,
we
did
briefly.
Actually
we
it
just
so
happened
that,
after
we'd
sort
of
met
with
that
potential
philanthropist,
we
had
a.
We
had
a
community
meeting
that
was
already
scheduled
because
we
were
having
issues
with
the
field
anyways,
and
so
we
did
ask
them
what
their
interest
level
might
be.
The
people
who
were
in
attendance
were
interested.
We
didn't
feel
that
the
the
number
of
people
in
tenants
was
represented,
the
entire
neighborhood,
so
we
will
go
back
out
to
them.
G
The
current
process
right
now
that
we're
in
is
working
up
the
estimate
of
what
it
would
cost
to
do
this.
In
the
meantime,
though,
we
know,
even
if
we
had
the
money
today,
it's
it's
probably
a
two-year
process
to
build
that
field
out
the
way,
the
way
it's
being
proposed,
and
so
we're
doing
the
turf
repair
now
so
that
the
field's
usable
for
the
next
couple
years,
while
we
sort
out
whether
we're
going
down
this
path
of
artificial
turf
and
lights
or
not,.
G
C
C
G
You
may
want
to
add
to
this
deputy
director
of
park
savio
tom.
I
know
that
we're
having
some
success
with
them
getting
into
the
maintenance
positions
and
we've
been
actively
pursuing
them
for
those
positions.
I'm
not
sure
that
that's
the
case
on
the
ranger
side,
but
of
it
obvi.
Maybe
I
would
add
some
extra
context.
There.
H
D
D
We're
seeing
the
greatest
possibilities
really
what's
coming
next,
with
the
next
phase
of
the
resilience
score,
we're
shifting
our
program
model
to
have
multiple
cohorts,
so
actually
three
cohorts
of
60
people
and
as
those
participants
work
through
the
san
jose
conservation
corps
model
and
are
deemed
to
have
the
right
level
of
social
emotional
readiness
we'll
actually
bring
them
directly
into
our
cruise,
whether
that's
in
park
maintenance
or
in
the
park
rangers
or
in
beautify
san
jose.
So
they
get
direct
first-hand.
C
G
C
C
A
Some
of
the
high
key
highlights
here:
you
can
see
our
performance
measure
dashboard
and
we
have
our
bond
ratings,
also
budget,
keeping
our
vacancies
down
the
facilities
being
maintained,
the
fleet
being
available
and
also
making
sure
that
we're
providing
continual
feedback
to
our
employees
and
they
get
their
performance
evaluations
on
time.
On
the
next
slide.
We
provide
this
budget
summary
in
terms
of
the
amount,
the
budgeted
resources
for
the
four
departments
in
the
csa.
A
I
do
want
to
point
out
that,
for
the
finance
and
hr
departments,
we
have
a
lot
of
city-wide
expenditures
that
are
put
in
there.
So
if
you
extract
that,
you
just
look
at
our
program
budget
for
the
finance
department,
it's
about
24.2
million
dollars
and
for
the
hr
department,
it's
about
15.5
million
dollars.
So
that's
the
amount
of
money
that's
budgeted
in
terms
of
providing
the
people
to
do
the
work
for
the
organization
and
then
next
our
service
delivery
is
shaped
by
supporting
the
organization.
A
As
we
talked
about
just
some
of
the
stuff
we've
been
working
on
in
the
in
the
last
year
is
providing
support
to
clean
energy
procurement
activities.
Jennifer's
been
hard
at
work
with
her
team
in
the
terms
of
attracting
and
retaining
talent
championing
the
road
map
activities
in
the
I.t
area,
especially
around
cyber
security
risks
and
disaster
preparedness,
and
then
also
for
supporting
the
hybrid
workplace,
not
just
with
the
I.t
and
technology
tools,
but
also
the
space.
A
This
key
listing
of
proposed
budget
actions,
as
you
can
see,
we're
adding
additional
resources
for
procurement.
We
talked
about
that
in
the
council
meeting
a
couple
of
days
ago,
staffing
up
for
recruitment
and
retention
for
our
staffing
and
also
learning
and
development,
so
we
can
retain
those
people
in
the
organization,
development,
services,
staffing
and
public
works
and
then
there's
a
transfer
of
the
office
of
civic
innovation
to
the
I.t
department.
A
So
in
summary,
we
we
do
have
some
pictures
there.
We,
you
know,
we
produce
the
act
for
every
year,
so
we
have
responsibility
in
the
financial
reporting,
we're
putting
the
tools
and
information
in
the
hands
of
our
our
partners
across
the
organization.
So
they
can
do
the
work
in
the
community,
maintaining
our
facilities
and
equipment
and
then
also
nurturing
employee
growth,
safety
and
wellness.
So
with
that
we're
available
to
answer
any
questions.
R
R
E
E
Partially,
they
are
the
actual
recruiters
running
the
recruitments
and
things
like
that.
We
are
also
adding
a
position
or
I
have
a
position.
That's
added
that
it's
also
being
continued
for
another
year.
That's
specifically
going
to
be
focused
on
pipeline
work.
This
is
going
to
be
in
our
learning
and
development,
division
and
human
resources
and
they're
the
ones
that
are
going
to
build
the
relationships
with
educational
institutions.
E
R
And
you
know,
there's
always
talk
about
all
the
vacancies
and
obviously
you
know
whether
we
can
attract
people
for
them.
That's
been
an
issue,
but
assuming
you
can
attract
applicants
do
we
have
a
kind
of
a
road
map
as
to
how
quickly
in
theory
you
could
hire
and
and
how
it
you
know
if
you
hired
at
full
capacity
how
many
months
would
it
take
to
fill
the
vacancies?
For
example,.
E
That's
a
very
good
question,
because
each
one
is
very
different,
so
there's
recruitments,
you
know
that
we
can
do.
We
actually
just
did
a
recruitment
and
julia's
department
that
I
think
was
filled
in
less
than
two
months
from
the
time
the
person
resigned.
So
that's
not
even
when
we
got
a
post
or
anything
like
that.
That's
a
pretty
quick
recruitment,
but
there
are
ones
that
were
more
challenging.
That
could
take
three
four
months.
E
R
I
guess
I
was
kind
of
asking
the
question
from
the
other
side,
assuming
obviously
there's
a
lag
time
in
any
position,
but
given
that
we
know
those
vacancies
today,
if
someone
applied,
if
there
were
applicants
for
every
one
of
those
positions
you
couldn't,
you
didn't,
have
enough
staff
to
to
interview
process
hire
on
board
so
every
vacancy
in
one
month.
I
guess
is
my
point,
so
I'm
just
wondering
from
the
hr
standpoint:
what's
the
capacity
for
hiring
and
how
long
would
it
take,
even
if
every
application,
every
job
were
being
filled.
E
E
R
Even
if
you
hire
them.
So
something
sort
of
an
interesting
question.
I
think
be
interesting
to
know
what
our
capacity
is,
and
you
know
if
we're
falling
short,
then
we
can
do
the
analysis
of.
Are
we
falling
short
because
people
aren't
aren't
applying
because
the
candidates
aren't
meeting
our
standards,
because
you
know,
for
a
variety
of
reasons,
I'd
be
curious
to
know,
but
yeah.
B
Very
good
question:
yeah
thank
you
and
maybe
just
as
a
follow-up,
councilmember
cohen
jennifer.
Could
you
just
give
that
high
what
I
talked
about
a
little
bit
yesterday,
because
we
I've
made,
you
know
recruitment
retention,
a
high
priority
for
us,
and
so
how
has
that
translated?
Maybe
it's
going
to
be
forthcoming
in
mba,
but
can
you
give
some
highlights
of
how
how
the
organization
has
pivoted
and
jennifer's
leading
the
effort
to
make
this
more
of
a
priority,
given
all
the
constraints
and
the
other
time
pressures
on
people?
E
Absolutely
yes,
as
jennifer
indicated
yesterday,
and
then
just
now,
we
are
putting
out
an
mba
that
will
hopefully
be
out
early
next
week.
We
just
wanted
to
wait
for
our
most
updated
vacancy
numbers
that
would
be
for
our
april
vacancy
numbers,
but
that
mba
is
going
to
highlight
a
variety
of
changes
that
we've
made
and
we'll
continue
to
make
the
hiring
process
to
streamline
it,
to
give
departments
more
flexibility
with
it
to
provide
incentives
for
employees
to
refer
others.
E
So
some
of
the
things
the
city
managers
definitely
ask
departments
to
prioritize
recruitments,
ask
their
hiring
managers
to
prioritize
recruitment.
We
are
using
consultants,
a
lot
of
flexibility
with
mqs,
whether
it's
we
are
approving
exceptions
to
mqs
or
we're
changing
the
job.
Specs
john
cecirelli
had
mentioned
a
couple
of
those
examples.
We
have
on
average,
been
changing
job
specifications,
probably
five
or
six
a
month
for
the
last
six
months
or
so,
and
that
is
typically
to
broaden
our
pool
to
the
applicant
pool.
E
E
Yes,
so
we
are
also
doing
an
agile
process
with
departments,
so
we're
looking
at
all
of
our
different
recruitments
and
going
through
the
steps
and
I'm
actually
participating
in
it
myself,
and
it's
very
helpful
because
I
can
see
where
the
pain
points
are.
Where
are
we
getting
stuck
so
and
what
is
going
on
there
and
then
I'll
reach
out
to
the
departments
and
say
hey
what's
going
on
here?
E
Is
there
something
that
we
can
do
and
through
that
process
we
are
setting
goals
for
departments
or
departments,
are
setting
goals
for
themselves
and
then
we're
tracking
how
we're
doing
as
far
as
that
goal.
So
it's
still
a
work
in
process
and
it's
a
learning
opportunity
for
all.
But
I
think
it's
a
really
good
opportunity
to
see
where
we're
having
issues
in
our
hiring
process
and
very
quickly
resolve
this.
R
F
Ability,
services
and
whether
we
should
create
an
office
of
disability
affairs
that
the
200
000
was
to
study
the
issue
and
existing
workload
and
staffing,
and
I'm
wondering
I
see
that
it's
in
the
budget
again
today
at
this
time.
So
what's
the
status?
Have
we
not
progressed
at
all?
Where,
where
are
we
on
the
the
investigation
of
the
need?
Well,
we
need
a
disability
evaluation
and
a
disability
affairs
office,
but
how?
Where
are
we
in
connection
with
coming
up
with
the
data
we
need.
M
Hi
I
got
the
member.
This
is
jim,
jim,
again
budget
office,
so
that
is,
we
have
a
manager's
budget
addendum
coming
out
a
little
bit
later
this
this
month.
I
think
we
were
waiting
on
some
of
that
work
to
wrap
up,
so
we
did
put
a
placeholder
funding
of
200
000
in
in
the
budget
to
be
able
to
continue
that
work
into
the
next
fiscal
year,
and
so
we'll
have
more
information
on
that
shortly.
F
B
B
That's
what's
going
to
be
in
the
nba.
We
are
going
to
make
some
recommendations
in
that
mba
to
add
a
position
late
for
this
budget
process,
with
some
money
that
we
have
set
aside
and
some
savings
that
she's
been
able
to
obtain
with
the
study,
since
she
did
most
of
it
in
house
so
more
to
come
on
that.
But
we
do
need
a
firm
liaison
out
of
the
city,
but
we
need
to
marry
it
up,
so
we're
not
duplicating
services
with
the
county
and
they're
doing
their
own
work
right
now.
S
S
F
Thank
you.
I
really
looking
look
forward
to
that,
but
just
a
concern
about
offloading
some
of
the
work
to
the
county.
The
some
of
these
things
are
related
to
the
city
operation
itself,
our
employees,
how
our
employees
have
accessibility
and
how
our
residents
have
accessibility
throughout
our
city
and
not
says
not
necessarily
county.
I
appreciate
that
we're
working
with
the
county
because
I
do
think
that's
important.
F
We
don't
want
to
have
a
lot
of
overlap,
but
we
also
want
to
take
ownership
of
of
making
sure
that
our
residents
with
disabilities
that
our
employees
with
disabilities
are
are
covered
under
as
we
look
for
accessibility
in
all
issues
all
areas.
So
I
really
appreciate
that.
I
look
forward
to
the
mba
just
thank
you
and
that
that's
all
I
have
for
you,
sarah.
F
I
just
have
one
quick
question
for
you,
jennifer
schambre,
and
that
I
look
forward
to
the
new
the
hiring
recommendations,
you're
making
or
the
streamlining
things
that
you're
putting
into
place
in
your
department.
I
think
that's
great,
but
I
I
have
this
sort
of
pet
peeve
and
I'm
wondering
if
you
could
address
it
for
me,
and
that
is
that
we,
when
we
hire
a
new
employee
or
where
staff
comes
on
board,
they
have
to
come
in
on
within
a
pay
period.
F
That
just
doesn't
make
sense
to
me
because
we're
not
necessarily
hiring
them
within
that
exact
pay
period
time,
and
we
may
need
that
staff
person
right
away.
So
why
do
we
have
that
in
place
that
an
employee
must
start
at
the
beginning
of
a
pay
period
and
cannot
start
early
and
have
their
first
paycheck
prorated?
E
That's
a
very
good
question,
julie
and
I
are
conferring
over
here
or
whether
it's
a
finance
or
an
hr
issue,
and
it's
probably
both,
but
we
will
get
back
to
you
on
on
that.
I
do
know
it's
challenging
for
the
staff
if
it's
not
at
the
beginning
of
a
pay
period,
but
exactly
why
we'll
have
to
get
back
to
you.
F
F
Software
that
we
can
prorate
a
paycheck
because
our
certainly
our
employees
are
not
leaving
at
the
end
of
a
pay
period.
They
may
be
living
leaving
midterm
of
a
pay
period.
So
if
we
can
do
it
on
that
side,
why
can't
we
do
it?
On
the
beginning
side,
I
look
forward
to
your
response.
I
it
may
sound
silly,
but
it
isn't
because
we
hire
and
then
we
have
to
wait
two
or
three
weeks
before
the
employee
can
come
on
board
and
that's
valuable
training
time
that
we're
losing.
F
C
T
Yeah
thanks,
while
we're
at
it
I'll
echo
that
as
well,
if
it's
possible,
we
can
find
out
how
I
would
support
that
and
in
and
to
add
on
to
councilmember
foley's
comments.
I
know
that
we
certainly
don't
want
to
be
duplicating
services.
The
county
may
do,
but
there
are
a
lot
of
things
that
we
do
independently,
that
whoever
the
county
has
over
there
and,
however
robust
their
insight
might
be
on
on
any
specific
area.
But
specifically
when
it
comes
to
to
people
of
different
abilities.
T
T
I
think
that,
having
a
key
at
least
a
key
point
person
similar
to
how
we
started
the
office
of
immigrant
affairs
right,
it
was
an
office
of
one,
but
but
really
it's
it's
about.
Having
a
key
point
person
I
think
is,
is
tremendously
effective
and-
and
I
would
support
that
and
hopefully
the
nba
will
highlight
a
path
to
get
there.
My
main
question
is
in
regards
to
what
councilmember
cohen
was
was
talking
about,
and
and
this
will
be
for
jennifer
schembry.
T
It
makes
sense
it's
very
much
the
same,
and
that
would
require
somebody
that
it
has
got
another
job
to
do
likely
several
responsibilities
to
then
take
time
out
to
participate
in
that
process,
and
I
could
see
how
that
is
really.
You
know,
regardless
of
how
much
support
we
provide
you
jennifer
your
your
team
that
you
you're
going
to
be
reliant
on
on
them,
so
it
do.
You
have
any.
Has
there
been
any
discussion
or
you
have
any
ideas
on?
How
do
we
relieve
that
or
or
is
it
not?
Is
it
just?
T
P
I
know
I
know
that's
really
important,
but
then
the
next
day
they
get
caught
up
in
the
emergency
and
they
and
they
kind
of
procrastinate
a
bit
on
the
hiring.
And
so
what
we
try
and
do
in
public
works
is
just
continually
almost
daily.
Every
time
we
have
every
time
I
have
a
one-on-one
with
my
managers,
it's
about
you
know.
I
understand
I
understand
you're,
drowning
or
not
drowning,
but
I
understand
yeah,
there's
fires
that
come
up
every
day,
but
you
have.
P
We
have
to
focus
on
filling
those
positions
because
at
the
end
of
the
day,
we
all
know
that
the
fires
will
get
easier
to
put
out
if
we
get
those
positions
filled.
So
a
lot
of
it
is
just
continual
the
conversation
and
continuing
to
stress
that
internally,
within
the
departments
not
just
hearing
it
from
hr
as
an
example,
so.
E
E
Probably
you
know
that
would
probably
be
like
35
to
40
individual
recruitments,
and
so
what
we're
doing
is
we're
trying
to
do
one
recruitment,
we're
getting
all
the
departments
involved
and
they
have.
You
know:
stakeholders
involved
in
the
questions
and
that
sort
of
thing
and
then
we'll
create
a
pool.
So
we'll
do
first
round
interviews
and
we'll
create
a
pool
that
then
the
departments
can
then
use
to
pick
second.
So
if
that's
successful,
I
think
that
might
alleviate
some
of
the
work
from
hiring
managers
rather
than
doing
these
individual
recruitments.
E
T
Okay,
so
we'll
learn
from
this
this
approach
and
see
if
that
that
helps
it
still,
it
still
seems
as
though
right
there's
a
big
part
of
this
that
rests
on
the
shoulders
of
individuals
within
each
department.
Right
and-
and
I
would
say
I
mean
I
appreciate
what
matt
was
saying
about-
that
you
know
stressing
the
importance
of
it,
but
I
can't
imagine
these.
T
The
department,
managers
and
heads
are
not
also
being
stressed
on
the
importance
of
whatever
other
things
are
on
their
plate
right
and
other
things
that
we
are
then
demanding
them
to
do
so.
I
I
imagine
it's
a
very
competing
interest
kind
of
thing
where
they've
got
you
know
the
work,
that's
just
on
their
their
table
and
then
and
then,
on
top
of
it
needing
to
sort
of
you
know,
step
aside
and-
and
you
know,
focus
some
attention
on
the
hiring
process.
T
I
I
would
agree
with
matt's
comments
and
and
why
that
should
be
a
priority,
because
you
know
once
we
can
get
more
staff
on
board.
It
makes
things
that
much
easier,
and
so,
but
I
anyways
I'm
just
curious,
because
I
know
that's
something
that
makes
sense
as
to
why
it's
it's
a
challenge
to
hire
people
fast
enough
and
that
it's
not
just
throwing
more
resources
to
your
team
jennifer.
C
C
E
L
E
A
choice
between
a
temporary
job
that
they
don't
know
for
sure
is
going
to
be
here
in
a
year
versus
a
full-time,
regular
job
they're
going
to
go,
choose
the
full-time,
regular
job,
so
we
have
had,
I
think,
probably
the
most
significant,
where
we've
had
declines
of
job
offers
has
been
with
our
overstrength
and
limited
position.
So
I
think
jim
and
the
budget
off
has
done
a
great
job
in
this
budget
in
trying
to
get
those
positions
as
much
as
we
can
converted
to
ongoing.
E
C
K
C
Anyway,
okay!
Well
thanks
everybody
thanks
for
all
your
hard
work,
we
we
do
have
appointees
a
couple
of
them
at
least
are
sitting
around
here
and
we
could
move
on
to
the
appointees.
If
my
colleagues
are
willing
to
hang
around
for
a
few
more
minutes,
depending
on
how
many
questions
we
got,
so
I'm
just
going
to
ask
my
colleagues:
does
anyone
have
any
objection
if
we
plow
through
here
better
make
sure
we
actually
have
a
quorum?
Two,
three,
four,
five,
six
we're
we
have
a
bare
aquarium.
C
A
A
Work,
I
hope
next
year
for
each
item.
You
can
at
least
allow
one
minute
for
public
comment
for
each
section.
It
was
interesting
stuff
and
for
me
to
have
to
spend
only
30
seconds
on
each
item.
I
think
it
misses
the
process
of
what
this
is
all
about.
This
is
a
community
process.
This
isn't
a
process
just
for
yourselves
and
to
say
how
efficient
you
are
in
the
meeting
process.
A
It
is
a
sharing
of
a
public
community
space
and
we're
learning
information
from
each
other,
make
it
a
community
process
please
in
the
future.
With
that
said,
you
know,
thank
you
that
environment
and
utility
budgeting
is
at
about
the
same
place
as
public
safety.
I
learned
that
that's
next
year's
budgeting
and
that's
interesting
to
me.
A
As
always,
it's
important
that
openness
and
accountability
and
and
and
civil
rights
and
civil
protection
really
can
help
yourselves
and
or
in
your
decision
making
along
with
reimagine
ideas,
are
we
actually
racial
equity
ideas?
Those
two
concepts,
racial
equity
and
and
civil
protections,
I
think,
is
an
incredible-
are
incredible
ways
to
really
help
yourselves
in
decision
making
in
the
next
coming
years,
and
just
thank
you
good
luck
on
our
efforts
for
these
items
and
I
hope
to
be
able
to
talk
about
it
more
as
well.
Thank
you,
hilary
thoresen.
J
Hello,
my
name
is
hilary
thorson
and
I
serve
as
a
commissioner
on
the
library
and
education
commission
for
district
6..
Thank
you
so
much
for
including
mba
number
six.
I
would
ask
you
to
please
fully
restore
library
hours
across
all
the
branches
and
expand
open
hours
to
sundays,
as
well.
Only
13
of
the
branches
had
their
hours
restored
this
fiscal
year,
which
meant
that
the
remaining
libraries
had
their
hours
cut
by
four
hours
a
week
and
my
district
district,
six
two
out
of
the
three
branches
rose
garden
and
willow
blind
had
their
hours
cut.
J
There
are
people
who
depend
on
library,
services
all
over
the
city
and
libraries
are
consistently
located
near
schools,
so
cutting
hours
for
any
of
the
branches
racist
equity
issues.
I
would
love
to
have
all
the
branches
open
on
sundays.
For
people
like
myself,
who
are
not
at
home
during
the
day
sunday
hours
would
mean
an
additional
chance
to
visit
the
library
each
week
and,
as
we
heard,
research
demonstrates
that
sunday
hours
have
historically
been
popular
and
peer
library.
Data
indicates
the
same.
I
know
that
funding
is
tight,
but
funding
the
library
really
impacts.
J
Every
area
of
the
city
last
night,
the
community
budget
meeting
was
mentioned
that
the
city's
been
having
trouble
filling
vacancies.
The
library
offers
programming
that
can
help
match
people
with
these
vacancies,
like
sjpl
works
last
year,
664
workshops
were
held,
helping
2143
people
with
resume
assistance,
mock
interviews
and
job
applications,
as
well
as
career
exploration
and
transition.
The
city
is
also
centering
equity
measures
for
allocating
resources
and
services.
The
libraries
led
that
effort
and
developed
equity
diversity,
inclusion,
quality
standards
for
educational
programming.
The
library
continually
removes
barriers
for
access
for
residents.
J
The
current
fine
fee
program
for
juvenile
materials
has
allowed
for
unprecedented
partnerships
with
school
districts.
My
five-year-old
daughter
recently
received
her
card
and
she
was
so
excited.
She
told
me
as
soon
as
she
got
home
from
school.
I
believe
that
the
equitable
recovery
you
desire
can't
be
achieved
without
permanently
restoring
funding
to
pre-pandemic
levels
for
all
library
branches
and
show
borders.
A
Thank
you
so
much.
This
is
jill
borders,
I'm
a
district
10
resident,
and
I
just
wanted
to
comment
and
thank
the
council
members
that
brought
up
the
issues
with
animal
services.
I
just
felt
like
when
you
ask
those
questions
today.
It
made
me
feel
heard
personally
and
I
know
so
many
people
that
are
dealing
with
issues
with
animal
services.
So
to
hear
many
of
you
speak
about,
it
was
reassuring
that
that
message
is
getting
through
along
those
same
lines.
I
I
think
that
this.
A
May
be
ca
may
be
being
conveyed
here.
This
is
a
huge
safety
issue
and
a
huge
liability
issue
when
you
have
low
staff
around
dogs
that
are
stressed,
volunteers
that
are
stressed,
staff
that
are
stressed,
it's
a
real
volatile
situation
with
the
animals
and
we
want
to
keep
all
the
people
safe
there.
That
is
my
first
concern
and,
of
course,
my
second
concern
for
the
animals
as
well.
A
Just
you
cannot
overstate
just
how
imperative
it
is
to
have
good
staff
who
are
trained
and
volunteers
who
are
trained
when
you're
working
with
dogs
that
are
not
fully
trained
or
might
be
challenging.
So
just
I
just
hope
you
hear
me
as
follows.
As
far
as
volunteering,
that
is
one
issue
that
is
huge
and
volunteers
need
to
be
well
trained.
We
want
to
be
careful
if
we're
allowing
our
16
year
olds
and
17
year
olds
into
these
facilities
because
of
the
huge
liability.