►
Description
City of San José, California
Public Safety, Finance & Strategic Support Committee of August 19, 2021
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda https://sanjose.legistar.com/View.ashx?M=A&ID=879630&GUID=2ABC4BC9-14D0-4B83-B56F-E50CBE030A9B
A
A
B
A
D
A
B
B
E
Okay,
thank
you.
Thank
you,
chair
perales,
so
I'm
julia
cooper,
I'm
the
city's
finance
director
and
today
I
have
with
me
nikolai
skarloff,
who's,
deputy
director
of
treasury
and
debt
management
and
lewis
curfishi
howe
who's,
the
assistant
director,
who
is
also
covering
the
vacancy
we
currently
have
in
our
revenue
management
division.
So
since
this
is
the
fourth
quarter
report,
we
decided
we'd
run
through
the
entire
slide
deck
with
you
to
see
how
we
ended
the
fiscal
year
related
to
our
debt
and
investment
program
and
also
our
revenue
management
program.
F
This
is
going
to
be
a
tale
of
two
cities,
one
where
we
celebrate
low
interest
rates
and
one
where
we
belong
low
interest
rates
first
on
the
debt
side,
because
interest
rates
remain
near
historic,
historic
lows:
the
city's
undertaking
a
lot
of
financing
activity
this
year,
particularly
in
the
fourth
quarter.
As
you
can
see
on
this
chart,
the
dollar
volume
of
bonds
issued
is
approximately
double
what
it
was
in
the
last
two
years.
F
But
that
isn't
because
we
added
a
lot
of
that
it's,
except
for
the
housing
area,
it's
primarily
because
of
refinancing
of
bonds
from
prior
years
for
savings,
excluding
the
city's
conduit
issuer
bonds
for
multi-family
housing.
The
city
is
about
3.8
billion
of
debt
outstanding,
and
the
key
on
this
slide
is
for
the
geo
financing
authority,
the
green
and
blue
areas.
Those
are
the
primary
areas
where
we
fund
city
general
infrastructure,
red
is
the
airport
and
purple
is
the
legacy
successor
agency,
debt.
F
F
F
F
At
the
august
31st
council
meeting,
we
expect
to
bring
action
items
on
the
city's
two
commercial
paper.
Programs
and
work
is
continuing
in
the
exploration
of
pension
obligation
bonds.
You
received
an
information
memo
on
that
earlier.
Today,
staff
made
a
presentation
to
the
federated
board
and
on
september
9th
there
will
be
a
similar
presentation
to
the
police
and
fire
board,
and
on
september,
21st
staff
will
return
to
council
for
consideration
of
the
pob
judicial
validation
documents
that
were
originally
scheduled
for
june
29th
and
then
on
september
30th.
F
F
F
F
F
So
these
next
few
pages
just
very
quickly
summarize
the
bonds
that
have
been
sold.
Just
very
briefly,
you
can
see
that
the
interest
rates
are
quite
low.
2.38
percent
for
our
city
college
funding
that
produced
net
present
value
savings
of
47
million
dollars,
the
ice
center
in
october,
3.32,
again
extremely
low
interest
rates
and
then
finally,
the
airport
revenue
bonds
that
we
discussed.
F
F
It's
important
to
note
that
one
of
the
dynamics
this
year
has
been
the
receipt
of
federal
dollars,
which
are
great
news
in
terms
of
the
growth
of
the
pool
and
the
new
funds
have
been
received,
of
course,
because
of
those
large
infusions
of
cash
that
are
invested
this
quarter,
they
have
the
effect
of
diluting
the
yield
on
the
pool.
Because,
again,
the
good
news
of
low
rates
on
our
borrowing
side
is
not.
A
F
F
F
F
Our
investment
officer
took
a
position
as
a
finance
director
with
another
city
on
the
peninsula,
but
we're
very
excited
to
have
recruited
and
experience
a
new
principal
investment
officer
who
will
begin
next
month
and
the
team.
Fortunately,
we
have
a
deep
team
that
has
been
managing
well
in
the
interim.
F
We
do
expect
return
to
council
later
in
the
year
to
discuss
the
investment
policies
and
potential
additions
to
the
pool.
We
expect
to
do
that
in
consultation
with
our
new
principal
investment
officer.
I
would
expect
to
do
that
in
february
as
part
of
the
annual
review
process,
and
with
that
I
will
turn
the
presentation
over
to
lewis
for
the
revenue
management
report.
C
The
revenue
management
unit
within
the
city
finance
department
has
four
primary
collections:
programs
focusing
on
general
city-wide
accounts,
receivable
business
tax
collections,
compliance
monitoring,
which
includes
our
revenue.
Audit
function
for
sources
such
as
sales
and
hotel
taxes
and
utility
billing
collections
can
take
time
they
can
take.
The
efforts
can
span
several
reporting
periods,
given
that
we
report
our
collections
numbers
when
we
have
the
respective
funds
actually
in
hand
next
slide,
please
this
pie
chart
will
give
you
an
idea
of
our
revenue
management
units
overall
portfolio.
C
This
is
based
on
foi
2019-2020,
budgeted
revenues.
This
slide
will
be
updated
in
our
next
quarterly
report.
In
2019
2020,
the
city
expected
total
revenues
of
a
little
over
four
billion
dollars
of
that
four
billion
dollars.
The
revenue
management
unit
within
finance
is
responsible
for
the
collections,
efforts
of
about
1.2
million
or
roughly
40
percent
next
slide.
Please.
C
This
slide
represents
invoicing
and
payments,
five
years
history
from
fy
2015-16
to
fy
20
1920..
Once
again,
this
will
be
updated.
Next
quarter,
invoices
bill
to
the
business
tax
system.
Invoices
are
billed
through
our
centralized
accounts,
receivable
system
and
the
utility
billing
system.
So
we
have
three
billing
systems
that
we
use
primarily
in
the
city
for
city-wide
invoicing.
C
C
Both
current
and
delinquent
receivables
are
on
this
slide,
which
delinquent
receivables,
which
are
accounts
for
91
plus
days
in
arrears,
represented
by
the
gray,
fill
current
receivables
represented
by
the
bluefield
and
their
delinquency.
Percentage
change
from
quarter
to
quarter
represented
by
the
red
line.
A
point
to
make
about
this
slide.
C
So
we
needed
that
time
from
march
17th
2020
to
the
end
of
may
2020
to
take
was
it
was
essentially
somewhat
paper-based
system
to
a
remote
system,
so
we
put
systems.
During
that
time
we
put
systems
and
protocols
into
place
to
perform.
This
collections
work
remotely
and
the
revenue
management
unit.
Subsequently
we
started
collections
activities
on
june,
1st
2020.,
so
comparing
the
fourth
quarter
that
just
ended
to
the
prior
quarter.
The
third
fiscal
quarter,
total
receivables
increased
8.9
percent
versus
the
prior
quarter,
going
from
57.2
million
to
62.2
million.
C
The
current
portion
of
those
receivables
increased
19.3
versus
the
third
quarter,
from
15.2
to
18.1
million
delinquent
receivables,
increased
5.1
percent
from
42
42
million
in
the
third
quarter
to
44.1
million
in
the
fourth
quarter,
and,
as
you
can
see,
the
result
of
all
those
increases
is
reflected
in
the
delinquency
percentage
change
rising
from
quarter
three
to
quarter.
Four
next
slide:
please,
this
pie
chart
represents
just
the
delinquent
receivables
broken
down
by
where
they
are
in
their
collection
status.
C
The
majority
of
counts,
as
you
can
see,
which
is
the
dark
blue.
The
23.9
are
with
internal
staff.
Those
are
accounts
that
are
actively
managed
and
pursued
collections
are
pursued
by
our
staff
internally,
with
the
balance
of
the
delinquent
receivables,
either
assigned
to
a
collection
agency
in
payment
plans
and
legal
action,
their
liens
and
others.
We
do
have
some
pending
write-offs.
C
Next
slide,
please:
this
graph
demonstrates
revenues,
management's
return
on
investment
or
roi,
which
was
5.6
for
the
quarter.
That's
the
fourth
fiscal
quarter
of
2021
compared
to
the
target
of
5.5,
so
in
other
words,
for
every
single
dollar
that
the
city
spent
performing
collections.
The
unit
collected
5.5
in
the
fourth
fiscal
quarter
for
the
year
ending
june
30th
2021,
the
revenue
management
return
on
investment
was
6.5,
that's
6.5
earned
for
every
dollar
invested.
C
C
C
next
slide,
please
so
for
the
three
three
quarter
period.
That's
from
october
1st
2020
through
june
30th
2021,
nineteen
thousand
five
hundred
and
forty
four
businesses
and
residential
landlords
with
renewals
due
have
been
contacted
about
the
available
code
in
nineteen
six
assistance
of
those
twenty
two,
not
twenty.
Two
thousand
two
hundred
and
ninety
applied
1430
were
approved,
195
denied
577
pending
and
we
are
working
on
those
because
each
of
those
requires
an
individual
review
of
all
the
submittals.
C
So
we
did
say
the
last
time
we
talked
to
last
time.
We
did
a
quarterly
report
that
we
would
be
reviewing
the
need
for
a
continued
relief
beyond
september
30th
2021.,
the
september
29th
2020
memorandum
deposited
that
estimate
an
estimated
of
upward
six
thousand
businesses
would
be
eligible
with
an
estimated
revenue
impact
for
the
fiscal
year,
just
ending
of
about
a
million
dollars
and
then
a
er
estimated
revenue
input
for
the
first
quarter
of
2022
of
about
350
000..
C
C
So.
In
summary,
we
are
have
the
following
recommendation
to
cancel
except
the
fourth
quarter:
financial
reports
for
fiscal
year,
twenty
thousand
twenty
twenty
one
for
the
following
programs:
debt
management,
investment
management
and
revenue
management
and
then
refer
the
fourth
quarter:
financial
reports
for
fiscal
year,
20
2020
to
21
to
the
september
14
2021
city
council,
meeting
for
full
adoption,
and
with
that
we
all
are
ready
for
your
questions
at
your
pleasure.
B
Okay,
thank
you
very
much
before
we
turn
it
over
to
my
colleagues.
I'll
turn
it
over
for
public
comment
and
just
as
a
reminder
if
you're
watching
on
youtube
or
the
tv
channel
you'll
have
to
head
over
to
our
zoom
meeting
for
public
comment
or
you
can
call
in
at
408
638096
to
speak
by
phone
and
if
you're
here
joining
us
by
zoom,
you
can
use
the
raise
hand,
function
and
we'll
take
public
comment
now
on
item
d1,
which
is
the
fourth
quarter.
H
Okay,
good,
thank
you
so
much
yeah.
I
guess
I
was
going
to
quote
something
from
george
monbiot
because
he
was
talking
about
our
climate
crisis,
which
is
what
we
really
should
be
talking
about
all
the
time
this
crisis,
but
I
will
connect
it
to
our
financials.
I
will
I
promise,
but
basically,
what
I
was
saying
is
that
we
need
to
re
realign
our
our
decisions
of
what
we're
doing
to
save
mankind
and
all
of
life
on
earth
like
as,
if
that's
not
a
big
issue.
So,
okay,
that's
where
we're
that's!
H
Where
we're
at
right
now.
You
know
we're
at
the
end
game,
like
my
scientist,
husband,
says
so
getting
back
to
the
financials.
The
financials
are
one
concern
I
had
was
that
you
were
reducing
your
fossil
fuel
investments.
I
didn't
like
that
word
of
reducing.
They
need
to
be
eliminated
completely.
We
need
to
disinvest
from
fossil
fuels
completely.
H
You
know,
because
all
the
problems
we're
experiencing
are
because
of
our
climate
crisis,
and
so
we
have
to
disinvest,
that's
one,
and
so
that
was
something
and
then
also
in
terms
of
the
our
our
funding.
The
way
our
google,
the
google
money,
is
coming
into
the
city
and
it
was
in
the
the
the
our
rules
in
open
government,
which
is
bs
because
it
was
not
open.
It
didn't
explain
what
was
on
the
agenda.
It
just
showed
us
a
picture
of
it.
H
It
went
page
one
page
two,
so
that
was
like
bs.
So
I
guess
you
have
to
read
your
agenda,
so
you
know
what
you're
talking
about,
because
you're
not
going
to
discuss
it.
You're,
not
gonna,
you
know
reveal
it,
and
so
what
the
problem
that
I
see
is
that
a
lot
of
the
google
money
that
was
you
know
given
to
the
community
is
now
going
into
our
general
fund
for
economic
development.
That
is
wrong.
We
need
to
de-growth,
and
so
what
I'm
saying
the
money
needs
to
go
to
it
turns
out.
The
3
million.
H
Is
the
perfect
amount
that
I
need
for
my
community
to
be
resilient,
which
is
to
create
a
demonstration
project
to
grow
food
in
at
615
stockton
avenue.
So
we
do
not
get
a
hotel
and
we
send
the
message
that
we
are
de-growing
and
we
are
putting
our
money
where
our
mouth
is.
You
can't
eat
money
and
you
can't
drink
diesel.
I
Yes,
paul
from
the
horseshoe,
thank
you
for
that
breakdown
of
the
financial
viability
of
the
of
the
city,
as
well
as
its
obligations,
6.5
dollars
earned
for
everyone
right
on
excellent
excellent.
I
have
some
questions,
though,
with
regard
to
equity,
and
I
think
that
this
is
one
department
where
we
as
a
city
can
start
really
doing
work
around
that,
like,
like
my
question,
is
to
to
the
people
to
give
the
presentations.
I
Do
you
have
a
framework
of
equity
with
respect
to
your
investments?
Do
do
you
have
a
a
guideline?
Anything
like
that
related
to
equity
from
the
city
to
guide
your
decisions?
That's
one
question.
The
other
question
is
that
the
I'm
an
agreement
of
not
extending
the
the
tax
exemptions
for
the
businesses
and
landlords?
I
I
What
it
means
is
that
when
you
redline
something
it's
something
that
it's
owed,
so
when
we
talk
about
redlining,
what
we're
talking
about
is
something
that
is
owed.
That's
equity!
That's
how
you
define
it,
it's
very
simple,
what's
hard
and
difficult
for,
especially
with
respect
to
finances,
is
that
we
don't
want
to
do
that.
There's
this
there's
this
just
stubbornness,
but
I
would
like
the
equity
question
answered,
also
multi-housing
revenue
bonds.
I
K
J
J
I
thank
you
that,
from
this
cities,
like
san
jose
and
oakland
are
now
studying
are
now
starting
to
more
openly
question:
how
do
moore
grow
and
develop
ideas
of
equity,
reimagine
and
health
and
human
services,
and
then
actually
these
can
be
the
better
ways
and
how
to
prepare
for
upcoming
possible
bay
area
natural
disasters
in
the
next
two
to
five
to
ten
years.
I
thank
you
that
you
have
figured
how
to
work
towards
pay
raises
of
city
government
workers
in
this
difficult
area
era
of
covert
19..
J
These
are
the
ideas
and
practices
that
can
be
shared
across
the
bay
area
at
this
time
and
can
be
of
much
help
in
the
questions
of
vta
hq
labor
and
health
care
negotiations
at
this
time
as
well.
Please
learn
how
we
can
all
be
more
open
and
constructive
and
practical,
with
massive
new
state
and
federal
subsidy
programs
for
local
areas
and
projects,
let's
figure
our
hopes
and
good
ideals
at
this
time.
J
To
also
note
tessa
has
simply
been
doing
a
great
job
the
past
few
months
and
and
what
paul
soto
and
myself
have
also
been
trying
to
ask
for
for
all
the
fourth
quarter.
How
can
city
government
staff
at
their
presentations
of
agenda
items,
learn
to
offer
more
simple
basic
information
when
appropriate?
These
are
simple,
yet
important.
Ideas
of
how
to
build
trust,
openness,
clarity,
accountability
and
better
practices
of
a
community.
L
Thank
you
chair
and
thanks
to
staff
for
the
report,
everybody
I'll
be
quick
on
this
one,
just
a
couple
of
quick
questions.
So
one
is,
you
know,
given
that
the
the
city
and
really
the
the
general
fund
are
essentially
a
backstop
for
any
unfunded
liabilities
related
to
retirement
costs,
I'm
wondering
if
it
if
it
makes
sense
or
if
there's
a
reason
that
we
don't
cross-reference
high-level
financials
from
the
retirement
boards
as
part
of
our
quarterly
overall
financial
report.
E
Well,
I
mean
council
member,
the
the
the
boards,
I
mean
they're
independent
boards,
and
they
have
independent
reporting
relationships,
so
I
mean
I
think
it
would
be
hard
for
us
to
do
a
cross-reference
without
then
bringing
the
boards
in
to
and
the
staff
in
to
respond
to
that
I
know
jennifer
correct
me.
I
believe
there
are
periodic
times
that
the
retirement
staff
does
make
presentations
to
the
city
council
on
their
financials.
They
present
their
annual
financial
report
and
then
they
also
do
reports
on
their
investments
and
the
actuarial
reports.
If
I
recall
correctly,.
M
L
Yes,
no
I've
certainly
received
that
report
via
counsel.
It
just
seems
to
me
that
if
this
committee's
focused
on
impart
on
the
financial
health
of
the
city
and
the
city
is
the
backstop
for
what
is
currently,
you
know
a
few
billion
dollars
that
we're
not
sure
how
we're
going
to
fund-
and
it's
already
a
pretty
significant
impact
on
the
general
fund.
I'm
just
I'm
just
surprised
that
it
isn't
somehow
part
of
the
quarterly
financial
report,
because
it
is
such
a
significant
impact
on
the
city's
financial
positions.
So
I
just
it
would
just.
L
I
would
find
it
valuable
to
have
the
kind
of
holistic
visibility,
but
I'll
just
I
guess-
share
that
as
feedback
understanding
that
there's
some
logistical
challenges,
because
they
they
are
largely
independent
but
they're
not
entirely
independent.
It's
still.
It's
still
on
us
to
pay
any
unfunded
liabilities
there.
So.
E
And-
and
I
and
I
can
talk
to
jim,
shannon
the
budget
director
and
see
how
that
information
might
also
be
incorporated
into
the
bi-monthly
financial
report
that
comes
to
the
committee,
so
so
we'll
meet
and
talk
about
that
since
we're
now
in
the
first
quarter,
reporting
period
for
the
current
fiscal
year.
So
I'll
talk
to
you
well.
L
Thanks,
I
really
appreciate
it:
don't
want
to
create
a
bunch
of
extra
work.
It
just
feels
to
me
like
it
would
be
part
of
having
the
whole
picture
when
we
have
this
this
update
and
conversation.
So
thanks
for
that
and
then
the
only
other
question
I
had
was
looking
at
that
business
tax
relief.
That
was
the
last
update.
I
I
think
I
understand
where
staff's
recommendation
is
coming
from,
but
given
that
we
are,
as
I
understand
it,
focused
on
on
businesses
and
small
businesses
and
landlords,
so
I
know
one
of
the
criteria.
L
There
was
businesses
with
gross
receipts
under
25
000,
which
is
a
pretty
small
business,
and
given
that
so
few
of
them
applied
for
the
exemption,
I'm
just
curious
if
we've
tried
spot
checking
with
some
of
the
ones
who
didn't
apply
and
what,
if
anything,
we
know
about
all
the
businesses
that
didn't
apply
for
an
exemption
and
are
there?
Are
there
language
barriers?
Are
there?
L
C
What
we
could
do,
thank
you,
council,
member
man,
for
the
question,
mr
frasier.
What
we
could
do
is
work
with
oed,
because
they've
gotten
some
money
to
reach
out
specifically
to
small
businesses,
and
we
could
do
some
work
with
them.
So
I'd
like
some
time,
if
we
could
sort
of
a
little
bit
of
time
to
talk
with
oed
and
see
how
we
could
sort
of
marshal
our
resources
and
we
could
do
as
far
as
reviewing
what
else
we
could
do
to
do
some
outreach.
L
Okay
sure-
and
I
may
not
be
suggesting
something
you
haven't
already
thought
of,
and
I
again
I
trust
that
staff
will
figure
out
what
the
right
roi
is
in
terms
of
staff
time
versus
impact,
but
it
is
a
little
concerning
that.
We've
got
a
large
number
of
these
very
small
businesses
and
so
few
applied
for
relief,
and
it
would,
I
would
think,
if
we
haven't
already
it'd,
be
really
good
to
try
to
understand
who
hasn't
applied.
And
what
do
we
know
about?
Why
and
are
there
ways
we
can
lower
barriers?
L
A
Thank
you,
chair
and
julia.
I
know
that
you
and
your
team
have
turned
over
a
lot
of
rocks
to
find
you
know,
reduction
in
expense
and
maximize
our
returns.
But
I
guess
I
have
a
broad
question
and
that
is:
is
there
anything
else
left
on
the
table
that
we
can
look
at
or
explore
or
possibly
restructure,
to
create
more
savings
or
generate
more
revenue.
E
But
I
would
say
that
one
of
the
projects
that
we
do
have
on
the
plate
right
now
is
looking
at
the
hotel
tax
bonds
that
were
funded
the
expansion
of
the
convention
center
and
there
are
economic
savings
to
do
that,
and
so
we,
you
know,
and
obviously
the
hotel
tax
revenues
are
down
significantly
so
we're
looking
in
exploring
in
options
in
terms
of
restructuring
that
debt
in
terms
of
creating
a
lower
cost
of
funds.
Overall.
E
E
So
so
that's
probably
the
biggest
thing
that's
on
the
plate,
but
it
won't
necessarily
have
an
immediate
impact
to
the
general
fund,
because
the
general
fund
is
not
paying
that
debt
service.
However,
if
tax
revenues
continue
to
stay
low,
it
could
have
an
impact
on
the
general
fund
related
to
paying
the
debt
service.
So
it's
important
for
us
to
bring
that
down.
So
it's
thinking
about
as
a
potential
cost
avoidance
as
opposed
to
necessarily
a
revenue
savings.
A
Okay
and
then
on
the
revenue
side,
I
know
that
there's
quite
a
few
restrictions
in
terms
of
our
investments,
you
know
using
public
funds.
Are
there
any
types
of
investments
or
revenue
vehicles
that
we're
exploring
or
there's
a
possibility
that
we
can
explore
to
get
higher
returns?
You
know
and
recognizing
that
we're
very
useful.
E
We're
in
this
you
know
this
box.
Well,
that's
what
we
do.
As
nikolai
mentioned,
we
do
have
our
new
investment
officer
who's
coming
on
board
in
a
couple
of
months
and
one
not
a
couple
months
couple
weeks
middle
of
september
and
one
of
his
things
that
he'll
be
immediately
tasked
with
is
starting
our
internal
annual
review
of
our
investment
policy
that
we
bring
back
to
the
committee
in
february,
and
so
part
of
that
will
be
looking
to
see.
Are
we
does
our?
D
Thank
you
chair.
I
had
this
the
same
question
that
council
member
mayhem
had
around
the
small
businesses,
and
I
know
that
on
the
on
the
resident
side
on
the
community
side,
it's
always
there's
a
lot
more
work
to
do
to
engage
the
hard
to
reach
community,
and
I
imagine
that
it's
true
for
the
businesses
as
well,
especially
those
small
businesses
that
are
primarily
immigrant,
possibly
first
generation.
D
And
so
I
wonder,
if
maybe
I
I
know
that
you
said
I
knew
you
said
you
were
gonna.
Take
it
back
and
and
think
about
this
a
little
bit
further.
I
know
that's
gonna
end
in
september,
I'd
love
to
see
it
extend
longer
than
september,
and
I
think
it
would
be
wonderful
to
explore
an
option
where
we
provide
funding
to
an
agency,
a
community
agency
that
can
monitor
these
funds
for
us
and
disburse
them
instead
of
having
the
city.
D
Do
it
because
I'm
sure
that
they're
in
contact
with
a
lot
of
these
small
businesses
that
probably
have
asked
for
help
in
the
past
or
have
asked
questions,
and
they
probably
keep
a
log
of
of
all
those
folks
and
and
and
the
city.
You
know
may
also
be
able
to
send
letters
home,
but
I
think
a
call
and
some
follow-up.
This
is
going
to
take
a
lot
more
resources.
D
C
And
thank
you
councilmember
arenas.
One
thing
I
wanted
to
be
clear:
the
exemption
is
not
going
away
two
things
I
want
to
be
cute,
but
the
first
thing
it
will
go
to
what
it
was
before,
which
was
an
existing
financial
hardship
exemption
for
one
low
low
revenue
generating
small
businesses,
which
is
two
times
the
national
poverty
guidelines
back
then
it
were
the
gross
receipts.
That
measurement
was
gross
receipts,
25,
25,
520
or
all
business
owners
with
limited
household
incomes.
So
that's
four
times
the
national
poverty
guidelines.
C
Back
then,
again,
agi
was
one
thousand
forty
dollars,
so
the
exemption
is
not
going
away,
but
the
expansion
did
was
broaden
it
to
any
business
that
met
the
financial
hardship
criteria,
that's
one
and
then
two
the
these
are
not
funds
that
we
are
dispersing.
These
are
funds.
These
are
basically
right.
D
Yeah
yeah
it
is,
it
is
now.
Yes,
I've
forgotten
that,
of
course,
it's
money
that
we're
foregoing
versus
yeah,
and
I
heard
you
say
that
you
were
going
to
pull
in
office
oed,
so
I
think
that's
maybe
another
arm
in
which
that
we
can
maybe
use
leverage
their
investments
in
some
of
our
small
businesses
to
to
do
some
of
that
work
on
the
ground
for
us.
So
I
appreciate
that.
D
I,
I
think
that's
really
all
I
wanted
to
add
and
and
thank
you
for
keeping
us
afloat
and
more
than
a
float,
a
triple
triple
a
status,
and
so
I'm
always
very
glad
to
hear
in
each
of
these
quarters
every
time
the
picture
seems
to
look
a
little
bit
better,
and
so
thank
you
so
much
for
all
that
work.
Thank
you.
L
Thanks
chair
yeah,
I
wanted
to
add
to
councilmember
morenis
and
I
think
vice
mayor
also
referenced
this.
I
think
we
should
all
just
take
a
moment
to
celebrate
once
again
the
awesome
work
you
all
have
done
on
the
the
refinancing
and
refunding
all
the
the
the
cost
savings
there
and
the
where
we
are
with
our
with
our
ratings.
L
I
just
I
I
neglected
to
mention
that,
but
some
real
bright
spots
in
the
report-
and
I
just
want
to
convey-
I
appreciate
I'm
sure
we
all
appreciate
the
hard
work
and
it's
it
really
gives
us
more
flexibility
and
the
ability
to
deliver
more
services
to
residents.
So
thank
you
all
for
your
work
with
me.
Thanks.
B
Yeah
you're
welcome
and
yeah.
I
echo
that
as
well.
Certainly,
you
know
tremendous
work
that
our
staff
is
doing
and
that's
you
know
shown
here
in
this
report
and
obviously
in
in
our
our
ratings,
our
returns
and
so
just
really
really
appreciate
the
work
of
staff
as
well.
I
had
a
similar
question
and
concern
about
the
exemption,
but
I'm
actually
comfortable
hearing
that
that
is
an
exemption,
a
standard
one
that
we
we
will
continue
to
do
it
essentially
not
recommending
the
expansion
of
it.
B
B
D
B
Thank
you
very
much.
All
right
concludes
that
item
and
we'll
move
on
to
item
d2,
which
is
our
police
department,
recruiting
and
hiring
activity
annual
report,
and,
let's
see
here,
we
have
chief
mcfadden,
but
I
did
want
to
ask
ashley
staff
acting
city
manager,
jennifer
mcguire.
My
understanding
is,
there
was
a
difference
here
between
the
posted
and
then
the
the
staff
memo,
and
so
want
to
make
a
clarification.
M
Yes,
thank
you
very
much
chair
perales,
the
posted
agenda
and
the
recommendation
language
and
the
recommendation
languages
included.
The
memo
are
slightly
different,
so
we
ask
that,
as
you
consider
the
as
the
committee
considers
this
memo,
that
they
consider
the
recommendation
language
that
is
on
the
memo
not
on
the
agenda.
We've
had
the
attorneys
officer
approval
for
you
to
do
that,
since
it's
very
very,
very
similar,
but
we
did
kind
of
reorder
and
clarify
things
on
the
written
memo
just
to
make
it
clear.
B
D
O
Thank
you
good
afternoon.
My
name
is
lieutenant
christina
anaya
and
I
oversee
the
background
unit
as
well
as
the
recruiting
unit
for
the
san
jose
police
department,
and
I'm
here
today
to
present
the
san
jose
police
department's
recruitment
and
hiring
activity
annual
report,
I'm
going
to
start
off
with
sworn
applications.
O
As
you
can
see
from
the
graph
for
the
last
five
fiscal
years.
The
applications
were
at
a
peak
in
fiscal
year
1718
and
has
slowly
declined
in
the
last
three
fiscal
years.
This
fiscal
year,
2021,
was
approximately
400
applications
less
than
the
prior
fiscal
year,
but
looking
at
fiscal
year
2017
to
2018,
which
was
clearly
our
highest
number
of
applications
received.
O
O
So,
moving
on
to
the
reasons
why
the
reductions
of
the,
why
there's
a
reduction
in
applications
next
slide,
please
the
coca-19
pandemic
was
in
full
effect
the
entire
time
during
this
entire
fiscal
year,
which
is
one
of
our
primary
reasons
for
the
reduction
in
applications.
This
this
led
to
fewer
in-person
events
and
recruiting
opportunities.
O
The
travel
restrictions
prevented
us
from
recruiting
out
of
state.
Another
reason
is
our
contract
with
civilian
incorporated,
which
is
our
advertising
vendor,
ended
or
expired
in
april
of
21,
which
led
to
a
big
reduction
in
applications
for
the
last
nine
weeks
of
the
fiscal
year,
we
are
currently
in
the
rfp
planning
stage
to
put
the
contract
out
for
bid.
O
O
Statistics
show
that
officers
across
the
country
are
retiring
as
soon
as
they're
eligible
versus
staying
on
for
better
retirement
benefits,
and
what
I
mean
by
that
I'll
use
san
jose
tier
one
officers
as
an
example,
officers
earn
2.5
a
year
for
towards
their
retirement
for
their
first
20
years
when
they
in
their
21st
year.
That
goes
up
to
4
a
year,
making
it
more
lucrative
to
stay
in
the
latter
years
of
their
employment.
O
O
Staffing
was
formed.
Personnel
in
the
department
and
the
department
fluctuates
between
authorized
staffing
members
and
the
number
of
street
ready
officers.
The
department
is
currently
budgeted
for
1153
positions,
but
we
are
at
1160
filled,
which
indicates
an
extra
seven
personnel,
however,
of
the
1160
50
or
any
fto
program.
75
are
recruits
in
the
academy
and
21
are
on.
Disability,
38
are
on
modified
duty
and
14
officers
are
on
other
types
of
leave.
O
O
O
We
attended
51
career
and
job
fairs
and
we
attended
10
military
events
and
we
do
we
did
do
some
in
person
and
what
that
primarily,
that
focuses
on
non-affiliated
academies
as
well,
south
bay,
regional
academy
in
south
san
jose.
What
not?
What
a
non-affiliated
academy
is
is
when
someone
who
wants
to
be
in
law
enforcement
and
wants
to
make
themselves
a
better
candidate
or
have
more
qualities
that
law
enforcement
police
departments
are
looking
for.
They
have
there's
several
academies
throughout
the
state
that
allow
people
to
put
themselves
through
at
their
own
cost.
O
So
we
at
san
jose
at
san
jose
police
department.
We
go
to
these
academies
while
they're
in
in
the
middle
of
the
academies
we
slate
time
with
the
with
the
academy
coordinators
and
we
present
to
try
and
get
people
who
are
putting
themselves
through
the
academy
to
come
to
san
jose
when
they
graduate.
So
we
went
to
eight
academies
this
year
in
person,
and
then
I
talked
about
south
bay
regional.
That
is
another
account.
O
It's
also
a
police
academy,
but
they
host
the
california
state
written
test
for
police
officers
almost
every
other
week,
as
well
as
physical
agility
tests.
So
what
that
is,
is
candidates
have
to
have
to
pass
the
state
test
and
they
have
to
pass
a
physical
agility
test
to
get
hired
by
any
law
enforcement
agency
in
the
state.
O
So
south
bay
offers
these
these
tests
at
a
fee
and
what
san
jose
does
is
we
go
and
present
to
the
people
taking
the
tests
in
advance
of
their
test
for
this
last
year
we
pretty
much
had
priority,
because
a
lot
of
agencies
were
had
hiring
phrases
and
were
not
attending,
so
they
accommodated
us
really
well
and
we
attended
54
presentations
at
south
bay,
but
now
recently,
in
the
last
few
presentations
we've
attended.
Other
law
enforcement
has
also
been
there.
O
O
We're
still
focusing
on
our
target
audiences.
Obviously
we
we
look
to
those
who've
been
pursuing
a
career
in
law
enforcement,
we're
looking
for
people
that
have
a
personal
alignment
with
our
core
values,
we're
focusing
on
diversity
and
women,
and
athletes,
college
students
and
graduates.
We
want
to
look
for
candidates
with
a
higher
education
and
we
also
focus
on
military
personnel
next
slide.
O
The
overall
cost
for
the
was
approximately
six
hundred
and
eleven
thousand
dollars
for
the
duration
of
the
contract
and
we're
currently
working
with
the
budget
office
and
a
new
rfp
to
get
the
get
it
back
out
to
bid
so
that
we
can
get
a
new,
a
newer
or
the
previous
advertising
vendor
a
little
bit
about
civilian
and
what
they
did
for
us
billion
is
a
full
service
advertising
agency
when
they
won
the
bid
in
2016.
They
came
to
us.
We
sat
down
and
began
the
process
of
developing
a
media
strategy.
O
We
explained
what
we
needed
where
our
problems
were
with
recruiting
the
types
of
people
we
were
looking
for,
obviously
focusing
on
women
and
diversity
our
budget
and
expressed
the
need
for
measurable
for
measurable
results.
So
then
civilian
laid
out
their
strategy
and
we
went
back
and
forth
and
then
we
agreed
and
then
they
implemented
it
and
civilian
uses
digital
media
versus
traditional
media.
O
O
Sorry,
specific
groups
based
on
their
social
media
platforms
and
interests,
and
it's
measurable,
for
example,
civilian,
can
track
the
number
of
clicks
on
a
particular
ad
or
on
a
particular
website.
They
can
track
how
long
a
prospective
candidate
was
on
that
website
and
if
they
applied.
This
allows
us
to
make
improvements
as
we
go
along
and
with
civilian.
We
also
have
the
ability
to
flood
a
particular
geographic
region
in
advance
of
a
recruiting
presentation
or
job
fair,
for
example,
pre-covered.
O
When
we
went
out
to
john
jay
in
in
new
york,
civilian,
saturated,
the
social
media
and
the
geographic
area
announcing
our
upcoming
job.
Fair
and
we
got
a
significant
number
of
people
based
on
that
advanced
advertising
done
by
civilian
and
traditional
media,
just
to
show
you
the
difference
is
generally
radio
tv,
billboards,
car,
wraps
bus,
wraps,
etc.
It's
expensive,
it's
not
measurable,
and
it
can't
target
groups
or
people.
I
mean
it's.
O
It's
unlikely
that
most
people
are
going
to
just
drive
down
and
see
a
billboard
san,
jose
beauty,
hiring
and
pick
up
their
phone
right
away
and
call
so
this
media
strategy
was
civilian.
What
they
did
is
they
purchased
media
on
behalf
of
san
jose
pd
from
facebook,
google,
indeed
twitter
and
others,
and
then
they
use
this
media
to
place
ads
across
all
platforms.
O
O
O
The
workouts
are
hosted
and
ran
by
our
tax
officers
in
the
academy
to
simulate
exactly
what
these
candidates
will
experience
when
they're
in
the
academy
we
host
this
every
wednesday
at
the
police,
substation
and
one
saturday
a
month,
and
it
is-
and
it's
been
very
successful
in
fact-
and
so
during
this
last
fiscal
year,
2021,
we
hosted
42
sessions
of
fitness
of
the
fitness
series.
San
jose
41
is
our
most
recent
academy
that
began
in
june
and
we
hired
32
recruits.
O
This
is
a
picture
of
our
of
our
recruiting
unit
as
of
june
30
of
this
year.
As
you
can
see,
this
unit
is
very
diverse
and
represents
four
of
the
six
free
stat
ethnicity
ethnicities,
as
defined
by
the
us
department
of
civil
rights.
Additionally,
the
unit
collectively
speaks
three
languages
and
has
three
women
next
slide.
O
We
continue
to
focus
on
our
our
recruiting
efforts
on
colleges
and
universities
with
a
high
diversity
rating.
According
to
collegefactual.com,
we
conducted
29
presentations
at
colleges
during
this
fiscal
year.
The
colleges
listed
on
this
slide
have
a
diversity
ratio
of
85
out
of
100
points,
officer
acosta,
who
took
the
selfie
pre-coded.
O
This
was
taken
at
california,
state
status,
loss
and
three
of
the
people
you
see
in
the
background
were
hired
as
a
result
of
this
recruiting
event.
I
also
previously
spoke
that
we
do
in
person
recruiting
presentations
to
the
unaffiliated
police
academies.
We
also
like
to
focus
on
those
academies
and
communities
high
in
diversity.
O
O
The
current
the
department
currently
divides
ethnicity,
into
18,
self-reported
categories.
These
category
categories
are
then
filtered
into
six
race
data
categories
used
by
the
us
department
of
civil
rights.
They
are
american,
indian
or
alaska,
native
asian,
black
or
african
american
hispanic
or
latino
native
hawaii,
hawaiian
or
other
pacific
islander
white
and
white
was
the
sixth.
The
department
also
included
a
seventh
category,
if
not
specified,
for
those
employees
who
chose
not
to
specify
their
ethnicity,
which
is
their
right
under
state
and
federal
law.
Next
slide.
O
First,
I
want
to
talk
about
the
claimed
ethnicities
for
the
last
three
police
academies:
san
jose
39
started
with
a
total
of
51
recruits
in
october
of
2020.,
two
percent
checked
american,
indian
or
alaska
native
two
percent
checked
asian.
Two
percent
checked
native
hawaiian
or
pacific
islander,
four
percent
checked
white
and
ninety
percent
did
not
specify
their
ethnicity
so
based
on
the
large
number
of
recruits,
90
percent
that
chose
not
to
select
who
chose
to
select
the
not
specified
category.
O
O
O
There
was
far
less
not
specified
than
the
prior
academies,
although
that
category
was
still
the
highest
the
not
specified
categories,
it
was
still
the
highest
at
37
percent,
so
seven
percent
were
asian,
three
percent
black
or
african
american
12
percent
hispanic
or
latino,
seven
percent
native
hawaiian
or
pacific
islander
and
34
white
next
slide,
but
here's
a
picture
of
san
jose
40,
which
also
shows
the
diversity
their
uniforms
were
different
because
we
were
late
getting
their
khakis.
But
that's
why
they're
in
blue
versus
the
other
pictures
of
the
academies,
but
it
import.
O
O
The
department
strives
for
diverse
and
ethnic
recruitment,
which
mirrors
and
potentially
exceeds
the
ethnic
makeup
of
the
city.
According
to
july
to
the
july
2019
united
states
census
population
estimates.
The
following
is
the
ethnic
breakdown
for
the
city
of
san
jose
35,
asian
32,
hispanic
or
latino
26
white
3,
black
or
african
american
and
4
percent.
Other
next
slide,
please.
O
So
as
of
july
of
2021,
the
department
had
a
total
of
1083
sworn
personnel.
This
number
is
lower
than
what
I
gave
you
when
I
talked
about
street
ready
officers,
because
this
number
does
not
include
the
recruits
in
the
academy,
although
they
represent
fill
positions,
they're
not
sworn
until
they
graduate
so
they're,
not
included
here.
O
The
breakdown
of
ethnicities
are
as
follows:
asian
14,
that
represents
151
officers,
black
or
african-american
four
percent,
which
represents
39's
foreign
native
hawaiian
or
pacific
islander,
is
just
a
fraction
of
a
percent.
At
five
hispanic
are
latino
24
to
represent
257
scorn,
white
is
39
to
represent
423
american,
indian
or
alaska
native
is
just
a
fraction
of
percent
at
five
and
19
did
not
specify,
and
that
represents
203
sworn
members
next
slide.
O
Now
I'm
going
to
talk
about
that
was
a
department
overall
discussing
gender
and
ethnicities
so
now
we're
going
to
break
it
down
by
rank,
so
we're
going
to
start
with
officers.
As
of
july
2021,
the
department
had
865
personnel
ranked
as
officers.
The
breakdown
was
by
gender
was
13
percent
for
109
women
versus
87
percent
for
756
men.
A
total
side
note
when
this,
when
this
information
was
presented
in
february
of
21,
it
included
the
female
recruits.
I
did
not
include
them
in
here,
because
they
are
not
sworn
so.
There
might
be
a.
O
I
think,
a
10
person
discrepancy
in
that
the
breakdown
of
ethnicities
for
officers
15
asian
to
represent
126,
black
or
african-american,
three
percent
to
represent
28
native
hawaiian
or
other
pacific
islander.
Just
a
fraction
of
a
percent
at
four
officers,
hispanic
or
latino
24
to
represent
204
officers.
White
is
35,
306,
american,
indian
or
alaska
native
is
one
percent
with
four
officers,
and
22
percent
did
not
specify
to
represent
193
officers.
O
Next
slide,
please,
as
of
july
2021,
the
department
had
a
total
of
161
sergeants.
The
breakdown
of
gender
was
six
percent
to
represent
nine
women
or
and
versus
94
representing
152
men.
The
breakdown
of
ethnicities
asian
was
14
for
23
sergeants,
black
or
african
american
5,
with
8
sergeants
hispanic
or
latino
21,
with
33
sergeants
white
was
55
with
89
sergeants.
Not
specified
was
five
percent,
which
represented
eight
sergeants
next
slide.
O
Moving
on
to
lieutenants
we
have
as
of
the
as
of
july,
we
had
42
lieutenants,
the
breakdown
of
gender
was
14,
and
we
have
six
female
lieutenants
and
86
percent
men,
which
represents
36
lieutenants,
asians,
the
asian.
We
have
one
asian
lieutenant
representing
three
percent.
We
have
two
black
or
african
american
lieutenants,
representing
five
percent.
We
have
one
native
hawaiian
or
pacific
islander
representing
two
percent.
O
O
The
breakdown
of
gender
was
eleven
percent
for
the
for
our
one
female
captain
and
eighty
nine
percent.
For
our
eight
male
captains,
the
the
breakdown
of
ethnicities
was
asians.
Eleven
percent
with
one
captain
hispanic
or
latino
33
percent
with
three
captains
white
represents
45
for
four
captains,
and
one
captain
did
not
specify
next
slide.
O
Lastly,
regarding
the
chiefs
as
of
july
21,
the
department
had
six
chiefs
and
we're
going
to
put
them
all
together.
The
deputy
chiefs,
the
assistant
chief
and
the
chief
of
police,
two
of
the
chiefs
are
women
representing
33
percent,
and
four
chiefs
are
male
at
67
percent.
The
breakdown
of
ethnicities
was
american,
indian,
indian
or
alaska
native
is
16,
with
one
chief,
black
or
african
american
17,
with
one
chief
hispanic
or
latino
17,
with
one
chief
and
white
50
for
three
chiefs.
O
Now
going
the
line
of
the
order
of
the
memo
I'd
like
to
switch
gears
again
and
talk
about
communications,
here's
a
picture
of
communications
applications
received
for
the
last
five
years
by
fiscal
years.
Obviously,
there's
no
doubt
that
recurring
efforts
were
reduced
during
the
fiscal
year,
just
as
swarmless
for
the
same
reasons
as
before
lack
of
interest
coveted,
but
you
can
see-
and
you
can
see
by
the
zigzag
pattern-
that
the
applications
go
up
one
year
and
drop
the
next.
O
This
is
nothing
to
do
really
with
covid,
but
it
has
everything
to
do
with
that.
Communications,
hosts
three
basic
communications
academies
every
other
year
and
then
host
only
two
on
the
off
years.
So
you
can
see
that,
like
fiscal
year
1617
we
had
three
basic
academies:
the
following
year
we
had
two
1819.
We
had
three
that,
as
you
can
see,
so
that
that
is.
That
is
the
reason
for
that
and
why
the
zigzag
pattern,
because,
basically,
they
open
and
close
their
cycle.
O
O
There
is
currently
14
authorized
senior
public
safety,
dispatcher
positions
and
they
have
two
vacancies,
so
there's
only
12.
They
are
authorized
for
81
public
safety,
radio
dispatchers
and
have
16
vacancies.
As
of
this
time,
they're
authorized
for
59
and
a
half
public
safety
communication
specialists
which
are
call
takers,
and
they
have
three
vacancies.
So
overall
communications
is
under
staff
by
21.
O
next
slide.
So
some
of
the
communications
recruiting
efforts
in
july
of
2020,
we
moved
a
full-time
public
safety
communication
specialist
over
to
our
recruiting
unit.
Here
at
the
substation
full
time.
She
worked
with
the
communications
training
staff,
to
develop
workshops
for
critical
and
and
the
oral
boards
critical
is
a
computerized
test.
That's
required
for
all
entry-level
communications
positions
as
well
as
police
data
specialists,
so
they
developed
a
workshop
so
that
to
help
people
and
and
prepare
them
for
the
test,
what
to
expect,
etc.
O
They
also
work
to
to
create
oral
board
workshops
and
all
this
is
via
zoom
because
of
covid
to
to
help
people
prepare
for
the
oral
boards
and-
and
you
have
an
idea
what
the
process
is
like.
Our
communications
recruiter
also
did
information
sessions
where
she
allowed
questions
and
answers.
She
reduced
that
to
a
maximum
of
30
per
session,
so
that
it
was
more
intimate
and
one-on-one
and
had
the
ability
to
answer
all
the
questions
versus
having
90
to
100
people
on
a
zoom
call.
I
mean
that's
been
very
effective.
O
Our
communications
recruiter
also
attended
virtual,
recruiting
events
with
us
and
attended
most
of
our
presentations
at
south
bay.
Sometimes
people
know
they
want
to
get
in
law
enforcement,
but
they
really
don't
know
what
their
role
is
going
to
be
in
law
enforcement,
so
she's
there
to
provide
another
aspect
of
a
first
responder,
for
maybe
someone
who
doesn't
want
to
put
on
a
belt
and
drive
a
police
car.
O
Lastly,
what
she's
been
doing,
which
is
very
important,
is
early
outreach.
So
I
explained
that
the
communication
site
hiring
cycle
opens
and
closes
two
to
three
times
a
year,
but
there's
still
interest
in
in
that
time
period
where
the
applications
are
closed,
so
people
will
send
in
interest
cards
or
send
emails
and
what
our
communications
recruiter
does
compiles.
All
these
interest
requests
and
then
shoot
about
three
days
before
we're
gonna
post
for
the
new
for
the
new
hiring
process
for
communications,
she'll
send
a
mass
email
out
to
all
these
interested
people.
O
She'll
provide
her
email
and
a
phone
number
and
say
I
will
be
available
for
these
two
full
days
to
encourage
them
to
call
her
in
advance
and
the
results
are
measurable.
We
find
that
we
get
a
lot
of
applications
on
the
very
first
day
of
the
posting
and
through
that
first
week
and
then
as
the
cycle
the
application
cycle
progresses,
then
the
applications
go
down
until
it's
finally
closed
and
that
next
slide,
and
with
that
I'm
open
to
any
questions.
B
H
All
right,
good,
yes,
hi!
Thank
you,
tessa
woodman
c.
Well.
The
concerns
I
had
was
that
as
we
go
forward,
one
of
the
most
important
things
in
terms
of
our
changing
of
our
you
know
to
survive
as
a
species
is
that
we
need
to
become
and
or
the
other
earthlings
that
we're
sharing
earth
on
as
we
go
into
the
abyss
that
we're
you
know,
every
step
we
take
is
very
critical,
and
so,
in
regards
to
the
police,
we
just
like
with
the
prisons
that
we
were
dealing
with
yesterday
with
the
county.
H
We
need
a
care,
we
need
a
care
type
of
people
in
our
community
care
people
versus
police.
Even
the
word
police
is
the
problem,
is
to
police
and
then
to
actually
get
your
recruitments
from
the
military
is
also
problematic
because
those
people
are
set
to
kill.
I
mean
that
that's
the
program
my
husband
has
explained
his
father
worked
in
in
vietnam,
and
you
know
the
whole
thing
with
you
know
our
military
is
to
kill
and
so
to
use
the
military
and
then
to
think
that
they're
going
to
be
transformed,
you
know
into
caring.
H
You
know
to
the
caring
population
is
a
is
doubtful,
and
so
you
know
we
really
need
to
think
about
how
we're
recruiting,
as
well
as
the
training
and
also
the
problem,
I'm
having
is
you
know,
seeing
dev
davis
so
connected
with
the
police
and
so
many
of
her
her
campaign
as
she's
running
for
mayor.
You
know
she
has
the
police,
you
know
going
through
town
and
she
has
the
police.
You
know
supporting
her.
H
She
gives
you
know
school
bags
to
children,
you
know
it's
and
it's
being
funded
by
the
police
and
and
even
yesterday,
at
the
county
I
heard
they
said.
Lehigh
was
our
partner,
you
know,
and
even
to
have
the
police
be
our
partner
when
they're.
Actually,
you
know
you're
you're
the
boss,
that
is,
you,
know
deciding
how
much
money
goes
to
the
police.
I
think
that
really
needs
to
be
separated
because
it
is
fascistic
to
to
bundle
our
police
with
our
government.
I
Yes,
paul
soto
from
the
horseshoe
one
of
the
reasons,
and-
and
this
is
something
that
both
myself
and
councilman
corrales
had
noted
at
the
last
meeting-
is
that
when
you
look
at
those
pie
charts
you
see
that
as
the
as
the
rank
goes
higher,
so
does
the
color,
and
so
the
the
the.
This
is.
The
reason
why
I
applauded
the
city's
decision
to
hire
chief
mata
is
because
of
that.
Okay,
when
we
talk
about
at
the
beginning
of
the
conversation,
she
was
talking
about
core
values.
I
Those
core
values
are
are
built
in
and
set
in
in
the
culture
by
the
higher
ranking
officers
and
it
trickles
down,
because
that's
why
they
recruit
from
the
military,
because
it's
rank
and
file,
and
so
they
know
that
there's
already
a
mindset
that
can
adopt
to
that
very
very
easily.
That's
one
of
the
things
that
that
makes
them
so
attractive.
I
The
other
thing
is
that
there's
a
there's
a
there
is
an
inconsistency
that
tesla
just
pointed
out
is
that
they
are
trained
to
kill
period
and
when
they
engage
they're,
engaging
the
enemy,
and
we
have
seen
that
evidenced
in
the
street.
The
way
that
they
approached
david
tovar
was
exactly
in
line
with
we're
going
for
an
enemy,
and
so
that's
what
we
fort
hood
you're
recruiting
from
fort
hood.
Fort
hood
is
named
after
a
white
supremacist
general
in
the
civil
war
number
one.
J
Hi,
thank
you
blair,
beekman
here.
I
hope
a
few
more
people
can
show
up
for
this
item
today
and
publicly
speak
on
it,
as
it
is
I'll.
Try
my
best
to
to
offer
that
it
was
my
feeling
I
didn't.
I
may
have
missed
it,
but
I
I
didn't
quite
hear
what
could
be
some
of
the
good
recruiting
practices
that
there
could
be
at
this
time
what
what
are
our
better
practices
at
this
time.
J
It's
just
encouraging
and
I
think
it
offers
a
bit
of
a
cooperation
at
what
we're
trying
to
build
for
our
future,
and
I
know
we
go
back
and
forth
on
these
issues,
a
reminder
that
it's
it's
just
nice
to
do
that
kind
of
stuff,
and
it
is
what
we
all
are
trying
to
learn
and
how
to
build
our
better
society
and
to
leave
the
era
of
war.
Basically,
so
good
luck,
how
we
do
that
yeah
we
we
are!
Actually
we
as
we're
leaving
an
era
of
war.
J
We
may
be
headed
for
an
era
of
natural
disaster
preparedness
of
the
next
decade.
So
I
thank
you
that
you
know
we
have
to
be
honest
and
open
how
we
talk
about
police
recruiting
and
you
guys
seem
to
be
doing
a
fairly
okay
job
about
it
and
you're
realistic
to
a
fairly
certain
degree.
So
I
thank
you
for
that
from
80
officers
a
year.
You
know,
I
don't
think
we
have
to
be
hiring
that
many
more
officers
to
get
to
that
magic.
1200
number.
L
Thanks
chair
and
thanks,
christina
and
deputy
chief
randall
for
the
for
the
really
thorough
update
I
I
really
appreciate
all
the
hard
work
you're
doing
to
identify,
recruit,
train,
hire
and
then
retain
a
really
talented
and
diverse
workforce.
I
think
it's
it's
critical
work
and
I
just
appreciate
getting
such
a
thorough
update
thanks
to
my
colleagues
for
asking
for
such
a
thorough
update
in
the
past.
I
have
just
a
few
questions
here
on
this
pile
there's
a
lot
we
could
talk
about
one
just
to
start
off
is.
L
L
You
come
out
to
about
one
officer
per
thousand
residents
or
10
per
10
000,
which
I
think
is
the
more
common
measure,
and
I
was
just
wondering
if,
for
all
of
us
and
the
members
of
the
public
quran,
you
could
just
remind
us
of
how
that
compares
with
with
peer
cities
and
other,
maybe
neighboring
cities.
I
know
that's
a
you
might
not
have
ready
data,
but
just
roughly
where,
where
are
our
staffing
levels
compared
to
other
cities?.
O
L
Yeah
absolutely
yeah.
I
just
think
in
the
context
of
hiring
recruiting
and
the
broader
conversation
about
staffing.
I
I
think
it's
just
an
important
thing
to
remind
ourselves
of-
and
I
think
as
you're
saying,
the
data
I
recall
was
where
any
you
know
other
cities,
comparable
cities
are
anywhere
from
two
to
five
times
higher
staffing
per
capita,
which
I
think
is
just
incredibly
relevant
to
the
whole
conversation.
L
So
thanks
for
that,
I
guess
a
question
that
the
other
data
in
there
begs
is
given
the
increased
rate
of
retirements
and
what
at
least
the
last
couple
years
has
been
a
decline
in
new
candidates
for
the
job
or
are
we
concerned
as
you
project
out
the
next
few
years?
How
concerned
are
you
about
our
ability
to
even
meet
the
the
fairly
low
staffing
levels
that
we
have
today.
O
L
Yeah
yeah,
I
show
that
concern
and
you
laid
out
some
of
the
the
various
techniques
you're
using
for
that
top
of
funnel
recruitment.
Getting
getting
people
interested,
and
I
was
curious,
I'm
sure,
there's
a
lot
of
ongoing
experimentation
and
just
in
the
spirit
of
innovation
and
being
efficient
with
our
limited
resources.
L
I
was
wondering
if
the
department
has
a
theory
at
this
point
as
to
which
of
those
approaches
are
most
effective
and
maybe
most
cost
effective,
biggest
bang
for
our
buck
is
that
you,
you
know
everything
from
online
marketing
advertising
to
the
fitness
classes,
to
the
or
series
you
know
everything
in
between
are
you
making?
Are
you
finding
that
some
of
these
techniques
are
working
such
that
we
might
want
to
double
down
and
invest
more
resources
in
those
areas,
or
are
we
still
kind
of
experimenting
and
learning.
O
Well,
I
mean,
I
think,
all
the
in-person
prevents
events
and
fairs
vary
and
we
obviously
try
to
go
to
you
know
to
we
go
to
coffee
with
a
cop.
We
go
boba
with
a
cop.
We
try
and
all
these
different
little
filters.
You
know
we
go
to
the
pride,
the
pride
celebration,
the
pride
celebration,
but
what
I
think
our
best
recruiting
is
is
is
the
officers
out
on
the
street.
I
mean
really
they're
they're
the
best
recruiters
for
us
they're,
the
ones
who
come
into
contact
with
the
public.
O
L
That
makes
sense
so
they're
sort
of
integrated
and
actually
along
those
lines.
I
wanted
to
just
quickly
ask
on
the
digital
advertising
front.
Are
the
the
numbers
seem
pretty
impressive?
Are
you
still
working
or
do
we
still
have
a
contract
with
civilian
inc,
or
what
is
I
think
I
read
earlier
today
that
that
may
have
lapsed.
Are
we
and
I
apologize
if
I
missed
in
your
presentation
once
it.
O
Expired
in
april
of
21
of
this
year,
and
and
but
we
have
been
working
with
purchasing
and
to
get
the
rfp
and
get
it
out
to
bid
to
get
that
back
because
we
we
know,
we
need
it.
So
we're
going
to
expedite
that
project
that
project
and
ask
for
the
funds
for
it
in
the
in
october.
For
that
budget
meeting.
L
Okay,
great
and
then
last
quick
question
and
then
and
then
comment
so
I
know
in
the
past
there's
been
there
had
been
some
discussion
of
recent
academy
graduates
taking
jobs
in
other
cities,
and
I
know
there's,
I
believe,
there's
some
work
to
change.
That
trend
is
that
some
is
that
a
phenomenon
we're
still
seeing
today
is
that
a
concern.
O
Well,
we
hadn't
really
been
seeing
it
much
this
last
year,
but
I
think
now
that
covert
restrictions
are
are
lifting
and
agencies
are
hiring.
I
do
fear
that
that's
going
to
be
somewhat
of
a
trend,
because
during
during
the
last
year
and
a
half
of
covid,
we
continued
to
hire
academies
of
50,
40,
50
people
and
other
agencies
did
not
so
now
we
have
those
people,
but
with
them
with
the
you
know,
the
experience
and
now
these
other
agencies
are
advertising
for
laterals
offering
signing
bonuses.
L
Yeah
well,
that
leads
to
my
last
comment,
which
is
just
I'll
just
say
for
myself.
Personally,
I
I
think
you
know
as
part
of
this
report
as
we
circle
back
to
this
conversation
in
the
future,
would
would
love
to
hear
proposals,
ideas,
things
that
that
council
might
consider
as
actions
to
help
and
that's
why
I
was
asking
the
question
of
roi.
You
know:
is
it
a
little
more
dollars
for
marketing?
L
Is
it
partnerships
with
council
offices?
I
have
no
idea,
you
know
better
than
we
do,
but
what
what
can
we
do
either
through
our
offices
or
through
future
budgetary
action?
That's
going
to
have
the
biggest
impact
on
this
pipeline
question
of
hiring
a
diverse
and
talented
you
know
pipeline,
which
is
what
I
think
we
all
we
all
want.
So
I
hope
to
see
more
of
your
recommendations
and
suggestions
in
the
future,
but
again
really
appreciate
the
report.
Thank
you.
B
B
Today,
as
is
pointed
out,
and
quite
frankly,
that's
why
we're
in
this
massive
effort
of
recruiting
retention?
And
so
it's
it's
been
a
challenge
now
for
over
a
decade,
and-
and
you
know
it's
it's
something
that
I
think
that
we
as
elected
officials,
have
you
know
through
time.
Memory
can
can
can
begin
to
fade,
and
I
do
think
that
that's
something
that
that's
that's,
you
know
truly
important
what
we
can
do.
B
We're
going
to
have
to
start
to
slow
down,
as
was
you
know,
included
into
this.
This
report
in
this
memo
about
the
the
capacity
within
our
academies,
and
I
think
that's
something
that
we
especially
given
the
current
culture
right
now
and
how
difficult
it
is
to
to
hire.
I
think
that's
something
that
we
don't
want
to
to
be
in
that
boat
too
long
so
next
year
during
the
budget
process.
I
think
that's
something
that
we'll
want
to
address
head
on
and
see.
B
Is
there
some
growth
capacity
within
the
overall
sworn
numbers
to
see
if
we
can't
increase
that
and
then
and
then
allow
to
continue
the
hiring
that
we've
been
doing
and
continue
to
to
offset
the
numbers
of
officers
that
we
see
are
seeing
retire
or
leave?
I'm
glad
that
we
haven't
seen
that
happen
in
in
droves,
as
we
have
seen
in
other
areas,
as
we
did
see
a
decade
ago,
but
at
the
same
time
it's
still
going
to
be
a
bigger
challenge
to
to
recruit
and
hire.
B
That
is
obviously
the
case
was
was
denoted
in
the
report
and
speaking
to
that
lieutenant
anaya
you,
you
pointed
out
a
number
of
the
different
strategies.
What
what
I
didn't
see
was
how
fruitful
some
of
these
were.
So
I'm
curious
if
you
don't
have
to
necessarily
rattle
those
numbers
off
now,
but
in
in
next
year's
report.
That's
something
I'd
be
interested
in
just
to
see
where
their
particular
and
this
kind
of
long
lines.
What
counselor
mayhem
was
saying.
B
Was
there
something
like
with
the
military
events
or
online
presence
or
the
career
fairs?
Were
there
specific
events?
You
mentioned
some
key
ones
where
we
had.
You
know
we
had
sort
of
an
insider's
info,
but
then
now
we're
competing
were
there
some
of
those
that
we
saw
a
great
return
on
investment
on
actual
applicants
and
then
people
that
made
it
through
the
academy
or
at
least
into
the
academy,
and
so
that
I'm
curious
about
if
you
have
something
off
the
top
of
your
head
great.
B
If
not
that's
something
I'd
like
to
see
next
year
with
just
at
least
picking
out
a
couple
of
the
the
key
categories
that
were
fruitful
and
how
I'm
curious,
how
fruitful
they
were
and-
and
maybe
those
are
areas
that
you
know
we
we
doubled
down
in
we
had.
We
had
talked
about
this
a
couple
years
back
where
we
looked
at.
You
know
some
of
the
efforts
we
were
doing,
some
of
the
the
the
travel
we
were
doing
and
trying
to
determine.
B
O
Yeah,
so
so
I
don't
have
the
numbers
offhand,
but
I
took
some
notes
here.
What
actually
would
be
a
great
idea
for
us
is
during
the
background
process
is
to
simply
just
ask
that
question
where
you
know.
How
did
you
hear
about
us?
What
event
did
you
see
us
at
and
then
follow
the
progress?
I
don't
have
those
numbers
offhand
if
I
had
to.
In
my
personal
my
personal
opinion,
I
believe
that
we
get
most
of
the
numbers
from
south
bay
again,
the
south
bay
academy.
O
These
are
people
paying
paying
to
take
the
physical
agility
test
where,
if
you
take
it
with
us,
it's
free.
Of
course,
we
won't
share
your
physical
agility
results
with
any
other
agencies,
but
we
want
to
incur
that
cost
and
make
it
beneficial
for
them
to
come
and
test
for
san
jose.
But
we
go
to
those
those
people,
look
people
looking
for
law
enforcement
jobs
and
that's
what
they're
doing
at
south
bay
when
they
take
those
tests,
they're
looking
for
law
enforcement
jobs.
B
Yeah,
I
think
that
would
be
helpful,
so
I
appreciate
you
doing
that
being
willing
to
incorporate
that
next
year
and
hopefully,
from
now
till
then
we
are
able
to
get
out
a
little
bit
more
in
person,
so
you're
able
to
get
some
some
better
diversity
than
what
we
had
last
year
and-
and
I
do
think
that
that
trend
is
going
to
continue
on
how
difficult
it
is
to
hire
right
now.
So
next
year
we
may
be,
you
know,
really
trying
to
figure
out.
How
do
we
focus
differently
than
what
we've
done?
B
You
know
over
the
past
couple
years,
when
we
saw
a
good
increase
in
in
applicants
through
our
efforts
now
that
it's
gonna
be
a
little
bit
harder
to
to
get
people
to
apply.
We
may
need
to
go
back
again
and
retool
and
refocus
I.
I
would
agree
that
the
partnership
with
civilian
inc
seems
to
be
something
that
is
working
really
well,
and
it's
obviously
something
that
can
adapt.
O
So
when
they
are
given
their
final
job
offer
and
sign
their
employment
papers
with
the
city,
that
is
when
they
check
they,
you
know
it
offers
these
six
well,
seven
boxes
and
that's
that's
when
they
check
it.
I
I
don't
know
why
I
mean
I
I
could
guess.
Mr
you
know
I
actually
captain
gina
tavaldi
actually
went
to
san
jose
38
class
and
kind
of
asked
them
some
questions
about.
Why
why
they
were
protecting
non-specified
and
the
answers
varied
from?
O
I
don't
really
think
I
need
to
share
that
with
you
or
I
have
such
a
diverse
background
and
I'm
represented
by
so
many
different
ethnicities.
I
didn't
feel
comfortable
just
checking
one,
and
so
those
are
you
know,
or
you
know
they
just
they
don't
have
to.
You
know,
they're
a
lot.
It's
not
required
it's
an
optional
thing,
so
those
are
some
of
the
answers
that
she
received
from
san
jose
38.
O
I
don't
know
why
you
know,
and
but
it
does
seem
and
and
just
when
you
look
at
at
the
ranks,
I
represent
gender
versus
ethnicity.
As
you
go
through
the
ranks,
you
can
see
that
the
recruits
have
the
highest
or
the
highest
category.
That
check
not
specified.
Officers
are
second
and
then
sergeants,
but
when
we
were
all
hired
the
lieutenants
captains,
those
who
have
tenure,
it
wasn't
an
option.
B
Could
we
could
we
add
a
an
eighth
of
mixed
race
or
something,
as
you
point
out,
I
imagine
that
one
probably
comes
up
often
that
there's
people
that
say
hey.
I
don't
want
to
check
one
of
those
boxes
because
I
actually
could
check
you
know
two
or
three
of
them.
I'm
curious.
If
that's
something
that
we
could
add
as
well.
O
B
Yeah
I'd
like
to
see,
if
that's
something
and
if
we
need
our
city
attorney's
office
to
weigh
in
on
that
on,
it
looks
like
we
added
a
box.
So
I'd
like
to
believe
that
we
could
add
another
box,
and
I
I
I
you
know,
that's
something
that
I
personally
have
struggled
with.
Since
I've
been
a
kid
because
my
mom's
wife,
my
dad's
mexican
and
my
mom's,
a
mixed
european,
mostly
irish,
and
it's
I
looked
at
the
boxes
and
said
you
know
I
don't
really
fit
into
many
of
them.
B
So
you
know
so
you
look
for
where
you
may
be
the
plug-in
or
you
pick
the
next
best
thing
which
in
this
case,
if
you
look
at
that
list,
it's
not
specified
right
it
just
and
and
in
my
mind
it
makes
it
easy.
It
may
not
change
the
the
numbers
much,
but
we
don't
know,
and
if
it's,
if
it's
possible,
that's
something
I'd
be
interested
in
seeing
is
you
know,
could
we
add
something
like
that?
B
O
B
Okay
and
that,
so,
if
there's
no
whatever
getting
that
data
again,
for
instance,
you
we,
we
have
not
specified
up
at
the
captain
rank
you're,
making
it
sound
like
it
would
have
been
required
back
then.
So
somehow
we've
got
a
captain
that
didn't
didn't,
specify
so
just
kind
of
curious.
How
that
would
be
the
case.
O
So
you
employees
have
the
option
to
go
into
peoplesoft
at
any
time
and
say
and
change
their
ethnicity,
so
that
that
would
explain
the
the
difference
when
it
wasn't
necessarily,
you
know,
for
whatever
reason
they
have,
I
mean.
Maybe
it
becomes
an
option
and
they
say
you
know.
I
am
mixed
race
and
you
know
what
I
put
when
I
got
hired
does
not
represent
me.
This
is
a
better
box
because,
just
like
your
experience,
you
know
with
mixed
race,
but
they
do
have
the
option
of
going
in
and
changing
their
ethnicity.
B
Okay,
yeah.
I
was
curious
because
I
I
saw
that
as
well
as
you
go
up
the
ranks
it
looks
like
most,
everybody
is,
you
know,
plugged
themselves
into
some
some
spot
there.
Okay,
let
me
look
back
just
to
see
if
my
colleagues
have
raised
their
hands.
I
do
see
council
member
jimenez
so
I'll
I'll,
look
over
and
see
if
I
have
any
other
questions
myself
but
I'll
go
over
to
councilmember
jim
in
this
moment,.
N
Yeah,
thank
you
for
that.
My
question
so
a
very
thorough
report.
I
I
don't
recall
ever
receiving
this
report
and
there
being
so
much
as
much
data
as
I
saw
this
time
around.
Maybe
maybe
it's
been
a
while,
but
but
I
appreciated
all
the
information.
My
question
was
around
sort
of
the
comments
about
the
just
the
large
number
of
folks
that
just
identify
as
or
or
maybe,
site
not
specified
as
it
relates
to
their
ethnicities,
and
you
know
you're
going
through
the
some
of
the
slides
you
all
showed.
N
N
This
group
think,
but
maybe
or
not,
even
suggesting
that
it's
sort
of
coordinated,
but
I
just
wonder
if
allowing
sort
of
that
amount
of
time
in
the
academy
fundamentally
changes
the
way
people
respond
to
a
question
such
as
ethnicity.
I
know
it's
optional
and
obviously
they
don't
have
to
provide,
and
they
often
don't
provide
that.
But
I'm
wondering
if
someone
can
comment
on
that,
if
they
think
the
timing
of
it
would
would
one
if
it's
allowable
and
two,
if
whether
they
think
that
may
change
the
outcome
of
the
information
we
get.
O
Well,
just
for
clarification
when
they
they,
they
check
these
boxes
when
they
sign
their
final
offer.
Letters
with
h
with
human
resources,
which
is
anywhere
from
two
to
three
months
before
the
academy
even
starts.
They
do
not
check
anything
after
the
their
everything
is
already
done
when
they
start
the
academy.
So
unless
they
go
in
and
change
it,
that
information
is
recorded
two
to
three
months
before
they
actually
start.
The
academy.
N
O
The
other
thing
is,
I
mean
we
can
ask,
we
can
ask
you
know
just
a
suggestion.
I
would
have
to
you
know,
check
it,
but
we
can
ask
the
academies
when
they
graduate
to
go
into
peoplesoft
and
and
update.
It
doesn't
mean
they
have
to.
But
you
know,
since
that's
an
option
for
everyone,
it
it's
possible
that
maybe
they
were
confused
or
didn't
know
what
to
check
when
they
got
hired
into
the
academy
in
the
process
of
the
training.
O
N
Okay
and
has
there
ever
been
circumstances
or
opportunities
in
which
some
of
the
some
of
the
officers
that
are
leading
the
train,
the
academies
in
which
they
can
go
through
and
sort
of
do
a
a
rough
sort
of
estimate
of
how
many
folks
are
in
the
class
who
you
know.
For
example,
I
know
that
latinos
we
come
in
all
shades
and
colors
green
eyes,
blonde
red
hair,
you
know
or
whatever
right.
So
it's
going
to
be
difficult
and
it's
not
going
to
be.
N
O
O
A
A
N
Yeah,
I
appreciate
that
even
that's
sort
of
not
not
full
proof
either
right,
because
you
get
you
know
some
filipino
names
similar
to
latino.
You
know
latino
names
or
italian
names
that
sound
sort
of
you
know
spanish
and
so
anyway,
so
so
that's
not
perfect
either,
and
so.
Okay,
all
right.
Thank
you
for
for
your
input.
N
L
Thanks
chair
and
I
was
gonna
move
the
report
in
a
moment
unless
you
have
more
questions,
but
I
did
have
one
other
question
that
was
sparked
by
an
observation
that
you
made,
which
I
thought
was
interesting.
The
point
which
I
was
aware
of,
but
the
point
about
us
being
able
to
staff
at
about
1400
officers.
L
You
know
almost
10
years
ago,
and
it's
it's
just
interesting
to
me.
I
think
the
question
I
think
jennifer
will
probably
direct
me
to
reach
out
to
jim
shannon
offline
about
this,
but
I
do
think
it'll
be
interesting
to
know
how,
from
a
budget
standpoint,
we
were
able
to
staff
at
that
level
at
1400
then
and
we're
at
11.50
roughly
now,
and
whether
that's
a
reflection
of
a
shift
in
budget
priorities
or
personnel
costs,
outpacing
growth
in
tax
revenue
or,
if
there's
a
third
or
fourth
explanation
that
I'm
not
aware
of.
L
But
I
just
I
think
that
would
be
an
interesting
exercise,
especially
because
this
committee
looks
at
both
finances
and
and
budget
and
then,
on
the
other
hand,
public
safety
and
so
I'd
just
be
very
curious
to
understand
the
fiscal
dynamics
over
the
last
10
years
and
how
that
shift
or
why
that
shift
has
occurred.
I
understand
the
pension
battle,
but
does
that
make
sense.
M
Yeah
I
can.
I
can
help
a
little
bit
on
that
question.
So
you
know
we
had
you
know
10
years
of
deficits
and
the
deficits
were
driven
by
increasing
retirement
costs,
as
well
as
one
major
factor
as
you've
seen
in
graphs,
and
things
like
that.
Also
during
that
time
period.
Our
revenues
were
plummeting
because
of
the
economic
conditions.
We
had
the
great
recession
and
we
also
just
had
the
dot-com
bus
during
that
time
period,
and
then
we
also
had
a
bunch
of
investments
into
our
facilities
and
we
needed
to
you
know
theoretically
bring.
M
M
In
order
to
close
the
gap,
we
were
facing
really
hard
decisions,
and
one
of
the
decisions
that
we
had
to
make
was
to
cut
sworn
officers,
and
so
that's
where
that
came
from,
and
why
that
why?
The
police
department
sworn
strength
shrunk
during
that
time.
It
was
actually
at
a
point
during
that
time
period.
As
I
was
budget.
M
M
So
that's
how
we
ended
up
getting
down
to
the
level
we
had
we
had
and,
of
course,
the
council
and
the
administration
tried
to
find
the
least
painful,
although
it
was
all
painful
areas
to
cut
in
the
department,
but
that's
and
we've
never
really
been
able
to
grow
the
department
we've
grown
it
up.
You
know
very
little
and
we've
also
civilianized,
which
caused
some
of
our
sworn
strength
to
be
converted
to
non-sworn.
But
you
know:
we've
added
positions
for
bart.
L
Yeah,
thank
you.
I
appreciate
all
that
context
and
certainly
familiar
with
with
some
of
it.
I
think
it's
just
it's
interesting
to
note
that
the
top
line
revenue,
though,
has
has
increased
at
an
average
of
about
five
percent
a
year
and
over
the
last
10
years,
so
revenue
has
gone
up
and
to
the
right
at
a
pace
of
about
five
percent
a
year.
I
think
the
the
observation
you
started
with,
that
retirement
costs
have
been
crowding
out.
L
New
staffing
levels
makes
a
ton
of
sense
to
help,
explain
why
how
it
is
that
revenue
can
go
up,
but
staffing
levels
can
still
be
so
much
lower
than
they
were
10
years
ago,
so
that
that
that
was
kind
of
my
leading
theory.
But
it's
helpful
to
hear
that
that's
one
of
the
major
factors
and
then,
of
course,
priorities
like
spending
on
libraries
and
other
places
are.
There
is
a
bit
of
a
zero-sum
game
there.
So,
anyway,
I'm
curious
about
the
details.
We
can
talk
more
offline,
but
chair.
L
B
Hand
down
thank
you
and
number
one
was
in
regards
to
some
of
the
data
as
well
coming
back
again
for
next
year,
lieutenant
I'd
like
to
see
as
well
how
many
maybe
applicants,
but
as
well
how
many
of
the
hires
new
hires
we
get
that
are
san
jose
residents,
because
I
know
we're
doing
a
lot
of
recruiting
outside
of
you
know,
even
the
state
right
as
we're
looking
across.
I
think
there
is
something
to
be
said,
maybe
even
more
so
than
the
than
the
racial
demographics
on
the
geographical
demographics.
B
When
we
hire
people
that
are
literally
from
within
people
from
within
the
city
of
san
jose
people
that
know
the
city
you
know
have
grown
up
here
raised
here,
whatever
it
may
be,
and
and
from
my
own
personal
experience
right.
Having
worked,
I
know
that
we
tend
to
have
a
lot
of
very
local
officers
and
I
think
there's
a
lot
to
be
said
about
that
when
you're,
when
you're
working-
and
you
know
serving
in
in
the
the
city
that
you've
you
know
grown
up
in
so
just
curious.
B
Hopefully
they
make
it
through
15
of
them.
But
I
know
that's.
This
is
an
area
where
we've
had
constant
concern
and
clearly,
we've
asked
a
lot
out
of
our
dispatchers
when
it
comes
to
mandatory
overtime,
because
clearly
right
there,
there's
there's
not
enough
when
you
look
at
the
the
the
authorized
at
81
and
only
having
46
they're
available
any
other
strategies
in
that
part
as
well.
I
looked
at
the
the
report
talked
about
the
communications
applications
also
going
down.
B
You
mentioned
that
that
could
also
be
a
similar
trend
to
what
we
see
with
just
you
know:
police
officer
applications.
So
is
there
any
strategy
or
anything
else
in
regards
to
that?
I
know
that's
just
a
big
area
of
concern.
We've
on
our
end
as
well.
We've
looked
at
and
can
continue
to
look
at
salaries,
competitive
wages
right
and
see
if
there's
something
else
that
we
can
do,
but
I'm
not
certain
if
you
had
anything
else
to
add
on
that
or
if
there
was
somebody
here
from
from
communications.
O
D
I
I
can
jump
in
here.
You
know
we
over
the
last
three
to
four
years.
We
have
started
increasing
the
amount
of
attention
that
we
give
to
communications
and
one
of
those
things
that
we
did
was
bringing
over
that
tdy
position.
It's
been
a
year
since
we've
done
that
and
so
we're
waiting
to
see
the
end
results
of
that.
You
know
when
you
start
recruiting
from
the
moment.
You
have
contact
with
an
applicant
through
the
testing
process.
D
In
the
background,
it's
a
long
time
so
we're
talking
a
year
to
a
year
and
a
half
so
we're
hoping
that
we
start
to
see
improvements
there.
With
that
tdy
position,
we
are
now
focusing
all
com
recruiting
out
of
our
recruiting
unit
so
that
there
is
a
team
effort
to
that
type
of
recruiting.
So
we're
hopeful
the
last
hiring
that
we
did.
We
had
10
positions
and
we
hired
10,
so
we're
hopeful
that
they
will
also
be
successful.
D
B
G
G
B
Dad
thank
you
very
much
and
I
know
I
had
asked
this
before.
We
had
a
special
meeting
on
this,
maybe
a
year
year
and
a
half
ago,
if
we
could
invite
somebody
from
communications
to
be
here
next
year
at
the
annual
this
this
conversation,
especially
if
we're
looking
at
similar
numbers,
I
think
it
would
be
important
to
kind
of
hear
just
their
their
perspective
as
well.
I
know
that
you
know
they
can
be
very
vocal
at
times
when
it
comes
to
our
right
when
contract
negotiations
are
up.
B
I'd
rather
not
save
some
of
those
conversations.
For
only
that
time
of
you
know
the
years
and
actually
have
an
opportunity
to
discuss
some
of
these
things
on
a
more
regular
basis.
So
I'd
like
to
see
if
we
can
invite
them
to
participate
with
us
next
year.
Okay,
that's
it
for
me
yeah!
Thank
you.
Thank
you.
Okay.
Now
I
will
ask
for
a
motion.
D
B
P
P
P
P
That
we're
utilizing
in
this
program
there's
education
and
outreach.
The
community
there's
a
collecting
of
reports
from
the
community
reporting
activity
of
fireworks
and
illegal
fireworks
usage
and
then
there's
enforcement
out
in
the
community.
The
goals
of
this
program
reduce
injuries
and
fires
related
to
fireworks
increase.
The
number
of
actionable
reports
that
we
receive
from
the
community
decrease
the
illegal
fireworks
activity
overall
and
increase
awareness
to
the
community
in
terms
of
fines
being
increased
and
the
changes
in
the
ordinance.
P
P
P
The
online
reporting
tool
was
updated
and
refined
and
went
live
with
those
refinements
on
june
15th
and
the
social
host
ordinance
that
had
been
passed
by
the
council
and
added
to
the
fireworks
ordinance
went
into
effect
on
june
25th
following
the
july
4th
holiday,
we've
been
reporting
processing
reports
that
were
received
through
the
online
reporting
tool
and
sending
out
warning
letters
and
issuing
citations
of
those
11
work
plan
items.
Seven
of
those
have
been
completed
to
date.
That
includes
the
fireworks
ordnance,
ordinance
being
amended
for
the
social
host
ordinance.
P
P
We
looked
at
comparison
of
fines
at
other
jurisdictions
around
the
bay
area
and
we
obtained
funding,
so
police
could
do
targeted
enforcement
around
hot
spots
that
have
been
previously
high
activities
for
illegal
firework
usage.
For
this
july
4th
outcomes,
we
did
increase
the
fireworks
fines.
We
did
expand
the
host
social
host
ordinance.
P
We
pushed
out
targeted
media
outreach
on
social
media
platforms.
There
was
a
joint
press
conference
held
with
neighboring
jurisdictions,
as
well
as
public
safety
agencies
throughout
the
county.
We
expanded
our
safety
messaging
through
stakeholder
outreach
and
the
police
crime
prevention,
and
we
improved
the
actionable
online
reports
that
were
submitted
through
the
online
reporting
tool.
P
P
P
Looking
at
the
stats
for
july
4th
this
last
holiday,
starting
with
the
hotline
and
3-1-1
there
were
651
total
calls
received.
The
initial
attempts
are
to
try
and
direct
those
calls
into
the
online
reporting
tool.
It
gives
us
a
better
gathering
of
information
that
we
can
respond
to
and
more
actionable
response.
P
So
409
of
those
calls
were
directed
to
the
online
reporting
tool.
236
were
still
handled
by
our
staff
and
three
were
directed
from
the
311
app
looking
at
a
four
year.
Trend
of
hotline
calls
this
trajectory
you
will
see
uptick
significantly
in
2020
july
4th
and
has
decreased
back
down
to
almost
pre-covered
levels
this
year.
P
The
fire
department
responded
this
july
4th
reporting
period
to
56
emergency
responses.
32
of
those
were
fires.
All
of
these
fires
were
outside
vegetation
fires.
There
was
some
interface
with
a
fence
in
one
case
and
then
out
building
another,
but
none
of
them
were
proper
structure
fires
as
we
would
define
them,
and
none
of
the
calls
were
for
medical
again.
Looking
at
the
four-year
span
for
the
fireworks
related
calls
for
the
fire
department,
you
will
see
the
similar
uptick
in
2020
coming
back
down
in
2021
this
last
july,
4th.
G
Good
afternoon,
everyone
chair,
perales
city
council
members,
members
of
the
public,
I'm
going
to
be
talking
about
the
san
jose
police
enforcement
plan.
So
I
am
a
captain
for
the
bureau
of
field
operations.
I
was
tasked
with
setting
up
the
enforcement
for
this
fourth
of
july.
So,
as
chief
belton
had
mentioned,
we
received
some
funding
to
actually
conduct
several
pro-active
enforcement
campaigns,
and
so
we
started
our
enforcement
on
june
10th
and
june
10th
kind
of
kicked
off
of
what
we
did
with
buying
and
selling
illegal
fireworks.
G
After
that,
we
were
releasing
smaller
segments
of
that
video
all
the
way
leading
up
to
the
fourth
of
july,
and
the
purpose
of
that
video
was
really
to
educate
the
public
and
deter
this
type
of
behavior.
It
also
was
to
promote
the
new
online
reporting
tool.
You
know
that
chief
belton
had
referred
to.
G
We
also
conducted
visible
patrols
in
hot
spot
areas.
Those
occurred
usually
on
the
weekends
you'll
see
in
a
slide
next,
that
the
weekends
is
where
we
see
kind
of
the
spikes
in
this
type
of
activities.
So
that's
where
the
proactive
patrollings
were
directed
and
then,
lastly,
we
did
a
few
road
diversions.
These
were
in
eastern
foothills,
a
lot
of
those
areas
we
saw
last
year.
G
G
G
This
is
the
same
data,
but
it
really
breaks
it
down
into
more
of
a
day.
So,
as
you
can
kind
of
see
from
the
bottom
left,
it
starts
with
june
1
and
then
the
bottom
right
of
this
slide
it'll
it'll
end
at
july
6..
So
the
two
line
charts
that
I'm
going
to
refer
to
is
the
dark
green
chart,
which
is
2021
and
just
in
comparison
with
the
yellow
or
the
gold
line
which
would
be
2020..
G
So
we
started
our
proactive
enforcement
june
10th.
That
was
when
we
knew
last
year,
that
was
fireworks
activity
would
most
likely
start
to
increase,
as
you
can
see,
the
first
weekend
was
june
13th.
So
last
year,
looking
at
the
gold
line
was
almost
about
83
calls
for
service
that
the
pd
received
in
comparison.
This
year
we
had
about
26..
G
G
G
So
we
were
releasing
that
campaign
every
few
days,
just
to
kind
of
keep
it
on
people's
radar.
So
overall,
I
think
that,
comparatively
from
last
year
to
this
year,
we
had
excellent
results.
What
we
did
see,
though,
on
the
actual
day
of
july,
4th
you
could
see
that
we
spiked
this
year
at
264,
calls
compared
to
last
year
of
193..
G
P
Thank
you
captain
tom,
so
continuing
we're.
Looking
at
the
online
reporting
tool
data
this
year
there
was
over
1700
total
reports
of
those
reports.
489
were
actionable.
We
define
actionable
as
those
that
we
can
either
send
out
a
warning
letter,
or
if
we
have
more
robust
information,
we
can
actually
send
out
our
citation
on
the
total
of
those
warnings
and
citations
sent
out
this
year
are
are
388.
P
If
you're
doing
the
math,
you
will
notice.
There
is
a
difference
between
the
489
actionable
and
the
combination,
warnings
and
citations
that
additional
101
accounts
for
repeats
reports
that
were
reporting
the
same
incident.
That
said
been
received
in
another
report,
and
then
we
had
1280
and
those
reports
did
not
either
result
in
a
warning
or
citation,
but
they
will
be
utilized
for
hot
spot
mapping
for
future
targeted
enforcement.
P
Looking
at
a
four-year
span
for
the
online
reporting
tool,
you'll
see
the
blue
line.
Is
the
total
reports
received
similar
to
what
we've
seen
for
the
three
other
departments
in
terms
of
their
engagement
over
the
fourth
of
july?
I
would
like
you
to
note
the
orange
line.
That
is
the
incomplete
reports
that
are
submitted,
based
on
doing
the
refinements
to
the
online
reporting
tool
that
has
dropped
to
zero.
So
what
that
means
is
every
online
reporting
tool
on
every
report
we
received
through
the
online
reporting
tool
was
a
complete
report.
P
Additionally,
you'll
see
the
insufficient.
That's
the
gray
line
that
insufficient
is.
We
don't
have
enough
information
to
either
send
out
a
warning
letter
or
to
cite,
but
the
difference
is
because
of
the
refinement
of
the
online
reporting
tool.
All
of
those
reports
will
be
able
to
be
utilized
for
hot
spot
data
mapping
for
future
enforcement.
P
P
P
P
So
that
concludes
the
presentation
I
would
like
to
in
closing
thank
the
following
people
and
their
staff.
This
has
been
a
truly
collaborative
effort
across
numerous
departments:
rachel
roberts
with
deputy
director
in
code
enforcement,
captain
jason
tahl,
my
co-presenter
with
the
police
department,
jerry
driessen
assistant
chief
information
officer,
diana
yuan,
with
the
city
attorney's
office,
carolina
camarena,
a
director
of
communications
in
the
city,
manager's
office
and
erica
ray
the
public
information
manager
for
the
san
jose
fire
department,
and
we
are
available
for
questions
to
be
entertained.
B
Right,
thank
you
very
much
and
we'll
go
over
to
members
of
the
public
first
and
as
a
reminder,
this
is
item
d3.
The
fireworks
ordinance
work,
plan
status
report
and
you
can
raise
your
hand
if
you're
joining
us
on
zoom
or
if
you're,
calling
in
press
star
nine
and
we'll
go
over
first
to
color
with
last
four
digits
ending
in
five
one.
Four:
zero.
K
Yeah,
a
lot
of
deputy
chiefs
got
a
lot
of
deputies
and
deputies
going
on
going
on
down
there,
san
jose,
pd
and
fd.
You
wonder
why
we're
out
of
money,
but
as
for
the
fireworks
man
I
was
in
las
vegas.
People
were
shooting
off
fireworks
that
were
industrial
grade
with
no
problems
and
man.
You
guys
want
to
make
a
federal
case
out
of
it.
I
think
it's
ridiculous.
K
We've
got
weeds
all
over
the
highways,
the
byways,
the
city
streets,
the
expressways
people's
yards,
those
things,
those
things
are
far
more
dangerous
than
these
fireworks.
I
could
tell
you,
plus
I
mean
the
silicon
valley
has
become
so
frumpy.
Most
people
don't
even
light
off
fireworks
in
many
areas,
they're
too
snobby
to
do
so,
where
they're
up
in
tahoe
or
at
their
beach
house.
So
I
don't
know
what
the
big
deal
is.
You
guys
want
to
lay
down
all
these
fines.
Fines
are
just
another
way
to
say:
hey.
K
We
can't
solve
real
crime,
let's
get
a
kid
running
down
the
street
with
a
sparkler,
because
those
are
illegal
too,
and
I've
known
people
in
police
and
fire.
You
guys
confiscate
the
fireworks
and
write
them
off
for
your
family
and
friends.
You
know
you
do
it
don't
deny
it.
I
like
to
I
like
to
I
like
to
hear
you
tell
the
lie.
You've
never
done
that
both
police
and
fire
people
should
all
be
ashamed
of
yourselves
san,
jose,
pd
san
jose
fd.
K
You
got
san
jose
fire
department
can't
put
out
a
fire
and
san
jose
pd
can't
solve
a
crime
except
the
kid
running
down
the
street
with
a
sparkler
I
mean
I
don't
know
what
happens
when
code
enforcement
doesn't
know
what
to
do.
They
call
you
guys
another
worthless,
worthless,
city
department,
code
enforcement
should
be
abolished.
Maybe
we
should
get
some
more
police
officers
from
midnight
to
six
patrolling
the
area
versus
a
bunch
of
deputies
of
deputy
chiefs
with
bankers,
hours
being
armed
administrators.
K
H
H
That
is
a
real
part
of
fireworks.
They
put
out
a
lot
of
particulate
matter
and
we
have
very
high
pollution.
I
mean
look
at
what's
happening
today
on
top
of
the
bad
air
that
we
currently
have.
Then
we
have
the
the
fire,
the
particulates
from
the
fires,
and
that's
a
big
issue
too,
is
the
fire
and
then
yesterday,
in
my
neighborhood
salvation
army,
there
are
three
trucks
burned
up
from
their
storage
of
plastics
and
wood,
or
whatever
was
going
on
on
salvation
army
at
stockton
and
taylor.
H
It
was
burning
and
put
it
putting
the
worst
air
in
our
in
our
community,
so
these
are
things
that
are
going
forward.
As
you
know,
we
pollution
needs
to
be
really
addressed
and
the
harms
that
it
does
to
our
community
and,
if
we're
going
to
put
you
know
the
the
survival
of
humanity
and
the
rest
of
life
on
earth.
Above
all
other
issues,
we
really
have
to
look
at
the
pollution,
and
so
we
need
to
stop
all
fireworks.
That's
what
I
say
and
many
other
neighbors
say
that
that
we
can
have.
H
We
can't
have
you
know
even
these
fireworks
that
are
supposedly
you
know
regulated.
It
needs
to
be
a
cold
turkey,
no
fireworks,
and-
and
just
have
that
that
you
know
you
can't
have
just
you
know
gilroy,
you
can't,
you
know,
buy
them,
but
you
can
buy
them
here
or
there.
It
has
to
be,
like
you
know,
no,
nothing
cut
like
it's
a
contraband
coming
into
our
our
country.
H
We
don't
take
fireworks,
especially
the
fact
with
all
the
fires
going
on,
because
it
is
a
precursor
to
a
lot
of
fires
that
start
with
fireworks,
and
so
we
need
to
stop
it
completely,
and
you
know
I
don't
think
we
can.
I
think
we
have
to
go
cold,
turkey.
I
know
we
have
to
go
cold
turkey,
because
even
when
I
was
hearing
the
fireworks,
oh
is
that
illegal
fireworks
is
that
blah
blah?
I
Man,
I
gotta
thank
that
dude
that
calls
it
at
five
one
four
zero
man
cause
tattoo
has
me
crack
it
up
every
single
time
he
talks
paul
soto
from
the
horseshoe.
I
have
some
questions
with
regard
to.
First
of
all,
thank
you
for
the
report
and
no
property,
no
structure,
no
body,
that's
good,
excellent,
excellent.
We
had
a
good
year
there,
no
property,
no
structures,
no
bodies
perfect,
but
I
do
have.
I
would
like
some
data
on
district
by
district,
the
the
amount
of
phone
calls
that
you
get
per
district.
I
Okay,
that
that
needs
to
be
posted.
We
need
that
information.
That
is
accurate
information.
We
can
see
exactly
what's
going
on
in
our
city,
so
I
would
suggest
that.
Secondly,
a
district
breakdown
for
actionable
and
the
actual
citations,
so
you
had
409
and
then
you
had
actionable
and
then
you
had
10
citations.
I
would
like
breakdowns
per
district
with
that
data
and
then
what
criteria
is
used
for
warning
as
distinguished
from
a
citation?
I
Virginia
is
a
hot
spot
for
development,
okay,
and
so
I'd
really
like
to
know
what
your
department
is
doing
with
regard
to
this
arsonist
that
is
loosed
and
that
people
are
profiting
from
that
lawrence
building
that
got
burned
yeah.
They
profited
from
that.
So
I'd
like
to
know
your
opinion
on
that.
Thank
you.
J
All
right,
blair
beekman
here.
Thank
you
for
this
item.
It's
a
lot
to
learn.
You
know
we're
slowly
moving
forward
with
cracking
down
on
people
in
local
neighborhoods.
On
the
issue
of
fireworks,
I
mean
an
age-long
issue,
it's
kind
of
sad.
I
you
know
there
is
people
within
the
police
department
who
can
have
a
very
progressive
opinion
towards
the
subject
and
it
hurts.
J
There
can
be
a
lot
of
important
work
done
in
that
territory.
I
think
that
can
address
this
issue,
possibly
even
better
than
and
then
busting
people
at
the
local
level,
all
the
time.
If
you
take
care
and
work
on
this
issue
at
the
state
and
federal
level,
that
may
be
in
a
real,
important
key
and
the
same
with
gun
trafficking
issues,
and
that
does
enter
into
the
questions
of
what
is
the
what
is
going
on
at
our
state
and
federal
level.
J
We
can
do
that
and
I
hope
we're
learning
how
to
do
that,
and
you
know
how
we
can
learn
how
to
do
that
right
now
we
are
doing
it
and
in
the
next
five
or
ten
years,
look
out
state
and
federal
level.
Local
cities
are
really
developing
important,
peaceful
practices,
and
it's
that
peace,
that's
going
to
be
important
for
the
future
of
this
world.
Thank
you.
B
L
Wildland
interface
and
and
fires
are
a
huge,
huge
concern
for
many
of
my
constituents.
So
just
appreciate
the
ongoing
efforts
and
data
seems
pretty
promising
and
excited
about
the
conversation
about
integration
with
3-1-1.
I
think
that's
great
main
question
I
had
looking
at
the
data
is
what
the
warnings-
maybe
less,
what
they
mean,
but
are
there?
Is
there
an
opportunity
for
follow-up?
Do
they
create
groundwork
for
future
enforcement?
D
Can
answer
it?
That's
fine,
so
council
member
rachel
roberts,
w
director
of
code
enforcement,
so
we
actually
create
a
case
for
each
each
property
that
we're
going
to
be
issuing
a
warning
or
a
citation
to
and
those
are
maintained
in
our
code
enforcement
database.
So
it's
an
ongoing
record
and
if
there
is
another
violation,
a
report
of
violation
with
sufficient
evidence
within
an
18
month
period,
then
we
can
move
to
a
citation.
D
L
Great
okay,
that's
that's
good
to
hear.
We
certainly
know
in
my
neighborhood
have
some
repeat
offenders.
So
that's
helpful.
I'm
glad
to
hear
that
we're
we're,
recording
those
and
can
use
them
for
future
action,
and
then,
of
course,
I
noticed
on
your
chart.
I
think
you
all
mentioned
the
the
the
high
number
where
the
information
was
insufficient
to
issue
a
citation.
D
Yeah,
so
the
so
the
main
issue
with
those
is
that,
even
though
we
made
some
some
real
significant
improvements
to
the
reporting
tool,
there
were
still
some
reports
that
that
were
able
to
be
filed
that
didn't
have
specific
address
information.
So
it
would
say
something
like
the
corner
of
coleman
and
almaden,
for
example.
So
in
those
instances
we
might
be
able
to
get
a
geo
code
from
that
or
at
least
map
it.
But
we
can't
actually,
you
know,
send
a
citation
or
warning.
L
A
Assistant
chief
information
officer
and
product
owner
of
sj301,
so
what
rachel?
What
we've
been
talking
internally
as
a
team,
is
dropping
a
pin
in
for
a
geopin
for
to
actually
show
the
location
sj311.
Does
that
today
for
other
requests,
and
so
that
would
certainly
help
with
some
of
the
address
information
that
then,
would
automatically
be
available
in
a
database
and
and
hopefully
work
out
like
work
better
for
code
enforcement
to
do
automatic
automated
mailings,
because
they
would
actually
have
an
address
and
instead
of
just
typing
in
an
address.
L
B
Yeah,
thank
you
as
well.
I
appreciate
the
report
question
I
have
is
in
regards
to
the
drone.
You
put
it
in
the
report
there
as
to
why
that
was
not
being
recommended
at
this
time.
It's
something
that
constituents
of
mine
have
been
inquiring
about
for
some
time
and
my
understanding
is
there's
other
cities
that
are
utilizing
the
drone,
for
you
know
fireworks
enforcement
so
just
kind
of
curious
on
on
that
response
there.
In
regards
to
to
why
we
chose
not
to.
P
Well,
we
we
deal
with
a
couple
issues
in
our
city.
Specifically,
we
have
two
airports
that
are
air
space,
so
you
can't
interfere
with
that
air
space
with
drone
flying,
which
is
also
happens
to
be
an
area
in
terms
of
some
of
the
hot
activity
on
the
east
side,
happens
to
be
around
one
of
those
airports,
so
we
wouldn't
be
able
to
use
drones
in
that
case.
P
G
G
In
the
event,
though,
that
you
do
get
a
good
image,
let's
say
a
good
facial
image,
there's
still
follow-up
that
needs
to
be
done.
Just
because
you
see
somebody's
face
doesn't
mean
that
you
know
who
they
are
so
each
and
every
one
of
those
images
has
to
be
followed
up
with
some
sort
of
follow-up
investigation
that
could
be
officer
knocks
on
the
door
of
the
house
to
try
to
match
up
that
person's
face
with
the
face
on
the
drone.
G
G
B
Okay,
I
appreciate
that
I
understand
the
the
challenges
there
and
recognized
the
limitations
we
have,
as
I
know,
with
the
drone
already,
and
you
know,
there's
a
lot
of
other
interest
personally
that
I
may
have,
and
I
know
that
within
the
police
department,
on
where
we
could
utilize
the
drone.
But
I
think
we,
you
know
we're
we're
not
even
there
yet,
and
so
I
appreciate
that.
I
do
like
that.
B
We,
we
have
continued
to
trend
upward
on
our
enforcement
over
the
years
and
with
the
use
of
the
online
reporting
tool,
albeit
right.
We
still
have
a
lot
of
insufficient
info,
but
I
think
we
recognize
that
that's
because
there's
a
there's
a
higher
threshold
there
on
on
information
and
and
so
hopefully
that
will
that
will
continue
to
improve
as
well
over
the
years.
But
thank
you
for
the
the
report.
I
will
turn
it
over
now
to
vice
mayor
jones,.
A
The
police
can't
be
everywhere,
there's
not
a
fear
of
getting
caught
and-
and
I
think
that
you
know-
and
I
commend
all
the
efforts
that
have
taken
place
already,
but
I'm
skeptical
and
I've
been
skeptical
for
a
long
time,
and
I
just
want
to
get
your
thoughts
on.
Is
this
something
that
that's
winnable
that
we
could
solve?
Or
we
are
we
just
trying
to
mitigate?
You
know
the
damage
I
mean
just
help
me
understand
what
we're
trying
to
do,
and
I
did
warn
you
that
was
going
to
be
a
tough
question.
G
G
Even
without
a
citation
I
mean
we
did
get
some
pretty
good
numbers.
We
had
13
13
arrests.
We
seized
over
550
pounds
of
illegal
fireworks.
We
were
all
over
the
internet,
so
people
were
worried
about
whether
they
were
dealing
with
a
undercover
officer
when
they
were
trying
to
buy
or
sell
fireworks.
All
that,
I
think,
is
a
very
good,
very
positive.
G
G
B
B
A
A
A
H
A
B
Q
Good
afternoon
committee,
chair
committee,
members
acting
city
manager,
city
staff
and
members
of
the
public
attending
today,
I'm
ray
reardon,
the
director
of
the
city
manager's
office
of
emergency
management
and
I'm
glad
to
be
hitting
a
cleanup
spot
here.
So
we'll
wrap
it
up.
After
this,
I
guess
annually
the
city
manager's
office,
emergency
management
reports
to
the
pizzas
committee
on
the
objectives
and
key
results
that
were
accomplished
in
the
previous
fiscal
year
and
the
priorities
for
the
current
fiscal
year
and
moving
forward
next
slide.
Q
Nancy,
the
report
is
presented,
acknowledges
the
work
of
the
office,
emergency
management,
leading
the
overall
city
effort
in
emergency
management
and
some
of
the
key
results
completed
by
the
emergency
management
work
group.
The
emergency
management
work
group
involves
department,
executives
and
leaders
who
have
responsibility
for
actions
to
improve
the
city's
overall
readiness.
Q
Q
The
employees,
residents,
local
organizations
and
businesses
are
ready
to
take
action
and
are
able
to
answer
the
call
to
take
action.
Our
community
trusts,
the
city
to
communicate
and
address
needs,
and,
lastly,
the
fourth
on
the
right.
Our
emergency
response
is
optimized
through
technology
next
slide.
Q
Q
We
have
two
key
items
we
have
listed
here
and
that
is,
we've
updated
our
power
vulnerability
plan
which
provides
information
on
how
to
handle
a
pgme
public
safety
power,
shutoff
further
power
outage
situations
planning
for
a
city,
instant
management
team
is
also
completed,
and
this
is
important
because,
as
we've
seen,
the
pg
e
has
already
started
to
call
for
psps
events.
Fortunately,
so
far,
they've
not
been
activated
in
our
area.
Q
Second,
vaccinate
vaccination,
outreach
and
communication,
three,
creating
a
advocacy
on
equitable
vaccine
allocation
and
distribution
at
the
state
and
federal
level
and
for
scaling,
employee
vaccinations
and
we've
seen
that
direct
support
and
I'll
talk
a
little
bit
more
about
that
in
a
minute
in
the
call
to
action.
In
response
to
the
santa
clara
unit,
lightning
complex
flyer,
last
august
the
city
opened
evergreen
community
center
as
a
resource
center.
The
city
also
had
south
side
almaden
berryessa,
roosevelt
and
mayfair
community
centers
on
standby
to
serve
as
shelters
if
needed.
Q
Animal
care
services
was
also
on
standby
to
support
domestic
animals.
If
we
needed
that,
starting
on
april
27th,
the
city's
community
emergency
response
team
program
relaunched
in
a
hybrid
environment,
we
had
spent
a
significant
amount
of
time
working
with
fema
to
create
a
program
that
was
acceptable
to
them.
Q
Q
Secondly,
the
city
worked
to
construct
and
open
three
emergency
interim
housing
communities
to
help
protect
approximately
317
unhoused
people
from
coven
19,
slow,
the
spread
of
the
disease
and
expand
the
city's
interim
housing
capacity
after
the
emergency
recedes,
the
site
locations
included
the
intersection
of
monterey
road
and
bernal
road
roof
ferrari
near
highway.
101
evans,
lane
near
almaden,
expressway
and
a
fourth
interim
housing
site
at
the
guadalupe
lake,
parkway
and
chamber
street
is
coming
to
council
in
september.
Q
Construction
is
projected
to
begin
in
october
in
our
last
okr
optimization
of
our
response
through
technology,
the
efc
digital
inclusion
branch
via
the
public,
the
san
jose
public
library,
launched
a
device
lending
service
in
august
as
part
of
august
2020.
As
part
of
the
san
jose
access
and
citywide
initiative
aimed
at
combating
the
digital
vine.
Q
There
are
3
000
hot
spots,
600
chromebooks,
120,
ipads,
available
to
the
community
for
checkout
from
august
20
to
august
2021.
The
devices
have
been
checked
out
9858
times
and
lastly,
a
virtual
groundbreaking
was
held
on
march
11th
for
the
new
san
jose
fire
training
center
and
the
emergency
operations
center.
Q
Next,
on
our
work
plan
priorities
looking
at
the
next
fiscal
year
in
terms
of
the
city
has
a
plan
we'll
highlight
just
two
of
the
items
we
have
more
listed
there
as
well.
The
coveted
response
delayed
work.
We
had
started
the
previous
year
so
for
this
year
we
want
to
resume
and
complete
the
work
on
our
post-disaster
housing
plan,
which
has
proven
very
important
to
many
other
areas.
Q
Q
And
then,
lastly,
we
want
to
complete
a
strategic
plan
outlining
city,
emergency
management
goals
and
objectives
over
the
next
five
years.
That
will
identify
a
path
forward
in
emergency
management
and
get
certification
with
the
emergency
management
assessment
program,
which
is
a
considering
a
national
program
certifying
cities
in
the
programs
that
they
put
together
next
slide
in
the
area
of
community
trusted
city.
We
want
to
continue
bring
back
our
public
education
program
as
soon
as
the
co-leader
decides,
and
look
at
doing
online
programs
to
reach
out
to
the
community
on
community
preparedness.
Q
B
Thank
you
very
much
ray
for
the
extensive
report
and
we'll
go
over
to
members
of
the
public.
First.
As
a
reminder,
we
are
on
item
d4,
the
office
of
emergency
management,
work
plan,
priorities,
annual
report
and,
if
you're
joining
us
over
the
phone,
you
can
press
star,
9
or
raise
your
hand
on
the
zoom
function
and
given
the
timing
that
we
have
I'm
actually
going
to
limit
the
time
to
one
minute
so
I'll
ask
our
clerk's
office
if
they
can
adjust
that
we're
on
the
verge
of
losing
quorum
here.
B
I
Blair,
beekman
has
done
a
better
job
about
warning
us
about
the
emergencies
and
and
setting
the
tone
for
these
types
of
topics.
Far
better
than
this
gentleman
did.
Okay,
yet
blair
gets
not
a
penny,
nor
do
I.
Secondly,
I
need
a
a
public
announcement
as
to
what
my
role
is
in
these
meetings,
because
I've
been
asking
questions
and
I've
been
met
with
nothing
but
silence.
I
have
a
right.
H
Yeah,
thank
you.
Well,
that's
why
we
really
need
it
to
be
in
the
charter.
We
have
to
put
resiliency
and
the
the
issue
of
climate
emergency,
which
is
at
our
doorstep,
and
all
the
emergencies
we're
facing
all
the
crises
we
have
to
be
prepared
and
it
has
to
come
out.
It
can't
be
politically
motivated
because
there's
evil,
immoral,
selfish
and
greedy
is
what
is
happening
with
our
politicians.
H
It
needs
to
be
in
our
charter
and
it's
been
very
difficult
to
get
in
the
charter
because
of
the
way
the
evil,
immoral,
selfish
and
greedy,
and
so
we
have
to
get
it
in
the
charter
so
that
we
deal
with
resiliency
and
mitigations
mitigations
is
what
causes
creates
resiliency,
and
that
is,
we
shouldn't
be
having
to
create
108
million
food
deliveries
using
fossil
fuels
when
we
need
to
learn
to
grow
food
locally.
That
needs
to
be
what
we
are
doing
and
we
need
much
more
nature.
H
K
K
A
K
Three
one
one,
nine
one
one
you
get
put
on
hold
no
help
at
all:
try
calling
san
jose
pd,
just
their
regular
phone
line,
it's
worse
than
calling
the
dmv
dmv
and
the
irs
have
better
service
in
san
jose
pd
and
the
the
the
chief
talks
about
how
he's
going
to
have
customer
service.
You
guys
can't
even
pick
up
the
phone.
What's
going
to
happen
when
something
real
happens
and
the
biggest
natural
disasters
are
the
mayor
and
the
city
council.
K
J
J
That
would
be
pretty
good
and
then
from
there
we
start
to
address
health
and
human
services
issues
and
really
address
the
future
of
police
overtime.
I
think
we
really
have
to
stress
that
and
consider
that
at
smart
at
was
it
at
city
council.
Last
week
there
was
a
lot
of
ideas
mentioned
about
the
future
of
data
collection
services.
Smart
cities
there's
an
incredible
emergency
data
portal
that
is
starting
up.
It
sounds
really
interesting,
don't
be
scared
of
it.
J
L
Thanks
chair
and
I'll
try
to
keep
my
comments
to
about
a
minute
as
well
ray.
Thank
you
for
the
report
I
really
enjoyed.
Reading
the
full
memo
appreciate
the
incredible
work
you
and
your
team
have
done
over
a
very
long.
You
know
year
and
a
half
or
so
wanted
to.
Also
just
you
know,
thank
you
for
the
forward-looking
work
plan,
appreciate
the
emphasis
on
technology.
Q
Thank
you
for
the
question
good
question.
The
strategic
plan
is,
is
it
was
put
on
hold
again
because
of
covid.
We
started
meeting
again
the
cover
raises
set
so
as
soon
as
we
get
over
the
hump
here
we're
going
to
try
and
get
it
completed
in
this
fiscal
year
and
the
intent
is.
We
will
bring
that
information
forward
as
well
as
part
of
the
vids
report.
L
B
All
right
motion
in
a
second
thank
you.
You
just
wanted
to
echo
the
appreciation
rate
for
you
and
and
your
team
this
past
year,
a
lot
has
been
put
on
your
plate,
more
than
I
think
you
ever
expected
and
that
we
ever
expected
of
you
and
your
team.
But
when
you
came
in,
you
helped
us
to
ensure
that
we
can
continue
our
focus
on
readying
your
department
and
and
really
being
ready
for
really
in
the
emergency.
B
Right
that
have
now
happened,
and
so
just
you
know
very,
very
pleased
with
the
work
of
your
office
with
this
work
plan
moving
forward
for
the
year
to
come,
I
would
agree
with
the
sentiment.
That's
in
it
there
that
we
are
prepared.
You
know,
I
think
you
can
always
be
even
more
prepared.
As
we
know.
That's
just
the
case
right,
you
can,
you
can
add,
on
more
insurance.
B
C
A
B
Okay
motion
passes
unanimously,
that'll,
take
us
to
open
forum
and
I'm
gonna
limit
the
open
forum
as
well
to
one
minute
and
then
the
just
as
a
the
public
service
announcement
as
paul
soto
was
inquiring
about
the
public
speaker,
com
comment
period
for
each
item
and
then
as
well
as
on
this
particular
open
forum
item,
are
opportunities
for
the
public
to
to
comment.
It's
not
an
opportunity
for
engagement
with
the
staff.
That
is
what
your
elected
representatives
like
us
are
are
up
here.
To
do
that.
B
That
is
not
the
opportunity,
but
public
employees
are
accessible,
whether
it's
council,
or
even
any
of
the
employees
that
you
that
you've
heard
from
today
through
publicly
accessible
emails
or
phone
numbers,
and-
and
I
encourage
you
to
reach
out
to
them
outside
of
these
meetings
so
and
we'll
now
open
it
up
for
the
open
forum
and
paul
you're.
First.
I
These
need
to
be
public
forum.
No,
that's
not
acceptable.
That's
the
reason
why
this
corruption,
these
questions,
need
to
be
answered
within
the
public
sphere,
okay
and
you're,
going
to
circumvent
that
using
law
to
prevent
a
citizen
like
me
that
is
engaged
dude.
I
go
to
40
hours
of
zoom
meetings
per
week,
30
hours
of
research,
okay,
just
to
prepare
for
these
meetings
and
you're
going
to
deny
me
something
like
that:
perales
you're,
confused
about
your
race
months
ago,
you
said
when
they
were
cruising
and
doing
these
donuts
in
the
street.
You
said
yeah!
I
No,
the
way
we
do
it
is
low
and
slow.
That's
your
identification
identification
with
chicanos!
Now,
all
of
a
sudden
in
this
particular
meeting,
you
want
to
act
confused
about
what
your
race
is.
So
what
are
you
perales?
Are
you
chicano?
Are
you
white?
What
are
you
perales?
Why
don't
you
put
that
out?
You
know
in
the
public
sphere,
so
we
know
what
you
think
you
are
instead
of
you,
cow
talon
to
the
chicanos
in
this
community
and
then
back.
K
One
minute,
you
guys
can't
take
the
criticism
and
if
it's
paul's
correct
you
credit
call
those
people
all
those
deputy
chiefs,
they
never
call
you
back
your
own
staff.
You
call
up
your
offices,
you
guys
that
never
pick
up
the
phone,
never
call
back,
never
return
emails.
If
you
do
it
snarky,
if
you
do,
you
can't
return
the
email
back
you
you
provide
no
answers
to
anything
because
you
guys
are
too
good.
K
You're
a
bunch
of
snooty
snobby
city
council
people
who
think
that
that
you
know
your
crap
smells
like
roses
that
you're
wonderful,
you
self-congratulate
each
other.
You
can't
handle
the
criticism.
Half
of
you,
people
hang
you
don't
even
stay
on
the
call
when
paul
or
I
are
on,
because
you
can't
have
the
criticism
you
guys
are
weak
and
there's
a
reason
why
this
city
is
terrible.
There's
a
reason
why
there's
potholes
everywhere,
there's
a
reason
why
crime
runs
because
all
you're
doing
is
justifying
your
existence
and
protecting
your
pay
and
protecting
the
pay.
H
Thanks,
well,
that's
why
you
know
for
all
the
above
reasons
that
people
are
saying
that
the
politicians
cannot
solve
our
problems
because
their
salary
is
on
the
line.
That's
what
upton
sinclair
said.
A
man
can't
understand
the
problems
when
you
know
when
his
paycheck
is
attached
to
it
and
also
anyway
paul.
I
forget
his
name,
but
anyway,
there's
another
guy
who
said
it
too,
but
anyway.
H
Basically
I
mean
that's
why
we
need
to
put
it
in
the
the
charter
of
what
we're
doing,
because
we
are
at
the
end
of
our
end
of
our
rope
where
you
know
this
is
this?
Is
it
this
is
the
end
game,
and
so
we
have
no
choice
but
to
put
it
in
the
charter
that
our
actions
in
terms
of
climate
are
climate
actions
and
resiliency
resiliency
needs
to
be.
The
priority
is
taking
care
of
the
people,
and
that
is
that
is
true
equity.
H
J
J
Since
the
events
of
may
26th
at
the
vta
light
rail
maintenance
yard,
this
can
be
an
important
fall
to
rediscover
our
humanity
as
good
guidelines
and
open
democratic
practices
for
as
much
as
mayor
le
cardo
and
supervisor.
Simidian
do
have
a
good
point
at
this
time.
You
know
with
with
sheriff
smith,
I
it's
more
than
law
enforcement.
At
this
time,
it's
ourselves.
We
have
to.