►
Description
City of San José, California
Public Safety, Finance & Strategic Support Committee, February 16, 2023
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.legistar.com/View.ashx?M=A&ID=1074298&GUID=475C20C7-342F-495A-BAD0-188024D4EBD6
A
A
A
A
A
A
A
A
A
A
A
A
A
C
B
You
so
council,
members,
Jimenez
and
Dawn
are
not
able
to
attend
today
and
I
have
been
asked
to
see.
If
there's
a
motion
to
have
me
chair
the
meeting
for
today's
meeting.
C
B
Thank
you.
Thank
you
for
your
patience.
If
you
are
viewing
this
today,
we
are
training
in
a
new
system
and
so
I
hope
you
can
continue
to
be
patient
with
us.
So
thank
you
very
much
review
on
the
work
plan.
Okay,
consent
calendar.
Do
we
have
anything
on?
We
don't
have
anything
on
consent.
Reports
to
the
committee.
We
have
several
items
as
reports
to
the
committee
and
just
to
take
things
a
little
bit
out
of
order.
B
We
will
be
taking
item
number
two
police
department,
operations
and
performance
by
monthly
status
report
first
and
then
we'll
take
items
one
three
and
four
and
five
thereafter,
so
we
will
change
that.
First,
do
I
need
a
a
motion
to
accept
no
okay,
very
good.
Thank
you
very
much.
We
will
go
ahead
with
that.
Then.
B
So
we
are
on
item
number,
two
police
department,
operations
and
performance
by
monthly
status
report,
and
we
will
have
you
can
introduce
yourselves.
G
H
G
G
G
G
G
This
increase
can
be
attributed
to
our
intersectionality
tool,
where
we
now
ask
every
single
Survivor
of
domestic
violence
if
they
are
also
a
survivor
of
sexual
assault.
This
has
given
us
the
opportunity
to
find
numerous
survivors
that
we
would
otherwise
have
not
reported
their
sexual
assault
next
slide.
G
G
G
G
G
G
G
G
G
G
G
This
graphic
shows
the
status
on
the
sexual
assault
Bill
of
Rights.
Please
notice
that
we
have
completed
the
printing
of
the
resource
cards
in
English,
Spanish,
Vietnamese
and
Mandarin.
They
are
deployed
in
the
field
and
being
used
as
we
speak.
That
completes
the
report
on
sexual
assaults
Bill
of
Rights.
You
will
not
see
this
on
my
next
presentation.
G
Thanks
we
are
currently
in
phase
two
of
redistricting.
We
are
expecting
to
finalize
the
contract
with
the
vendor
very
soon,
we've
selected
the
department
stakeholders
in
our
work
groups,
and
we
are
planning
to
begin
data
collection
early
this
spring,
and
now
we
are
here
for
any
questions
that
you
may
have.
G
G
I
Hi
we're
Beekman
here,
I,
don't
know
if
I
heard
correctly
or
not
at
the
beginning
of
this
item
was
it
spoken
that
assaults
I
guess
that
would
be
aggravated
assaults
is.
Are
those
statistics
up?
Did
I
hear
that
correctly
I'll
review
the
meeting
and
see
if
it
is
the
case,
I
hope
someone
can
speak
to
that
in
some
way.
I
I
know
the
VTA
is
trying
hard
to
work
on
aggravated
assault
issues
with
their
bus
drivers
and
such
they've
had
some
success
and
they
they
want
to
do
it
in
a
you
know,
study
session
process
that
can
help
address
if
it
is
a
concern
for
yourselves
in
overall
police
statistic,
police
use
issues,
I
I
hope
that
you'll
be
much
considering
Rip's
ideas
that
are
happening
right
now,
they're
trying
to
make
presentations
and
to
have
dialogue.
I
Good
luck
in
that
sort
of
dialogue
that
can
have
law
enforcement
can
have
with
the
rips
and
the
community
can
have
with
with
Rip's
ideas.
They
do
some
interesting
good
work
and
I
also
wanted
to
mention.
I
may
have
to
leave
early
today.
So
with
recruitment
matters
just
be
cautious,
I
guess
I
I,
don't
think
we
have
to
be
drumming
and
drumming
for
bigger,
bigger
numbers.
I
think
we
do
something
very
well
as
the
city
we
are,
and
so
good
luck.
Thank
you.
J
We're
operating
with
the
new
system
and
it's
a
pretty
pretty
interesting
so.
E
Thank
you
lieutenants
for
for
that,
for
that
presentation,
I
know
So.
Reading
the
presentation
and
hearing
about
the
presentation.
E
It
is
particularly
concerning
that,
obviously,
that
reported
rapes
have
increased
in
our
city
of
San,
Jose
and
I
just
want
to
assure
our
residents
that,
yes,
it's
very
important
that
we
deal
with
it
and
it's
very
important
that
we
learn
about
this,
but
but
I
think
you
said
in
your
presentation,
but
just
to
re
reiterate
to
folks
it
it
jumped,
because
one
folks
are
reporting
it
more
is,
is
that
right.
G
More
that
we're
we
are
asking
those
questions
when
our
officers
are
taking
a
report
of
domestic
violence,
instead
of
just
waiting
for
the
Survivor
to
to
his
clothes
that
they
were
the
victim
or
the
the
Survivor
of
a
sexual
assault.
We
are
asking
them
that
question
and
prior
to
2022.
We
have
never
done
that.
So
it's
not
so
much
that
the
reporting
is
different.
It's
not
so
much
even
I
think
that
the
the
number
of
occurrences
is
is
all
that
different.
E
Our
our
officers,
thank
you
by
the
way,
but
with
that
answer,
I
saw
one
of
the
one
of
the
one
of
our
priorities
is
actually
training
our
officers
when
it
comes
to
gender
and
intimate
partner
violence.
So
it's
also
because
they
are
being
trained
to
identify
what
you
know.
Gender-Based
and
intimate
partner,
violence
right.
G
E
Okay,
great
and
I
do
know,
and
I
I.
You
didn't
touch
about
it
here,
but
I.
Having
worked
at
the
city
of
San,
Jose
and
Staffing,
my
former
boss,
on
this
committee,
we
we
were
working
with
our
County
to
process
rape
kits
a
little
bit
faster
than
than
than
usual
right,
because
that's
also
what
was
what
was
preventing
folks
from
reporting
their
assault
that
correct.
H
Council,
member
I'm,
Steve
Donahue
former
commander
of
researcher,
build
so
yeah,
so
I
I've
been
working
on
this
for
several
years
in
the
past,
so
I
want
to
address
two
things.
First
off
yes
about
rape
kits,
we
are
working
with
our
County
Partners
to
expedite
the
processing
and
process,
all
the
rape
kits
that
are
brought
to
us
right.
So
it's
not
just.
If
we
don't
have
a
participatory
Survivor,
then
it
stays
on
a
shelf.
That's
not
the
case
anymore.
We
still
process
kit.
H
E
Because
I
I
don't
want
to
I,
don't
I
don't
want
to
get
confused.
Can
you
go
back
a
little
bit
when
you
say
so,
so
somebody
who
somebody
who
who
is
in
a
in
a
in
a
situation
that
then
backs
backs
away
because
they
fear
for
their
life?
Obviously,
and
it's
unfortunately
a
common
occurrence
in
their
relationship,
they
might
say,
forget
it
I,
don't
want
to
go
forward
with
it,
but
our
Police
Department
continues
to
to
make
sure
that
that
rape
kit
is
processed
so.
H
We
have
the
violence
against
women
act
that
has
allowed
law
enforcement
agencies,
the
ability
to
receive
evidence
from
survivors
without
requiring
their
participation
in
the
investigation
of
that
case,
so
we
can
have
what
we
call
a
Jane,
Doe,
sart
or
Jane,
don't
say
and
that's
when
the
Survivor
will
have
the
evidence
collected
that
they
don't
want
to
participate.
They
just
want
to
give
it
to
the
police
department.
We
even
process
those
kits,
so
we
get
them.
H
K
Okay,
great
I
just
wanted
to
add.
There
were,
as
we
worked
through
with
the
county
last
year,
the
state
changed
their
reimbursement
and
so
offering
the
rape
kits
was
only
going
to
be
reimbursed
based
off
of
a
certain
criteria
and
obviously
the
county
and
US
wanted
to
make
sure
it
was
offered
to
every
single
person.
So
it's
part
of
last
year's
budget,
the
police
department
and
Jennifer
ultimately
put
additional
money
into
the
budget
that
the
council
approves,
so
we're
able
to
continue
on
offering
to
anyone
who
requests.
Oh.
H
K
E
And
and
I
know
because
I
definitely
don't
I.
Definitely
don't
want
to
to
to
drown
that
that
sexual
assaults
happen
to
to
women
and
to
trans
women.
E
I'm,
lgbtq
and
I
would
like
to
see
and
I
think
we've
actually
asked
this
before,
and
you
know
and
I
I
hope
that
we
are
able
to
to
do
this
in
the
future.
But
I
I
want
to
see
maybe
a
statistic
on
on
reports
by
LGBT.
You
know
if
folks,
who
are
in
lgbtq
relationship,
because
whether
you're
straight
or
lgbtq
Plus
we
still
get
into
toxic
relationships
and
so
I.
E
So
I
would
like
to
see
maybe
some
stats
on
on
when
it
comes
to
intimate
partner
violence
in
our
in
our
lgbtq
community,
because
that
that
is
also
again.
E
We
know
that
gender-based
violence
and
intimate
partner
violence
happens
to
all
walks
of
life,
all
incomes,
all
races,
all
genders
all
nationalities
all
sexual
orientations,
and
so
I
I
would
like
to
see
some
stats
on
on
potential
sexual
assaults
happening
in
or
domestic
violence
or
intimate
partner
violence
or
gender-based
violence
amongst
our
lgbtq
community.
H
Councilmember,
we
I
totally
understand
and
I
think
one
of
the
difficulties
we
have
is
during
the
course
of
the
investigation.
When
we
have
a
Survivor
telling
us
about
their
sexual
assault.
We
don't
follow
up
with
questions,
for
example
like
well.
What
is
your
gender?
What
is
your
gender
identity?
We?
H
We
don't
have
that
data
right
now
and
we'd
be
happy
to
talk
about
it
and
further
explore
this
moving
down
the
line,
but
I
can't
bring
you
data
back
in
the
next
six
months
to
a
year
because
we
don't
collect
it.
Okay,
I
I
think
that
there's
there's
something
to
be
said
for
working
with
our
partners
on
this,
our
community-based
partners
of
whether
or
not
that
they
would
like
to
help
us
collect
that
data,
or
even
feel
that
that's
data,
that's
appropriate
to
ask
the
Survivor
of
sexual
assault
or
investigation.
E
Great,
no,
no,
no
thank
you.
I
and
I
I
totally
totally
understand,
because
I
know
also
that
they're
still,
especially
in
the
lgbtq
community,
especially
folks
of
folks
of
color
and
the
stigma
of
being
lgbtq,
is,
is
is
there
and
their
families
might
not
know
their
work
might
not
know
their
friends
might
not
know,
and
so
you
know
I
get
it.
E
But
it's
it's
it's
it's
a
very
common
occurrence
in
the
lgbtq
community
and
and
unlike
unlike
our
amazing
women
leaders
and
our
women
groups
and
our
trans
women's
group
who
who
actually
are
at
the
Forefront
of
gender-based
violence,
we
in
the
lgbtq
community
keep
it
on
the
download
I.
Guess
that
should
be
the
pun
intended,
but
keep
it
on
the
you
know
the
download
or
don't
don't
speak
about
it
enough.
H
We
have
excellent
relationships
with
YWCA
next
door.
Are
our
community-based
organizations
excellent
relationship
with
the
ability
to
Frank,
Center
and,
and
we
could
probably
bring
them
into
the
conversation
they
may
keep
these
stats?
They
may
have
that
information.
I,
don't
know
I,
just
normally,
don't
have.
L
C
For
the
2022
increase,
you've
attributed
mostly
to
Improvement
in
your
method
of
capturing
the
data
or
a
probably,
an
item
which
occurred
but
never
got
captured
in
the
past.
Okay,
so
is
that
done
for
the
almost
all
years
so
that
if
we
see
any
change
in
2023,
that
would
be
for
other
reasons,
than
an
improvement
in
method.
G
C
Thank
you,
council,
member
Okay,
so
now,
based
on
this
increase,
are
there
any
changes
being
made
other
than
in
data
capturing,
which
is
a
great
thing,
because
you
have
to
capture
the
data
before
you
can
take
any
actions.
So
it's
great
that
you
made
that
Improvement,
but
as
a
result
of
having
captured
additional
data,
did
you
also
identify
something
else
you
need
to
do
to
actually
bring
the
rate
down.
G
B
Any
other
questions
did
you
have
anything
well.
Thank
you
so
much.
We
really
appreciate
the
information.
I
know
that
just
looking
at
the
numbers,
it
looks
alarming
and
it
looks
like
there's
a
huge
increase,
but
I
do
understand
that.
Yes,
in
fact,
we're
trying
to
capture
more
accurately-
and
you
know
as
we
move
forward,
the
data
then
has
greater
consistency
across
trying
to
really
capture
that
accuracy
that
had
not
been
a
before.
So
thank
you.
Yes,.
H
I'm
actually
really
glad
you
mentioned
that
about
the
the
accuracy
and
collecting
the
numbers.
Because,
prior
to
your
tenure
on
the
council,
we
sent
an
informational
memo
last
year
about
the
switch
over
to
the
National
incident-based
Reporting
System.
We
call
it
nybirth
and
what
that's
going
to
do
is
completely
change
the
way
we're
capturing
data
I'll,
give
you
an
example.
Let's
say,
hypothetically
that
we
have
a
Survivor
report,
a
domestic
violence
and
a
sexual
assault
in
the
same
event,
well
right
now.
H
What
would
happen
is
that
would
turn
into
a
sexual
assault
and
we
would
log
it
as
a
sexual
assault.
It
would
go
up
with
one
sexual
assault
stat.
We
report
it
to
the
Department
of
Justice
and
that's
the
only
thing
they
know
about
that
event.
Now,
when
we
switch
to
Neighbors,
which
is
going
to
be
this
spring,
that's
going
to
change
and
we'll
report
both
events,
both
the
domestic
violence
and
the
sexual
assault,
and
by
doing
that
we're
going
to
get
far
more
accurate
statistics.
Now.
H
This
is
important
because,
especially
for
the
cases
that
we
currently
report
to
the
Department
of
Justice
you're,
going
to
see
huge
jumps
in
our
numbers
when
you
compare
them
this
year
to
last
year,
because
now
we're
collecting
far
more
accurate
information.
So
we
warned
the
council
about
that
in
the
info
Memo
from
last
year.
I
just
want
to
bring
that
to
your
attention
that
as
Lieutenant
Hamlin
reports
back
later
on
this
year,
and
he
starts
reporting
these
neighbors
numbers
you're
going
to
see
huge
jumps.
H
B
Yeah,
since
so
many
of
us
are
new
on
the
council,
I
think
that's
something
that
if
you
have
anything
to
send
to
us,
that
would
be
extremely
helpful,
because
what
happens
is
that
without
that
information,
you
know
we
may
or
may
not
have
it,
and
so
it
would
be
something
that
we
could
also
share
with
the
community,
because,
as
the
community
sees
these
numbers,
then
they
begin
to
understand
what
we're
trying
to
achieve
is
much
more
accurate
as
well
as
you
know,
something
that
we
will
track
better
in
the
future.
B
It
with
all
of
us,
since
we
have
so
many
new
members,
no.
B
B
B
C
The
new
system,
which
you,
which
is
likely
to
have
increase
in
numbers-
and
it
will
be
alarming,
would
you
have
the
ability
to
capture
that
this
would
have
been
a
last
year
or
under
the
old
system?
This
would
be
one
case
rather
than
the
two
or
three,
whatever
it's
going
to
become,
so
that
we
will
have
an
ability
to
see
that
hey
the
impact
of
the
change
in
system
is
what
is
really
causing
the
alarming
numbers
to
be
there.
C
H
I
I
totally
understand
it.
I
I
try
to
live
my
life,
never
saying
no
to
a
council
member,
but
unfortunately,
in
this
case
we
are
going
to
have
to
say
no,
we
once
we
make
that
switch.
That
switch
is
done,
and
so
we
won't
have
the
ability
to
do
comparable
stats.
The
same
way
and
the
reason
being
is
that
idea
that
we
can
capture
more
than
one
type
of
crime
in
an
event,
so
we
we
just
won't
have
the
ability
to
say
well
last
year.
This
would
have
been
this
step
this
year.
C
H
H
If,
if
we
tried
to
do
the
old
way
and
the
new
way,
we'd
have
to
double
do
our
stats
every
time
and
that
we
don't
have
the
staff
in
our
Personnel
to
do
that,
like
we'd
need
two
crime,
analysis
units
and
two,
you
know
sets
of
analysts
to
do
all
of
that,
because
we
use
one
right
now
to
do
doj
and
they're
going
to
all
start
doing
diapers.
So
we
we
won't
be
able
to
do
both.
Unfortunately,
I'm
sorry.
C
B
I
think
that
your
last
words
were,
you
know,
sharing
with
the
community
and
I
think
that
it's
incumbent
on
each
of
us
to
inform
the
community
prior
to
seeing
the
numbers
to
let
them
know
that
we're
really
trying
to
achieve
better
information
and
greater
accuracy.
So
I
think
that
once
we
get
this
information
that
we'll
be
able
to
share
that.
A
B
The
report
by
council
member
Torres
is
there
a
second
second
by
council
member
batra.
We
can
vote
now.
B
M
M
I'm
Julia
Cooper
I'm,
the
city's
Director
of
Finance
and
with
me
today,
I
have
Liz
karpressi
house,
who
is
the
Assistant
Director
of
Finance,
and
she
is
also
making
part
of
the
presentation
day
because
she's
also
covering
a
role
as
deputy
director
of
purchasing
a
risk
management
because
that
positions
vacant.
But
we
hope
to
make
an
announcement
soon.
With
the
filling
of
that
position,
then
I
have
chinyu
Sun
who's,
our
deputy
director
of
debt
and
treasury
management
and
John
cashmanian
deputy
director
of
Revenue
management.
M
So
just
as
a
little
bit
of
background
since,
as
you
noted
vice
mayor
you're,
all
new
to
the
process.
This
is
the
second
quarter
financial
report
that
we
bring
to
the
committee.
We
bring
it
four
times
a
year
according
to
the
city's
investment
policy
were
required
to
at
least
verbally
present
the
investment
part
of
the
presentation
verbally
to
the
committee.
But
we
I'm
in
conversations
with
the
assistant
city
manager.
M
We
decided
to
do
the
whole
presentation
for
you
today
because
we
think
it
provides
you
a
lot
of
background
with
respect
to
the
information
and
the
work
that
goes
on
in
the
finance
department
and
to
give
you
a
little
bit
more
in
you
know,
information
as
you
as
you
have
become
more
familiar
in
your
roles
as
council
members,
so
we
will
go
through
the
whole
presentation,
and
then
we
have
two
more
items
on
the
agenda
that
kind
of
build
on
this
work
as
well.
So
with
that
I
will
turn
it
over
to
continue.
N
N
N
The
city
of
that
portfolio
is
made
of
a
variety
of
that
issued
for,
for
instance,
the
TGO.
We
also
have
some
short
short-term
paper,
like
Trends,
with
Regional
waste
for
the
Wastewater
facility
of
a
short-term
notes.
We
also
just
recently
issued
a
Wastewater
revenue
bonds
and
then
the
city
also
has
a
financing
Authority,
which
has
issued
over
745
million
dollars
in
debt
and
the
airport.
N
Both
airport
and
this
success
agency
have
big
portions
of
the
debt
portfolio.
Each
each
debt
outstanding
is
over
one
billion
dollars,
as
I
mentioned
earlier.
This
we
have
issued
over
600
million
dollar
fiscal
year.
To
date
of
that
number
is.
N
335
million
was
issued
during
the
quarter
from
October
to
December
2022
of
that
number
260
and
1
million
was
a
newly
issued
Wastewater
revenue
bonds
and
additionally,
we
issued
this
about
63.1
million
dollars
in
short-term
note
for
the
regional
Wastewater
facility,
which
will
be
refunded
with
the
revenue
bonds
in
March
2000
actually
next
month.
N
In
addition
to
that
issuance
and
debt
payment,
we
also
do
a
myriad
of
a
debt
management
activities
within
my
team
for
during
the
during
that
quarter,
we
issued
a
255
million
revolving
credit
facility
request
for
proposal.
We
received
oh
a
proposal
from
JP
Morgan
I'm,
happy
to
report.
This
agreement
is
going
to
report
it's
going
to
close
tomorrow
and
we're
ready
for
this
huge
revolving
credit
facility
to
successfully
close,
and
additionally,
we
also
perform
a
bunch
of
reporting
duties
for
the
city
and
last
quarter.
N
We
completed
a
comprehensive
annual
debt
report
for
the
fiscal
year
2122
and
also
there
is
a
huge
reporting
need
to
be
done
for
the
continuing
disclosure
and
the
compliance
report,
this
that
is
filed
in
Emma,
which
is
hosted
by
the
municipal
security
rules,
making
board
and
all
the
information
had
been
fired.
We
do
this
every
year
annually,
as
soon
as
the
City
closes,
the
financial
reporting
for
the
fiscal.
N
For
the
up
upcoming
debt
issues
and
management
activity
for
the
for
the
upcoming
quarter,
as
we
mentioned
a
moment
ago,
we
are
going
to
refund
the
regional
Wastewater
short-term
note
of
300
million
that
the
funding
stores
were
coming
from
the
reasonably
issued
Wastewater
revenue
bonds.
We
are
back
in
July
2022.
We
issued
about
275
million
in
Trend
to
pre-fund
the
cities,
the
contribution
to
retirement
plans
and
half
of
that
is
coming
due
at
the
end
of
February
on
February
28th.
N
We're
going
to
redeem
that
all
the
liquidity
of
cash
flow
has
been
set
up
to
redeem,
that
portion
of
the
death
and
we're
also
have
completed
annual
debt
transparency
report
to
zodiac.
That's
a
agency
with
the
state
of
California
the
report.
All
the
reports
were
due
as
of
January
31st,
2023
and
staff
have
all
completed
and
successfully
filed
that
report.
N
Give
you
some
color
of
the
market,
so
this
is
a
chart
of
a
highly
rated
Geo
Bond
raid
over
the
last
10
years,
and
what
I
want
to
emphasize.
You
might
want
to
look
at
the
tail
and
the
meaning
to
the
far
right
of
the
chart.
Since
December
2021,
we
have
seen
the
municipal
bound
read
on
the
sharp
rice,
which
is
not
surprising
to
everybody,
because
Interest
really
have
been
rising
quickly,
especially
with
all
the
anticipation
of
inflation
and
the
Fed
rate
increases.
N
In
light
of
that,
we
were
able
to
issue,
and
one
thing
I
want
to
mention
is
that
we
issued
a
Wastewater
revenue
bonds
at
the
in
the
beginning,
with
December,
which,
essentially,
we
took
advantage
of
a
slight
dip.
As
you
can
see
the
tail
and
the
rate
is
coming
down.
We
issue
the
Bounds
at
a
relatively
good
time
and
then
the
municipal
debt
rate
is
slightly
on
the
dip
So.
N
Currently,
actually,
the
reporting
data
we
use
the
data
as
of
January
12th
and
the
highly
rated
AAA
Plus
Municipal
Geo
bounce
had
a
rate
at
that
time
of
3.30
3.35
percent
and
for
those
10
last
10
year
average
the
rate
was
a
just
a
little
bit
higher
than
three
percent.
So
whatever
the
rate
we're
seeing
is
still
about
the
10-year
average,
hopefully
will
continue
to
see
20
down
of
the
rate
on
the
short
term.
N
Man
that
we
have
seen
continue
rising
of
the
short-term
rate,
our
Benchmark
of
the
short
run
has
been
Libor
and
then
so
far,
and
then
Libor
is
going
out
by
June
2023.
So
by
that
time
you
will
only
see
the
reference
of
a
sulfur
rate,
which
has
been
our
Benchmark
for
the
short-term
paper,
our
CP
rates,
that's
been
commercial
paper
and
short-term
notes.
Usually
the
interest
rate
on
those
paper
are
benchmarks.
N
On
those
short-term
market
rate,
you
know
with
the
fed's
interest
rate,
continue
to
increase
and
we
expect
a
short-term
rate
to
be
a
continual,
climbing,
gradually.
N
This
is
a
look
of
the
city's
rating.
The
city
of
San
Jose
has
pretty
high
good
employee
High
credit
rating.
Our
rating
is
rated
at
Double,
A
Plus,
or
an
Old
Trip
Away
by
by
the
three
well-known
rating
agencies,
meaning
Rudy
Moody's
s,
p
and
Fitch.
Our
rating
in
comparison
with
the
state
of
California,
is
it's
slightly
better.
As
you
can
see,
State
of
California
are
rated
mostly
in
a
double
a
category
and
even
have
a
rating
with
s
p
s
double
A
minus.
We
consider
our
rate
on
par
with
the
Santa
Clara.
N
We
host
both
the
triple
Triple
A
and
double
A
ratings.
That's
for
different
kind
of
specific
bad
category.
We
also
called
specific
rating
for
that
that
the
city's
issuer
rating,
as
we
had
talked
about
earlier,
is
in
a
double
A
Plus
category
and
our
Geo
bound
rating
is
at
a
double
A,
Plus
and
then
Triple
A,
and
then
these
revenue
bonds,
based
on
what
the
specific
property
are
assets,
aren't
underlying.
N
They
can
be
rated
all
at
a
double
A
or
double
a
sub
straight
double
a
some
of
them
have
a
double
A
minus.
N
Continue
on
we're
having
the
airport
bounds
are
rated
at
a
single
a
category.
Sarah
bonds
are
mostly,
it
depends
on
the
senior
or
June
is
the
board
name.
The
supporting
bounds
is
about
one
notch
below
the
senior
bounds,
as
you
can
tell
Wastewater,
revenue
bonds
is
what
we
had
recently
issued
in
the
beginning
of
December.
N
It's
reduced
Triple
A
three
rating
agencies.
They
didn't,
we
didn't
solicit
the
Moody's
rating.
We
got
the
rating
from
SMP
Fetch
and
then
Crow
bound
reading
agencies.
All
three
agencies
read
that
bond
in
the
AAA.
That's
the
highest
rating.
You
can
get
for
any
debt.
N
So
that's
for
the
that
portion.
Next,
we'll
go
to
the
investment
portion,
the
cities
per
the
city's
investment
policy.
All
investment
must
meet
the
requirements
as
state,
as
stated
in
the
policy
and
conform
with
the
California
government
code.
Section
530
601
are
authorized,
investment
are
mostly
highly
rated
fixed
income
securities.
The
policy
needs
to
be
reviewed
annually,
and
then
it
was
last
stopped
by
resolution
of
the
city
council
on
March
15
2022.
N
We
are
going
to
propose
policy
changes
to
today
and
then
hopefully-
and
we
can
move
to
the
city
council
for
approval
on
March
21st
2023.
The
investment
program,
as
required
in
the
policy
to
is
to
be
audited
semi-annually
for
compliance
purposes.
N
N
Okay,
so
we
have
a
socially
responsible
investment
goals
in
in
our
policy
that
that
goal
are
still
articulated.
In
section
22
of
the
policy.
Our
investments
is
to
support
the
community
well-being
through
safe
and
environmentally
sound
practices
and
for
Fair,
Labor,
and
and
also
support,
Fair
Labor
practices.
We
support
equal
right
equality
of
Rights,
serve
all
members
of
the
local
community
and
promote
Community
Economic
Development.
That's
not
just
what
we
need
to
do
with
our
investments
for
social
responsibilities.
N
As
of
that
date,
our
portfolio
of
size
is
it's
about
slightly
higher
2.5
billion
dollars.
Our
earned
interest
rate
interest
yield
is
about
2.23,
which
is
about
the
61
basis
points
from
per
higher
from
previous
quarter.
N
The
weighted
average
maturity
for
the
portfolio,
as
of
that
date
is
606
days
and
as
a
fiscal
year
to
date.
That's
for
the
first
six
months
we
have
earned
the
city
25
and
24
and
5
million
24.5
million
dollars.
There
was
no
exception
to
the
city's
investment
policy.
During
this
quarter,
the
cities
of
Investments
are
made
of
a
variety
of
asset
classes.
A
majority
of
the
Investments
are
in
the
government's
sectors,
the
meaning
treasuries
agencies.
N
Those
two
sectors
totals
about
53
of
the
portfolio
in
additionally,
we
also
invest
in
supernationals,
which
are
AAA
rated
International
Organization,
for
maybe
we
only
invest
in
three
organizations,
and
then
all
these
are
highly
rated
the
in-depth
category
we
have
about
seven
points,
and
that
sets
category.
We
have
seven
and
a
half
percent
of
the
portfolio
invested.
N
Additionally,
we
also
invest
in
a
number
of
credit
sectors:
I
mean
in
cities,
then
that's
the
security
of
deposited
CP,
commercial
paper,
a
corporate
notes
and
then
municipal
bonds
and
those
credit
sectors.
As
about
just
about
30
of
the
portfolio,
we
have
a
small
percent
of
the
portfolio,
invest
in
the
asset
backers
back
Securities
about
6.1
percent.
That
includes
both
mortgage
Banks
and
then
just
a
pure
asset
back
securities.
N
Of
course,
if
the
city's
investment
pool
is
made
of
funds
from
a
variety
of
phones
and
as
you
can
see
in
the
supply
chart,
the
general
fund
portion
is
the
largest
part
of
the
of
the
pie
and
at
a
seven
708
million.
The
general
fund
is
made
about
28
just
about
28
of
the
Investment
Portfolio.
A
N
Funds
typically
has
a
pattern
for
the
city
he
Peaks
during
the
month
of
January
and
June.
When
the
city
re
received
the
majority
of
our
property
tax
and
then
kind
of
a
Peter's
office
through
the
rest
of
the
year
with
other
operational
expenses
and
then
other
obligations
that
he
may
have
as
required.
We
have
sufficient
investment
maturities,
the
cash
and
revenue
receipts
to
cover
anticipated
expenditure
for
the
next
six
months,
and
then
here's
a
chart,
as
I
talked
about
earlier
on,
showing
you
the
pattern
of
the
balance.
N
Benchmark
comparisons,
so
we
compared
the
city's
investment
to
pull
to
live
life
is
a
local
agency
investment
fund,
managed
by
the
state
of
California,
and
we
also
using
a
benchmark
created
by
the
Bank
of
America
Maryland,
and
we
use
the
one
two
three
year
single,
a
or
better
a
U.S
corporate
the
government
index
to
compare
with
the
portfolio.
Although
they're
not
perfect,
comparisons,
as
they
are
not
exactly
Apple
to
Apple,
but
they
give
you
a
glimpse
of
how
our
portfolio
has
been
doing.
N
The
blue
line
is
our
portfolio,
as
you
can
tell,
even
though
we
have
a
little
bit
of
higher
weighted
average
maturity.
Our
yield
has
been
above
above
being
about
both
late
and
then
Bank
America
Bank
America
index
throughout
the
last
two
years.
N
Our
investment
strategy
has
always
been
very
conservative,
we're
doing
expenditure
matching
for
the
first
24
months
Horizon.
We
always
try
to
expand
the
portion
of
the
portfolio
Beyond
two-year
term,
especially
when
the
yield
curve
is
normal,
just
to
pick
up
additional
yield,
and
then
we
are
trying
to
maintain
the
diversification
of
the
portfolio
as
as
you
we
all
know,
the
further
the
more
diversification
we
have,
the
the
more
safe
the
portfolio
is
that
and
then,
of
course,
our
objective
is
safety
liquidity
and
yield
in
that
order.
O
O
Revenue
Management's
total
business
tax
accounts,
receivable
and
Utility
Billing.
Over
the
most
recent
five
year,
reporting
period
fall
within
the
range
of
500
to
700
million
dollars
per
fiscal
year.
Our
collections
rate
is
in
the
high
90th
percentile
over
the
same
period
after
a
large
drop
in
FY,
2021
Billings
and
FY
2122
approach,
pre-covered
levels.
O
The
second
quarter,
FY
2223
receivables
outstanding
increased
around
29
percent
year-over-year
from
about
74
million
to
95
million.
Most
of
this
increase
around
85
percent
is
related
to
current
or
non-delinquent
receivables,
which
are
highly
collectible
outstanding.
Delinquent
receivables
are
expected
to
decrease
substantially
as
we
process
pending
write-offs
and
redouble
our
collections
efforts.
O
We
track
return
on
investment
for
each
of
our
business
tax
and
accounts
receivable
teammates
involved
with
delinquent
account
collections.
We
set
a
target
of
five
to
one
such
that
delinquent
collections
would
be
five
times
the
salary
and
benefit
cost
of
our
Revenue
collectors.
In
Q2
we
achieve
an
overall
Roi
of
5.27
or
a
business
tax
and
accounts
receivable
groups
resulting
in
approximately
1.63
million
dollars
in
collections
on
delinquent
receivables.
A
O
Okay,
so
so
you
can
see
over
time
we
have
a
five-year
history
here
and
in
FY
21
22.
The
number
of
payments
is
starting
to
climb
back
up,
as
I
mentioned
earlier,
from
from
pre-covered
levels
compared
to
FY
2021,
but
it's
still
quite
a
bit
lower
than
we
saw
before
covet
in
in
1920,
so
we're
hoping
to
get
back
there
in
the
near
future.
As
our
as
our
collections
efforts
ramp
up.
O
Q2
FY
2223
receivables
increased
about
29
year-over-year,
as
I
mentioned
previously.
O
P
Good
afternoon,
chair
person,
Kamai
council
members,
Joanne
and
batra
and
the
rest
of
the
panel
and
the
public,
my
name
is
Louis
cafresi
Howe
I'm,
the
Assistant
Director
of
Finance
for
the
city
today,
I'm
before
you
as
the
acting
deputy
director
for
the
purchasing
and
risk
management
group
and
the
acting
purchasing
officer,
Chief
purchasing
officer
for
the
city,
I
will
be
very
glad
to
give
up
those
titles
very
soon.
P
P
So
a
purchasing
program
and
and
we'll
have
a
little
bit
more
detail
on
this.
When
we
go
into
another
item
of
the
that's
on
the
that's
on
the
agenda,
but
the
purchasing
program
for
finance,
we
purchase
we're
responsible
for
the
centralized
procurement
for
the
city,
so
that's
equipment,
supplies,
materials,
information,
technology
and
non-technical,
non-consulting
services
and
that's
actually
pursuant
to
San
Jose
Municipal
Code.
P
So
this
is
a
report
that
gives
you
information
on
our
accomplishments
to
date.
This
is
a
fiscal
year
report,
not
just
for
the
quarter
but
year
to
day,
and
so
we
actually
are
tracking
and
we
haven't
got
the
last
years
up
there,
but
we
will
next
time
we
actually
are
attracting
fairly
well.
We
are,
admittedly,
behind
a
request
for
proposals.
That's
essentially
a
timing
factor
that
you
know.
Sometimes
we
we
actually
count
those
when
those
requests
for
proposals
actually
go
to
contract.
P
So
thank
you
very
much
for
approving
the
contact
on
on
Tuesday,
because
that
gives
us
one
more
this
quarter.
So
we
are
really
doing
very
well
as
far
as
purchase,
orders
and
purchase
orders.
Adjustments
issued
also
a
new
agreements
negotiated
and
executed
lots
of
council
memoranda.
You
will
see
many
many
items
for
you
on
Council
memoranda
regarding
procurements
and
purchasing
done
by
the
finance
purchasing
team
and
then
to
date
we
have
purchase
order
and
contact
dollars,
a
total
of
244
million
dollars.
P
P
Some
proposed
amendments
to
title
IV,
the
municipal
code,
and
then
we
are
continuing
to
consider
some
rev
some
review
and
consideration
of
other
recommendations
that
came
from
that
year-long
procurement
study.
Well,
I,
don't
use
it,
but
I'll
go
into
much
more
detail
on
item
four.
P
We
also
have
information
and
disparity
study,
I
turn
your
attention
to
attachment
C,
which
gives
you
a
great
amount
of
detail
on
exactly
where
we
are
with
the
disparity
study
we're
roughly
about
halfway
through.
We
actually
kicked
off
that
effort
in
May
2022,
it's
going
frankly
very
well,
and
it's
essentially
a
is
underway
to
evaluate
any
need
for
new
procurement
policies
to
facilitate
participation
of
diverse
business
enterprises
in
City,
Contracting
notice.
We
don't
all
call
them
disadvantaged
anymore.
They
are
now
diverse
business,
enterprising
and
that's
really
important
because
that's
what
they
are
Okay.
P
So
we've
done
this
in
collaborative
study.
The
city-wide
study,
in
collaboration
with
the
city,
manager's
office
of
communications,
racial
Equity,
Economic,
Development
and
cultural
Affairs,
and
we're
all
working
with
a
very
talented
consultant
called
MGT
they've
done
I.
Think
over
80
of
these
engagements
across
the
country
and
the
completed
activities
this
quarter
are
a
multilingual
website
went
live.
We
actually
have
it
in
four
languages
in
English,
Spanish,
Vietnamese
and
Chinese.
So
we
have
completely
translated
that
all
our
collateral
materials
are
also
multilingual,
and
then
we
have
some
upcoming
activities.
P
We're
going
to
have
another
set
of.
Oh
I'm,
sorry,
forgive
me
I
forgot.
We
had
our
first
business
engagement
meeting
in
November,
14
2022.
We
had
49
businesses
sign
up,
it
was
a
10
return
on
about
a
5600
mail
out
and
so
actually
pretty
good.
That's
a
pretty
good
turnout.
We
had
36
of
those
folks
show
up
once
again.
If
you
look
at
the
report
inside
an
attachment,
see
you'll
see
the
actual
account
during
those
meetings
we
had
the
former
vice
mayor,
Champion
Jones
did
a
kickoff
and
it
was
really
great.
P
We
had
a
lot
of
participation
from
a
lot
of
interested
folks.
The
other
thing
that
we're
really
proud
of.
We
also
had
an
ability,
not
just
for
folks
to
meet
in
a
forum
like
environment
but
also
to
meet
one-on-one.
So
we
had
multilingual
translation
going
on
during
the
Forum
piece
of
it
plus
we
also
had
the
business
has
had
an
independent
opportunity
to
meet
individually
with
our
Consultants.
P
It's
also
important
to
know
about
that
is
that
city
city
folks
were
not
in
those
meetings,
because
we
wanted
them
to
feel
confident
that
they
were
their
discussions
with
our
Consultants
were
held,
it
were
held
confidentially
and
they
could
speak
freely
and
so
upcoming
activities
for
the
next
quarter.
We're
going
to
have
another
set
of
meetings
after
we
had
the
meetings
at
the
beginning.
The
other
thing
I
need
to
say
is
that
this
County
of
Santa
Clara
also
has
having
is
having
a
disparity
study.
P
At
the
same
time,
they
were
actually
four
months
ahead
of
us
back
in
May
2022.
We
actually
have
caught
up
with
that
and
so
yeah
we're
good.
So,
but
but
we
we
learned
a
lot
because
of
their
experience
and
our
experience,
and
so
not
what
we're
doing
in
these
next
set
of
beings
that
we're
having
in
March
is
that
we're
segregating
Folks
by
industry.
P
Of
the
attachment
C
tells
you
how
we're
splitting
them
out:
they're,
March,
16th
and
17th
I'm.
Sorry,
let
me
pull
these
out
they're
March
14th
and
the
21st
I
actually
think
we
may
have
changed
that
to
March
16th,
but
we're
starting
with
construction,
primes,
construction,
subconscious,
a
d
architecture
and
engineering,
professional
services
and
goods
and
other
services,
so
we're
thinking
that
we'll
have
a
better
response
and
a
more
cohesive
response.
If
we
put
people
into
focus
groups.
P
Now,
I'm
going
to
report
on
the
other
side
of
the
purchasing
and
risk
division.
This
is
responsible
for
the
pyramid
and
oversight
of
the
city's
property
and
casual
insurance
programs,
and
we
also
have
contractual
risk
management
activities.
Subrogation
claims
when
we
ask
other
people
to
pay
for
injury
to
the
city,
assets
and
other
key
services
to
the
city
departments.
P
The
transactions
completed
once
again,
as
you
saw
on
the
purchasing
side,
were
purchased.
We're
providing
these
transactions
on
both
the
quarterly
and
a
fiscal
year
date,
a
request
for
contract
Insurance
specifications.
This
is
when
our
city
departments
are
ask
us
to
review
our
contracts
and
make
sure
that
the
insurances
that
we're
asking
vendors
to
provide
protect
the
city
adequately,
and
so
we
have
and
then
there's
letters
of
self-insurance.
We
collect
that
information
as
well
segregation
dollars,
built
and
responsible
third
parties.
P
These
are
once
again
entries
to
our
assets
that
we
are
asking
others
to
pay
for
and
then
Council
and
committee
memorandums
issues,
there's
always
generally
about
three
to
six
a
year.
Most
of
those
are
tied
to
permission
to
spend
money
or
permission
to
enter
into
contact,
to
buy
insurance
and
with
that
I'm
going
to
turn
it
over
to
Julia.
To
close
this.
M
Up,
thank
you
very
much
so
so
the
recommendation
is
to
accept
the
report
and
then
also
to
refer
to
city
council,
the
write-off
of
approximately
600
thousand
dollars
of
bad
debt
that
exceeds
the
level
that
the
director
is
allowed
to
write
off
and
that's
to
keep
our
books
clean,
and
there
was
an
attachment
to
the
report
that
listed
out
all
those
items
we
still
can
go
after
those
folks,
but
we
just
need
to
make
sure
our
financial
records
stay
in
order.
M
B
No,
but
it
was,
it
was
good.
You
know,
especially
like
I
said,
since
we're
new
to
this.
At
least
some
of
us
are
new
to
this.
It's
a
good
sort
of
like
foundational
work,
so
I
I
certainly
appreciate
it
at
this
time.
Do
we
have
any
public
comment,
Blair
Beekman.
I
Hi
Blair
Beekman
here
thanks
a
lot
for
this
item.
It
was
really
fairly
comprehensive
and
a
lot
of
depth
to
it.
Thank
you
just
so.
We
could
be
really
clear
here
at
the
beginning
of
a
new
Administration
what
to
expect
and
not
just
that
you
know,
there's
still
some
outlying
concerns
about.
You
know
we
may
be
headed
for
a
very
serious
recession
by
the
end
of
this
year.
I
I,
don't
know
how
certain
that
is,
but
this
presentation,
I
think
is,
is
part
of
the
process
to
help
Define
that
and
I
just
wanted
to
remind
yourselves
or
how
do
we
address
that
help
Define?
How
do
we
address
that
sort
of
issue
and
I
wanted
to
remind
yourselves
that
you
know
before
the
era
of
covid
here
at
San,
Jose
City
Council,
the
public
meetings
all
the
time.
I
You
know
there
would
be
talk
about
different
recessionary
periods
and
up
and
downs,
and
you
know
2017,
18
and
19.,
and
every
single
time
that
would
happen
our
city
council,
our
community
public,
a
public
common
time.
We
would
all
gather
together
and
just
say
man.
We
shouldn't
have
to
put
ourselves
through
this.
We
don't
have
to
go
through
a
recession
in
order
to
survive.
We
can.
We
can
make
positive
good
choices
and
and
work
towards
something
more
positive
for
ourselves
and
I
hope.
I
I
You
know
and
do
really
positive
good
things
and
want
things
to
do
well
to
come.
Help
come
this
era
of
covid
I
think
we
can
Stave
off
recession
things
and
really
start
to
develop
the
24
and
25
the
way
we
really
want
to,
and
so
I
just
wanted
to
offer
those
sort
of
reminders,
and
thanks
a
lot
for
the
thoroughness
of
this
item.
M
L
A
C
On
your
write-off
of
600
000,
what
would
be
the
bulk
of
the
type
of
write-off
who
are
who
are
the
non-payers
to
us?.
M
As
I
look
through
the
list,
it
looks
a
fairer
number
of
it
is
property
subrogation
where
somebody
maybe
had
a
lien
on
their
property
for
not
fixing
a
sidewalk
or
something
like
that
that
they've
moved
on
and
they
have,
we
haven't
been
able
to
collect
from
them.
M
Bad
people
write
insufficient
fund
checks
for
like
a
business
or
something
like
that,
and
then
we
can't
collect
on
it.
So
things
like
that.
E
Truly
learned
a
lot
Okay
so
because
it
was,
it
was
a
long
presentation
and
I'm.
Just
gonna
I'm
gonna
reach
out
to
have
more
discussions
offline
because
there
was
a
lot
of
a
lot
of
good
stuff
and
a
lot
of
concerning
stuff
that
I
saw
here,
but
and
for
the
sake
of
time,
what
I
do
want
to
just
pinpoint
is
and
I
know,
I
just
I
I,
just
wanna
I
wanna
ask
the
question:
we
are
not
our
Investment
Portfolio.
We
we
we're
staying
away
from
like
tobacco
right
dirty
energy.
Yes,.
E
Good
so
good
to
hear
that
and
the
other
one
is
Council.
Councilman
batra
actually
asked
that
question
regarding
our
folks
who
don't
pay
their
bills
so
other
than
that
I
move
I,
don't
know
if
you
have
any,
but
I
would
move
approval
with
just
so
much
information
in
this
presentation.
That
I
could
just
ask
the
questions.
Offline,
okay,.
B
Is
there
a
second
second,
thank
you
before
we
vote
on
that
I
I
did
have
just
just
a
clarification
on
slide
number
33
when
you
talked
about
the
I,
just
want
to
make
sure
I'm
understanding
what
it's
saying
so
as
I
look
at
it.
The
light
blue
shows
the
current
receivables,
so
it
seems
to
be
in
the
upswing
that
the
receivables
are
higher
than
than
usual.
Is
that
correct?
O
That's
that's
correct.
It
has
been
on
the
on
the
upswing
and,
and
the
most
said,
increase,
though,
is
is
related
to
our
current
receivables,
so
those
that
are
not
yet
past
due
so
around
85
is
related
to.
B
O
We
expect
those
to
be
collected
and
we
expect
that
to
normalize
as
a
result
of
that-
and
we
also
are-
are
firing
up
on
on
more
cylinders.
Now
that
covet
is
eased.
You
know
to
collect
on
outstanding.
Delinquent
debts
are
working
more
closely
with
our
collections
agency,
which
we've
kind
of
held
off
on
a
little
bit,
to
give
people
a
chance
to
catch
their
breath
and
and
we're
doing
a
couple
other
things
to
to
move
the
ball
forward
and
and
collect
on
these
on
these
debts.
O
O
We
have
an
accounts,
receivable
amnesty
program,
which
is
forgiving
interest
and
and
delinquent
fee
amounts
if
customers
pay
their
invoices
for
certain
types
of
invoices
over
a
certain
period
of
time.
You
know
as
part
of
kind
of
the
code
relief
measure,
so
so
those
are
some
things
that
we
have
in
our
Hopper
that
we
expect
this
to
sort
of
cause
us
to
normalize
a
little
bit
more
over
time.
Okay,.
M
Yes,
item
number
three:
in
the.
M
M
We
don't
want
to
invest
in
anything
that
puts
it
risk
the
ability
to
back
the
principle
that
that
we
initially
invested,
then
liquidity
making
sure
we
have
funds
available
when
we
need
them
to
pay
our
bills
and
then
finally,
we
look
at
yield,
so
the
investment
policy
spells
out
a
number
of
items
that
we
can
invest
in
and
so
chinyu
is
going
to
go
through
that
relatively
quickly
and
then
we
do
have
a
couple
of
very
a
minor
minor
change
to
the
policy
that
we're
recommending.
So
with
that
I'll
turn
it
over
to
tune.
N
N
As
we
say
we
I
mentioned
earlier,
we're
only
allowed
to
buy
highly
rated
fixed
income
securities,
meaning
they're,
not
stocks,
they're,
not
private
equities,
so
they
are
fixing
come
their
pay
fixed
the
interest
payment
at
a
set
time
and
those
Investments,
including
U.S
treasuries,
a
local
agency
investment
funds,
investment
agreement,
supernationals
Bankers,
acceptance,
time,
deposits,
commercial
paper,
negotiable
City,
repurchase
agreement,
corporate
note
and
jpas
money.
Market
funds
mini
bonds,
mortgage
bags,
Securities
sfx
Securities.
Each
one
has
its
own
policy
limits.
We
do
not
hold
all
these
investments
in
our
portfolio
at
time.
N
N
So
this
is
about
a
policy
review
schedule.
I
mentioned
them,
part
of
that
earlier,
so
I'm
just
going
through
quickly.
The
policy
required
the
finance
department
to
perform
annual
review
and
then
submitted
proposed
changes
to
the
participants
committee
for
review
and
subsequently
we
are
requested
to
seek
a
council
approval
and
we
provide
a
red
line
version
of
the
policy
and
in
and
in
the
agenda,
and
then
you
probably
have
already
seen
that,
and
so,
as
Julia
mentioned,
we
are
proposing
very
minor
change
to
the
policy.
They.
N
We
are
asking
to
reduce
the
single
issuer
institution
exposure
in
the
in
the
portfolio
from
10
to
5,
typically
in
operation
and
the
corporation
can
issue
variety
of
Securities.
You
know
for
like
for
a
company
like
apple,
they
can
be
issuing
commercial
paper,
they
can
issue
corporate
bonds
and
they
can
issue
some
other
short-term
notes.
We
are
allowed
to
invest
in
all
those.
We
call
the
asset
classes,
but
we
want
to
limit
whichever
asset
classes.
We
invest
before
single
issues
such
as
Apple.
N
So
our
reason
for
that
is
to
applied
combined
credit
exposure
for
a
single
issuer
in
in
Bankers
acceptance
to
commercial
paper,
negotiable,
CDs
and
corporate
notes.
These
are
the
asset
class
we're
addressing
and
this
will
enhance
the
diversification
portfolio
or
lower
potential
loss
and
then
align
with
the
city's
investment
policy
objectives.
So
with
that,
we
are
asking
the
committee
members
to
approve
the
city's
investment
policy
as
amended
and
then
refer
the
policy
as
well,
the
appropriate,
the
appropriate
resolution
to
the
full
city
council
for
consideration
on
March
21st.
That's
all
thank
you.
B
B
N
As
far
as
I
know,
there
has
been
no
problem,
but
you
know
if
the
city's
policy
says
10,
as
it
is
right
now
without
any
Amendment,
we
can
go
up
to
10
percent,
even
though
that
professional
Personnel
I
think
it
that
is,
that
raises
red
flag.
I
would
make
sure
the
policy
is,
is
in
the
more
acceptable
Benchmark.
So
you
know
in
practice,
will
probably
be
even
more
conservative
and
more
cautious.
B
B
M
The
next
item
we
have
are
proposed
amendments
to
title
four
of
the
municipal
code,
which
has
to
do
with
the
procurement
of
goods
and
services.
This
was
part
of
the
procurement
Improvement
study
that
was
done
and
presented
to
the
city
council
last
spring,
and
so
this
is
one
of
the
action
items
that
we
were
directed
to
bring
forward
so
lose
is
going
to
when
the
staff
report
has
a
number.
M
It
almost
reads
as
a
as
a
research
report,
and
we
did
that
intentionally
because
we
know
a
number
of
the
members
of
the
committee
and
the
city
council
were
not
here
when
we
were
going
through
that
process.
So
we
wanted
to
know
where
we
wanted
to
direct
you,
where
you
could
resource
that
information.
If
you
wanted
to
get
more
information,
so
it's
primarily
there's
as
a
as
a
guide
house
for
you,
which
was
the
consultant
that
actually
provided
the
Consulting
report
for
that.
P
All
right,
so
the
city
procurement
model
is
currently
decentralized.
We
have
three
arms.
We
have
the
Public
Works
arms
that
does
public
works,
procurements
for
projects
that
are
for
construction,
Improvement
or
demolition
of
structures.
The
city
departments
themselves
do
their
own
recruitment
procurements
for
consulting
services,
and
the
finance
department
does
all
others,
including
managing
the
P
card
pcard
program.
P
So
we
have
had
some
challenges
with
our
procurements
across
the
city,
and
so
we
launched
a
procurement
Improvement
in
Readiness
program
that
was
launched
in
February
2019
in
February
2020.
We
engaged
with
guide
house
who
to
perform
this
city-wide
procurement,
Improvement
study,
March,
17
2020,
everybody
went
home
and
the
study
was
on
hold
and
we
restarted
that
procurement.
That
procurement
Improvement
study,
October
2021
on
March
2021st.
The
procurement
initiatives
was
added
to
the
city
roadmap
on
on
May
10
2022.
P
We
published
the
procurement
current
state
assessment
report
and
the
procurement
future
state
vision
report
and
if
you
look
at
footnote
number
three
I
believe
there's
a
supplemental
memorandum
that
takes
you
to
that
report.
It's
195
or
96
pages.
It's
a
lot,
but
it
is
a
great
deal
of
detail
when
it
does
provide.
P
Foreign,
so
when
we
went
through
this
study,
we
discovered
a
number
of
key
themes.
We
interviewed
over
76
people
in
the
city.
It
was
a
city-wide
effort.
We
had
contributions
from
every
almost
every
single
department
and
we
had
a
lot
of
focus
groups
and
it
came
down
to
key
themes
of
people,
process,
technology
policies
and
backlog,
and
this
fishbone
diagram
gives
you
a
little
bit
more
detail
on
the
issues
that
we
discovered
in
each
of
those
particular
areas.
P
I
think
a
number
of
them
was
a
risk
of
purchasing
a
staff
burnout,
a
lack
of
kpi
training,
disparate
processes
once
again,
because
we
have
that
decentralized
model
and
also,
as
far
as
customer
education
and
training
was
also
key,
but
we
also,
on
the
other
hand,
we
saw
some
procurement
opportunities,
and
so
what
came
out
of
that?
The
second
report
is
the
procurement
future
state
vision
report
and
we
identified
some
key
recommendation
recommendations
in
some
key
areas
of
Staffing
procurement,
consistency,
procurement,
streamlining
training
and
Technology.
P
So
what
have
we
done
so
far?
So
this
little
table
tells
you
what
we've
done
so
far.
We
first
set
up
a
procurement
prioritization
board.
That
was
formed
in
September
2019..
At
that
point,
it
was
the
assistant
city
manager,
the
budget,
the
budget
officer
for
the
city
and
the
Director
of
Finance.
They
sat
as
a
board
in
a
panel
to
review
all
rfps
that
came
to
the
finance
purchasing
team,
evaluated
them
for
for
importance
to
the
city
and
prioritize
them.
P
Also,
since
then,
we
reorganized
the
finance
purchasing
team
into
more
effective
work
teams
and
groups,
and
we
also
enhance
work
cross
training.
We
added
some
Staffing
in
each
of
the
three
subsequent
fiscal
years
and
then
last
year
we
got
a
some
additional
monies
for
ongoing
personal
equipment
and
for
technology
enhancements.
P
So
what
is
being
what
is
being
considered
for
you
today?
We're
talking
about
procurement
thresholds,
competitive
procurement
threshold,
that
is
where
cities
purchases
with
annual,
spend
above
ten
thousand
dollars.
They
must
be
competed
and
the
informal
threshold
where
City
purchases
over
under
forty
thousand
require
a
formal
procedure
procedure
and
process.
The
other
thing
that
we're
looking
at
today
is
the
ability
to
leverage
other
public
entity
procurements.
P
So
our
this
is
the
set
of
our
current
city
modes.
That
excuse
me
San,
Jose,
Municipal
codes
that
we're
looking
at
in
vis-a-vis
our
discussion
today
and
there's
a
series
of
them
I'm
not
going
to
read
through
them
for
you
in
the
in
the
and
because
of
time.
But
essentially
these
are.
These
are
the
segments
of
the
mini
code
that
we
are
evaluating
and
thinking
about
recommendations
for
change.
P
P
They
were
either
similar
in
population
either
had
a
large
technology
sector,
as
we
do
living
being
in
Silicon
Valley
that
they
were
in
California,
with
much
of
the
very
many
same
regulations
and
guidelines
and
guard
rails
that
are
established
by
the
state
and
then
also
our
city
staff
had
recommended
that
we
look
at
these,
so
it
is
a
folks,
essentially
it's
about
size
of
and
population,
similar
Technologies,
it's
in
California
or
the
recommendations.
So
this
is
a
fairly
disparate
group.
P
It's
so
we
looked
at
the
competitive,
the
procurement
threshold,
and
this
is
the
one
to
remind
you
that
anything
over
ten
thousand
dollars.
We
have
to
compete.
Anything
under
ten
thousand
dollars
just
requires
a
single
quote.
You
call
somebody
you
go
to
quote
you
can
do
that
procurement,
you
can.
You
can
put
it
on
a
p
card,
so
we
looked
at
what
the
differences
would
be.
P
P
What
would
we
we
be
able
to
move
from
having
to
compete
to
not
having
to
compete,
and
if
you
look
at
the
table,
if
we
increased
it
from
that
competitive
procurement
threshold
from
ten
thousand
to
twelve
thousand,
we
were
a
would
have
been
able
to
reduce
it
by
127
procurement,
first
and
so
about
4.7
percent.
P
We
also
went
back
to
our
period
municipalities
and
benchmarked
against
the
competitive
threshold
against
What's
called
the
informal
bid
threshold,
and
also
what
the
chief
executive
officer
in
each
of
those
jurisdictions
allowed
and,
to
be
honest
with
you,
we
did
a
lot
of
examination
of
the
competitive
threshold,
because
that
has
seemed
to
have
been
a
particular
pain
point
and
the
city
is
actually
aligned
with
its
peers.
P
The
informal
threshold,
which
is
that
140
000
that
I
refer
to,
we
were
also
fairly.
We
were
fairly
aligned
with
our
peers,
except
for
San
Francisco
and
those
were
in
particular
conditions.
It's
important
to
note
that
the
competitive
thresholds
is
equal
to
the
federal
micro
purchase
threshold
and
the
informal
bid
threshold
is
equal
to
the
federal
federal
simplified
acquisition
threshold.
So
those
two
things
are
equivalent
and
that's
important
to
know.
P
So
what
is
the
recommended
change
on
the
competitive
threshold?
So
our
recommended
change
is
to
maintain
the
compartment,
the
competitive
procurement
thresholds
at
ten
thousand
dollars,
but
to
remain
aligned
with
whatever
the
feds
make
changes
as
the
feds
make
changes
to
that
number
in
the
future.
We
want
to
stay
in
step
with
them
and
the
reason
we
want
to
stay
in
step
with
them
and
not
make
changes
is
when
you
have
procurements
that
are
that
close
in
number.
P
P
We
won't
be
able
to
fund
any
sort
of
work
that
we
do
with
that,
and
we
really
are
concerned
about
the
fact
that
we
really
need
to
have
the
ability
to
use
other
people's
money,
and
so
that's
why
we
want
to
keep
it
at
ten
thousand
but
aligned
with
the
federal
with
the
federal
uniform
guidance,
and
we
also
want
to
keep
the
pcard
services
threshold
that
a
thousand
dollars
to
control
and
mitigate
risk
on
the
informal
procurement
threshold.
I'm
going
to
remind
you
that
was
the
one
at
140
000.
P
We
want
to
increase
that
once
again
to
match
the
the
federal
uniform
guidance
and
to
stay
with
that
in
the
future,
and
now
the
second
Point
leveraging
other
public
entity
procurements.
This
is
actually
just
a
little
bit
of
a
language
change.
More
than
anything
else
right
now,
the
Munich
code
specifically
calls
out
documents
that
that,
if
we
borrow,
if
we
try
to
and
you'll
hear
this
language
a
lot
piggyback
on
another
public,
entity's
procurements,
we
have
the
city
of
San.
Jose
has
to
be
What's
called
the
third
party
beneficiary.
P
It
has
to
be
named
specifically
in
the
procurement
process
or
or
categorically
that's
an
important,
distinct.
That's
an
important
and
that's
an
important
difference,
because
most
of
the
public
entities
simply
require
the
executed
contract
to
enable
others
other
public
entities
to
access
essentially
piggyback
on
that
contract.
It
seems
small,
but
is
it
is
very
significant
for
us,
because
in
general
the
practice
is
the
other
public
entities
will
put
that
piggyback
language
in
their
contract,
not
necessarily
in
their
competitive
procurement.
P
Documents
that
recommended
change
is
once
again
to
let
to
be
monitor
to
modify
the
municode
to
allow
City
procurements
to
leverage
other
public
entities.
Procurement
processes
which
substantially
can
comply
with
City
procurement
procedure
by
simply
requiring
the
executed
contract
resulting
from
the
procurement
to
include
language,
allowing
other
entities
to
use
said
contact.
It's
important
to
say
that
these
these
procurements
will
still
have
to
procure
still
have
to
comply
with
City
policies,
procedures
and
and
procurement
our
own.
So
so
it
has
to
be
competitive.
P
It
has
to
be
competitive,
it
has
to
be
well
priced,
it
has
to
be.
It
has
to
be
beneficial
to
the
city
to
participate
in
these,
but
in
these
other
public
entity
procurements,
this
reflects
this
table
reflects.
If
you
go
back
to
the
original,
there
was
a
a
couple
of
pages
ago.
There
was
the
what
the
current
code
is.
This
now
demonstrates
what
our
recommendations
are,
so
we
have
the
current,
and
now
we
have
the
proposed,
and
so
we
are
making
some
changes
and
so
I'll.
J
E
I
definitely
do
have
some
questions
on
okay
on
on
this
okay,
so
we've
been
at
the
ten
thousand
dollar
threshold
for
for
p
cards
since.
P
E
It,
oh
okay,
so
oh
some
okay,
I'm
I'm,
just
a
bit
confused,
then
then,
but
that
that
threshold
is
for
P
cards.
For
example,
I
was
District
Five
community
relations,
director
and
I
had
a
p
card,
and
my
threshold
I
believe
was
ten
thousand
dollars.
P
M
Basis
there
are
only
certain
items
you
can
actually
put
on
a
p
card,
so
you
can't
you
can't
put
contractual
services,
for
example,
on
a
p
card
and
you
can't
put
software
on
a
p
card.
So
unless
it's
under
a
thousand
dollars
right.
E
This
is
for
competitive
bidding.
Okay,
that's
where
I
was
a
little
bit
confused,
yeah
all
right.
So
no
then
I
don't
have
any
questions.
E
J
C
P
You
do
and
let's
just
simplify
the
process,
not
just
for
staff
we
have
found,
especially
during
covid-19.
We
are
currently
under
some
a
number
of
desk
reviews,
I'll
be
careful
with
the
language
test
reviews
with
the
ideas,
and
they
have
been
particularly
Persnickety
about
purchasing
it's
really
in
general,
when
you
have
desk
reviews
and
desk
audits
from
the
feds,
they
look
at
procurement
very
closely.
So
we
want
to
make
sure
that
folks
understand
that
it
gets
to
a
certain
limit.
P
C
P
With
the
overall
process
of
procurement,
this
is
exactly
why
we
went
into
this
procurement
Improvement
study,
and
so
we
are
slowly
working
our
ways
to
through
the
recommendations.
Some
of
it
was
frankly
was
we
weren't
staffed
appropriately
to
meet
the
demand.
Now
that
we
are
getting
closer
to
those
numbers,
we're
starting
to
look
at
some
of
our
processes
and
procedures
and
yeah
there
was
a
level
of
dissatisfaction.
I
will
grant
you
that,
but
we're
working
to
get
it,
make
it
better.
Yeah.
C
So
when
you
refine
your
processes,
please
keep
that
in
mind,
and
you
already
know
that
that
is
the
one
area
you
want
to
increase
satisfaction,
and
so
thank
you
very
much
for
paying
attention
to
that.
E
So
going
back
because
it
has
been
a
couple
years
since
I've
since
I've
been
here
so
I
want
to
go
back
as
my
role
as
a
district
Pfeiffer
community
relations
director
for
for
council
member
crosco,
and
we
served
a
district
where
we
needed
to
where
we
needed
to
hold
community
events,
because
it
was
mostly
monolingual,
under-resourced
and
we
had
to
do
events
and
community
building
events
to
bring
in
our
community
right
and
so
and
so
going
away
from
the
peak
card.
E
I
apologize
for
that
when
we
did
have
some
of
these
events
we
we
had
to
we
had
to
how
can
I
put
this
in
a
better
terms.
We
were.
We
were
kind
of
constrained
on
on
working
with
our
smaller,
with
our
small
businesses
in
our
in
our
area,
because
when
we
would
go
to
our
city
clerk
with
these
with
these
issues,
it's
because
of
that
that
ten
thousand
dollars
is
what
I'm
trying
to
say.
Ten
thousand
dollars
in
2005
terms
might
have
worked.
E
Then
it
definitely
doesn't
work
now,
because
one
you
know,
since
we
have
we're,
as
you
know,
as
you
may
know,
we
we
are
in
we.
We
are,
we
have
the
worst
inflation
we've
ever
had
in
a
in
a
in
a
generation.
The
cost
of
of
anything
has
become
more
expensive
right
and
so
for
for
for
districts
like
District,
three
and
District
Five
and
District
Seven
that
have
to
have
these
community
building
events.
It's
it's
it
does.
E
It
does
tie
their
hands
in
providing
the
best
the
the
best
service
to
our
constituents,
especially
those
that
are
monolingual.
Those
that
are
that
are
that
are
that
are
under
resourced
and,
of
course,
this
is
all.
This
is
all
a
learning
process
as
well
right.
E
You
know,
even
though
I
was
here
for
six
years,
I
just
I
totally
forgot
the
difference
between
a
p
card
and
a
and
and
the
procurement
process
right,
and
so
it
just.
It
ties
our
hands
when
we
have
to
serve
under-resourced
communities
and
I,
see
I
see
in
San
Diego
in
San
Diego,
it's
20,
25
000
right
here.
It's
it's
ten
thousand
dollars,
but
what
what
I'm
trying
to
say
is
is
is
when
we
hold
these
community
building
events.
E
We
go
to
the
our
local
businesses
that
are
in
these
council
districts
to
provide
those
service,
their
services
or
their
or
or
their
business,
but
our
hands
our
hands
are
tight.
So
I
I
understand
that
that
you
know
the
recommendation
is
ten
thousand
dollars.
I
would
like
to
see
that
increase,
maybe
to
the
to
the
to
the
25
000
that
San
Diego
currently
has
I,
don't
know
if
you
can
speak
a
little.
B
Bit
about
that
before
staff,
respect
want
to
clear
Boris
is
procurement
in
the
area
of
actually
going
to
bids
in
terms
of
increasing
decreasing
P
card
or
whatever
the
threshold
is
on.
Other
things
is
really
a
little
bit
different.
I.
E
Don't
yeah,
no,
no
I
get
that
Vice.
What
I'm
talking
about
is
is
when
we,
when,
as
as
a
council
member
when
you
hold
an
event,
there
are
items
that
are
going
to
be
over
ten
thousand
dollars.
So
we
know
we
can't
use
our
P
card
everything's.
Coming
back
to
me.
We
know
you
can
use
our
our
RP
card
so
for,
for
example,
in
District
Five,
when
we
do
a
Christmas,
a
Christmas.
Well,
this
was
called
a
winter
winter
tree
giveaway
a
tree
giveaway.
E
We
would
have
to
go
to
right
Tony.
We
would
have
to
go
to
a
bid
because
it's
obviously
Christmas
buying
150
Christmas
trees
are
not
are
not
a
thousand
dollars,
and
so
we
would
try
to.
We
would
try
to
get
that
from
our
small
businesses
right,
like
our
swag
is
from
small
businesses,
but
sometimes
that's
over
ten
thousand
dollars.
When
you
want
to
buy
your,
you
know
your
bags,
your
reusable
bags,
your
chapsticks,
your
your
pens,
your
your
lanyards
Etc,
I,.
E
That
yeah
and
I
know
Lee
wants
to
talk
yeah.
K
K
Obviously,
as
Council
offices
have
started,
to
do
way
more
community
building
events
out
in
districts,
especially
in
neighborhoods.
That
really
need
them.
One
of
the
things
that
we
started
to
do
late
right
before
covid
was
more
Master
services
rfps,
so
that
Council
offices
would
have
the
flexibility
to
work
with
the
clerk
and
go
out
and
instead
of
procuring
services
all
the
time
for
those
individual
things.
There
was
a
master
list
of
Consultants
or
or
companies
that
would
do
this,
so
I
would
think
and
would
ask
maybe
Tony
and
the
finance
department.
K
P
Okay,
if
I
make,
if
I
could
add
on
to
at
least
so
yesterday,
I
was
with
the
office
of
Economic
Development
and
cultural
Affairs,
who's
talking
to
a
number
of
community-based
organizations
and
they're,
putting
out
an
RFP
similar
to
that.
So
it's
a
master
agreement
and
those
folks
are
intended
to
help
with
the
localized
very
localized
Outreach,
and
so
those
are
going
forward
as
well,
and
so
we
are,
we
are
thinking
about.
How
do
we
reach
the
community?
P
B
Thank
you,
councilmember
Bacha,
for
your
second,
let's
vote.
F
B
B
Thank
you.
Thank
you
very
much.
Thank
you.
So
much.
Okay,
we're
getting
there
item
number
five
recruitment,
hiring
and
retention
strategy
status.
Reports.
S
Good
afternoon
Jennifer
schembry
I'm,
the
director
of
employee
relations
and
Human
Resources
with
me
here
today
of
Kelly
Parmley,
the
Assistant
Director
of
Human
Resources
and
Lynn
Lee,
who
is
our
employment
division
manager,
and
we
are
here
to
do
a
presentation
to
you
on
recruitment,
hiring
and
retention
strategies.
This
is
going
to
be
a
quarterly
report
to
the
business
committee,
and
this
is
our
first
report
here
we
are
yeah.
F
S
Is
important
to
note
that
our
challenges,
challenges
that
are
being
experienced
by
all
public
agencies
in
the
Bay
Area
and
across
the
nation
is
not
just
a
recruitment
issue.
We
can't
affect
our
vacancy
rate
without
talking
also
about
Pipeline
and
retention
activities
as
an
important
part
of
our
vacancy
rate.
So
we
will
be
reporting
to
you
today
on
all
three
of
those
topics.
S
There's
a
lot
of
information
in
our
memo,
so
we
are
going
to
Briefly
summarize
it,
but
if
you've
read
the
memo-
and
you
have
any
other
questions-
we're
also
happy
to
do
briefings
outside
of
this.
S
So
many
years
ago,
actually
not
that
many,
but
when
I
became
HR
Director
about
five
years
ago.
We
started
kind
of
on
a
powered
by
people
initiative,
and
this
is
our
chart
here.
That
shows
the
objectives
of
powered
by
people.
The
one
we
are
going
to
be
focusing
on
today
is
the
one
that
is
in
the
red
box,
which
is
recruiting
and
retaining
a
high
performing
Workforce,
and
that
is
to
recruit
a
Workforce
committed
to
serving
and
meeting
the
needs
of
the
community
while
fostering
a
culture
that
engages
employee
passion,
skills
and
aspirations.
L
S
Our
agenda
today,
as
I
mentioned
we're
going
to
talk
about
vacancy
rate
and
modernizing
hiring.
We've
done
a
lot
of
work
in
hiring
modernization
and
we
are
working
on
even
more
things
to
modernize
our
our
hiring.
We
are
ever
evolving,
very
flexible
and
open
to
changing
our
process,
as
things
come
up,
we're
changing
them
immediately.
We're
also
going
to
talk
today
about
building
awareness
and
attracting
new
Talent
into
the
organization,
and
that
includes
our
pipeline
work
and
then
also
retaining
our
talent,
because.
S
So
first
focus
on
vacancy
rate
and
hiring
you
will
hear
us
say
today,
probably
a
couple
of
different
times.
We
are
not
alone
in
this
issue.
This
is
an
issue
that's
being
experienced
by
public
agencies
in
the
Bay
Area
California
and
Across
the
Nation.
This
is
some
data,
that's
provided
by
neogov,
which
is
a
company
that
provides
Human,
Resources
Management
Solutions.
S
They
are
also
the
company
and
we'll
talk
about
this
a
little
bit
later
in
the
presentation
that
we
are
going
to
use
to
replace
our
application
system,
a
project
I'm
very
excited
about
what
this
shows
here
is
that
the
number
of
open
jobs
are
up
by
45
in
the
last
year
in
the
public
sector
and
at
the
same
time,
the
number
of
applicants
per
open
jobs
has
decreased
by
56
in
the
last
year
for
the
public
sector,
so
again,
not
alone
in
this
issue.
S
So
we'll
start
really
basically,
but
what
is
a
vacancy
rate
thought
it
would
be
important
to
explain
how
we
calculate
our
vacancy
rate.
So
our
vacancy
rate
is
our
month-end
vacant
budgeted
positions,
so
it
is
based
on
our
budgeted
positions
and
we'll
talk
a
little
bit
about
the
other
work
that
we
do,
because
we
do
a
lot
of
hiring.
That
is
not
just
budgeted
positions
that
is
divided
by
fiscal
year,
budgeted
FTE
position,
so
our
full-time
equivalent
positions
and
then
multiply
by
100.
So
that
gets
you
our
vacancy
rate.
S
So
as
an
example,
if
we
end
a
month
with
500
vacant
positions
and
we
have
52
50
budgeted
ftes
that
gets
us
an
approximate
vacancy
rate
of
9.52,
we
will
be
discussing
and
we
are
discussing
the
city's
vacancy
rate
as
the
best
overall
measure
of
our
success
at
both
hiring
qualified
external
candidates
and
also
retaining
our
current
employees
and
because
we
are
looking
at
just
our
budgeted,
FTE
positions.
S
What
this
doesn't
take
into
account
is
our
many
unbenefited
positions
that
we
also
are
doing
a
lot
of
work
in
filling
so
looking
at
what
our
vacancy
rate
has
been
over
time.
The
chart
on
the
left
here
shows
what
it
has
been
since
1718,
so
we
have
been
in
you
know
the
11
to
13
percent
range
throughout
those
years
and
then
the
chart
on
the
right
shows
where
we've
been
from
2223
fiscal
year,
22
23..
So
at
the
very
end
of
fiscal
year,
21-22
our
vacancy
rate
was
11.7
percent
in
that
budget.
S
So,
in
the
budget
of
fiscal
year,
22
23
we
added
200
positions
so
that
automatically
increases
our
vacancy
rate
by
quite
a
bit
and
you'll
see
that
here
it
jumped
to
14.5,
because
we
added
those
200
positions,
we've
been
in
the
14
range.
Since
then
we
did
get
down
to
13.7
in
November
and
it
did
increase
again
in
December.
That's
not
unexpected.
In
December
January
February,
we
in
December
there's
a
a
decrease
in
hiring
because
of
the
holidays
and
start
dates
are
usually
pushed
out
till
January.
S
But
here
at
the
city,
because
of
the
way
our
retirement
system
works,
we
do
see
a
lot
of
retirements
at
the
end
of
the
year
January,
so
some
other
important
context
to
our
vacancy
rate.
As
I
mentioned,
we
have
been
adding
positions
in
the
city
which
is
great
and
absolutely
needed
for
service
services,
but
it
is
very
hard
to
lower
our
vacancy
rate
when
you
add
additional
positions.
So,
since
fiscal
year
1718
an
additional
387
positions
have
been
added
200
in
the
last
fiscal
year
alone.
Many.
S
S
So
we
do
have
a
way
to
backfill
that
work
in
some
situations,
and
this
also
does
not
include
critical
hiring
outside
of
benefited,
budgeted
positions.
So,
as
I
mentioned,
when
we're
talking
about
vacancy
rate,
we're
looking
at
only
budgeted
positions,
but
in
fiscal
year,
21-22
alone,
that
was
359
positions
that
took
a
significant
amount
of
work
from
the
HR
staff,
as
well
as
the
Departments
to
fill.
That's
not
reflected
in
that
vacancy
rate.
S
Another
one
of
our
major
challenges
we
talked
a
little
bit
about
in
this
memo
is
that
a
lot
of
our
positions
are
being
filled
internally,
which
is
great
from
a
professional
development
perspective
and
from
a
retention
perspective.
But
every
time
we
fill
a
position
with
an
internal
candidate,
it
just
leaves
another
vacancy,
so
it
has
no
impact
whatsoever
on
our
vacancy
rate.
S
S
So,
throughout
the
years
we
have
done
a
lot
of
process
improvements
to
our
hiring
process
and
we've
gone
through
different
strategies
to
see
where
we
can
improve
our
hiring
process.
Prior
to
May
of
2022,
we
implemented
13
significant
hiring
process,
changes
that
was
to
streamline
the
hiring
process
and
shorten
the
hiring
time
frame.
If
you
look
at
our
hiring
time
frame
from
the
day
that
a
job
is
posted
to
a
day,
it
is
filled.
Our
time
to
hire
on
average
is
less
than
the
average
in
the
public
sector
shorter
than
the
public
sector
average.
S
We've
made
other
changes
since
May
of
2022
I'm,
going
to
go
over
a
few
of
these.
That
we'd
like
to
highlight
in
the
next
slides
but,
for
example,
we're
doing
goal
setting
now
through
an
agile
process.
We've
given
complete
salary
authority
to
departments
so
that
there
is
no
delay
in
getting
human
resources
to
approve
salary.
We've
extended
our
hiring
incentive
referral
bonus
program,
we've
done
lateral
incentive
programs
for
sworn
and
fire.
We
are
piloting
a
decentralization
hiring
model
in
dot,
we're
about
to
Pilot
a
centralized
hiring
model
which
I'll
talk
about
more
detail.
S
We
have
hired
a
consultant
to
review
the
place
and
fire
hiring
processes
to
find
where
we
can
streamline
those
and
shorten
the
time
frame
because
they
are
quite
extensive
and
when
you
have
an
extensive
hiring
process,
you
lose
candidates.
In
that
process
we
did
a
city-wide
analyst
recruitment.
We've
made
many
modifications
to
minimum
qualifications
and
job
specifications
to
broaden
our
applicant
pool,
and
we
are
implementing,
as
I
mentioned,
very
excited
about
this
project.
New
hiring
application
system,
neogov.
S
So
one
that
we
wanted
to
highlight
was
we
are
now
doing
a
quarterly
goal
setting
using
the
agile
process.
So
this
is
the
first
time
that
we're
aware
of
where
we've
set
hiring
goals
for
departments
and
departments
are
a
very
critical
part
of
this
process.
In
setting
these
goals-
and
you
could
see
here
in
this
chart-
we
started
it
in
quarter
three
of
fiscal
year
21-22.
That
was
our
first
kickoff,
so
there
was
a
little
bumpy
that
first
quarter
there
and
we
did
not
meet
the
minimum
goal.
S
But
since
then,
we've
been
meeting
our
at
least
our
minimum
goal
and
in
some
cases,
we've
gotten
very
close
to
our
maximum
goal,
and
this
is
a
way
for
us
to
set
goals
and
see
if
we're
able
to
meet
them
and
then
what
are
the
challenges
and
why
we're
not
able
to
meet
them.
As
part
of
this
process,
the
HR
employment
team
meets
weekly
to
go
over
recruitments
and
identify
challenges
and
where
things
may
be
stuck
myself
and
Kelly
participate
in
Lynn
participate.
S
In
almost
all
of
these
questions,
so
we
can
see
through
an
agile
board
where
we
may
having
where,
where
recruitments
may
be
stuck,
whether
it's
reference
checks,
whether
it's
in
first
round
interviews
and
then
through
that
process,
we've
been
able
to
make
changes
to
our
hiring
process
where
we
see
that
things
are
getting
stuck.
So,
for
example,
we
had
noticed
that
we
were
having
recruitment
stuck
in
the
reference
checks
for
quite
a
few
weeks.
Two
three
weeks,
and
so
the
question
came
up.
Do
we
need
to
do
reference
checks?
S
So
we,
through
that
process,
we
were
able
to
give
departments
flexibility
that
if
they
don't
want
to
do
reference
checks,
they
don't
have
to
that.
That
can
be.
That
does
not
no
longer
required
as
part
of
the
process.
So
this
is
a
very
good
process
again
to
identify
where
we
may
be
having
challenges
throughout
the
various
steps
of
the
hiring
process
and
make
changes
as
we
go.
S
S
Go
back
one
and
then
another
one
that
we
wanted
to
highlight
was
piloting
centralizing
the
hiring
function
right
now,
hiring
is
hybrid
between
HR
and
the
Departments,
so
departments
have
recruiters
within
their
Department
some
they're
handling,
some
recruitments
HR
is
handling
some
recruitment,
so
it's
very
a
hybrid
function
and
we've
gone
over
the
years
back
and
forth
between
centralization
and
decentralization
and
I
I
do
get
asked
quite
a
bit.
What
do
you
think
about
centralization?
What
do
you
think
about
decentralization?
S
So
we
are
piloting,
as
I
mentioned
previously,
a
completely
decentralized
function,
with
our
Department
of
Transportation,
where
we've
given
them
full
Authority,
they're,
completely
handling
their
hiring
and
so
far
it's
going
well,
we'll
evaluate
it
in
June
of
2023,
and
then
this
is
piloting
centralizing.
So
it's
a
pilot
program,
we've
added
five
positions
to
Human,
Resources,
a
program
manager,
three
analysts
and
a
staff
specialist.
S
We
are
going
to
be
piloting
centralization
where
we
are
going
to
completely
take
on
all
of
the
hiring
in
these
departments
and
divisions
and
that's
parks,
recreation
and
Neighborhood,
Services,
housing
and
then
code
enforcement,
which
is
a
division
of
pbce.
It
will
be
an
18-month
pilot
program
and
will
report
here
on
results
during
piz
Fizz
updates.
We
have
those
positions
posted
and
are
in
the
process
of
filling
them
as
soon
as
they're
filled.
S
We
will
kick
this
off
and
our
goal
is
to
reduce
the
vacancy
rates
in
these
departments,
which
do
have
some
of
the
highest
vacancy
rates
in
the
city
and
then
also
analyzed
how
the
HR
department
can
streamline
ad
support
and
with
direct
reporting
into
employment,
reduce
vacancies
in
these
three
areas.
S
And
my
favorite,
although
this
is
being
completely
led
by
Kelly,
so
she
probably
is
better
to
talk
about
this,
but
modernizing
part
of
our
hiring
modernization
is
to
bring
in
a
new
application
system.
So
we
have
heard
many
concerns
in
my
time
as
HR
Director
about
our
hiring
application
system
being
confusing
people
not
being
able
to
find
something
not
being
able
to
apply
for
things
online.
S
Foreign
modernizing
I
believe
is
looking
at
minimum
qualifications
and
job
specifications.
So
we
definitely
know
that
you
know
part
of
some
of
the
issues
with
recruiting
and
not
having
a
big
applicant
pool
may
be
our
minimum
qualifications.
Maybe
we're
asking
for
a
degree.
We
don't
necessarily
need
to
have
a
degree,
but
also
addressing
situations
where
a
credential
or
experience
is
a
barrier
to
a
diverse
applicant
pool
has
been
our
strategy
for
two
years,
and
this
is
an
important
part
of
it.
We
did
create
a
new
division
in
the
Employment
Division.
S
It's
called
our
class
comp
division.
We
have
three
positions
in
that
one,
newly
added
and
since
April
of
2022
we've
made
30
changes.
Some
of
those
are
code
enforcement,
inspector
airport
operations,
series,
Environmental,
Services,
specialist
arson,
investigator
instrument,
control
technician,
sometimes
it's
creating
all
new
classifications.
So
the
early
childhood
education
series
is
a
brand
new
classification
that
we
created
and
then
also
librarian.
S
S
Marketing
and
then
I'm
going
to
turn
it
over
to
Kelly.
We
also
so
again
as
I
mentioned.
Pipeline
and
marketing
is
a
very
important
part
of
this,
get
more
applicants
and
people
interested
in
working
for
the
city
of
San
Jose.
So
we
are
working
with
the
city
manager's
office
of
Communications
on
a
new
hiring
campaign.
You
can
see
here
the
different
strategies
that
are
part
of
it.
I
won't
go
over
all
of
them,
but
we're
going
to
do
you
know
radio
station
advertising
we're
doing
a
lot
of
LinkedIn
advertising.
S
Facebook
Instagram
Twitter
advertising
we're
going
to
do
some
internal
Communications,
and
then
we've
created
some
templates
so
we'll
do
some
branding
and
created
templates
for
social
media,
organic
posts,
Flyers,
beginners
and
collateral
material,
and
you
could
see
here
on
the
right.
Some
of
those
branding
templates.
We
have
kind
of
general
ones
for
the
city
we
are
hiring
is
our
brand
there
and
then
we
have
one
specific
to
the
department.
So
if
you
look
at
the
the
Box
below
there's
one,
that's
City
branding
for
Citywide
classifications,
you
know
we
have
one
for
the
housing
department.
S
We
have
one
for
prns.
So
this
is
also
something
I'm
very
excited
about,
and
we're
looking
to
do
this
with
our
classifications,
where
we're
having
the
hardest
time
recruiting
and
with
that
I'm,
going
to
turn
it
over
to
Kelly.
Q
Thank
you
Jennifer
good
afternoon,
council
members,
Kelly
Parmley
assistant
director
for
human
resources
and
just
to
offer
and
lend
some
support
to
the
how
important
the
coordination
of
the
marketing
effort
is.
Q
I
will
have
almost
six
years
with
this
city
in
May
and
Keem
prior
to
from
came
to
the
city
from
public
higher
education.
So
most
of
my
work
was
there
and
led
a
cradle
to
Career
pipeline
effort
in
Virginia,
and
so
we
early
on
when
Jennifer
and
I
were
came
together
with
the
Department.
It
became
clear
pre-covered.
We
started
some
of
this
work
too.
How
do
we
build
awareness
and
attract
the
Next
Generation
to
Public
Service?
When
we
talk
to
a
group
of
students,
marketing
students?
Q
Actually
the
first
day
Jennifer
joined
us,
we
got
to
see
presentations
from
marketing
students
over
at
sjsu
in
that
class,
when
I
asked
them
the
first
day
that
I
was
there.
I
said
how
many
of
you
have
considered
a
a
career
with
the
city
of
San,
Jose
and
out
of
25
students.
Not
one
hand
went
up
right,
and
these
are
students
who
are
right
across
the
street.
Q
So
a
lot
of
the
work
here
and
here's
a
couple
of
highlights
here
is
to
think
about
the
pipeline,
not
just
as
K-12
and
higher
education
and
how
we
build
Partnerships,
which,
by
the
way,
take
a
long
time
and
you
have
to
sustain
them
over
time
for
the
awareness
part
of
it,
but
also
other
opportunities
that
you
won't
see
here
but
are
mentioned
in
the
memo
like.
How
do
we
bring
in
fellows
to
the
City
at
different
points
in
their
their
career
path
at
different
levels
in
the
organization?
Q
So
we
did
a
great
event
with
the
veterans
Resource
Center,
that
was
our
first
one
with
San
Jose
State
and
really
engaged
group
of
folks
there.
We
are
doing
things
like
the
boot
camp
which
just
to
teach
folks
about
how
to
interview
with
the
city
or
how
to
fill
out
an
application
government
applications
are
different
right,
as
is
the
interview
process
and
so
teaching
them
and
bringing
them.
Awareness,
as
opposed
to
just
saying
here,
are
jobs
that
are
open
at
the
city
and
a
career.
Q
Fair
situation
is
really
important
in
terms
of
going
beyond
that.
I'll
just
offer
two
really
exciting
opportunities
here.
I
think
have
taken
a
lot
of
coordination
and
excitement
on
the
part
of
a
whole
lot
of
folks,
but
in
the
memo
you'll
see
that
we
recently
with
several
leaders
from
the
city,
manager's
office
and
others
went
to
Silicon,
Valley,
Career
and
Technical
Ed
and
went
down
and
met
folks.
There
I
think
there's
more
than
six
there's
six
or
more
departments
right
now.
Q
I
think
it
was
like
eight,
maybe
that
are
actually
going
to
participate,
our
departments
with
folks
who
are
doing
the
work
and
talking
to
students
and
talking
to
them
about
the
work
that
we
do
here
at
the
city.
That's
on
February
17th,
so
we're
really
excited
about
doing
that,
most
immediately
with
Silicon
Valley,
the
big
one
which
we
hope
lots
of
folks
here
will
will
come
and
participate
in,
and
you
know
all
the
Departments
are
going
to
participate.
Q
We've
just
been
talking
to
them
about
this,
but
San
Jose,
State
and
the
city
are
partnering
on
explore
careers
at
the
city
of
San,
Jose
San
Jose
day,
where
we're
actually
going
to
inspire
students
to
walk
across
the
street
and
come
see
us
right.
Get
on
the
campus
over
here
is
as
important
as
us
going
over
there
so
really
excited
for
that
from
12
to
3
on
April
6th.
Q
Q
Modernizing
and
pipeline
to
retention,
the
other
part
of
the
equation
in
terms
of
vacancies
is
when
we
lose
people
here
at
the
city
right-
and
many
of
you
are
probably
familiar
with
all
of
the
literature
and
work
around
the
great
resignation
that
we
heard
about
and
experience
not
just
here
in
the
city,
but
in
the
private
sector
and
in
other
agencies
around
us.
This
great
resignation
is
happening.
The
important
part
I
think
for
us
is
that,
as
a
human
resource
function,
we
can
help
lead.
We
can
help
provide
some
data.
Q
We
can
provide
insight
into
effective
strategies.
We
can
do
some
programming
ourselves,
but
it
requires
everyone-
everyone
from
across
the
city,
to
help
us
with
retention,
so
I'll
offer
to
you
one
opportunity
here
to
frame
this
just
a
little
bit
in
terms
of
the
things
we're
thinking
about.
This
takes
a
little
bit
of
time
to
focus
on,
because
we're
talking
about
new
folks
coming
to
the
city,
folks
that
have
been
here
for
some
time.
How
do
we
create
a
culture
that
is
about
retaining
our
employees?
Q
I'll
just
offer
a
couple
of
Statistics
to
you
that
we
recently
put
out
there,
which
is
about
52
percent
of
our
full-time
employees,
are
Gen
X
or
gen
Z
or
Gen
Y
or
gen
Z,
I'm,
Gen,
X,
Gen,
Y
or
gen
Z
52
right,
so
a
full-time
employees.
That's
that's
a
relatively
Young
Generation
right
and
44
are
five
years
or
less
with
the
city.
Q
So
I
just
offer
that
by
way
of
saying
these
things
are
what
are
important
for
us
to
think
about,
and
many
of
them
we've
already
started
working
on
or
are
in
the
works,
and
that
is
flexibility.
We
had
a
flexibility
policy
before
covid.
We
certainly
have
really
experimented
with
and
maintain
our
commitment
to
that.
Q
It's
really
important
to
folks
coming
to
the
city
to
stay,
want
that
flexibility
folks
are
wanting
work
that
works
for
them,
and
what
that
means
is
that
we
somehow
create
a
balance
between
home
and
life,
but
also
have
opportunities
to
belong
and
to
create
a
culture
of
respect
and
inclusion.
There's
a
lot
of
work
going
on
here.
You'll
saw
you'll,
see
in
a
minute
some
of
the
compensation
work
that
we've
done.
Compensation
is
clearly
important
to
folks
and
there's
a
call
to
public
sector
to
make
sure
they're
staying
competitive.
Q
We
may
not
always
be
with
a
private
sector,
but
we
need
to
pay
attention
to
it
and
we
have
that
that
we
created
are
are
open
to
an
entrepreneurial
Spirit.
The
next
generation
wants
to
try
new
things.
Do
new
things?
Do
different
projects
have
professional
development?
Upskilling
is
really
important
to
the
next
generation
of
folks.
Coming
here,
focus
on
well-being,
you'll
probably
have
seen
a
lot
of
our
Wellness
work
going
on.
Q
We've
got
a
lot
of
challenges:
physical
challenges,
where
people
get
together
in
teams,
but
also
some
of
our
trauma-informed
work
and
others,
and
then
the
thing
I
think
we
really
have
going
for
us
here
is
people
in
this
great
resignation
are
rethinking
why
they're
doing
what
they're
doing
from
a
work
perspective
right,
and
so
how
do
I
have
something
that
has
meaning
and
purpose,
and
certainly
government
offers
that
to
lots
of
folks.
So
how
do
we
accelerate
that
and
by
way
of
marketing
a
few
things
in
terms
of
strategies?
Q
I'll
just
name
a
couple
of
these,
but
they
fit
right
into
the
framework
that
Deloitte
offers
up
in
terms
of
how
we
think
about
retaining
employees
for
anywhere,
but
certainly
within
government
there's
been
a
lot
of
opportunities
around
the
general
wage
increase,
but
also
specific
salary
adjustments.
Jennifer
could
certainly
speak
to
more
of
that,
spend
her
her
work
primarily
with
with
the
Departments
again
I
mentioned
the
flexible
workplace
policy.
We
have
a
mentor
program
that
hit
300
this
year.
We
had
rotated
that
prior
a
couple
of
years
ago,
I've
been
rotated
around
departments.
Q
We
brought
it
into
HR
and
have
been
running
it
for
two
years
now.
Last
year,
even
we
had
about
200
people,
we've
gotten
that
up
to
about
300
it's
great
opportunity
for
people
to
connect
which
is
really
important
for
retention.
We've
made
some
changes
to
new
employee.
Welcome
to
the
good
employee
experience
conversations,
I'll
mention
in
a
minute.
Q
We
have
two
real
signature
programs
that
are
helpful
around
this
entrepreneurial
spirit
in
terms
of
teaching
folks
about
human-centered
design
and
right
now
we
actually
have
another
cohort
of
folks
in
the
in
innovation
academy,
with
Brian
Elms
from
who
started
the
Peak
Academy
in
Denver
teaching
Folks
at
your
desk.
How
do
I
make
improvements
without
changes
to
technology
or
additional
investment
of
resources
process?
Improvement
is
really
important
and
empowering
folks
to
do
that.
Their
desk
is
a
creative
opportunity.
Q
We've
really
really
upped
our
game
when
it
came
to
trauma-informed
and
resilience
oriented
culture
building,
I'm
sure
you've
heard
some
of
that
we're
pursuing
that
for
a
strategy
going
forward,
but
also
the
benefits
team
is
really
up
their
game
with
Wellness
programs
and
offerings.
There's
a
lot
of
workshops
and
opportunities
for
folks
to
maintain
their
wellness
and
the
big
thing,
and
we
had
a
great
presentation
yesterday
on
this
with
about
80
folks
from
across
the
city
on
our
new
employee
assistance
program.
Really
proud
of
this
one
concern
is
the
new
vendor.
Q
They've
got
a
lot
of
different
opportunities
for
folks
to
be
able
to
take
care
of
themselves
mentally
and
emotionally
foreign
in
part,
because
I
think
people
forget
that
about
five
years
ago
there
was
no
Learning
and
Development
team
in
the
human
resource
department.
So
Jennifer
and
I,
along
with
support
from
the
city
manager's
office
and
from
a
lot
of
folks
across
the
city,
have
from
1718
where
there
was
myself
a
management
fellow
and
an
intern.
Q
We
now
are
we
fast
forward
to
22-23,
and
we
have
a
team
of
about
nine
folks
who
not
only
are
doing
a
vendor
delivered
strategy
with
respect
to
Learning
and
Development
work
training,
in
other
words,
but
also
Pipeline,
and
then
we've
really
invested
in
our
ability
to
do
some
data
work
in
there
as
well,
and
so
really
proud
that
we
started
this
before
covid.
We
had
to
wind
it
down
on
March
and
March
of
2020
for
about
six
months
and
then
revamp
it
right
back
up
in
a
different
environment
in
terms
of
hybrid
delivery.
Q
We
couldn't
do
it
without
this
group,
just
a
couple
of
plugs
for
folks
that
we're
working
with
they're,
really
high
quality
vendors
I'll
just
offer
the
billions
Institute
is
doing
an
executive
leadership
forum
for
us
for
the
first
time
this
spring
we're
running
our
own
mentorship
program
that
was
supported
initially
by
the
center
for
advancing
leadership
and
human
potential.
They
are
doing
our
employee
experience,
conversations
which
is
incredibly
important
to
retention,
and
then
you
can
see
some
of
our
other
vendors
and
our
Wellness
opportunities
as
well.
Q
Employee
experience
conversations.
Many
folks
have
asked
us
about
doing
exit
interviews
when
we
do
exit
interviews
it's
too
late
right
and
it's
data
that
we
often
may
not
be
able
to
get
enough
of
or
be
able
to
trust
in
terms
of
making
meaningful
change
in
an
organization
we
started
out
with
the
idea
of
State
interviews
and
with
this
particular
amazing
consultant,
the
center
for
advancing
leadership
with
human
potential
hope
and
Danielle.
We
re-crafted
stay
interviews
into
employee
experience.
Q
Conversations
with
the
explicit
three-part
goal,
which
is
to
increase
employee
trust
and
sense
of
belonging,
belonging
and
connection,
are
incredibly
important
to
retention
ignite.
A
shared
purpose,
recognize
and
appreciate
employee
contributions.
This
is
a
non-performance
related
conversation.
How
do
I
understand?
What
brings
you
here?
What
what
is
keeping
you
here?
What
gets
you
excited?
How
can
I
support
you
in
your
endeavors
as
an
employee
to
do
those
things
and
what
things
are
getting
in
the
way
of
you
perhaps
not
wanting
to
stay,
so
we
did
that
starting
last
spring,
with
100
exec
staff.
Q
We
tried
it
with
some
mid-level
folks
and
it's
getting
momentum.
There
are
a
lot
of
folks
who
are
participating.
It
led
to
us
creating
the
executive
leadership
Forum
with
the
billions
Institute
this
spring.
So
it's
a
really
important
to
us
in
terms
of
retention,
so
I'll
just
turn
it
over
to
Jennifer
to
close
it
out.
Yes,.
S
So
we
are
meeting
with
stakeholders
and
this
came
up
when
we
got
the
recommendation
last
year,
so
we
did
meet
with
stakeholders
with
the
city
manager's
office
on
January
27th,
that
include
representatives
from
the
unions
to
get
their
thoughts
and
ideas
on
recruitment
retention.
We
do
have
a
next
meeting
scheduled
with
them
for
the
end
of
February.
S
Our
goal
for
that
meeting
is
to
brainstorm
in
a
workshop
type,
setting
the
hiring
process,
reviewing
it
step
by
step,
identifying
where
we
have
made
changes
and
and
taking
in
any
other
suggestions
that
they
may
have
brainstorming
other
improvements.
We
will
continue
to
provide
quarterly
updates
to
pisfiz,
and
then
we
will
bring
forward
any
additional
resources
needed
for
Council
consideration
as
part
of
the
fiscal
year
2324
budget
process
in
May,
and
with
that
we're
happy
to
answer
any
questions.
B
Wow
that
was
pretty
good
council
member
torquez.
B
Oh
before
before
we
go
to
the
council,
are
there
any
I'm?
Sorry
public
comment:
there
are
no
hands
up.
Thank
you.
Okay.
Now
we'll
go
to
council
member
Torres.
E
All
right,
so
no
I,
just
I,
definitely
want
to
I,
definitely
want
to
thank
Jennifer
and
her
team
for
for
this
presentation.
E
I
wholeheartedly
feel
that
you
all
are
being
aggressive.
I
think
that's
that
that
that
is
great.
But
of
course,
there's
also
the
concern
right
and
I
I
definitely
do
do
feel
that
we
need
to
just
tighten
up
our
Partnerships
with
San
Jose
State,
and
maybe
the
San
Jose
Conservation
Corps,
because
I
I
want
folks
to
be
able
to
slide
into
a
job.
I
shouldn't,
say
I.
E
But
you
know
folks
on
this
committee
and
my
colleagues,
we
we
definitely
want
to
erase
the
vacancy
rates
that
are
high
right
when
we
break
it
down
by
Department
right,
every
department
has
has
their
vacancy
rate.
We
all
know
that
some
of
them
have
higher
ones
than
others.
Right
and
I
know.
We've
already
pinpointed
those
three
departments
so
I'm,
very
glad
that
you
that
you
spoke
about
our
fire
department.
E
Having
a
you
know,
having
a
high
vacancy
rate,
but
what's
also
concerning
is
is
that
our
city
employees
are
are
leaving
after
five
years
right,
so
I
think
I
think
we
all
know
you
know
I,
actually,
I,
actually
thought
I
actually
thought
that
young
people
didn't
want
to
work
for
the
city.
So
your
your
52
of
Gen
X,
sorry,
that's
me
and
Lee
Gen,
Y
and
Z
that
they
make
up
52
of
our
city,
Workforce,
Gen,
Y,
N,
Z
and
so
I
I,
always
thought
see.
E
When
you
read
these
reports,
I
always
thought
that
those
are
the
least
amount
of
folks
who
would
want
who
don't
want
to
work
with
our
city,
but
they
make
up
52
percent
and
that's
good.
So
now
we
need
to
invest
in
them,
so
they
can
invest
in
our
city.
So
they
can
stay
longer
right
because
I
have
nephews
and
brothers
and
family
members
who
are
Gen
Y
and
Z
right,
and
they
only
stick
around
for
four
or
five
years
on
a
job,
and
we
don't
want
that
right.
E
We
we
want
to
celebrate
their
their
25-year,
your
retirement,
the
30-year
retirement
Etc
right,
so
I
think
we
definitely
need
to
need
to
focus
in
on
on
on
on
retention
of
our
of
our
young
Workforce
right,
because
this
is
a
great
place
to
to
work
right.
I
think
I
think
you
all
know
my
story.
E
I
started
off
as
a
as
a
prns
Rec
leader
for
San,
Jose
learns
and
now
I'm
here
on
the
diocese
learning
how
amazing
our
city
continues
to
be,
and
so
we
need
to
make
sure
that
that
we
continue
to
do
that
right,
that
we
continue
to
retain
our
Workforce
and
and-
and
we
all
know,
that's
also
a
major
problem
in
our
San
Jose
police
department.
Right
they
stick
around
and
then
they
they
get
our
training.
E
They
learn
all
the
the
stuff
they
need
to
to
learn
out
in
the
field,
and
then
they
go
somewhere
else.
So,
but
thank
you
so
much
for
for
for
being
aggressive.
Thank
you
so
much
for
finding
Partnerships
and
whatever
we
can
do
on
our
end,
to
have
these
folks
slide
into
a
job
with
the
city
of
San
Jose
and
especially
in
those
in
those
critically
needed
departments.
You
know
we.
This
is
why
we're
here.
So
thank
you.
C
I
think
it's
a
very
well
thought
out
report
and
you're
covering
a
lot
of
areas
of
hiring
retention
and
rewards
and
training,
and
everything
I
got
a
couple
of
comments.
One
you
mentioned
that
the
vacancies
do
not
reflect
that
the
work
isn't
getting
done
in
the
three
weeks
I've
been
here
every
Department
which
presented
to
us.
C
C
Okay,
that
the
work
is
getting
done,
the
other
one
you
created
new,
Partnerships
and
I
want
to
suggest
to
you
to
look
into
two
more
one
would
be
that
you're
study,
not
everybody
needs
a
college
degree,
but
I
didn't
see
any
Partnerships
with
any
of
the
community
colleges
in
this
area.
So
you
may
want
to
look
into
that
source
and
tap
that
one.
C
The
other
one
would
be
is
that
some
of
the
people
who
are
retiring
from
our
corporations
here
in
Telus
ibms
and
the
others
you
may
want
to
link
up
with
the
HR
Departments
of
those
people,
and
if
their
skills
are
right,
they
could
be
sold
on
the
pitch
of
serving
their
City,
not
on
the
money
we
can
pay
them
and
serving
the
city
might
be
an
attraction
and
I
don't
want
to
take
too
much
credit
for
myself.
I
was
an
Intel,
retiree
and
I
was
sold
on.
C
The
idea
of
that
I
should
be
an
encore
fellow
in
city
of
San
Jose,
and
so
there
may
be
some
number
of
experienced
people.
You
want
to
pick
up.
If
you
link
up
with
the
HR
Departments
of
these,
and
at
least
they
can
make
a
pitch
or
they
can
allow
you
to
make
a
pitch
for
explaining
what
opportunities
are
available
in
the
city
and
hence
you
may
get
some
experienced
people
from
there
and
the
last
one
is
a
more
a
question,
or
is
the
city
allowed
to
have
employees
offshore,
like
in
the
private
corporations?
C
A
lot
of
them
have
I.T
type
of
people
offshore,
not
my
favorite
thing
to
do
but
like,
for
example,
I'm
thinking
of
the
permitting
Department
they're
talking
about.
They
can't
find
the
people
they
can't
do.
The
reviews
permitting
department
is
publicly
not
being
appreciated.
Very
much
is
the
city
allowed
to
have
offshore
employees.
S
So
that's
a
very
good
question.
So,
if
you're
talking
about
an
employee
that
is,
is
directly
an
employee
of
the
city
that
we're
paying
out
of
our
payroll
system.
No,
and
actually
we
have
challenges
even
having
employees
outside
of
California,
even
if
they
can
work
from
home.
L
S
Tax
issues,
payroll
tax
issues
with
that,
so
we
do
have
some
restrictions
in
that
area,
that
isn't
to
say
that
a
contractor
that
we
may
contract
with
I,
don't
know
may
may
have
people
outside
of
California
or
that
sort
of
thing.
But
if
they're
directly
employed
by
us,
there
are
some
challenges.
Okay,.
C
So
so
you
may
want
to
discuss
with
the
permitting
Department,
especially
because
they're
saying
they
can't
review
the
plans
and
all
that
and
the
plans
are
all
electronic,
so
if
they
can
have
a
contractor,
who
is
allowed
to
do
it,
as
I
said
not
my
favorite
way
of
having
employment
I'd
rather
have
the
employment
given
to
the
local
people,
local
economy,
but
if
we
need
to
tide
over
for
a
while
to
catch
up
with
some
of
the
backlogs,
that
may
be
a
way
to
get
that
done.
Okay,
all
right!
Thank
you
for
all.
B
B
Environments,
especially
when
you're
doing
dealing
with
different
demographic
groups
can
be
different
and
I
know
that,
as
you
start
seeing
you
know
more
and
more
retirements
I
mean
we've
known
this
for
some
times
in
terms
of
the
whole,
how
the
demographics
in
each
of
the
groups
are
that
as
the
Baby
Boomers
retire,
there
aren't
enough
even
replacements
for
some
of
the
positions,
so
you
know
I
I
I'd
like
to
know
a
little
bit
more
about
and
maybe
not
for
today,
but
you
know
at
some
point.
B
You
know
in
terms
of
having
strategies
for
replacing
and
and
training
and
really
bringing
other
young
people
up
to
speed
on
on
on
on
some
of
this
work
that
that
we
have,
because
when
you
look
at
how
most
previous
employees
who
stayed
for
you
know
10
15
20
years,
that's
not
the
model
that
most
you
know.
Young
people
are
looking
at.
You
know
they
they
move
around
even
every
three
years
and
their
expectations
are
different.
B
I
actually
went
to
a
presentation
that
shows
each
of
the
different
demographic
groups
and
how
they
Envision
their
work
environment
and
how
they
respond
to
whether
or
not
they
would
save
their
PTO
use
their
PTO
plan,
their
PTO
or
say:
okay,
I'm,
taking
it
every
time
so
that
you
know
I
I
have
a
better
work
life
different
balance
right,
so
I
I
also
think
that
in
the
long
run,
that
may
be
something
that
we
have
to
pay
attention
to,
because
there
are
going
to
be
a
lot
of
retirements,
and
here
we're
not
having
enough
people
come
in
once
those
retirements
happen
demographically.
B
We
don't
even
have
the
the
people
trained
in
the
specific
areas
to
be
able
to
take
those
jobs
and
I
know
in
city
government.
We've
known
this
for
a
little
bit
and
yet
you
know
I,
don't
know
I
just
don't
know
what
has
been
done
about
it,
but
I,
but
I
see
that
as
something
that
as
the
retirements
go,
there
aren't
enough
in
the
poll
to
begin
with,
regardless
of
anything,
so
that's
something
that
I
that
I've
been
looking
at.
Yes,.
S
Vice
mayor,
you're,
absolutely
correct
and
that's
a
very
true
and
we're
struggling
with
that
I
would
say
in
a
variety
of
different
classifications,
a
lot
in
our
trades,
though
right
so
one
thing
and
I'll
just
highlight
one
thing:
really
quick:
that
we're
doing
is
an
apprenticeship
program
with
our
electricians
so
that
we
can
do
an
apprenticeship
program,
train
them
ourselves,
we're
working
with
the
local
IBEW
to
do
that,
and
so
hopefully
that
helps
give
us
a
pool
of
electricians
because
we're
we
are
definitely
struggling
with
our
electricians.
S
B
That
includes
the
this
was
just
the
approval
of
the
item.
Okay!
No!
A
second
thank
you,
council,
member,
batra,
okay,
there's
a
motion
in
a
second
we'll
vote.
B
I
Hi
Larry
Beekman
here
a
really
interesting
Christmas
meeting
today,
not
the
usual
variety
of
law
enforcement
issues.
It
was
more
financial
and
thank
you,
I,
wanted
to
remind
yourselves
with
such
a
meeting
today
and
and
being
a
new
board
that
we
we
have
been
in
a
process
of
decision
making
in
the
past
few
years
with
the
current
war
in
Ukraine
that
I
think
as
much
as
we
don't
want
to
admit
it
has
been
really
affecting
our
decision
making
here
at
the
local
level.
I
There's
a
lot
more
talk
of
military
use,
practices
in
law
enforcement
they're,
just
an
overall
sense
of
downness
and
Gloom
that
comes
with
war
and
I.
Just
really
wanted
to
remind
the
importance
that
there
is
a
real
structured
idea
of
Peace
negotiation
process
for
the
region
that
we
really
have
to
want
to
be
able
to
more
openly
describe
as
much
as
this
country
doesn't
want
to.