►
Description
City of San José, California
Public Safety, Finance & Strategic Support Committee of August 18, 2022
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda: https://sanjose.legistar.com/View.ashx?M=A&ID=987863&GUID=20934B9B-B02C-4F04-957C-3CACB07B81F4
A
B
A
A
A
C
Silence:
okay,
so
you're
not
going
to
affirm
it
or
not,
deny
it.
So
let
me
speak
to
that.
Then
you
we
need.
There
was
no
document
that
was
presented
to
the
public
to
read
prior
to
this
meeting.
That's
number
one
so
that
is
negligent
and
that
that
is
irresponsible,
and
it's
reckless
number
two
is
that
you
need
to
have
a
very
clear,
not
ambiguous,
not
vague,
but
a
very
clear
definition
of
what
it
is.
C
You
mean
by
re-arrest
high-risk
offenders,
because
the
only
basis
by
which
you
can
make
an
arrest
is
when
a
citizen
breaks
the
law,
and
that
applies
to
everybody
that
doesn't
what
you
have
assessed
in
which
we
don't
even
know
what
that
assessment
is.
What
is
the
criterion
for
that
assessment?
You
didn't
send
it
to
the
public,
so
the
comments
that
you're
gonna
make
is
they're
not
legitimate,
because
there
was
no.
There
was
no
there's,
no
objective
definitions
that
we
can
use
so
that
we
can
be
on
the
same
page
and
that's
irresponsible
and
reckless.
C
D
All
right,
thank
you
to
speak
to
the
two
work
fan
items
both
will
be
coming
back
to
the
open
public
meeting
process
in
october.
It
seems
like
thank
you.
Thank
you
for
saying
that
the
park
ranger
report
it'll
be
very
nice
to
hear
that
openly
and
publicly
in
october,
and
what
paul
soto
brought
up
yesterday
and
today
about
the
utilization
of
funds
of
rearresting,
high-risk
individuals.
D
Paul
makes
an
interesting
point
on
civil
protection
ideas,
I'm
coming
from
the
process
from
the
point
of
view
that
this
is
trying
to
address.
It
was
a
really
interesting
san,
jose
spotlight
article
yesterday.
That
reported
that
you
know,
there's
a
bit
of
a
battle
going
on
between
the
mayoral
candidate,
cindy
chavez
wanting
to
hire
more
police
versus
what
you
know.
San
jose
brought
this
sort
of
item
to
its
council.
I
can't
remember
when
I'm
trying
to
find
it
and
search
for
it.
D
I
can't
find
it
yet,
but
recently
in
the
past
few
months
about
what
to
do
about
the
turnover
rate
at
county
jails
and
how
that
system
would
work,
and
I
think
the
conclusions
we
reached
was
not
so
much
more.
Police
are
needed,
but
how
to
address
this
issue
of
high-risk
individuals,
and
so
it's
interesting
you'll
bring
this
back
in
october.
D
I
hope
there
can
be
some
clear
answers
for
all
of
us
by
that
time,
and
and
now
we
can
sift
out
the
worries
of
the
mayoral
race
and
we
don't
have
to
be
fighting.
We
can
come
to
group
agreements
that
in
the
end,
you
know
it's
not
more
police,
that's
needed,
it's
it's!
How
to
address
issues
like
this-
and
I
hope
paul
can
take
this
in
and
and
want
to
consider
options
of
this
item
versus
civil
protection
as
he's
trying
to
protect
right
now.
B
A
E
Good
afternoon
I
am
going
to
share
my
screen,
so
can
you
see
that
yes,
okay,
perfect,
so
this?
This
starts?
The
memo
in
the
packet
has
a
slide
deck
in
the
back,
so
I'm
starting
on
slide
14
just
planning
to
present
the
investment
part
of
the
presentation
today
is
pursuant
to
the
city's
investment
policy.
E
E
In
summary,
the
portfolio
performance
for
the
quarter
ending
june
30
20
2022,
the
size
of
the
portfolio
was
2.7
billion
dollars
and
our
earned
income
interest
yield
was
just
over
one
percent,
average
weighted
days
maturity
533
days
and
we
earned
over
21
million
dollars
in
interest
last
year,
and
there
was
an
exception
to
the
investment
policy
that
was
reported
to
the
council
at
the
end
of
june
and
there's
a
slide.
That
goes
into
a
little
more
detail,
and
this
slide
there
was
we.
E
However,
towards
the
end
of
june,
we
made
a
single
investment
of
400
million
dollars,
which
represented
over
14
percent
of
the
portfolio,
and
two
subsequent
investments
brought
the
total
portfolio
up
to
almost
17
representation
of
almost
17
and
a
half.
We
corrected
that
action
on
june
30th,
bringing
it
back
into
compliance
by
withdrawing
236
million
dollars
from
the
camp,
the
california
asset
management
program,
investment
pool
with
bringing
it
down
to
under
10
of
the
amount
invested
in
that
pool.
There
was
no
negative
impact
on
the
city's
investment
return
as
a
result
of
that
policy
violation.
E
The
total
investments
in
the
portfolio,
as
mentioned
as
2.7
billion
dollars.
You
can
see
we
have
a
very
diverse
portfolio.
A
lot
of
the
investments
are
held
in
u.s
agencies
and
treasuries,
but
we
also
have
money
in
the
money
market
fund,
corporate
notes,
municipal
bonds
and
then
again
the
joint
pooled
authority.
That
was
a
new
investment
that
we
just
commenced
using
at
the
end
of
the
fiscal
year.
E
Then,
when
you
look
at
the
amount
invested
by
fund
across
the
organization
you
can
see,
943
million
dollars
is
represented
in
general
fund,
which
of
610
million
dollars
is
what
we've
considered
the
true
general
fund.
The
332
million
is
other
funds
that
are
checked
separately.
Basically,
the
emergency
reserve
fund
a
lot
of
the
federal
relief
money
from
cares
and
arp
are
also
included
for
reporting
purposes
under
the
general
fund.
E
E
This
next
slide
does
a
benchmark
comparison.
The
city
it
refers
to
the
fund
three
in
our
portfolio
and
their
month
end
weighted
averages.
Leif
is
the
local
agency
investment
fund
and
then
baml
is
the
bank
of
america
merrill
lynch
one
to
three
year,
aaa
average.
So,
as
you
can
see,
the
city
being,
the
blue
line
is
above
two
of
those
benchmarks
at
this
point
in
time.
At
the
end
of
june,
then
I
thought
it
would
be
interesting.
E
Is
we've
all
been
having
a
lot
in
the
news
about
it,
rising
interest
rates
for
you
to
see
kind
of
a
comparison
over
the
course
of
the
fiscal
year?
How
in
fact,
interest
rates
have
risen,
especially
most
importantly
kind
of
in
the
last
third
and
fourth
quarter,
so
as
you
can
see
and
where
we
were
at
the
end
at
the
beginning
of
august,
when
we
submitted
the
report
so
as
you
can
see
just
looking
at
the
portfolio
as
a
whole
at
the
end
of
september
last
year
we
were
.89.
E
The
portfolio
was
earning
today,
we're
at
156.
So
and
then
you
can
see
just
even
money.
Marcus
accounts.
Just
last
september,
we
were
a
year
ago,
only
owning
point,
zero,
three
and
now
we're
over
two
percent.
So
this
is
really
exciting
news
when
you're
having
this
kind
of
a
presentation
about
the
amount
of
interest
earnings
that
we
have
the
ability
to
earn
in
our
portfolio.
However,
if
I
was
putting
my
other
hat
on
and
talking
to
you
about
borrowing
costs,
I'd
be
a
little
bit
more
nuts,
not
so
pleased
and
happy.
E
But
at
this
point
you
can
see
those
interest
rates
are
helping
in
terms
of
earning
more
income
in
our
investment
portfolio.
So,
finally,
our
strategy
is
continue
to
match
our
known
expenditures
with
investments
over
a
24-month
horizon.
We
extend
beyond
that
two-year
term
where
we
think
it's
appropriate
for
income
and
structure
in
the
portfolio.
E
A
C
C
If
the
police
department
is
investing
money
from
their
pension
fund,
that's
city,
money
and
they're,
investing
it
in
the
private
prison
industry.
That's
hypocrisy!
So
these
are.
These
are
challenges
that
we
that
we
have
as
a
society,
because
we
can't
be
profiteering
from
those
types
of
investments
and
then
come
here
to
these
meetings
and
mouth
with
our
rhetoric
that
we
are
in
alignment
and
consistent
with
certain
values
I
mean.
I
know,
I'm
not
saying
anything
to
you
that
is
that
is
like.
C
Climate
change
is
there
any
petroleum
investments
now
there's
petroleum
investments
that
is
contradictory
and
inconsistent
with
what
it
is
that
you're
saying
in
these
meetings.
When
you
talk
about
climate
change,
I
mean
so
I
just
I
just
don't
like
being
calm.
That's
all
I
mean
and
that's
my
role
as
a
citizen
is
to
come
to
these
meetings
and
let
you
know
that
those
are
issues.
D
Hi,
thank
you.
Thank
you
for
the
words
of
paul
that
we
are
trying
to
line
up
ourselves
and
our
values.
Well,
you
know
and
how
we
work
towards
our
future
together
and
good
luck
in
those
efforts.
What
we're
trying
to
accomplish
in
doing
that
at
this
time,
I'm
gonna
go
out
on
a
limb
and
and
really
give
it
my
best
shot
here.
D
Sorry,
if
I
hurt
anyone's
feelings-
but
I
to
I
think
I
just
wanted
to
it's
been
on
my
mind
for
a
long
time
to
give
kind
of
an
overview
of
what
we've
been
doing
since
2021
the
spring
of
2021
at
that
time.
You
know
here
at
your
retirement
public
meetings,
your
board
meetings
and
such
there
was
a
lot
of
talk
about
how
to
really
curb
an
upcoming
warnings
of
inflation,
and
there
were
good
reports
by
you
know
just
decent-minded,
you
know
commissioned
persons
at
that
time.
D
You
know
who
are
really
clearly
stating
that
we
have
inflation
issues
to
be
considering
that
we
have
to
learn
to
mitigate.
If
we
can.
Meanwhile,
you
know
I
I
don't
want
to
blame
the
democratic
party,
but
I
am,
and
and
the
police
unions
at
that
time
made
deals
together
to
start
this
whole
new
process
of
of
police
union
races
when
it
really
wasn't
the
time
to
do
that,
and
I
was
really
hurt
at
that
time.
Everyone
blamed
things
like
the
giving
the
store.
D
You
know
large
stores,
covered
health
funding
and
stuff
like
that.
This
was
that
was
in
june
and
august.
This
is
from
early
spring
2021,
where
deals
were
made
to
just
totally
raise
police
union
salaries
when
it
was
not
time
to
do
that
and
you're
going
through
that
again
right
now
they
get
so
many
perks
and
benefits.
It's
pretty
appalling
to
me,
and
we
really
have
to
address
that,
and
I'm
just
saying
my
anger
clearly
at
this
time.
Thank
you.
G
H
Thank
you,
chair
julia.
Thank
you
for
that
update,
and
I
know
we
ask
you
this
question
all
the
time,
but
some
kind
of
keep
asking
the
question.
I
know
that
we
have
constraints
in
terms
of
what
type
of
investments
we
can
make,
but
are
we
really
maximizing
our
potential
returns,
based
on
other
investments
that
are
out
there
that
maybe
we're
not
taking
advantage
of
or
you
know
pursuing
you
know,
I'm
not
saying
you
know,
go
out
and
buy
a
bunch
of
bitcoin,
but
is
there
anything
out
there
that
we
might
want
to
consider.
E
I
mean,
I
think
our
investment
policy
generally
complies
with
the
california
government
code
in
terms
of
what
we're
permitted
to
invest
in.
So
we
do
have
quite
a
suite
of
investment
options.
We
do
have
a
new
debt
administrator
starting
on
monday.
She,
her
name
is
chinu's
son.
She
used
to
work
for
us
before
and
she
was
our
investment
officer,
so
she'll
be
back
in
a
higher
role
capacity
starting
on
monday.
E
And
I
do
I
do
want
to
make
one
clarifying
thing
that
one
of
the
members
of
the
public
said
this
is
not
the
pension
fund.
The
committee
member
knows
that,
but
I
just
want
to
make
it
clarify
for
the
record
that
this
is
the
city's
portfolio,
and
this
is
this-
contains
all
the
taxes
and
fees
and
revenue
that
we
received
to
support
general
city
services
throughout
the
organization.
I
A
I
J
I'm
ray
riordan,
the
director
of
the
city,
manager's
office
of
emergency
management
and
I'm
joined
today
by
nancy
tall,
the
oem
resilience
coordinator
in
the
office
as
noted
annually,
the
city
manager's
office,
emergency
management
reports,
the
business
committee
on
the
objectives
and
key
results
of
what
was
accomplished
in
the
previous
year
and
the
priorities
for
the
current
fiscal
year.
Next
slide.
J
The
phone
report
is
presented
to
acknowledge
the
work
of
the
office
of
emergency
management
in
leading
the
overall
city
effort
in
emergency
management.
Of
course,
emergency
management,
cross-departmental
effort
and
some
of
the
emergency
management
work
highlighted
in
the
memo
and
today's
presentation
were
initiated
by
other
departments.
J
J
K
Thank
you
ray
so
good
afternoon.
Thank
you,
committee,
chair
committee,
vice
chair
committee,
members,
staff
and
others
in
attendance.
My
name
is
nancy
tall
and,
as
I
mentioned,
I
am
the
resilience
coordinator
out
of
the
city
manager's
office
of
emergency
management.
For
today's
presentation,
oem
wanted
to
highlight
some
of
the
accomplishments
from
this
past
fiscal
year.
K
Under
the
objective
that
notes
the
city
has
a
plan
to
tackle
any
emergency.
Oem
has
worked
to
finalize
some
event:
action
plans
specifically
related
to
earthquakes,
wildfires,
flooding
and
severe
weather.
These
plans
are
meant
to
serve
as
an
operational
job
feed
for
emergency
operation
center
staff.
K
K
Another
accomplishment
we
wanted
to
highlight
is
the
great
work
that
has
been
done
by
the
city.
Vaccination
task
force.
That
team
has
collaborated
with
the
santa
clara
county
public
health
department,
as
well
as
other
partner
providers
to
plan
and
organize
multiple
vaccination
events
at
community
centers
libraries
and
parks
that
are
either
within
or
close
to
areas
with
lower
vaccination
rates
and
one
item
that
wasn't
noted
under
this
particular
objective.
K
But
we
did
note
in
the
memo
and
in
the
attachment
is
the
information
on
the
city's
recently
finalized
emergency
management
strategic
plan.
Now
this
document
outlines
our
citywide
emergency
management
goals
and
objectives
for
the
next
three
years.
There
are
certain
certifications
that
require
having
a
strategic
plan,
and
now
that
we
have
one,
we
have
met
that
goal
and
oem
will
look
toward
applying
for
such
certifications.
K
The
objective,
noting
a
call
to
action
there
were
a
couple
of
different
accomplishments
that
we
wanted
to
highlight.
The
there
have
been
cooling
centers
that
have
opened
up
this
past
fiscal
year
in
response
to
national
weather
service,
heat,
advisories
parks,
recreation
and
neighborhood
services
has
opened
cooling
centers.
One
instance
was
on
june
10th
2022
in
response
to
such
an
advisory.
There
was
also
efforts
such
as
public
messaging
and
outreach
that
was
completed
by
our
office
of
communications,
prns
and
the
housing
department.
K
Another
accomplishment
is
the
update
to
our
emergency
operations
center
staffing
list.
This
list
now
has
292
these
staff
members
spread
out
across
two
teams
and
73
eoc
positions,
and
the
final
one
I
want
to
note
in
this
particular
objective
is
the
fact
that
oem
has
provided
eight
cert
basic
course
trainings
and
two
refresher
trainings.
K
These
trainings
were
focused
on
a
specific
district.
Each
month,
though,
all
san
jose
residents
were
invited
and
welcomed
to
attend
each
training
so
under
the
objective
calling
public
trusting
the
city
to
provide
vital
information.
Again,
we
have
a
few
accomplishments
that
we
wanted
to
highlight
out
of
the
memo.
The
emergency
public
information
office
or
epio.
K
Their
recovery
team
used
the
wireless
emergency
alert
system
to
send
11,
targeted
text
messages
to
residents,
and
these
text
messages
provided
residents
with
information
on
vaccination
sites
and
vaccination
events
in
their
area.
Other
notifications,
from
this
past
fiscal
year
included
one
related
to
the
home
depot
fire
back
in
april.
In
that
particular
instance,
a
shelter-in-place
notification
went
out
to
nearby
residents.
K
Our
epio
team
has
provided
residents
and
businesses
with
over
200
flash
reports.
Those
are
those
documents
that
had
information
on
city
resources
and
such
things
like
state
and
federal
covid
guidance
and
the
epio
recovery
team
has
also
done
three
direct
mailers,
which
consisted
of
151
000
postcards
in
each
instance
providing
again
very
useful,
covet
19
related
information
to
the
public.
K
J
J
J
J
It
will
provide
courses,
we
will
provide
courses
in
multiple
languages,
including
vietnamese
and
spanish,
and
by
the
end
of
the
fiscal
year,
in
coordination
with
a
housing
planning,
building
and
code
enforcement.
We
will
provide
a
soft
storage
ordinance
plan
and
grant
pilot
project,
including
options
for
property
owners
to
finance
the
retroclips
next
slide.
J
In
the
final
two
objectives
that
the
public
trusts,
the
city,
to
provide
vital
information,
we'll
continue
to
support
city
opportunities
to
address
the
access
and
functional
needs,
concerns
for
those
with
those
vulnerabilities
and
particularly
during
emergencies,
we'll
also
re-engage
operations
with
santa
clara
county
office.
Emergency
management,
on
issues
common
to
events
that
are
common
to
us,
such
as
earthquakes
and
we'll
do
that
through
the
use
of
workshops
and
seminars
and,
lastly,
the
response
to
optimizing
or
that
our
response
is
optimized
by
technology.
J
We
will
have
certainly,
hopefully
complete
the
construction
of
the
new
emergency
operations
center
with
the
funds
generated
by
measure
two
and
the
tenant
of
move-in
date.
Is
that
end
of
the
fiscal
year?
So
that's
what
we're
targeting
and
also
to
install
and
test
technology-based
systems
in
our
new
emergency
operations
center
next
slide.
J
A
D
All
right,
thanks
for
letting
me
go
first
gloria
b
queen
here,
thanks
for
this
report
in
august,
I
was
expecting
it
in
october.
Hopefully
you
can
have
another
report
like
this
in
october.
Just
for
I
don't
know
peace
of
mind
again,
I
need
to
apologize
for.
I
guess
my
past
few
years
now
of
what's
been
a
bit
of
prognostication,
that
I've
been
trying
to
warn
openly
here
at
public
common
time
we
may
be
having
to
prepare
for
an
upcoming
earthquake
in
2023..
D
D
D
2022,
I'm
I'm
not
so
sure
there
will
be
an
earthquake
in
that
year,
but
the
mayor
you
know
from
that
time:
2021
january
new,
it
was
a
new
administration
time
and
new
ideas
were
coming
in
about
how
to
prepare
for
future
funding
from
the
federal
level
that
the
mayor
knew
how
to
work
with
and
and
he
made
it
an
open
community
process
to
integrate
natural
disaster
practices.
I
think,
with
you
know
the
importance
of
racial
equity
and
health
and
human
services,
ideas
that
are
possible
at
this
time.
D
C
C
I
didn't
hear
anything
about
equity
and
I
think
once
again
that
we're
irresponsible
we're
irresponsible.
If
we
don't
have
that
equity
assessment.
The
context
of
this
conversation
again
real
basic,
real
basic,
because
failure
see
I
don't
want
equity
to
come
up
as
an
issue
the
way
it
came
up
with
cobit
you
see
and
then
all
of
a
sudden
everybody
wanted
to
get
on
a
bandwagon
and
start
talking
about
the
racial
inequities
that
the
latinos
that
the
chicanos
and
the
poor,
whites
and
blacks
have
experienced
here.
Generation.
C
I
Thanks
chair,
I
just
had
one
question
ray:
thank
you
for
the
the
update
and
overview
just
on
the
cert
program.
Specifically,
do
we
have
a
long-term
target
for
both
the
scale
of
how
many
people
we
want
to
have
trained
who
are
out
in
the
community
but
then
also
the
geographic
distribution
and
any
other
kind
of
equity
or
other
distribution
about
kind
of
coverage
out
across
our
neighborhoods?
And
if
we
do
have
that
long-term
target,
are
we
sort
of
managing
against
or
tracking
toward
that,
and
can
we
incorporate
that
into
updates
going
forward.
J
J
We
are
tracking
where
our
cert
members
are
located
and
we
definitely
want
to
make
sure
there's
a
good
direction
of
where
we're
going
with
the
training
the
target
goal.
The
long
term
target
goal
is
to
get
between
five
and
ten
percent
of
the
population
trained.
That's
what
we
see
in
los
angeles
and
some
other
larger
city
that
third
target.
So
we're
trying
to
address
that.
I
Okay,
thank
you
so
five
to
ten
percent
with
with
some
distributional
goals.
That
sounds
like
correct
and
is
that,
where,
where
is
that
reported
out,
how
are
we
how
how
close
to
that
are
we
and
are
we
on?
Are
we
on
a
trajectory
toward
eventually
getting
there
or
what's
I'm
just
curious
to
get
more
detail
on
our
progress.
J
J
J
We
did
do
a
clean
up
of
our
data
and
discovered
that,
while
we've
trained
since
we
restarted
this
program,
we've
already
trained
over
460
people,
we
already-
we
then
identified
because
the
database
did
not
exist
at
the
time
that
there
were
additional
people
trained
in
years
past.
That
would
become
in
contact
with.
So
now
we
have
a
roster
of
over
700
residents
training.
So
we
I
actually
now
we've
already
seen
a
doubling
of
the
numbers.
So
we
plan
to
give
you
that
effort.
I
That's
great
to
hear
I'm
assuming.
On
the
other
end,
though,
we
also
need
to
look
for
attrition
and
have
a
way
of
understanding
who
moves
or
right
you
know,
god
forbid
passes
away
or
whatever
it
might
be
right,
so
that
yeah
okay,
great,
so
you
will
start
going
forward
or
in
the
future,
you'll
start
publishing
where
we
actually
are
where
we
hope
to
be
and
kind
of
how
we
are
moving
closer
awesome.
Okay,
great!
Well,
thanks!
That's
that's!
All!
I
had
share
I'll
all
go
and
move
acceptance
of
the
report.
F
F
Right,
okay,
cool,
I
I
remember
sitting
in
my
office
and
have
or
I'm
not
actually
sure
where
it
was
or
if
it
was
in
person
because
I
know
covet
has
been
going
on
for
some
time.
But
anyhow.
I
know
that
she
had
provided-
and
I
suspect
this
happened
with
each
district
in
the
city,
but
a
plan
of
sorts
right
for
each
respective
district
and
having
a
centralized
sort
of
sort
of
meeting
location.
F
If
you
will
in
which,
during
the
course
or
when
an
emergency
occurs,
that's
where
everything
would
sort
of
be
the
central
hub
or
the
the
I'm,
not
sure
what
the
proper
word
is.
But
my
district
had
the
it
was
the
the
santa
teresa
library,
and
so
my
question
is
really
just
generally
there's
been
some
movement
in
the
lines
of
some
of
the
districts
and
and
obviously
that's
not
always
very
clear
or
present
or
even
just
apparent
to
many
of
the
residents.
F
J
J
And
those
were
identified
locations
where
the
elected
officials
could
meet
with
their
constituents
and
gather
feedback
during
the
emergency
response
and
and
provide
support
or
understanding
what
the
next
resource
of
services
are.
Now
that
we've
got
the
position
filled,
we
will
be
updating
those
plans
along
with
the
emergency
operations
plan,
so
you
have
that
data
so
we'll
correct
it.
Based
on
where
the
lines
now
have
a
line.
The
new
district
lines
are
aligned.
F
Okay,
all
right,
thank
you,
yeah,
it's
just
something
that
came
to
mind
getting
the
movement
of
the
lines
and
was
wondering.
Well,
I
look
forward
to
having
those
conversations
to
figure
out
if
it
moves
locations
or
if
it
stays,
but
anyhow,
thank
you
for
all
the
work,
obviously
very
important,
stuff
and
and
oftentimes
you're
doing
the
work
that
we
don't
quite
appreciate
until
there's
an
emergency
which
is
obviously
a
critical
time
to
have
everything
everything
up
and
running,
and
it
requires
a
lot
of
forethought.
B
G
J
A
F
A
A
I
know
your
report,
you
know
kind
of
tees
up,
hey.
We
are
prepared
now
for
responding
to
any
emergency.
I'm
curious,
though,
now
that
we
have
you
know
so:
we've
navigated,
through
two
plus
years
of
a
pandemic
right,
wildfires
power
safety.
Shutoffs.
Do
you
feel
as
though
that
analysis
our
staff
set
up?
Is
that
adequate,
or
is
there
a
now
a
secondary,
build
out
to
the
office
to
be
adequately
prepared.
J
J
A
A
We
know
that
we
have
that
challenge
across
the
city,
with
departments
really
not
having
adequate
staffing,
where
we've
all
been
doing
more
with
less
for
for
over
a
decade
now,
and
so
it's
a
challenge,
but
at
the
same
time
I
think
we
need
to
be
aware
of
where
the
opportunities
are
and
and
then
the
council
has
to
weigh
that
out
every
year,
and
so
I
thank
you
for
the
report
and
the
good
work.
I
feel
a
lot
more
comfortable
now
than
ever
before.
A
B
B
I
A
L
Thank
you
chair
good
afternoon
members.
I
just
want
to
start
off
this
presentation
by
letting
our
com,
the
committee
and
the
community
know
that
san
jose
is
still
one
of
the
safest
largest
cities
in
the
nation,
which
is
a
direct
result
of
the
great
work,
our
men
and
women,
and
their
commitment
and
dedication
to
our
community.
L
As
I
have
stated
since
becoming
the
chief
I'm
committed
to
increasing
this
department
to
meet
the
growing
needs
of
this
city.
As
I
recently
stated
there
are.
These
are
challenging
times
for
the
law
enforcement
profession,
not
just
in
the
city
but
across
the
nation.
However,
we
will
continue
to
provide
our
workforce.
Both
sworn
and
professional
staff,
with
the
necessary
tools
and
resources
to
be
successful,
feel
empowered
and
grow
professionally.
L
L
Finally,
I
would
extremely
proud
of
the
work
that
our
officers
and
professional
staff
do
to
serve
this
city
day
in
and
day
out,
24
hours
a
day.
This
staffing
report
submitted
for
your
review
and
approval
is
an
indicator
of
where
our
department
is
and
where
we
want
to
be,
as
we
continue
to
serve
the
over
1
million
residents
of
the
10th
largest
city
in
this
nation,
and
with
that
our
presenter
was
going
to
be
lieutenant
christina
anaya
who's,
the
commander
of
the
recruiting
and
background
unit
I'll
pass
it
over
to
christina.
M
M
M
This
slide
represents
the
input,
the
issues
that
are
impacting
both
recruiting
and
retention.
But
before
I
get
started,
I
want
to
say
that
our
recruiting
union,
our
recruiting
unit,
has
done
an
outstanding
job.
Despite
all
these
obstacles
and
issues,
I'm
going
to
discuss
as
the
chief
mentioned,
staffing
and
ability
to
recruit
qualified
applicants
is
not
a
standoff
as
a
specific
problem.
It
does
affect
agencies
all
over
the
country.
M
Another
issue
is
that
retirement
eligibility
statistics
show
that
officers
across
the
country
are
retiring
as
soon
as
they're
eligible
versus
staying
on
for
long
for
better
retirement
benefits,
kind
of
how
that
works
is
in
san
jose
your
for
your
first
20
years
of
employment.
On
the
sworn
side,
you
earn
2.5
percent
a
year
towards
your
retirement,
but
from
20
years
and
on
you
earn
4
a
year
for
each
year
worked,
which
makes
it
more
lucrative
to
stay
on
longer.
M
Another
big
issue
is
our
competition
from
other
agencies,
so
during
coven
for
the
first
18
months,
24
months
of
kobe,
most
of
local
agencies,
despite
aside
from
san
jose
ins,
instituted
a
hiring
freeze,
and
that
meant
they
were
not.
They
weren't
advertising.
They
weren't
hiring
they
weren't
testing
because
they
weren't
going
to
employ
any
officers
during
that
time
or
increase
their
staffing,
but
because
san
jose
was
still
actively
recruiting
and
hiring
for
three
academies
a
year.
M
It
includes
the
california
state
standard
test,
as
well
as
physical
agility
tests
and
during
that
coca
time,
these
clot
these
tests
were
in
person
and
in
classrooms,
often
with
30,
to
60
applicants
taking
these
tests
and
they
would
allow
our
san
jose
police
recruiters
to
come
in
and
give
a
presentation
before
their
exams
to
to
talk
about
san
jose
and
discuss
all
the
benefits
of
working
in
san
jose.
And
we
were
the
only
only
show
in
town.
M
We
were
able
to
leave
our
business
cards
and
our
flyers
and
that
helped
us
a
lot
during
code
and
that's
what
kept
our
numbers
up.
But
now
everyone
is
hiring
so
instead
of
south
bay,
allowing
us
to
go
into
their
classrooms
and
and
give
a
solo
presentation,
we
have
we're
forced
to
set
up
booths
outside
in
the
quad
of
the
south
bay
regional
training
center
and
compete
with
often
a
dozen
other
agencies
as
these
candidates.
As
these
candidates
exit
the
exam
room
and
then
another
issue
is
salary
which
is
always
an
issue.
M
San
jose
pd
has
not
been
competitive
when
it
compares
to
some
of
the
local
other
agencies,
for
example,
and
this
does
not
include
overtime
pay.
A
top
step.
San
jose
officer
makes
one
thousand
sixty
four
thousand
five
hundred
dollars
per
year.
Bart
has
a
top
step.
Salary
of
180,
000
and
milpitas
makes
183
700
as
well
as
santa
clara
police
department.
Their
top
step
officer
makes
twenty
thousand
dollars
a
year
and
santa
clara
is
a
direct
border
to
san
jose.
M
So
when
I,
when
I'm
talking
about
recruiting
it
at
these
protruding
events,
then
we
do
go
all
over
now.
Every
the
other
law
enforcement
agencies
are
setting
up
their
booths
and
we
all
have
salary
banners.
So
when
you
set
up
our
salary
banner
next
to
another
agency
that
has
a
higher
salary
when
someone's
exiting
these
exam
rooms
or
looking
to
to
get
a
job
or
apply
for
a
job,
it
makes
sense
they
would
go
to
those
agencies
with
a
higher
pay
scale
and
total
side
note
in
july.
M
We
just
did
our
hiring
board
for
san
jose
academy
45,
and
we
hired
32
recruits
to
start
in
october
and
two
people
immediately
waived
and
said
they
were
going
to
other
agencies
and
we
want.
We
asked
them
specifically.
Why
and
both
of
them
cited
because
of
the
salary
and
one
of
them
went
to
palo
alto
police
department
and
the
other
one
went
to
the
to
the
milpitas
police
department.
M
So
staffing
with
first
foreign
personnel
within
the
department
fluctuates
between
authorized
staffing
numbers
and
the
number
of
street
ready
officers,
and
I
know
I
discussed
this
last
year
as
well.
The
department
is
budgeted
for
1153
positions,
but
there
are
only
1
140
field
positions,
which
represents
only
13
vacancies,
however,
of
the
100
of
the
1140
positions
filled.
32
are
in
the
fto
program,
55
are
recruits
in
the
academy,
44
are
on,
disability,
29
are
modified,
leads
and
19
officers
on
our
are
on
other
types
of
leave.
M
So
you're
probably
wondering
what
we're
doing
to
improve
our
recruiting
efforts.
So
I
talked
about
the
coba
pandemic,
so
this
year
we
did
about
50
50
ratio
of
virtual
and
in-person
events
at
colleges
and
non-affiliated
police
academies.
We
we
gave
35
college
presentations
and
we
gave
presentations
at
20,
non-affiliated
police
academies.
M
We
also
moved
into
some
in-person
events.
This
year
we
did
11
community
events,
community
events,
which
are
a
little
bit
different
than
the
recruiting
events
and
those
events
included,
but
are
not
limited
to
the
san
francisco
pride
festival,
the
morgan
hill,
mushroom
mardi
gras,
the
vietnamese
moon
festival,
the
island,
islamic
community
center
barbecue
and
national
night
out.
We
also
attended
24
career
and
job
fairs,
went
to
military
events
or
attended
military
bases.
M
So
we're
still
focusing
on
our
target
target
audiences,
and
this
list
is
not
in
order
by
any
means.
Obviously,
diversity
is
the
most
important
thing
to
us
and
recruiting
diversity
in
a
in
a
workforce
that
represents
the
ethnicities
of
the
of
the
city,
we're
also
focusing
on
women,
athletes,
college
students
and
graduates,
military
and
military
personnel,
and
we
want
people
to
you
know.
Obviously,
someone
who
wants
to
have
a
career
in
law
enforcement
are
our
best
candidates,
but
we
also
want
people
who
have
personal
alignment
with
our
core
values.
M
Recruiting
units
primary
vendor
is
civilian
incorporated
and,
as
I
said
earlier,
we
had
gone
without
them
for
about
a
year,
so
one
thing
about
civilian
is
they
use
a
digital
media
versus
digital
media
versus
traditional
media
and
digital
meeting
at
media
media
is
more
wide-reaching,
it's
more
cost
effective.
It
caters
to
a
tech
savvy
younger
audience.
It
allows
us
to
target
specific
groups
based
on
their
social
media
platforms
and
interests,
and
all
this
all
of
this
gives
us
the
ability
to
flood
a
particular
geographic
region
in
advance
of
recruiting
presentations
or
job
fairs.
M
We
are.
We
are
moving
away
from
traditional
media
such
as
billboards,
because
the
results
are
not
measurable,
so
civilian
purchased
media
on
behalf
of
on
behalf
of
our
of
san
jose
pd
from
facebook,
google
indeed
and
twitter
twitter,
then
they
use
this
media
to
place
ads
across
all
platforms
and
the
more
a
group
or
geographic
region
clicks
on
on
the
ads.
The
more
the
ads
are
sent
in
addition
to
civilian,
the
recruiting
unit
has
their
own
social
media
platform
platforms
and
job
seeker
sites
that
include
the
recruiting
website.
Www.Sjpdu.Com.
M
We
also
have
individual
accounts
with
facebook,
twitter
instagram.
Indeed,
linkedin
we
use
the
post
employment
website.
We
also
use
nextdoor
for
advertising
with
a
san
jose
specific
region.
We
also
advertise
on
government
jobs
and
various
websites
in
coordination
with
recruiting
events.
We
also
this
this
year,
just
started
with
interview
now
interview.
M
M
M
applicants
in
various
stages
of
the
hiring
process,
work
with
academy
and
recruiting
staff
on
fitness
and
testing
techniques.
The
goal
of
this
program
is
to
allow
the
candidates
to
familiarize
familiar
size
familiar
set,
so
I'm
sorry
familiarize
themselves
with
our
staff
and
hopefully
develop
some
loyalty
with
us
and
give
them
a
sense
of
belonging.
This
has
proven
to
be
very
beneficial
when
we
come
to
hiring
boards
or
when
a
candidate
is
in
application
with
multiple
agencies.
M
We
host
this
this
workout
every
wednesday
evening
and
one
saturday
a
month
at
the
substation,
and
it
has
been
very
successful.
We
hosted
62
workouts
during
this
fiscal
year
and
in
this
pec,
so
this
picture
here
so
san
jose
42
started
in
on
in
june
of
21
with
39
recruits
and
they
graduated
25
of
them
in
january
22..
M
This
is
a
picture
of
bureau
of
administration.
Captain
greg
lombardo.
He
is
the
second
from
the
right
on
the
bottom
next
to
the
girl
with
the
lady
with
the
blue
sweats,
and
this
is
most
of
the
hired
class
in
addition
to
other
people
who
are
still
in
various
stages
of
the
application
process.
So
it
was
a
pretty
good
turnout
and
this
picture
was
taken
the
wednesday
before
they
started
the
police
academy
in
june
of
21.
M
M
M
I
also
previously
spoke
about
giving
in-person
and
virtual
presentations
at
unaffiliated
police
academies,
and
we
also
focus
on
those
academies
that
are
in
diverse
areas
and
communities
high
in
diversity,
for
example,
the
delta
police
academy
in
stockton
and
the
fresno
police
academy
this
fiscal
year.
We
gave
two
presentations
at
each
of
these
academies
twice
next
slide.
M
So
here's
some
pictures
taken
at
recruiting
events
during
this
fiscal
year
and
on
the
top
left
we
were
that
was
us
at
the
pride
parade
top
right
was
at
a
military
college.
The
lower
lower
right
was
at
a
military
base
and
then
the
one
we
did
a
photo
shoot
with
a
lot
of
our
female
officers
that
smells
apd,
and
that
was
one
of
the
one
of
our
favorite
pictures
from
that
photo
shoot
next
slide.
M
While
san
jose
42
was
still
in
the
academy
and
we
gave
them
the
survey
right
before
we
graduated,
they
graduated
and
you
can
see
from
the
results
here
that
the
class
remember
the
class
was
90
not
specified
a
year
ago,
and
this
is
their
specified
ethnicities
using
this
new
system
and
as
always,
they
don't
they.
They
are
not
required
to
fill
out
their
ethnicity.
M
And
here's
a
picture
of
san
jose
42,
which
is
pretty
diverse,
and
additionally,
this
academy
was
26,
23
26
female
next
slide,
so
san
jose
43
started
with
37
recruits
in
february
of
22..
The
recruits
were
given
the
survey
monkey
at
the
beginning
of
the
academy
with
the
following
results:
33
asian
4,
black
or
african
american
55
hispanic
or
latino
4
percent
native
hawaiian
or
pacific
islander
and
4
other
next
slide.
M
San
jose
44
is
our
most
junior
academy
that
started
on
june
21st
of
this
year
with
28
recruits.
However,
someone
left
on
day
two
and
never
took
the
survey,
so
this
represents
the
rest
of
them.
Eleven
percent
asian
four
percent
blacker,
african-american
46
hispanic
or
latino,
4
native
hawaiian
or
pacific
islander
14,
white
and
21
other
next
slide,
and
this
is
the
picture
of
san
jose
44.
M
The
female
presentation.
The
female
representation
in
this
academy
was
a
little
lower
than
the
two
prior
with
just
11
percent,
but
on
a
side
book
a
side
note
using
the
survey
monkey.
No
one
in
these
three
academies.
I
just
spoke
about
checked
the
non-specified
box,
which
was
still
an
option
next
slide.
M
In
february
of
21,
the
fistus
committee
asked
the
department
to
continue
to
provide
democrat
democratic
information
annually
as
part
of
the
recruitment
activity
annual
report.
This
is
the
second
recruiting
report
to
contain
the
demographic
information
of
the
police
department
and
the
department
strives
for
diverse
and
ethnic
recruitment
recruitment,
which
mirrors
or
exceeds
the
ethnic
makeup
of
the
city.
According
to
the
july
2019
united
states
census
population
estimates.
M
Now
this
number
is
lower
than
what
I
gave
when
I
talked
about
the
number
of
field
positions
earlier,
because
in
in
this
in
these
numbers,
I'm
not
going
to
include
the
recruits
all
there
are,
although
they
represent
field
positions,
they
don't
represent
these
numbers
that
I'm
going
to
explain
right
now,
because
they're
not
sworn
until
they
graduate
so
of
the
1084
sworn
the
breakdown
of
gender
was
13.
Women
versus
87
men
and
the
ethnic
breakdown
was
13
asian
3,
black
or
african
american.
M
So,
moving
on
to
officers
as
of
july
2022,
the
department
had
a
total
of
848
personnel
ranked
as
officer
the
breakdown
of
gender
was
14.
Women
to
86
men
and
the
breakdown
for
ethnicities
was
13
asian
2.9
percent,
black
or
african
american,
two
percent
native
hawaiian
or
other
pacific
islander
his
22
hispanic
or
latino
31.8
white
point.
Six
percent,
the
american
indian
are
alaska
native
and
29.2
percent
were
not
specified
next
slide.
M
Moving
on
to
lieutenants,
the
department
has
43
lieutenants,
11.6
percent
of
them
are
women,
and
88.4
of
them
are
men.
The
breakdown
of
the
cities
was
asian,
4.7
percent,
black
or
african
american
7
native
hawaiian
or
other
pacific
islander
2.3,
27.9
hispanic
or
latino
51.1
percent
white
9.3
percent
not
specified
next
slide
and
the
last
category
we're
going
to
compare
is
captains,
so
we
have
nine
captains.
Eleven
percent
of
them
are
women
versus
eighty
three,
eighty
nine
percent
men.
M
Moving
on
to
communications
for
removing
big
move
over
into
communications
here,
so
communications
houses
are
911
and
dispatch
center,
and
this
this
graph
shows
the
number
of
applications
for
the
last
five
years.
But
I'm
just
going
to
talk
about
the
last
two
years,
so
this
fiscal
year
ending
june
30th,
we
only
received
614
communications
applications.
M
Although
so,
although
communications
hired
17
new
employees
during
the
fiscal
year,
they
lost
21
employees
due
to
resignations
retirements,
not
passing
training
or
taking
other
jobs
with
the
city,
there
are
13
authorized
senior
public
safety,
dispatcher
positions
with
one
vacancy.
This
is
an
improvement,
an
improvement
over
last
year
by
one
there
are
81
authorized
public
safety,
radio,
dispatcher
positions
with
19
vacancies.
M
This
time
last
year
there
were
16
vacancies.
They
are
authorized
for
59.5
they
are.
There
are
59.5,
authorized
public
safety,
communication,
specialist
positions
with
9.5
vacancies
this
time
last
year
there
are
only
three
vacancies,
so
overall
communications
is
understaffed
by
229.5
positions
next
slide.
M
So
these
are
some
of
the
efforts
that
we're
doing
to
improve
communications
applications
as
well.
So
what
we
recently
did
is
we
added
a
full-time
communications
recruiter
to
our
unit.
They
they
report
to
the
substation
they're
in
our
office,
and
that
is
their
job
is
to
work
on
recruiting
for
communications.
M
In
addition
to
that
that
the
communications
recruiter
has
began
to
do
critical
workshops,
critical
is
a
is
a
computer-based
test
that
applicants
must
pass
past
before
they
can
move
on
to
oral
boards.
In
the
communications
hiring
process,
our
communications
recruiter
also
has
begin
to
teach
oral
board
workshops.
M
Conducts
information
sessions
with
questions
and
answers
does
a
lot
of
outreach
outreach
before
job
postings
and
the
other
thing
we
do
for
communication
is
often
sometimes
people
will
think
they
want
to
be
a
police
officer,
maybe
they're
coming
out
to
fitness,
and
they
just
don't
have
the
fitness
level,
or
maybe
they
have
some
injuries
or
a
little
unsure
about
it.
We
we
try
to
recruit
these
people
to
the
these
people
that
may
not
make
it
in
sworn
to
those
communications
and
police
data,
specialist
jobs.
So
that's
slide.
M
So
before
I
open
up
for
questions,
I
wanted
to
cover
an
item,
but
one
of
you-
and
I
don't
remember
who
it
was
asked
last
year,
you
asked
how
many
recruits
for
each
of
the
academies
lived
in
san
jose
when
they
were
hired.
So
on
that
survey
monkey
that
I
talked
about
that
we
now
do
to
get
a
more
accurate,
get
more
accurate
ethnicities.
M
We
also
added
their
address
at
time
of
application.
So
talking
about
the
same
three
academies
I
covered
here
today,
san
jose
42
started
with
39
candidates,
12
for
san
jose
residents,
senators,
a
43
started
with
37
recruits
and
12
were
san
jose
residents
and
sj
44,
which
is
our
most
junior
class
started
with
28
recruits
and
seven
of
which
were
from
san
jose,
and
with
that
I
will
open
it
up
for
questions.
A
N
Yes,
thank
you.
I
wanted
to
thank
lieutenant
anaya
for
the
report
and
just
add
that,
yes,
we've
had
challenges.
It's
been
very
difficult
over
the
last
year
year
and
a
half,
however,
and
those
challenges
aren't
going
to
change,
especially
when
we
have
to
compete
with
smaller
agencies
offering
a
larger
salary.
N
And
I
think
that
that
has
really
contributed
to
the
increase
in
diversity
in
our
academies
and
the
increase
in
women
in
our
police
department.
So
we're
going
to
continue
to
push
that
message
and
talk
about
the
opportunities
you
have
when
you
come
to
this
police
department.
So
thank
you
to
lieutenant
anaya
and
to
the
recruiting
unit.
A
A
You
happen
to
read
them
off
incorrectly,
so
I
wanted
to
see
if
you
could
reread
them.
You
read
out,
for
instance,
the
top
step
percentage
is
a
hundred
or
one
thousand
six
hundred
and
forty
dollars
a
year,
which
is
so
you
I
think
you
missed
some
zeros.
So
if
you
could,
if
you
could
maybe
just
reread
those
because
they
weren't
on
the
screen,
yeah.
M
M
A
C
C
C
B
I
have
to
say
it's
extremely
disappointing
that
the
mayor
and
council
member
mayhem
appear
to
be
in
denial
about
police
staffing
in
san
jose.
The
city's
own
staffing
report,
which
was
just
updated
yesterday,
confirms
well
over
200
officers
have
departed
from
our
agency
from
january
1st
2021
through
august
6th
of
this
year.
2022.
B
B
O
Am
I
unmuted
now?
Yes,
we
can
hear
you
all
right.
The
mayor
talks
a
great
deal
about
the
low
vacancy
rate.
He
forgets
to
mention
that,
since
he
entered
at
city
hall
in
2007,
the
number
of
authorized
positions
has
declined
from
1
370
when
he
took
office
to
a
current
961
street
ready
officers.
Now
yet
sam
ricardo
and
matt
mahan
tell
us,
the
vacancy
rate
is
low
for
police
department.
O
Who
cares?
The
vacancy
rate
is
low
because
sam
lowered
the
authorized
staffing
number
to
1153
from
a
much
higher
number
thinking
of
it.
This
way,
if
sam
lowered
the
authorized
staffing
to
550
you'd
be
telling
you,
the
sjpd
is
double
the
size,
it
should
be
only
in
le
carter
land.
Does
this
make
sense
a
22
minute
response
time
to
priority
two
calls?
We
missed
our
response
time
goals
in
16
of
17
neighborhood
police
districts
last
year.
I
hope
they
weren't
yours,
arrests
are
down,
crime
is
up,
but
hey
the
vacancy
rate
is
low.
O
Overtime
is
up,
mandatory
holdovers
are
up,
we're
short
staffed
on
patrol
and
investigative
case.
Loads
are
unbearable,
but
hey
the
vacancy
rate
is
low
right.
Sam
and
matt
should
be
ashamed
of
themselves.
Remember:
we
need
to
hire
more
officers.
We
are
a
city
of
the
10th
largest
city
in
the
in
the
nation
and
we
have
the
same
officer
per
capita
rate
as
a
town
such
as
bakersfield.
B
Good
afternoon
I'm
david
woolsey
and
I
am
a
police
sergeant
and
a
member,
a
board
member
with
the
san
jose
police
department,
the
police
officers,
association,
damn
and
his
apprentice.
Matt
mahan
are
not
telling
the
truth.
Mayor
lucardo
says
the
average
police
officer
is
being
paid
189
000
to
get
to
that
number.
He
includes
every
rank
above
police
officer
with
that
higher
pay
and
all
of
the
overtime
that
is
being
worked
because
from
role
please,
we
are
understaffed.
B
He
then
goes
on
to
lie
about
our
pension
accrual,
stating
boldly
that
we
get
three
percent
a
year.
He
knows
this
is
a
lie.
He
negotiated
the
fix
to
his
disastrous
measure
b.
Tier
two
officers
accrue
2.4
percent
a
year
for
the
first
20
years,
tier
1
officers
accrued
2.5
percent
for
the
first
20
years.
Sam
should
tell
the
truth,
and
this
committee
should
set
him
straight.
Thank
you
for
your
time.
D
The
san
jose
spotlight
has
been
doing
a
series
of
a
wide
range
of
articles
on
police,
police,
union
and
recruitment
issues
at
this
time.
Thank
you
to
them
for
that.
As
you
know,
I
tried
to
offer
previously,
I'm
just
I'm.
I'm
concerned
that
there's
there's
two
concepts
of
police
raises
and
police
recruitment
that
I
think
we
have
to
really
address
police,
raises
issues
and
and
consider
how
that
could
be
a
limited
process
and
we've
done
a
lot
of.
D
I
don't
want
to
use
the
word
no
towing,
but
just
a
lot
of
bending
over
backwards
to
please
the
police
department
in
this
era
that
they
are
not
receiving.
You
know
they
may
need
some
more
recruits
and
more
more
services
for
themselves,
so
they
can
perform
their
jobs
better.
So
from
that,
there's
been
these
pay
hikes,
which
I
think
we
need
to
consider
need
to
be
lower,
and
you
know
not
a
seven
percent
a
year
how
about
a
four
percent
year?
Things
like
that!
D
That's
my
concern
about
you,
know
recruitment
issues
we
are
entering
trying
to
enter
an
age
of
reimagine
and
that
we
can
do
jobs
and
pass
along
jobs
and
invite
you
know
community
everyday
community
and
union
and
sdiu
persons
to
fulfill
roles
that
were
previously
of
police
and
that's
something
that
needs
to
be
talked
about
more
by
persons
like
mayoral
candidate
chavez,
and
I
I
just
in
the
previous
council
meetings
here
in
san
jose.
You
know
about
jail
return
rates.
D
A
So
I'll
kick
it
off
first
off
lieutenant.
Thank
you
for
the
thorough
presentation
I
think
you
know.
We've
been
asking
for
some
more
details
within
this
presentation
over
the
years
and
as
deputy
chief
randall
knows,
I
think
you
know
we
have
been
focused
on
this
now,
as
we've
been
rebuilding
the
department
over
the
last
decade,
and
I
think
we've
had
a
lot
of
improvement
and
our
outreach
and
our
investment.
Our
strategy,
and
I
think
that's
a
very
positive
thing.
A
That's
been
an
area
where
I
think
we
were
most
deficient
in
our
in
our
diversity,
and
so
it's
great
to
to
see
some
of
that
be
improved
and
to
see
that
within
the
within
the
report.
I
I
wanted
to
to
kind
of
see
what
the
I
guess,
what
it
looks
like
you
know
now,
moving
forward,
you
laid
out
where
we're
going
to
be
investing
some
different
efforts,
removing
some
past
strategies,
kind
of
the
billboards
things
that
we
can't
really
measure
but
considering
the
the
major
dynamic
of
just
the
environment.
A
Today,
I'm
curious
how
your
recruiters,
how
the
recruiting
unit
is
are
addressing
that
when
they
are
looking
to
to
recruit
applicants.
Is
that
something
we
have
a
strategy
for
that
messaging?
Is
it
just?
You
know
something
that
we're
we're
dealing
with?
I'm
curious
on
how
we're
addressing
that
one,
the
second
piece
I'll.
Let
you
answer
that
first
and
the
second
piece
is-
will
be
in
regards
to
the
competitiveness.
So,
but
but
if
you
can
answer
the
first
one.
M
Well,
basically,
they're
you
know
going
to
these
events,
these
recruiting
events,
jobs
fairs.
We
find
that
focusing
on
on
colleges
that
have
a
law
enforcement
degree
program
is
better
for
us,
but
basically
just
getting
out
there
and
talking
to
them
and
and
not
necessarily
talking
people
into
the
occupation
but
basically
selling
them
on
on
the
occupation,
I
mean
if
we
can
get
them
to
our
booth
or
we
can
get
them
to
to
come
out
to
a
fitness.
You
know
we
have
their
ear.
So
basically,
just
you
know
selling
it.
M
You
know,
and
all
of
our
recruiters
are
unique
in
different
ways
with
their
skills
and
and
how
they're
able
to
do
that.
But
I
mean
for
us
focus
on
focusing
on
candidates
that
actually
have
an
interest
in
law.
Enforcement
is,
is
way
more
productive
than
you
know,
standing
at
a
art
wine
festival
trying
to
get
people
to
come
to
your
booth.
M
However,
we,
the
last
few
week
months,
we've
been
pretty
successful
at
some
of
those
events
and
and
are
happy
that
we
were
able
to
just
people
who
come
up
and
no,
I
never
really
thought
about
it,
and
we
have
a
process
now
where
they
can
just
enter
an
interest
card
on
a
laptop
right
there
at
the
at
the
booth.
And
then
we
have
all
our
admin.
M
People
follow
up
and
and
the
key
to
recruiting
and
to
keep
to
keep
people
engaged
in
san
jose,
because
a
lot
of
these
applicants
are
applied
for
multiple
agencies
and
that's,
like
I
said
about
the
fitness
program.
We
want
them
to
get
to
know
us.
We
want
that
sense
of
a
belonging,
but
really
the
key
to
all
this,
and
our
strategy
is
just
constant
interaction,
follow-up
contact
and
not
letting
anyone
get
lost
and
keeping
them
updated
on
the
process.
But
I
hope
that
answers
that
part
of
the
question
for
you.
A
Yeah,
that's
helpful.
Thank
you
for
that
insight.
The
the
second
part
was
in
regards
to
competitiveness
and
deputy
chief
randall
highlighted
a
a
fact
that
I
think
we've
known
is
always
true.
There
are
going
to
be
some
smaller
departments
like
our
neighbor
santa
clara
that
are
just
going
to
their
you
know
they.
A
They
have
it
as
a
a
firm
goal:
they're
going
to
outpace
every
department
in
the
area
right
and
in
salary,
granted
they're
not
doing
many
hires
when
they
hire,
and
so
I
think
they
have
that
challenge,
not
everybody's
going
to
get
get
hired
there,
but
there
are
also
just
smaller
departments
that
are
going
to
have
the
ability
to
to
pay
more.
How
are
we
dealing
with
that,
regardless
of
where
you
know
we
we
end
up.
A
You
know:
we've
had
in
the
past
where
we've
had
some
better
salary
increases,
and
we,
I
think
we've
stayed
really
competitive
top
three
in
the
region.
So,
but
regardless
of
the
current
environment,
where
we
are
in
negotiations,
which
obviously
is
playing
a
part
in
today,
I
think.
How
is
it
that
your
recruiters
are
dealing
with
that
right?
Because
they
don't
they?
M
So
and
I
think
wg
friendly
touched
on
it
a
little
bit
but
we're
simply
selling
this
department.
I
myself
came
here
25
years
ago
from
another
agency,
mostly
for
the
horse
manage
unit
which
is
no
longer
here,
but
and
how
a
response
department
is
all
the
opportunity
and
units
and
whatever
you
want
to
do
in
police
work.
A
Okay,
thank
you
I
I
know
that's
always
been
a
a
challenge
right
now.
I
think
it
will
continue
to
be
with
particular
agencies,
and
so
that's
that's
a
reality.
I
saw
chief,
you
raise
your
hand
before
you,
you
I'll
turn
it
over
to
you,
you
you
did
mention
lieutenant
and
I
about
all
the
opportunities
that
exist
here.
You
happen
to
mention
that
what
what
alert
you
in
was
the
horse
mounted
unit
which
doesn't
exist
anymore.
I
would
love
to
see
that
back.
A
So
at
least
we
had
an
opportunity
in
the
future
to
potentially
rebuild
our
our
mounted
unit.
I'd
love
to
see
something
like
that
back
so,
chief,
you
would
raise
your
hand
I'll
turn
it
over
to
you
to
see.
If
you
wanted
to
to
respond
to
what
my
question
was
or
what
lieutenant-
and
I
said
but
happy
to
hear
too
just
on
the
thoughts
of
the
potential
in
the
future
of
of
a
mounted
unit
coming
back.
L
Thank
you
chair.
I
just
wanted
to
add
to
what
what
deputy
chief
randall
latino
naya
said
is
that
our
recruiting
unit
does
an
amazing
job
of
speaking
about
our
department.
The
opportunities
like
you
mentioned
specialized
units,
the
work
that
we
do
and
the
diversity
that
we
have
here
at
the
department,
and
I
have
to
say
that
they-
and
this,
of
course
to
your
previous
question-
is
that
they're
very
targeted
in
their.
L
Approach
to
finding
applicants
so
they're
they're
marketing
is
that
is
you
know
they
they
do.
A
phenomenal
job,
like
potentia,
said
to
follow
up
with
those
that
are
interested
again
to
provide
them
with
the
necessary
information,
the
fitness,
the
testing
seminars
that
we
have
to
guide
them
through
the
process.
I
think
that's
very
important
that
that
they
do
that.
I
think
we're
the
only
ones
in
this
bay
area.
A
A
Or
more
yes
or
more
okay
yeah
I
mean
considering
over
the
last
decade
the
population
growth,
and
so-
and
I
and
I
will
you
know
echo
that
that
sentiment,
I
believe
you
know
there
is
a.
There-
are
two
realities,
there's
a
reality
of
where
we're
at
with
our
vacancy
rate.
Today,
right
and
based
on
our
allocated
staffing
numbers,
we
have
a
very
low
vacancy
rate,
regardless
of
how
many
officers
we
end
up,
losing
or
not.
We
have
funding
to
be
able
to
hire
ahead.
A
We've
had
that
for
a
number
of
years
to
try
and
really
keep
pace
with
our
our
current
allocation
staffing
allocation
and,
at
the
same
time,
there's
a
second
reality
which
is
we
are.
We
are
still
under
staff,
because
we
don't
have
adequate
number
of
officers
per
capita
that
we
should
have.
We
don't
have
what
we
had
over
a
decade
ago.
We
don't
have
what
we
had
over
two
decades
ago,
and
so
I
think,
there's
there's
two
realities
there
and
I
certainly
have
been
intent
on
trying
to
continue
to
increase.
A
I
know
our
vice
mayor.
This
is
something
he
and
I,
for
years
have
have
worked
on
and
at
this
committee
have
led
on
to
try
and
push
and
ensure
that
we
could
have
a
strategy
to
continue
to
grow
the
department.
I'm
happy
that
we
were
able
to
add
another
16
officers.
Thank
you
chief
for
working
with
us
on
that
and
to
my
colleagues
who
supported
that
budget.
Ask
right.
A
We
have
an
opportunity
to
continue
to
grow,
but
we
are
still,
you
know
hopefully
understaffed
from
where
we
should
be,
and-
and
I
think
that
is
just
a
reality
of
where
we're
at
last
question
I'll
turn
it
over
to
councilmember
arenas
who's.
Next
lieutenant
there
was
a
allegation
that
we
are
doing
some
heavy
recruiting
out
at
fort
hood.
I
believe
it
was.
Can
you
describe
what
our
efforts
look
like
out
there,
how
much
how
we
recruited
out
of
there?
It
sounded
like
the
allegation
or
accusation.
A
G
Thank
you.
I
appreciate
the
the
report,
as
well
as
all
the
different
strategies
that
have
been
used
over
time.
I
know
you
come
to
our
committee
and
then
we
say
well
how
about
this
and
how
about
that
and
you
you
move
with
with
with
our
suggestions.
Sometimes
the
suggestions
are
good,
sometimes
they're,
not,
but
I'm
glad
to
see
that
you,
you
continue
to
evolve
in
the
ways
that
you
are
capturing
people
and
I
think
there's
also
that
sentiment
out
there.
G
That
is
changing
and
that
I
think
I
think
you
said
lieutenant
anaya,
that
some
of
the
wine
festivals
weren't
a
very
good
spot,
and
then
you
found
that
maybe
once
again
they
are
a
good
spot,
and
I
think
you
know
we
we're
we're
fickle
people,
we
we
love
to
connect,
and
after
two
and
a
half
years
of
not
connecting,
I
think
these
kinds
of
events
is
right.
It's
a
good
spot
to
to
figure
out
where
people
are
at
and
if
they
thought
of
a
new
career.
G
In
this
you
know
two
and
a
half
years
of
postcode
or
pre
all
covered
shenanigans,
and
so
I
think
it's
you
know.
A
lot
of
folks
have
been
rethinking
their
careers,
and
so
I'm
really
glad
that
you're
going
through
this
cycle
once
again
of
what
is
going
to
work
with
people
and
what
is
not
because
we
are
we're,
like
I
said,
we're
changing
we're
changing
every
day.
G
And
so
I
wonder
if,
if
we
could
go
back
to
some
of
our
youth,
that
is
getting
in
trouble.
But
has
you
know,
turned
their
life
around
and
potentially
have
our
very
own
youth
who've
experienced
a
juvenile
justice
system,
be
some
of
those
folks
that
in
the
future
we
we
recruit
before
you
know
before
they
get
recruited
to
something
something
else,
and
I
think
it
might
also
be
a
passion
of
theirs
if
they've
gone
through
some
tough
times
has
have
you.
M
N
Yeah,
I
can
just
add
to
that
a
little
bit.
We
don't
actively
recruit
in
the
areas
that
you
just
suggested.
However,
we
do
have
our
cadet
program.
This
has
been
a
fabulous
program
to
get
youth
interested
in
law
enforcement.
It
gets
them
on
the
right
path,
they
can
start
quite
young
and
we
have
had
a
number
of
our
cadets
once
they
are
old
enough
and
they
have
their
college
credits,
apply,
go
into
the
academy
and
they've
been
quite
successful
yeah.
I
would
love
to
expand
that
program.
G
G
I
think
that
that's
another
opportunity
for
us
to
potentially
tap
into,
but
I
certainly
can
understand
that
there
might
be
a
decline
on
a
national
level.
Since
I
know
the
morale
is
has
been
low.
I
know
from
from
my
own
sister
who
who
who
has
said
to
me.
You
know
you
don't
get
what
it
means
to
go
to
work
and
people
just
hate
you
right
off
the
bat.
G
I
still
do
think
that
there's
some
work
to
be
done
around
women
and
we
talked
about
this
before
in
dc
randall.
You
know
we.
We
talked
about
this
at
one
point
when
you
were
doing
some
recruitment
yourself
at
and
bringing
in
women,
because
women
bring
in
other
women
right
and
then
we
also
foster
or
mentor
other
women,
and
so
I
I
saw
in
the
report
that
as
women
move
up
into
the
ranks
there's
less
of
them.
So
how
can
we
and
how
can
we
encourage
that
upward
mobility?
N
Well,
it's
a
great
question.
I
you
know
we
have
to
start
somewhere
and
over
the
last
three
or
four
years,
we've
done
an
incredible
job,
hiring
women
and
they're
all
officers
just
starting
their
career,
not
quite
ready
to
promote,
but
as
they
develop
as
they
become
eligible
to
work
in
units
we
are
reaching
out,
we
are
giving
them
opportunities
to
have
temporary
assignments,
really
build
confidence,
sending
them
to
training
each
year.
N
Lieutenant
welker
and
I
meet
she's
the
training
lieutenant
and
we
go
over
a
list
of
of
women
within
the
department
that
we
will
send
to
our
women
leaders
and
law
enforcement
symposium
every
year.
We're
finding
ways
to
give
women
within
our
agency
the
opportunity
to
develop
their
careers
to
gain
confidence
so
that
they
can
take
that
next
step.
N
G
Would
be
really
great
to
to
see
of
the
women
that
you've
been
recruiting
and
have
been
coming
in,
how
many
of
those
are
really
getting
into
a
higher
rank
and
not
everybody's
interested
right,
not
everybody's
interested
in
do
that,
but
but
certainly
we
having
women
in
the
different
ranks,
I
think
just
really
changes
the
kind
of
work.
That's
going
to
get
done,
how
it's
going
to
get
done.
G
G
G
M
I'll
answer
that
so
we
we
do
host
workshops.
However,
most
of
the
advertising
for
those
workshops
are,
you
know,
unfortunately,
virtual
digital
facebook,
but
we
do
hold
in-person
workshops
for
people
interested
in
the
in
the
career
who
are
in
process
with
a
career.
You
know
it's.
Unfortunately,
I
think
it's
just
a
sign
of
our
times
when
it
comes
to
electronics
and
digital
media
is
is,
is
that's,
you
know
what
the
main
is
and
we
do
still
have.
We
do
still
have
bulletin.
M
You
know
billboards
like
right
by
the
substation
by
the
police
department.
We
have,
you
know,
you
know
we're
hiring
and
different
things
and
when
with
phone
numbers
and
anyone
can
call
the
recruiting
unit
and
get
any
of
that
information,
but
yeah
I
mean
to
be
honest.
Most
of
it
is,
you
know,
digital
in
today's
day
and
age,.
G
Yeah,
how
can
we
take
advantage
of
some
of
those
that
the
digital
inclusion
efforts
that
our
city
has
been
moving
along
so
that
we
can
provide
that
technical
assistance?
For
example?
Have
we
thought
about
maybe
partnering
with
the
library
at
some
point
or
another?
You
know
they've
they've
done
a
lot
of
really
great
work.
G
Moving
our
digital
inclusion
work
plan
and
and
and
maybe
hosting
something
at
our
public
libraries
where
they
you
know
folks,
can
get
some
technical
assistance
in
how
to
maneuver
through
the
whole
process,
because
I
think
it
could
become
you
know
ever
overwhelming.
A
person
could
be
very
much
overwhelmed
by
the
background
checks.
The
whole
application,
the
you're
going
to
ask
two
three
people
in
my
life
about
me:
you
know
it.
It.
G
I
mean,
I
think
that
there's
just
so
many
different
pathways
to
connect
to
our
youth
and
to
host
events
outside
of
you
know
what
we
normally
do,
because
it's
in
everyday
life,
where
you
come
across
somebody
who,
who
might
be
especially
in
the
library,
they're
researching,
maybe
how
to
restart
their
career
right
or
what?
What
other
interests
do.
I
have
and
many
of
us
think
about
the
library
when
we
want
to
do
some
research
or
maybe
those
over
30.
G
I
don't
know
now,
I'm
feeling
old,
because
I
I
do
I
do
like
the
the
library-
and
I
still
like
paper
all
right,
but
those
are
my
questions.
I
know
that
there's
there's
there's
been
some
actually,
no,
the
last
one
is
just
on
over
just
for
for
the
recruitment.
There
were
some
projections
that
that
we
won't
go
over
budget
this
year
and
that
mostly
overtime
was
was
driving.
This
is
there
anything
that
we
so
have
we
calibrate
recalibrated
in
order
for
that
not
to
occur
once
again.
M
You
know
the
the
job
fairs
are
all
on
weekends
and
in
the
evenings
and
that's
what
drives
our
overtime
costs
as
well
as
the
oral
boards
for
both
sworn
communications
and
records
are
held
on
weekends
for
the
candidates.
So
then,
obviously
the
staff
has
to
be
there
on
weekends
to
do
that,
so
that's
what's
driving
the
overtime
budget,
obviously,
as
a
as
a
program
manager.
Of
course
I
would
love
to
get
more
money
in
my
overtime
budget.
However,
in
this
particular
fiscal
year,
the
the
budget
savings
I
have
in
my
background
overtime
budget.
M
G
Well,
maybe
the
reality
is
that
we
need
that
additional
funding,
because,
if
you're
working
in
the
evenings
and
on
weekends,
which
is
when
people
are
typically
available
to
take
these
tests
or
to
be
on
a
panel,
then
we
should
just
plan
for
it.
Instead
of
thinking
that
you're
going
over,
you
know
over
your
budget,
it
really
is
what
the
need
of
the
program
really
is
so
this
this
this
sounds
like
this
could
be
a
a
future
fix
right.
Lee.
B
Yes,
obviously,
recruitment
is
going
to
continue
to
be
a
priority.
The
chief
and
I
on
a
bi-monthly
basis,
do
go
through
the
entire
police
department
monthly
budget
as
part
of
the
monthly
financial
reports,
and
this
is
one
of
those
areas
we've
identified
for
possible
change.
So
this
could
be
something
that
you
see
in
next
year's
budget
cycle.
B
I
will
say
to
be
clear
on
areas
like
this
lieutenant
anaya
and
deputy
chief
randall
know
that
recruitment
is
the
priority
and
it
will
pull
savings
in
to
cover
those
overages,
though
so
that
they're
not
bound
or
there's
no
limitations
around
the
recruitment,
because
that
is
a
priority
for
the
city
and
the
department.
Obviously,.
G
Right
but
the
fact
that
we
call
them
overages
is
already
you
know,
a
term
that
makes
it
sound
like
lieutenant.
Anaya
is
going
over
her
her
program,
the
the
budget
on
her
program
every
year
and
it's
not
in
not
necessarily
an
overages,
is
the
need
of
the
program.
So
I
I
know
it's
semantics,
but
but
an
overage
is
the
I
think,
the
wrong
way
to
to
frame
it.
This
is
just
what
this
program
needs.
F
I
Thanks
chair
jimenez
appreciate
that
everybody,
thank
you
for
the
the
really
comprehensive
presentation.
All
that
data,
I
think,
was
just
helpful
context
for
us.
I
appreciate
everything
you
all
are
doing
and
what's
obviously
a
challenging
environment
on
a
lot
of
levels
fiscally
and
otherwise
you
know
I
I
think
the
the
decline
in
applicants
is
obviously
very
concerning,
and
I'm
glad
that
we're
talking
about
that.
I
do
have
a
follow-up
question
or
two
on
that.
I
also
just
want
to
say
just
for
the
public
record.
I
N
I
Are
in
terms
of
of
staffing
and
our
ability
to
deliver
high
quality,
you
know
adequate
response
times
and
public
safety
services.
You
know,
I
think
I
think
it's
pretty.
I
I
certainly
want
to
see
us
increase
staffing
aggressively.
My
my
sense
from
conversation
on
the
council
with
my
colleagues
is
that
that's
a
pretty
widely
held
view.
I
think
we
all
very
much
want
to
continue
to
add
head
count.
I
think
there's.
I
think
that
the
biggest
challenge
with
the
constrained
budget
is
just
how
much
we
can.
I
M
It
would
be
obviously
when
we
do
travel
to
recurring
events
like
san,
diego
or
out
of
state.
It's
it's.
The
costs
occurred
with.
You
know
the
booths,
the
hotel,
the
flights
and
stuff,
so
obviously
any
budget
ad
that
allows
for
more
travel,
the
more
we
travel,
the
better
it
is,
and
what
we've
been
doing
recently
is.
We
have
been
reaching
out
to
colleges
with
again
that
law
enforcement
degree
program
there
and
have
arranged
to
go.
You
know
and
visit
like
several
classes
involved
in
that
law
enforcement
class.
M
M
You
know
the
ability
to
interact
one-on-one,
which
is
something
we've
been
lacking
in
covets
the
in-person
and
we're
also
going
oh
yeah
we're
going
to
arizona
for
one
of
those,
but
it's
better
than
the
the
presentation
via
zoom,
or
you
really
can't
answer
your
questions,
but
again
the
in
fight
money
to
enable
more
travel
to
more
locations.
It
would
be
my
my
personal
opinion.
I
don't
know
if
deputy
chief
randall
has
anything
she
would
like
to
add
to
that.
N
I
Yeah
yeah.
Okay,
awesome,
that's
that's
helpful.
No,
that
makes
sense,
and
then
this
is
a
much
longer
lead
time,
but
I
know
we
have
had
some
challenges
in
recent
years
with
what
our
relationship
looks
like
with
some
of
our
school
districts
and
just
that
other
place
of
kind
of
having
a
presence
building
a
relationship.
I
You
know
maybe
d
debunking
some
myths
that
are
out
there
and
just
kind
of
creating
a
broader
environment
in
which
people
aspirationally
want
to
serve
as
officers
where,
where
are
we
with
that
at
the
moment?
How
do
we
feel
our
relationship
is
with
local
districts?
I
understand
that's,
not
an
immediate
pipeline,
but
more
of
a
kind
of
a
longer
lead
time
and
kind
of
more
of
a
broader
environment
that
we
operate
in,
but
I'm
just
curious
to
hear
kind
of
how
we're
doing
with
our
school
district
relationships.
N
You
know
we're
we're
working
on
building
those
relationships,
I
know,
and
it's
not
just
the
school
districts
I
mean
there
have
been
some
events
and
things
that
that
we
used
to
attend
and
then
suddenly
we
weren't
quite
as
welcome
to
attend,
but
we're
working
on
that.
So
we
can
have
strong
relationships
again,
start
interacting
with
youth
and
getting
them
interested
in.
You
know
a
career
in
law
enforcement.
You
know,
but
there's
other
ways.
We
can
do
it.
It's
not
just
going
to
the
schools,
and
we
have
a
lot
of
events
that
we
do.
N
I
Yeah,
okay,
well
I'll
just
say
for
myself
in
district
10.
If
I
can
ever
be
helpful,
be
an
advocate
be
supportive,
please
let
me
know
I'm
sure
my
colleagues
all
feel
that
way
as
well.
We
want
to
see
you
all
out
engaged
in
the
community.
As
I
know
you
you
are
on.
This
was
just
a
data
point.
I
noticed
in
the
materials
and
just
wanted
it
came
up
earlier
in
terms
of
attrition
that
we
see
in
the
academy.
Are
those
numbers
expected?
I
N
Well,
you
know
we
always
have
a
certain
amount
that
don't
make
it
to
the
academy
and
it's
for
a
variety
of
reasons.
Right
they
find
out
the
job's
not
for
them.
They
can't
pass
some
tests
that
are
post-required
family
obligations
and
just
other
things,
so
we
always
expect
that
it
has
been
on
the
higher
end.
N
J
L
N
Quite
know
what
they're
getting
into
so,
we
do
have
a
little
bit
of
that,
and
so,
for
example,
I
I
think
our
last
academy,
the
one
that
graduates
in
september
we've
lost
about
25
percent
of
those
recruits.
That's
on
the
higher
end.
We
typically
like
to
see
under
20
percent,
but
that's
just
what
we're
seeing
and
you
know
we
can't
really
pinpoint
one
reason,
but
we
think
it
might
be
because
of
that.
I
P
D
N
With
us
about
that,
but
I
think
this
is
a
natural
thing,
not
everybody
who
starts
an
academy
is
going
to
graduate
and
we
we
tell
the
recruits
that
this
is
a
very
difficult
job
and
one
of
the
most
difficult
things
for
recruits
is
to
make
decisions
under
stress
and
nobody
can
replicate
that
in
in
life
right.
So
they
get
to
the
academy
and
now
they're
put
in
these
situations,
and
they
just
can't
operate
under
those
circumstances.
N
I
Right
right,
okay,
that
makes
sense
thanks,
deputy
chief
and
then
finally,
I
don't
know
if
this
question's
for
the
chief
or
who
it
should
be
directed
to.
But
this
is
just
my
last
question.
I
was
kind
of
reflecting
on
the
public
comment
and
some
of
the
conversation
it.
It
seems
unfortunately
like
there's.
You
know,
as
we've
all
talked
been
talking
about
publicly
some
discrepancy
around
how
we
do
accounting
for
different
things,
the
data
source
we
use
or
the
definitions
we
use.
There's
like
there's
dualing
data.
I
For
anybody,
because
I
think
we
all
we
all
want
to
you
know-
have
have
get
to
the
same
fact
set
and-
and
you
know,
get
as
close
to
a
shared
truth
as
we
can.
So
I
guess
my
question
is:
do
does
the
department
and
administration
I
mean,
do
we
do
we
have,
and
can
we
get
to
a
consistent
way
of
defining
and
reporting
some
of
these
key
data
points,
because
I
don't
think
it
helps
any
of
us
or
the
public
to
have
some
competing
definitions?
Obviously,
there's
a
lot
of
nuance
and
complexity.
I
I
don't
want
to
minimize
that.
I
don't
think
this
is
a
simple
thing
at
all,
but
on
you
know
which
cities
we
compare
with
or
how
we
rank,
or
some
of
these
important
inputs
to
our
decision
making
process
on
how
we
turn
that
dial
between
more
headcount
or
more
compensation
and
where
we
find
the
the
balance.
I
L
Right,
so
the
department
doesn't
get
involved
in
the
salary
discussions.
That's
something
that
personnel
and
oer
take
a
look
at
for
comparison
purposes.
Right.
Well,
there's,
like
you,
said
various
definitions
or
comparisons.
You
know
some
comparisons.
Are
you
know
similar,
selects
and
publishing
and
then
there's
the
other
comparison.
You
know
bay
area
city.
So
again,
that's
that's
that's
out
there
and
you
know
that's
something
again
that
the
state
administration
looks
at
in
terms
of
staffing
numbers.
L
We
provide
the
staffing
numbers
to
the
administration
in
terms
of
you
know
how
many
vacancies
we
have,
how
many
people
have
retired,
how
many
were
terminated,
how
many
resigned
things
of
that
nature?
So
you
know
we
don't
calculate
the
rates
we
just
deal
with
with
the
numbers,
because
that's
what
we
feel
right.
L
We
look
at
the
numbers
as
how
many
vacancies
we
have,
how
many
people
are
on
the
academy
and
then
once
those
officers
are
released,
where
we're
going
to
put
them
right,
not
only
in
patrol
but
through
the
existing
vacancies
that
we
have
in
the
department.
So
I
hope
that
answers
the
question.
We
just
look
at
the
numbers
here
for
staffing
and
then
we'll
work
with
this
administration
to
provide
them
any
other
statistics
or
numbers
that
they
are
looking
for.
I
Yeah,
thank
you
chief.
I
appreciate
that.
I
think
it's
just
really
important
that
we
do
everything
we
can
amongst
our
one
team
here
at
the
city
to
be
aligned
and
consistent
in
how
we
do
it
just
so
that
you
know
we
minimize
confusion
and
unnecessary.
You
know
disagreements,
I'm
not
pushing
for
a
particular
definition.
I
just
want
us
to
have
a
shared
one.
I
we
did.
We
did
hear
salary
comparison.
I
You
know
confusion
the
better
for
everybody,
including
the
whole
community,
so
I,
but
I
appreciate
I
appreciate
your
your
point
there
and
if
we
share,
I
don't
know
that
we've
had
a
motion
so
I'll
I'll
go
ahead
and
move
acceptance
of
the
report
and
thanks
again
everybody
for
all
the
all
the
great
work
in
a
very
challenging
environment
and
a
very
detailed
report
and
how
responsive
it
is
to
the
feedback
from
from
last
year.
Thank
you.
A
B
E
I
A
P
In
2016
city
council
initiated
the
fireworks
ordinance
work
plan
that
began
implementing
strategies
to
inform
the
public
of
the
dangers
of
illegal
fireworks,
provided
residents,
a
mechanism
to
report
the
use
of
illegal
fireworks
and
started
the
creation
of
an
enhanced
mitigation
and
enforcement
mechanism
in
2020
city
council
directed
the
city
manager
to
undertake
new
action
items
for
the
work
ordinance
work
for
some
fireworks
ordinance
work
plan
to
date.
Many
of
these
items
have
been
completed.
P
Continued
evaluation
of
effective
strategies
is
an
ongoing
process.
Some
of
the
key
items
that
are
completed
a
previous
slide.
Please,
the
creation
of
the
social
host
ordinance
reinstatement
of
the
continual
reporting
to
this
committee,
evaluation
of
drones
as
an
enforcement
tool,
a
bay
area,
fine
comparison
that
resulted
in
increased
fine
amounts
approved
by
city
council
reevaluation
of
the
citation
issuing
protocols
which
resulted
in
the
reinstatement
of
the
fireworks
hot
spot
enforcement
plan.
P
Next
slide.
Ongoing
items
include
evaluation
of
education
campaign
materials
for
cultural
competency,
which
this
year
resulted
in
the
addition
of
chinese
campaign
materials
and
searching
for
potential
state
and
federal
funding
method
mechanisms
which,
to
date,
has
not
yet
identified
grant
funding
opportunities
that
align
with
the
program's
operational
needs
and
scope
parameters.
P
P
So
with
this,
the
outcomes
we
achieved,
the
targeted
social
media
outreach,
expanded
fireworks,
messaging,
toolkits
collaboration
with
the
city
and
county
agencies,
community
engagement,
the
online
reporting
tool,
san
jose
311
and
improved
actionable
online
reporting
next
slide
for
the
illegal
fireworks
hot
work.
527
calls
were
received
by
the
illegal
fireworks
hotline
managed
by
san
jose
3-1-1
of
those
calls
one
was
transferred
to
san
jose
3-1-1
call
center
49
calls
were
transferred
to
the
after-hours
service
and
the
bulk
419
calls
disconnected
after
receiving
online
reporting
tool
directions.
P
P
P
The
police
department
had
great
success
in
last
enforcement
last
year,
which
resulted
in
far
less
online
fire
illegal
fireworks,
sale.
Chatter
on
the
social
media
sites.
This
year,
highly
visible
patrols
were
initiated
earlier.
In
the
day
and
throughout
the
week
leading
up
to
the
fourth
of
july
weekend
for
deterrence
and
enforcement
activities
this
year,
they
responded
to
625.
P
P
P
P
P
We
will
continue
to
foster
relationships
with
local
jurisdictions,
to
provide
collaborative
education
and
actionable
intelligence.
The
team
will
analyze
and
update
hotspot
maps
to
assist
in
targeted
education
and
inform
enforcement,
and,
in
addition,
we
will
work
with
our
san
jose-311
partners
to
enhance
automation
of
the
online
reporting
experience.
A
F
I
thank
you
just
wanted
to
express
my
appreciation
for
all
the
work.
I
think
that
this
topic
has
been
a
a
a
topic
of
interest
for
for
my
community,
but
I
I
know
that
there
has
even
been
sort
of
an
organizing
of
sorts
of
different
neighborhood
associations
from
across
the
city
that
have
shown
a
unique
interest
in
this,
and
so
I
I
don't
have
any
questions.
F
I
think
that
was
a
good
report
out
and
and
to
the
extent
I
do
have
questions
I'll
save
it
to
when
this
comes
before
the
full
council
and
I'll
explain
why.
I
think
that
should
be
the
case,
and
that
is
just
simply
is
that
this
is
one
of
those
issues
that
really
have
broad
community
concerns.
I
think
it's.
It
warrants
a
conversation
to
be
had
at
the
full
council.
F
So,
mr
dobson,
I'm
sorry
that
you
may
have
to
make
the
presentation
one
more
time,
but
I,
but
I
do
think
that
knowing
what
I
know
about
some
of
the
colleagues
up
here
that
aren't
on
this
committee,
I
think
they'd
like
to
hear
this
update
as
well,
because
I
know
they
get
calls
about
it.
And
so
with
that
being
said,
I'd
like
to
accept
the
report
and
cross-reference
it
to
the
full
council
for
some
date
in
the
future
to
be
determined
by
staff.
A
A
Yeah
we're
not
looking
at
next
year,
but
I
think
staff
got
that
so
thank
you
as
we
have
motioned
in
a
second
and
I
support
the
cross
reference
as
well,
and
I
don't
see
any
other
hands
up
so
deputy
chief.
I
just
had
one
question.
I
think
the
results
are
you
know
good.
I
I,
I
don't
think
they're
right
tremendous.
A
We
haven't
gotten
a
tremendous
yet,
but
I
absolutely
think
we
are
improving
year
over
year
and
that's
what
we've
been
looking
for
and
I
think
the
one
really
positive
response
was
that
hundred
percent
of
those
reports
being
acceptable
having
sufficient
information.
So
thank
you
for
emphasizing
that.
I
think
that
is.
That
is
great
right.
That
is,
people
are
catching
on
on
how
to
adequately
report.
The
one
thing
that
stood
out
was
of
the
527
calls
received
via
the
the
hotline
that
only
one
was
answered
by
staff.
A
P
I
I
can,
but
I
I
think,
there's
a
better
person
to
answer
it.
I
will
tell
you
that
in
general,
fireworks
happen
at
night
after
hours
on
you
know.
This
year
was
a
fourth
of
july
was
mostly
the
fireworks
were
on
the
weekend,
but
I
think
that
keo
o'hara
might
be
the
best
person
to
answer
this.
She
actually
works
with
the
call
center.
B
Hi
everybody
kia,
o'hara
manager
for
sj
311
customer
contact
center.
Thank
you
for
having
me
and
yes
so
that
is
one
of
the
major
reasons
is
because
it
was
friday,
saturday,
sunday
and
monday.
Of
course,
our
win.
We
get
the
most
reports
because
monday
was
fourth
of
july,
and
most
of
them
do
come
at
night
and
my
staff
is
not
actually
there.
At
night
we
work
regular
business
hours
from
eight
to
five,
so
most
of
these
calls
did
go
to
the
after
hours
partners.
A
B
Actually,
so
it
is
actually
on
our
debrief
for
this
year.
Some
of
the
lessons
we
have
we
do
have
limited
overtime
for
the
the
customer
contact
center.
To
answer
your
question
specifically,
what
it
would
take
to
staff
up
for
that
night
and
to
handle
that
load
is
what
we're
looking
at
for
this
coming
new
year's
and
then
next
year
july,
4th
period,
so
that
that's
actually
on
our
follow-up
list.
A
Okay,
yeah,
I
mean
I
think,
if
right,
if
you're
in
need
of
a
budget,
for
that,
I
think
you
know,
rather
than
squeeze
the
budget
you
have.
I
think
that's
a
a
request
that
you
can
make
of
the
council
right
to
include
into
the
budget
for
for
next
year
or
even
at
the
mid-year.
If
there's
some
resources,
I
wouldn't
want
you
to
strain
your
current
budget
there,
because
I
also
know
that
this
is
a
pretty
hefty
ask
right
of
of
staff
members
that
are
traditionally
working
on
monday
through
friday.
A
I'm
not
throwing
out
exactly
what
you
need
to
offer
rob,
but
but
the
incentive
has
to
be
there
right
clearly
for
somebody
to
say
you
know
what
I'll
come
in,
and
I
do
think
that
our
community
would
would
really
appreciate
that.
I
know
I
would
especially
when
I
look
at
that
number
granted.
I
would
understand,
because
this
weekend
or
this
this
year,
excuse
me
a
lot
of
the
activities
over
the
weekend.
If
fourth
of
july
right
is
is
mid-week.
A
I
would
imagine
right
a
lot
of
that
is
happening
more
during
the
week,
but
nevertheless,
all
of
it
happening
for
the
most
part
in
the
middle
of
the
night,
and
so
I
do
think
that
that
there's
some
benefit
there
and
our
community
would
would
likely
appreciate
that
versus
again.
Seeing
that
number
right
off
of
only
one
call
being
answered
by
staff,
there's
nothing
better
than
getting
an
actual
person
right,
no
matter
who
you're
calling
right,
you
call
on
a
credit
card
company
on
anybody
right.
A
We
have
dealt
with
so
much
automated
services
that,
when
you
actually
get
a
human
being
on
the
other
line,
just
to
walk
you
through
navigate
what
the
next
step.
Even
if
you
know
that
the
answer
you're
getting
is
not
exactly
what
you
were
hoping
for,
just
having
that
person
there
is
is
really
beneficial.
A
So
I
would
highly
encourage
that
and
if
again,
if
there's
a
need
for
budget,
just
kick
it
back
to
the
council
right
and
and
let
them
know,
especially
since
it's
going
to
be
a
different
council
than
than
this
one-
and
I
won't
be
honest,
so
ask
him
for
everything
you
need.
Okay,
I
do
appreciate
the
the
report
to
the
comprehensive
report
and
I
know
I
have
community
members
that
were
interested
in
seeing
this,
the
full
council
too.
So
I
I
think
our
vice
chair
for
cross-referencing
us
with
that.
B
B
D
A
B
A
D
Hi
claire
beekman
here
thanks
for
the
meeting
today,
I
guess
it's
been
my
theme
this
month
that
I
I'm
so
adamant
and
hopeful
that
there
can
be
peace
openings
in
the
ukraine.
I
hope
we
can
work
towards
those
still.
I
hope
we
can
involve
the
good
practices
of
equity,
racial
equity
and
health
and
human
services.
We're
trying
to
learn
here,
I
think,
can
very
much
be
implied
in
how
to
talk
about
the
future
of
the
ukraine
area,
and
we
have
to
talk
about
the
future
of
you
know.
D
D
I
think
that's
so
much
more
important
and
meaningful
to
talk
about
than
having
to
be
blowing
each
other
up.
So
good
luck
on
in
that
work,
I
think,
is
the
time
we
can
do
it
and
we
can
talk
about
peace
in
places
like
myanmar.
Russia
is
currently
there
as
part
of
the
asean
conferences
going
on.
You
can
address
issues
of
peace
in
in
myanmar
and
ukraine
through
with
russia
and
all
these
places,
which
is
a
interesting
concept.
D
D
Good
luck,
how
it
can
be
a
community
effort
and
the
mayor
or
race
can
actually
bring
out
a
consensus,
opinion
and
ideas,
and
thank
you
for
that
for
the
meeting
today.
Jimenez's
words
about
fireworks
issues
were
really
interesting
too.
Thank
you
for
that,
and
I
guess
that's
about
it
and
see
you
guys
next
week.
Thank
you.