►
Description
City of San José, California
Public Safety, Finance & Strategic Support Committee, October 20, 2022
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be held at San José City Hall and also accessible via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda: pending
A
A
A
A
A
A
A
A
A
A
A
A
A
B
B
A
B
C
B
Thank
you
thank
you
and
before
we
begin,
I
do
want
to
remind
the
committee,
members
and
members
of
the
public
to
follow
our
code
of
conduct
at
this
meeting.
This
includes
commenting
on
the
specific
agenda
items
only
in
addressing
the
full
body.
Public
speakers
will
not
engage
in
a
conversation
with
the
mayor.
B
The
excuse
me,
the
chair,
or
the
council
members
and
all
members
of
the
committee
and
staff
in
the
public
are
expected
to
refrain
from
abusive
language
and
repeated
failure
to
comply
with
the
code
of
conduct
will
which
will
disturb,
disrupt
or
impede
the
orderly
conduct
of
its
meaning
may
result
in
removal
from
the
meeting.
Okay
and
now
we'll
go
to
review
of
the
work
plan
and
I
do
have
a
change
for
the
orders
that
day
at
least
and
so
we've
got
a
request
from
staff
to
hear
them
items
slightly
out
of
order.
B
Moving
item
one
down
below
item
three,
so
we'll
start
with
item
two
and
then
three
and
then
one
and
then
four
I,
don't
believe
we
have
any
other
items
being
recommended
for
being
dropped
or
deferred.
I'll.
Ask
my
colleagues
I,
don't
see
any
hands
up
from
them.
So,
let's
see
here
if
we
can
get
a
motion
to
accept
the
change
to
the
the
orders
for
today.
B
B
D
B
A
B
C
Good
time
good
afternoon,
chairperson
committee
members
and
members
of
the
public,
my
name
is
Mark
Thomas
I'm,
a
captain
with
the
San
Jose
Fire
Department
I'm.
Here
today,
with
our
chief
Robert
sopian
I'll,
be
presenting
today
on
fire
department's
emergency
response
times,
performance
annual
report.
C
San
Jose
Fire
Department's
emergency
response
times
performance
standard
specifies
San,
Jose,
Fire
resources
arrive
on
scene
within
eight
minutes.
Eighty
percent
of
the
time
this
includes
three
distinct
segments
that
include
alarm
processing
time,
two
minutes
from
receiving
the
time
of
call
to
the
time
of
dispatch,
turnout
time,
two
minutes
from
dispatch
to
units
going
in
route
and
travel
time
formats
from
in
route
to
arrival
of
dispatched
address.
The
highlighted
sections
of
the
slide
represent
those
three
segments
in
fiscal
year
2122
the
Department's
average
arrival
time
was
within
eight
minutes.
C
C
This
agreement
provides
first
responder
funding
contingent
upon
meeting
certain
performance
requirements,
including
scene
arrival
within
7
minutes
59
seconds
for
calls
requiring
code,
3
response,
that's
lights
and
sirens
under
the
standard.
The
time
starts
when
a
resource
is
dispatched
and
stops
upon
arrival
at
the
dispatch
location,
specifically
the
turnout
and
travel
time
segments
together
must
be
7
minutes,
59
seconds
or
under
to
meet
the
standard.
The
fire
department
has
met
the
County's
90
standard
51
consecutive
months.
C
C
Here
you
see
the
San
Jose
Fire
Department
fire
department's
response
time
performance
from
July
2021
to
June
2022..
This
is
a
month-to-month
performance
for
both
the
city's
eight
minute.
Eighty
percent
of
the
time
standard,
which
is
in
red
in
the
County's
eight
minute.
Ninety
percent
of
the
time
standard,
which
is
in
Black
for
fiscal
year,
21-22.
C
the
fire
department's
response
time
performance
is
impacted
by
private
ambulance
system
performance
during
the
months
of
November
2021
to
February
2022,
the
county
of
Santa
Clara
experience,
an
influx
of
kova
19
cases
and
the
department
had
a
correlating
high
call
volume
that
required
resources
to
remain
on
scene
on
EMS
responses
for
extended
periods.
While
awaiting
ambulance
arrival
for
patient
transport.
The
result
was
an
increase
in
instances
where
the
fire
department
resources
were
unavailable
for
subsequent
calls
and
their
first
due
response
areas.
I
would
like
to
draw
your
attention
to
the
five
boxes.
C
On
the
top
black
line.
There
were
adjustments
made
to
those
numbers
after
further
reconciliation
with
County
EMS.
The
department
was
able
to
apply
qualifying
exemptions
for
situations
where
the
response
network
was
under
unusual
pressure,
such
as
periods
of
Greater
alarms
were
occurring
or
when
the
department
was
providing
Mutual
Aid
to
other
organizations.
C
This
slide
includes
an
overlay
from
the
previous
graph
with
the
Santa
Clara
County
covid-19
positive
patient
hospitalizations.
Within
the
same
time
period,
the
spike
in
coveted
cases
reflects
directly
on
the
relationship
between
ambulance
availability
in
the
fire
department's
response
time.
The
spike
in
covet
hospitalizations
put
an
additional
strain
on
both
agencies
abilities
to
meet
the
response
times.
The
department
engaged
with
County
EMS
to
discuss
response
Network
under
performance
costs
by
delayed
ambulance
arrival.
C
This
graph
displays
the
Department's
performance
for
alarm,
processing,
turnout,
time
and
travel
time
response
segments
from
January
2020
through
June
2022.
The
red
line
indicates
monthly
call
volume,
as
previously
mentioned,
the
fire
department
response
time.
Performance
was
at
its
lowest
during
the
peak
of
kova
19
infections,
due
to
high
call
volume
and
extended
on
scene
times
due
to
unavailability
of
ambulance
resources.
C
This
heat
map
monitors
travel
time
challenges
greater
than
four
minutes.
The
high
call
volume
area
is
shown
at
the
core
of
the
city
experience
the
most
extended
travel
time
responses,
as
shown
in
the
previous
slide
travel
time.
Segments
are
the
primary
driver
towards
response
time
under
performance.
The
Department's
efforts
to
augment
resources
through
newly
built
or
planned
fire
stations
such
as
20,
32,
36
and
37
are
extended
expected
to
result
in
improved
travel
time
performance
overall,
but
particularly
in
the
areas
noted
on
this
map
response
time.
Performance
can
be
influenced
by
multiple
factors.
C
C
This
slide
provides
a
snapshot
of
the
real-time
business
intelligence
tool
that
the
department
utilizes
when
measuring
their
response
time
compliance
throughout
the
year.
We
continue
to
use
bi,
dashboard
or
business
intelligence
dashboards
like
this
one
to
monitor
day-to-day
performance
and
guide
decisions
on
development
deployment,
levels
and
field
activities.
C
In
conclusion,
the
department
will
continue
to
advance
strategies
towards
optimizing
response
performance.
Key
strategies
on
the
horizon
include
those
listed
in
resourcing
technology
and
Analytics.
I
want
to
thank
the
committee
for
your
continued
support
towards
the
fire
department
response
time
performance.
The
fire
chief
and
I
are
available
for
any
questions
from
the
committee.
Thank
you.
B
F
Chair
I'll,
be
very
quick,
I
really
appreciate
the
update
and
how
data
driven
the
department
is
here.
This
is
great
information,
appreciate
the
strategies
you
all
are
pursuing
and
that
you're
optimistic
that
new
stations
are
going
to
help.
I
I
was
just
curious.
I
did
not
read
the
chart
in
slide,
I
believe
it
was
slide.
Six
I
I
was
confused,
maybe
by
the
description
of
it.
What
I
saw
was
a
big
spike
in
hospitalizations,
but
actually
our
our
response
timelines
seemed
to
be
pretty
flat.
F
C
C
C
F
Okay,
great
yeah
I
didn't
see
that
much
variance
in
the
chart
it
actually
looked
like
it
could
have
been
almost
statistical
noise,
I,
don't
know
what
the
like
significance
threshold
is
there,
but
I
got
it.
Okay,
that
sounds
good
I.
It
doesn't
look
like
we
were
able
to
get
the
chart.
Oh
there,
we
go
I.
Think
it's
the
next
one.
F
I
just
was
surprised,
I
think
if
we
go
one
more
yes,
this
one
seeing
the
huge
spike
in
positive
cases,
I
frankly,
would
have
probably
expected
a
bigger
impact
on
response
time.
I
didn't
it
was
those
lines
look
fairly
flat
to
me
or
kind
of
just
statistical.
You
know
normal
variation
but
again
you're,
saying
there
that
those
those
boxes
across
the
top.
That
might
be
why
we
had
three
months
in
a
row
we
were
just
under
is
that
right.
G
Thank
you,
council
member
yeah.
We
do
see
I
I
know
the
sensitivity
looks
mild,
but
that
is
what
we
see
under
Peak
periods
like
greater
alarms
and
mutual
Aid
periods,
so
it
doesn't
create
as
dramatic
a
Spike
as
you
see,
for
example,
in
the
hospitalizations,
but
we
do
see
downward
performance
during
those
periods,
and
that
was
what
we
were
trying
to
illustrate
here.
Yep.
F
E
A
B
G
Thank
you,
council,
member
yeah.
It
can
be
confusing,
so
there's
two
stages
to
our
reporting
process.
The
San
Jose
Fire
Department
takes
our
response
time
data
and
we
estimate
what
we
believe.
The
reporting
should
be
based
upon
our
analytics
and
they
are
adjusted
for
those
things
that
are
allowable
in
the
county.
G
The
county
actually
uses
a
separate
data
set
and
they
do
their
own
calculations,
and
we
end
up
in
kind
of
a
process
month
to
month
where
we
we
reconcile
between
the
two
data
sets
generally
the
County's
holds,
and
the
counties
has
generally
been
more
forgiving.
If
you
will
relative
to
our
performance,
so
we
tend
to
perform
higher
under
their
calculations.
B
B
Okay,
and
so,
and
are
you
and
was
that,
just
as
an
example,
is
that
why
that
was
there
the
right?
Okay
so
and
it
looks
like
they
are
a
little
more
forgiving,
I
mean
92
versus
r89,
so
that
that
is,
it's
obviously
a
positive
for
us
right,
because
we
we
certainly
want
to
be
a
night,
be
above
the
90
standard
for
many
years
we
weren't
and
I
was
wrestling
through
that
with
with
the
Department
right
on
how
we
could
get
there
and
certainly
I
know.
G
B
But
you
you
would
have
most
of
the
data
on
yeah.
We
could
provide
it
sure,
okay,
I,
just
think
that
would
be
helpful
because
I'm
looking
at
this
and
I,
you
know
looking
at
it
ahead
of
time
right.
You
can
look
at
kind
of
getting
nervous
and
then
reading
the
report.
It
sounds
like
oh
okay,
we're
actually
fine,
so
I,
just
I
think
it
it
throws.
B
G
B
B
B
A
B
G
Thank
you
very
much
chair
and
committee
and
members
of
our
community
good
afternoon.
My
name
is
Robert
Sapien
I'm,
the
fire
chief
here
in
the
San
Jose
Fire
Department
I
am
here
again
with
Captain
Mark
Thomas
of
our
field
operations
Bureau,
and
we
will
be
summarizing
the
2022
fire
department,
Staffing
levels,
annual
report
and
at
the
conclusion
we
will
try
to
answer
any
questions
that
the
committee
may
have.
This
is
item
D3.
G
G
There
are
170
authorized
sworn
positions.
Excuse
me,
that's
the
wrong
number.
There
are
720
authorized
sworn
positions
in
the
fiscal
year.
2022-2023
budget
Personnel
enter
the
sworn
ranks
of
the
department
in
the
firefighter
rank
within
the
267
firefighter
positions.
The
department
seeks
to
maintain
173
licensed
paramedics
and
94
emergency
medical
technicians.
G
G
717
sworn
personnel
are
assigned
to
fill
570
sworn
field
positions,
providing
backfill
capacity
for
absences
for
things
like
vacation,
sick
leave
and
other
reasons,
and
to
backfill
for
position
vacancies
over
the
previous
five
years.
The
department
sworn
vacancy
rates
have
ranged
from
2.7
percent
to
8.5
percent
fluctuations
in
overall
vacancy
rates
are
primarily
driven
by
the
timing
of
academies
attrition
due
to
retirements
and
growth,
for
example,
the
addition
of
fire
station
37.
G
As
anticipated,
based
on
Department
seniority
fiscal
year,
2021
2022
brought
a
higher
than
average
number
of
scorn
separations
50
for
that
year,
including
37
due
to
retirement
in
fiscal
year,
21
22
47
sworn
personnel
were
hired.
The
department
estimates
that
it
can
continue
to
maintain
a
hiring
rate
that
will
keep
Pace
with
attrition
and
expected
growth.
Presently,
the
department
is
taking
steps
to
conduct
an
abbreviated
or
shorter
lateral,
firefighter
Academy
in
early
2023
to
accelerate
hiring
and
increase
the
number
of
licensed
firefighter
paramedics.
G
Foreign
PA
1710.4.2.3
requires
a
minimum
of
four
Personnel
on
engine
companies.
San
Jose
Fire
is
the
only
agency
that
meets
that
requirement
as
a
minimum
in
the
county
truck
company
Staffing
in
San,
Jose
or
excuse
me
truck
company
Staffing
levels
vary
across
the
county,
with
San
Jose,
providing
a
minimum
of
four
Personnel
on
each
truck
company.
G
G
The
department
has
identified
a
less
than
ideal
span
of
control
for
its
five
Battalion
Chiefs,
which
will
worsen
as
fire
stations,
32
and
36
are
built
and
activated.
The
department
continues
to
monitor
the
circumstance
to
ensure
adequate
command
and
control
and
oversight
of
Emergency
Response
resources.
G
In
fiscal
year,
2022
2023
city
council
authorized
an
additional
arson
investigator
position.
This
additional
Position
will
serve
to
increase
arson,
investigator
availability
and
reduce
overtime
and
standby
burden
on
existing
staff.
Currently,
a
promotional
examination
process
is
in
progress
to
establish
an
eligibility
list
to
fill
this
position.
G
In
March
2020
as
covid-19
lockdowns
were
implemented,
paramedic
Development
Across,
the
state
was
all
but
halted
classroom
course:
delivery
in
hospital
clinical
time
and
field
internships
came
to
a
stop
and
were
only
recently
resumed
at
a
lesser
level.
As
a
result,
paramedic
hiring
slowed
throughout
the
state
and
locally.
The
impact
in
San
Jose
fire
department
is
a
shortage
of
firefighter
paramedics
and
increased
overtime
burden
on
existing
staff.
To
address
this
issue,
the
department
is
pursuing
three
separate
strategies.
G
A
short-term
strategy
is
to
reactivate
existing
licensed,
however,
non-practicing
paramedics
that
are
within
the
workforce.
A
medium-term
strategy
is
the
advancement
of
the
firefighter
paramedic,
lateral
recruitment,
with
academies
to
start
in
early
2023
and
finally,
a
longer
term
strategy
is
to
work
with
local
Partners
to
establish
new
local
paramedic
training
Pathways.
That
can
help
us
to
prevent
this
from
happening
again.
B
B
Looking
to
my
left,
all
right,
so
I'll
bring
it
back
into
myself,
I'm
just
curious,
I,
Know
Chief.
You
mentioned
briefly
in
the
presentation
around
the
paramedic
licensure
and,
and
that
was
had
a
small
section
there.
The
report,
what
I
am
kind
of
learning
today,
because
I
wasn't
totally
aware
that
it
wasn't
a
a
sworn
position
or
rank
as
far
as
the
paramedic.
B
I'm
assuming
you
have
the
data
on
it,
I
mean
obviously,
we've
been
we've
been
in
a
discussion
recently
about
this
and
we're
trying
to
address
that
with
the
academy.
As
you
point
out,
the
lateral
Academy
is
that
something
you
can
input
into
these
annual
reports,
so
that
that
way,
the
council
has
a
better
idea.
Moving
forward
of
what
the
paramedic
Staffing
looks
like
I
think
that
it's
something
that
is
unique
right
now,
but
it
is
something
we're
trying
to
address
so
I
think
it
would
be
helpful.
B
G
B
B
So
here's
how
many
you
know
Medics
we
actually
have
working
what
the
what
the
maybe
the
number
we
would
like
to
be
at
right
or
achieve,
because
that's
one
of
the
challenges
we
have
now
right
is
where
we're
understaffed
in
our
Medics
and
then
even
talking
about
the
you
know,
blanking
on
the
term,
but
the
the
new
kind
of
role
old.
Yet
new
role
of
backfilling,
a
medic
support.
E
E
How
are
we
building
that
pipeline?
How
are
we
integrating
excuse
me?
How
are
we
integrating
that
into
our
youth
and
services
master
plan?
I
know
that
I
asked
like
I
said
last
year
that
it
would
be
wonderful
to
have
to
have
our
our
fire
department
somehow
play
a
part
in
in
feeding
this,
this
Pipeline
with
our
youth.
C
Foreign,
thank
you
for
your
question
councilwoman.
So
one
of
the
things
that
we've
done
with
Outreach
lately
is
we've
gotten,
together
with
the
city,
jobs
Corps
that
they've
put
together
and
we've
been
giving
them
job
fairs
and
and
trying
to
encourage
the
path
to
getting
into
the
fire
service
and
and
have
influenced
that
in
in
trying
to
get
them
involved
in
an
EMS
type
mindset
where
right
now,
they're
working
outdoors-
and
this
is
an
ideal
candidate
that
we
would
like
to
try
to
recruit
to
the
fire
service.
E
E
E
Do
I
want
to
stop
and
take
a
look
at
what
my
options
are
now
in
terms
of
Workforce
I
think
we,
you
know,
we
have
a
lot
of
our
youth
within
our
programs
and
an
opportunity
to
influence
where
they
may
be
able
to
develop
or
how
they
may
be
able
to
develop
and
I
think
it
needs
to
be
done
strategically.
I
love
that
that
there's,
you
know
Outreach
and
that
we
target
our
our
youth
I.
B
H
H
So
I'm
going
to
start
off
with
just
an
overview
of
what
we're
going
to
talk
about
today
and
then
we'll
get
into
it.
So
first
we'll
talk
about
our
background
kind
of
what
got
us
here.
What
the
directive
was
what
our
implementation
plan
is
going
to
be
some
of
the
policy
and
safety
considerations
in
that
plan,
we're
going
to
talk
a
little
bit
about
our
Bureau
of
field
operations
and
their
involvement
in
that
plan,
as
well
of
our
as
our
Bureau
of
Investigations
and
their
involvement
in
that
plan.
H
So,
first
off
I'd
like
to
talk
a
little
bit
about
the
post
arrest
process.
Now
we're
going
to
break
that
up
into
three
different
categories:
pre-pandemic
during
where
we
were
at
during
the
pandemic
and
where
we're
at
right
now
so
pre-pandemic.
The
way
the
post
arrest
process
works
is
once
a
defendant
has
been
arrested
and
booked
into
jail.
H
The
state
law,
the
penal
code
specifically
mandates
that
all
Superior
Courts
create
a
bail
schedule
on
an
annual
basis.
Bail
schedule
is
the
amount
of
bail
that
is
to
be
set
for
the
most
common
crimes
that
defendants
are
arrested
and
booked
into
jail
for
once
that
bail
schedule
is
set
and
the
defendant
is
booked
into
jail.
There's
three
things
that
will
happen
after
that,
or
excuse
me
at
some
point
during
that
process.
H
As
we
entered
into
the
pandemic
in
April
of
2020
California
State
Court
Judiciary
Committee
instituted
what
was
commonly
been
referred
to
as
zero
bail,
and
that
was
done
in
order
to
Safeguard
jail,
population
and
or
and
increase
Public
Safety
by
trying
to
limit
the
spread
of
the
pandemic
and
what
that
resulted
in
was
all
but
the
most
violent,
felonies
serious
crimes
and
certain
misdemeanors
were
to
receive,
receive
a
zero
bail
allotment
so
that
revised
that
mandated
bail
schedule.
That
I
spoke
about
earlier.
H
H
H
H
Internally,
our
officers
work
with
the
Bureau
of
Investigations
on
a
regular
basis
and
look
at
offenders
that
are
have
either
reoffended
and
or
the
most
violent
crimes
that
have
occurred
and
our
special
operations
and
our
covert
Response
Unit
make
those
arrests
and
apprehensions
a
priority
externally.
We
also
work
with
our
accounting
Partners.
H
Most
specifically
is
the
District
Attorney's
office
and
the
crime
strategies
unit.
Within
that
unit.
There
is
a
protocol
court
with
the
the
gun
reduction
program
grip,
as
well
as
the
priority
gun
offender
program,
and
so
we
have
officers
from
both
the
Bureau
of
field
investigations,
as
well
as
the
Bureau
of
Investigations
that
meet
with
the
crime
strategies
unit
on
a
weekly
basis
to
identify
those
people
who
are
present
the
highest
risk
to
the
public
safety,
and
then
we
actively
look
for
and
try
to
locate
and
arrest
those
individuals.
H
We
are
looking
at
redesigning
our
felony
affidavit
form,
which
is
the
form
that
is
used
to
establish
probable
cause
for
the
Magistrate
to
make
a
determination
on
when
they
go
through
the
post.
Arraignment
process.
Excuse
me,
post
arrest
process
to
include
the
ability
to
request,
High
bail
and
make
the
argument
for
that.
In
that
form,
we
are
also
working
with
our
with
the
crime
strategy
unit
to
train
our
officers
on
how
to
do
that
effectively.
H
And
that
brings
us
to
the
last
point,
the
mayor's
budget
message
and
Direction
and
funding
is,
as
you
know,
in
the
city
managers
budget
request,
there's
three
hundred
thousand
dollars
that
was
allocated
towards
towards
this
function
and
to
create
a
protocol
on
how
we
can
best
utilize
those
funds
to
Target.
These
high
risk
priority
offenders.
H
H
We
also
have
several
units
within
the
Bureau
of
field
operations
that
are
specially
trained
to
go
after
violent
violence,
and
that
is
our
merging
it.
It's
a
mobile,
Emergency,
Response,
Group
and
equipment,
it's
our
SWAT
team,
and
then
we
have
our
violent
crimes,
enforcement
team
and
our
Metro
teams,
who
are
also
trained
and
and
able
to
go
after
some
of
these
films
and
we'll
talk
about
those
two
units-
those
few
units
here
in
a
second
as
well,
once
the
assignment
has
been
given
to
the
specific
unit,
then
we
begin
our
surveillance
and
apprehension
efforts.
H
Lastly,
we're
going
to
look
at
our
cost
analysis
and
outcomes
tracking
how
we're
going
to
make
sure
that
we
are
tracking
These
funds
and
making
sure
that
we're
able
to
report
back
to
this
committee
with
solid
data
on
how
we
use
that
funds,
how
many
arrests
we
were
able
to
make
what
fences
those
arrests
included.
So
we
have
a
plan
in
place
for
that
as
well.
H
So
if
we're
looking
at
our
policy
and
safety
considerations,
several
things
that
the
units
will
go
back
into
and
they
will
look
at
the
investigative
background-
is
the
the
information
they
will
glean
from
either
the
Bureau
of
Investigations
unit.
That
is
handling
the
case
or
the
crime
strategies
unit.
That
is
tracking
the
suspect
and
getting
the
background
from
them.
H
Mission
into
this
apprehension
is
critical,
creating
that
operational
plan
that
we
spoke
about
to
make
sure
that
we
are
looking
at
every
possible
contingency
that
this
specific
apprehension
might
raise.
And
then
we
have
can
and
we
have
a
plan
for
each
one
of
those
potential
contingencies
and
then
going
into
the
actual
surveillance,
the
actual
location,
trying
to
find
the
the
suspect
and
making
sure
that
we're
sticking
to
that
operational
plan
to
take
them
into
custody
as
safely
as
possible
for
everyone
involved,
the
officer,
the
suspect
and
the
community.
H
So,
let's
talk
briefly
about
our
Builder
Bureau
field
operations.
The
first
unit
here
is
are
violent
crimes,
enforcement
team
or
B
set.
Give
you
a
little
bit
of
background
on
b-set
and
what
what
they've
done?
In
the
last
year
in
fiscal
year,
21
22
vset
made
155
on
view,
felony,
arrests,
75
warrant
arrests,
they
served
31
search
warrants
and
seized
86
firearms.
H
Our
Metro
unit
and
fiscal
year
2122
made
70
on-view,
felony
arrests,
58,
Warner
apprehensions,
served
46
search
warrants
and
seized.
37
firearms
currently
staffed
with
11
officers
and
two
surgeons:
the
Bureau
of
Investigations
covert
Response
Unit
fiscal
year.
2122
Cru
made
176
apprehensions,
served
115
search
warrants,
conducted
221
surveillances
and
seized
84
firearms
currently
staffed
with
13
officers
and
three
Sergeants.
H
A
quick
case
example
that
would
kind
of
give
you
an
idea
of
what
it
takes
to
make
an
apprehension
and
the
Personnel
hours
associated
with
it.
This
case
comes
from
our
crew
unit.
This
case
comes
from
our
clear
unit
and
it
was
with
regard
to
a
prolific
burglary
case
with
multiple
prior
arrests
for
firearms.
H
H
B
I
I
Think
it's
now
important
that
as
a
council,
you
you
take
this
in
and
learn
and
hopefully
can
speak
a
language
for
this
item
that
can
offer
different
options,
and
it's
been
quite
an
issue
this
past
summer
and
into
the
fall
that
I
hope
has
been
better
and
better
worked
on
and
developed.
You
know
in
the
in
the
mayoral
contests,
and
you
know
our
city
politics
and
it
I
hope
the
process
has
gone
well.
I
hope
it's
been
a
good
discussion
all
the
way
around.
I
So
a
real,
a
real
honest
matter
of
fact
is
from
the
police
I.
Thank
you
for
that
now.
I
hope
that
councils
can
talk
about
it
more
in
terms
of
different
options
that
we
can
have
for
the
future
of
such
an
issue,
and
I
know
that
this
is
an
important
issue
for
yourselves,
but
to
always
look
for
different
options
has
to
be
considered
as
important
and
I
hope
that
can
be
offered
by
Council
here
today
and
guests
that
don't
have
much
else
to
say
at
this
time.
I
D
Thank
you
chair
and
thank
you,
Deputy
Chief
I
think
everybody
is
frustrated
and
I
know
that
you
and
your
department
are
frustrated
and
thank
you
for
walking
us
through
kind
of
all
the
steps
that
you
take
to
to
go
after
the
violent
offenders,
but
I'm
still
trying
to
figure
out
why
they're
even
being
released
in
the
first
place
and
I
know
you
know
I
understand
during
covet.
You
know
we
had
zero
Bell
and
we
were
releasing
a
lot
of
folks,
but
that's
been,
you
know
eliminated.
D
H
We
are
on
the
same
page
in
terms
of
making
sure
that
the
most
violent
offenders
in
our
city
are
held
accountable
and
held
so
that
they
can't
go
back
and
reoffend
I
can
tell
you
that
there
is
a
great
degree
of
discretion
when
it
comes
to
a
Magistrate's
ability
to
take
in
all
of
the
the
factors
and
make
a
determination
on
whether
or
not
someone
should
be
held.
I
can
also
tell
you
that
sometimes
it's
very
difficult
for
them.
H
I
mean
if
I
go
back
to
that
post
arrest,
pre-arraignment
process
where
the
the
defendant
is
arrested
and
they're
awaiting
arraignment
and
there's.
The
magistrate
is,
is
charged
with
making
a
determination
on
whether
or
not
they
should
be
held
I'm
going
back
to
those
three
things
that
they
can
do.
You
know
hold
the
current
bail
increase
or
decrease,
or
release
on
sort.
H
I
know
that
they
make
that
determination
with
a
quick
snapshot.
That's
provided
to
them
by
pre-trial
services
and
sometimes
that
snapshot
isn't
as
in-depth
as
maybe
even
they
would
like
it
to
be,
and
so
one
of
the
things
that
we're
doing
actively
to
try
and
fix
that
is
like
I
mentioned,
trying
to
get
the
the
Philly
affidavit
form
redone
and
that's
a
county
form
and
we're
actively
working
with
the
District
Attorney's
Office
who's
kind
of
spearheading
that
so
that
we
can
get
that
critical
information
to
the
magistrate
that's
charged
with
making
that
decision.
H
H
It's
all
of
all
of
that
vice
mayor,
it's
it's
a
matter
of
formatting
trying
to
create
the
form
so
that
it
doesn't
become
too
cumbersome,
but
it
also
incorporates
everything
it
needs
to,
and
this
is
a
form
that
will
affect
not
just
the
San
Jose
police
department,
but
every
every
law
enforcement
agency
within
this
County,
it's
the
same
county
that
every
law
enforcement
agency
uses.
So
there
needs
to
be
some
some
collaboration.
That
includes
everybody
in
how
this
is
done
and
not
just
be.
This
is
what
San
Jose
wants.
D
And
then
totally
understand,
why
there's
an
emphasis
and
focus
on
violent
offenders?
But,
as
you
well
know,
you
know
this
quality
of
life.
You
know,
property
crimes
and
and
burglaries
and
thefts
are,
are
a
major
issue
as
well,
and
you
have
the
same
people
that
are
committing
crimes
over
and
over
again,
you're
being
arrested
and
released
and
in
many
more
property
crimes.
D
H
That
another
great
question
vice
mayor-
and
you
know
I'll
be
honest.
It's
it's
difficult
for
for
us
as
a
law
enforcement
agency
to
really
have
a
lot
of
impact
on
that
side
of
it,
because
that's
once
once
we
make
the
arrest
and
and
write
the
report
and
book
the
person
in
jail.
I
don't
want
to
say
our
part
is
done
because
it's
not
done,
but
that
post
arrest
released
pre-trial
Services
piece
is,
is
something
that
we
certainly
will
provide
our
input
into
and
make
our
concerns
known.
H
H
Release
both
so
if
we
go
back
to
the
zero
bail
mandate,
that
was
a
state
mandate
that
came
down
from
the
state
judicial
advisory
committee.
The
the
one
I
mentioned
earlier
about
the
the
change
in
the
site
and
release
protocol
and
going
up
to
25
000.
That
was
one
that
came.
That
was
a
County,
a
mandate
that
came
from
the
then
presiding
judge
at
the
time.
So
it's
a
combination
of
both
okay.
D
Because,
like
it's,
just
it's
just
not
sustainable,
if
you
again
having
the
same
people
committing
crimes
over
and
over
again
being
arrested
and
released,
you
know
for
our
community
and
our
residents,
it's
just
not
sustainable.
So
whatever
we
need
to
do
to
address
that
fix
that
Advocate,
you
know
Lobby
the
state,
our
state
representatives.
We
need
to
know
that,
because
again
you
know
my
residents
are
just
you
know,
suffering
from
being
victimized
over
and
over
again
by
the
same
people
agreed.
J
J
So
the
magistrate
when
they're
looking
at
the
affidavit
also
have
the
context
and
the
history
of
each
individual
suspect,
which
isn't
necessarily
the
case
right
now.
So
that
will
be
something
that
we're
going
to
be
advocating
for
and
to
your
point
now
and
you'll
you'll
see
it
in
December
and
you'll
have
the
ability
to
influence
next
year's
legislative
guiding
principles,
but,
as
the
state
does
look
at
Criminal,
Justice,
Reform
and
and
jail
reform
as
they're
making
those
decisions.
J
F
Thanks
chair
appreciate
it
deputy
chief
I,
appreciate
the
report
and
that
this
work
is
being
prioritized.
I.
Think
it's
really
important.
Oh
I
did
want
to
go
back
to
the
felony
affidavit
just
for
a
moment,
The
Forum.
So
so
did
you
give
us
timing?
I
didn't
hear
a
timeline.
Do
we
know
at
this
point
for
when
the
new
form,
the
updated
form
would
be
rolled
out.
F
H
We're
in
the
pretty
early
stages
of
that,
where
we're
we're
working
with
all
the
County
Partners,
all
the
county
agencies
to
try
and
identify
First
what
we
need
to
be
on
that
form
and
then
start
to
actually
draft
the
new
forms.
So
I
can
get
a
little
bit
better
timeline.
When
I
talk
to
the
group
and
report
back
to
the
committee.
F
Okay
sounds
good
sure,
you're
doing
everything
you
can
to
accelerate.
It
just
seems
like
something
we
should
given
the
importance
of
this
bill
to
move
quickly.
If
folks
are
motivated,
when
we
have
the
new
form,
do
we
know,
will
there
be
well,
we
need
to
do
more
training
on
our
end,
what
are
the
implications
back
on
our
end,.
H
Yeah
absolutely
a
great
question:
we
will
absolutely
be
doing
more
training
on
RN
to
first,
you
know,
educate
the
our
officers
with
the
new
form,
but
then
also
we're
rolling
out
a
video.
That's
just
about
ready
for
release,
as
kind
of
like
a
stopgap
measure
right
now
to
train
our
officers
on
how
to
get
the
request
for
high
bail
and
and
when
it's
appropriate.
When
it's
not
appropriate.
You
know
we
don't.
F
Great
yeah
and
that
makes
sense,
I'm
curious,
Beyond
improvements
to
the
form
and
be
able
to
basically
better
prepare
our
case
for
pre-trial
services
and
the
magistrate
are
there
other
strategies
you
are
exploring
for
improving
how
we
communicate
with
the
magistrate
or
or
maybe
bringing
greater
awareness
beyond
what
they
may
read
in
the
Merc
or
whatnot.
Greater
awareness
to
this
problem,
specific
examples,
I
mean.
H
Yeah
absolutely
a
great
question:
councilmember.
We
we
collaborate
with
our
district
attorney's
office
on
a
regular
basis.
We
look
at
cases
as
they
occur.
That
causes
us
concern
and
each
time
we
get
a
case
like
that,
we
absolutely
do
do
go
back
and
kind
of
voice
those
concerns
to
the
courts
so
that
they're
aware
of
these
concerns
as
they
occur,.
F
H
Sure,
council,
member,
it's
like
I,
said
in
the
in
the
case.
Examples
it's
pretty
tough
to
say
I
think
quite
frankly,
there's
a
handful
of
cases
that
are
so
complex.
They
take
so
long
so
long
to
find
the
suspects
and
then
conduct
the
surveillances
and
and
the
apprehension
plans
that
I
mean
we
could
go
through
the
entire
sum
of
money
and
and
just
a
handful
of
cases.
H
F
No,
that's
fair,
it
seems
to
me
I
mean
you
tell
me:
is
it
fair
to
say
that
it?
You
know
the
additional
resources
here
you
know
we're
talking
about
a
on
the
order
of
probably
a
few
additional
cases,
and
probably
the
bigger
impact
is,
is
the
changes
to
the
overall
process
and
then
being
able
to
sort
of
better
make
the
case
for
a
higher
bail
amount
in
kind
of
the
rest
of
the
sort
of
more
routine
police
work?
That
we
do
is
that
fair.
H
H
If
we
go
back
to
you
know
this,
the
stats
for
those
those
units
that
conduct
these
operations
they're,
making
huge
impact
on
a
daily
basis
as
it
is
to
try
and
get
them
to
do
more
when
they're
already,
you
know
doing
as
much
as
they
possibly
can
as
difficult.
The
way
we
do
more
is
by
okay
by
adding
more
to
them.
J
Councilmember
Mahan,
Lee,
Wilcox
assistant
city
manager,
I,
would
just
say,
I've
reached
a
similar
conclusion
as
you
as
well
as
I
think
the
police
chief
has
as
well
so
we're
we're
lucky
that
Brian
and
Gina
here
are
kind
of
focused
on
on
going
backwards
and
trying
to
rearrest
some
of
the
folks
and
focused
on
this
program.
But
I
know
the
chief
myself
and
others
are
spending
quite
a
bit
of
time
with
the
county
and
the
other
partners
on
that
forward
process.
So
obviously
a
lot
of
different
circumstances
with
zero
bail
and
the
pandemic.
J
But
it
certainly
pointed
out
a
lot
of
things
that
can
improve
so
that
we
don't
end
up
in
the
same
situation.
So
I
don't
know
what
the
300
000
ultimately
accomplishes.
Although
I
know
the
deputy
Chiefs
taking
it
pretty
seriously,
but
I
do
see
a
lot
more
potential
and
importance
on
what
we
do
with
those
Partners
moving
forward.
F
H
F
Okay,
great
yeah,
I,
don't
have
a
particular
time
frame
in
mind
was
just
kind
of
curious
would
definitely
want
to.
You
know,
get
that
at
some
point,
hopefully
relatively
early
next
year,
but
great
well,
I
really
appreciate
all
the
work
being
done
here.
If
the
vice
mayor
didn't
already
I'll
be
happy
to
move
the
report.
D
B
The
majority
of
which
I'm
assuming
to
be
effective,
will
be
utilized
as
you
as
you've
described
for
overtime
costs
and
maybe
even
bringing
back
some
former
members
of
say
crew
to
to
come
and
help
out
on
the
on
the
workload
and
the
money
won't
go
super
far
right.
If,
if
it's
costing
that
at
a
minimum
and
then
more
for
for
more
complex
cases,
I'm
curious.
B
What
do
we
spend
today
or
say
last
year
on
overtime
already
for
a
unit
like
crew
or
other
units
where
just
on
their
you,
as
you
described
here
one
case,
and
so
the
the
examples
for
crew
would,
for
instance,
was
176
apprehensions,
115
search
warrants,
221
surveillances
and
seized
84
Firearms
I'm,
assuming
not
all
that
was
done
on
regular
time
and
so
already
the
crew
unit
I'm
guessing
is
racking
up
over
time.
Do
you
have
numbers
on
that?
Yeah.
H
So
I
don't
know
if
we're
gonna
be
able
to
tell
you
today
what
what
the
actual
numbers
are.
Captain
to
baldy
has
them
right
now,
so
I'll.
Let
her
speak
to
that
in
a
second,
but
what
I
can
tell
you
is
a
lot
of
that
is
overtime.
A
lot
of
what
they
do
is
on
overtime,
so
I'll.
Let
you
heard
talk
about
those
numbers.
K
B
Okay,
yeah
I
mean
that's,
that's
significant
and
it's
overtime
hours.
So
it's
a
it's
a
time.
It's
a
it's.
A
bigger
dollar
amount,
so
just
kind
of
rough
estimates,
the
300
000
wouldn't
even
cover.
Maybe
a
quarter
of
the
current
overtime
that
say
crew
is
is
already
using.
So
my
initial
question
is
this:
300
000
we're
not
going
to
use
it
to
sort
of
just
backfill
over
time
that
would
already
be
accrued
through
crew
or
other
units.
B
B
B
B
B
B
L
Foreign
chair
members
of
the
committee,
my
name
is
Avio
Tom
and
I'm.
The
deputy
director
of
parks
for
parks,
recreation,
Neighborhood,
Services
joined
today,
I
found
Hamilton
supervising
park
ranger
we're
here
to
provide
the
committee
with
2021
2022,
highlights
and
challenges,
and
the
park
ranger
program's
work
plan
for
this
year.
The
mission
of
the
program
is
to
provide
a
safe,
enjoyable,
Park
experience
by
protecting
and
educating
the
public,
providing
recreational
opportunities
and
protecting
and
preserving
and
enhancing
the
natural
and
cultural
resources
of
the
city's
Parks
trails
and
Open
Spaces.
L
In
the
last
year,
its
50th
year,
the
program
reinforced
the
general
service
model
that
the
city
council
accepted
in
January
2019
and
produced
important
results
in
the
spirit
of
activate
SJ.
The
Department's
strategic
plan,
as
generalists
Park
Rangers
served
as
stewards
of
the
park
system
providing
Public
Safety
Services
like
wildfire
suppression,
Medical,
Response
search
and
rescue
and
rules
enforcement.
L
L
It's
Warren,
Park,
Ranger
staffing,
has
reached
a
low
last
scene.
After
the
Great
Recession
and
layoffs,
the
department
continues
to
aggressively
seek
out
diverse
and
highly
qualified
candidates
for
park
ranger
and
research
and
recruitment.
Efforts
which
I'll
detail
in
the
next
slide
have
the
potential
to
bring
in
much
needed
influx
of
new
Rangers
Additionally.
L
As
I
mentioned,
the
program
continues
to
actively
seek
out
highly
qualified,
diverse
applicants
to
fill
our
vacancies.
The
program
has
recruited
heavily
in
the
past
year,
contacting
parks,
ranger
and
related
organizations
across
the
state
and
Country
attending
Career
Fairs
for
surrounding
community
colleges
and
tabling
at
local
events
such
as
Viva
Kaya,
such
as
SJ.
L
Since
the
spring,
we
have
run
three
consecutive
recruitments,
two
shown
on
the
screen
and
one
that
just
happened
from
the
first
two
batches.
We
received
126
applicant
applications
and
if
you
do,
the
math
you'll
find
that
we
had
a
tabulation
error
on
the
table
from
which
we
interviewed
21
candidates,
and
we
sent
seven
to
background
so
far.
Another
batch
of
57
applications
was
received.
Yesterday
will
be
screened
this
week
for
additional
interviews
from
these
efforts.
K
In
addition
to
our
resource
and
maintenance
projects,
the
Rangers
continue
to
focus
on
providing
accessible
education
and
interpretive
programming
in
multiple
Regional
Parks.
Those
programs
this
year
have
included
ranger-led
multilingual
hikes
to
support
the
Santa
Clara
County
prescription
Parts
Program,
the
juntos
initiative.
K
Rangers
also
continue
to
provide
for
Public
Safety
in
our
parks.
We've
been
continue
to
respond
to
Wildlife
fires,
particularly
along
the
Coyote
Creek
Corridor,
medical
emergencies
lost
or
overdue
hikers
and
lost
children.
Rangers
are
also
working
to
preserve
our
Wildlife,
including
the
rescue
of
a
juvenile
raccoon.
We
were
out
at
a
fire
on
Coyote
Creek
and
one
of
our
Rangers
in
the
middle
of
suppression.
Efforts
noticed
this
little
guy
trying
to
climb
up
a
Burning
Tree,
so
we
were
able
to
get
in
there
and
rescue
him
and
get
him
over
to
the
Wildlife
Center.
K
K
The
Rangers
have
located
and
removed
several
waterfowl
from
various
parks
that
were
suspected
of
being
infected.
The
disease
is
highly
highly
infectious
to
both
backyard,
poultry
and
our
wild
waterfowl,
so
removing
the
animals
as
quickly
as
possible
is
one
of
our
best
methods
to
prevent
the
spread.
Rangers
also
continue
to
monitor
Park
activity
and
enforce
rules
and
regulations,
as
described
in
table
four
of
your
report.
L
This
year
the
department
will
continue
intentionally
assigning
Park
Rangers
to
Resource
Management
projects
and
interpretive
programs
in
the
spirit
of
environmental
stewardship,
education
and
resilience
as
part
of
a
general
service
model
in
recognition
of
the
Staffing
reality
confronting
the
program.
The
department
is
also
considering
further
service
model
changes
and
adaptations
to
make
the
most
impact
the
firm
we
can
make
during
what
will
be
a
multi-year
rebuilding
process
and
in
coordination
with
the
city,
manager's
office
and
Human
Resources.
A
A
I
All
right,
Beekman
here
yeah
for
this
item.
It's
a
annual
report.
The
park
ranger
it's
a
long
time
practicing
how
to
develop
the
future
of
our
park
ranger
program.
Thank
you
for
this
item
to
try
to
offer
my
two
cents.
You
know
my
work
with
accountability
with
open
public
policies
and
accountability,
practices
with
technology
and
what
that
can
offer
a
number
of
subjects
within
a
community.
I
D
Thank
you,
chair,
I,
just
wanted,
I,
wasn't
sure
if
I
heard
it
correctly,
as
far
as
the
recruitment
of
potential
applicants,
maybe
who
don't
complete
our
lease
academy
or
aside,
even
during
the
the
probation
period,
that
you
know,
stop
the
right
fit
or
a
right
job
for
them.
Are
we
actively
recruiting
or
going
after
those
individuals.
L
K
It
it
varies.
We
we
try
to
expedite
it
to
the
extent
possible
where
we
can
I
guess,
for
lack
of
a
better
term
bundle
things
so
polygraph
fingerprint
background
all
tend
to
go
simultaneously
and
then
you
know
the
backgrounds
themselves
are
variable.
Our
investigator
is
averaging
six
to
eight
weeks
on
most
candidates
to
give
us
a
a
report
back
so
then
we
usually
a
couple
weeks
to
get
them
in
for
psychological
and
medical.
K
So
from
start
to
finish
from
receiving
their
application
till
the
end
is
probably
a
bit
less
than
six
months.
I
mean
optimistically.
If
we
really
pushed,
we
could
probably
get
it
done
in
four
if
they
didn't
have
a
complicated
background
but
yeah
and
we're
trying
to
expedite
it
to
the
extent
we
can
without
running
in
any
issues
with
an
incomplete
background
and.
K
B
K
We
both
contract
with
the
same
two
psychological
firms.
City
Medical,
does
the
medical
exams
we
contract
with
a
a
private
Investigative
Services
to
do
our
backgrounds.
Obviously,
Santa's
APD
has
their
hands
full
getting
getting
through
all
their
candidates,
so
in
our
our
investigator
are
have
always
been
retired
police
officers.
With
a
strong
background
in
investigations.
B
B
I
do
think
it
would
be
wise
to
see
what
opportunities
there
would
be
to
collaborate
better
on
all
aspects
of
hiring
and
training
and
background,
especially
considering
the
the
similarities
I
I
up
into
the
point
of
obviously
right,
where
they
need
to
actually
be
trained
to
be
a
ranger
and
and
and
the
specific
Duties
are
different,
but
the
the
hiring
process
and
the
backgrounds
seems
very
similar.
Rather
than
have
multiple
contracts
in
in
different.
You
know,
groups
doing
that.
B
I
I
think
it
would
be
worthwhile
to
look
at
how
we
we
partner
up
on
that.
Similarly,
on
another
partner
aspect,
I'm
reading
on
the
body
worn
cameras
I'm
not
seeing
in
here,
language
I
was
hoping
to
see
which
see
if
you
can
answer
for
me,
but
why?
Why
would
we
not
just
use
the
the
same
cameras
that
our
police
officers
are
using
that
same
technology
the
same
or
what
are
we
doing
with
those.
K
B
The
piggybacking
language
was
the
language
I
was
hoping
to
see
in
here
sounds
like
you
didn't
get
written
into
the
report,
but
that's
what
I
was
hoping
to
read
so
I'm
glad
to
hear
that
that
is
the
case,
that's
kind
of
where
I'm
going
at
right
with
every
opportunity
we
have.
If,
if
it's
gonna
be,
you
know
the
same,
like
bodyboarding
cameras
will
be,
might
as
well
try
to
find
ways
to
partner
up
and
and
do
that
together.
B
Right
and
now
you
could
be
on
a
cycle
when
those
cameras
need
to
be
updated
and
not
right
that,
where
you're
not
having
to
be
on
your
own
figuring,
that
out,
that
could
be
done
as
a
whole
and
so
I
just
think.
So.
That's
I'm
happy
to
hear
that.
That's
what
I
was
hoping
to
to
hear
with
the
the
body
worn
cameras
in
in
that
regard,
all
right.
F
B
I
All
right
Beekman
here,
thanks
for
the
meeting
today,
I
guess
to
start
our
first
I,
really
hope
we
can
work
towards
the
ideas
of
Peace
negotiation
in
the
Ukraine
area.
If
we
use
the
practices
of
Health
and
Human
Services,
reimagined
Equity
I
think
those
ideas
can
are
more
interesting
and
I.
Think
people
will
be
more
interested
to
work
on
in
those
terms
and
what
is
currently
being
worked
on
and
that
we're
going
to
have
to
return
to
at
some
point.
I
You
know
that
we
don't
need
additional
surveillance
technology.
We
need
different
answers.
We
need
different
ways
to
work
and
different
ways
of
thinking
and
Paul
and
Raul
Perales
broke
both
brought
that
out
very
nicely,
and
it
was
just
so
helpful,
I
think
to
the
process
to
Simply,
give
ourselves
choices,
and
that's
so
key
that,
with
my
words
yesterday,
I
can't
say
enough
how
to
really
look
into
the
future
of
how
we
talk
about
technology.
I
We
have
a
really
good
city
government
staff
that,
after
this
current
Administration,
is
going
to
really
ask
questions
of
the
community,
and
that's
hopeful
and
that's
I'll,
be
looking
forward
to
that
good
work
and
to
quickly
offer
it
was
mentioned
in
in
you
know
the
police
reporting
of
this
item
today
what
they
want
to
do
with
their
work.
Can
we
talk
about
overtime
issues
in
the
future
and
maybe
creative,
simple
ideas
like
splitting
up
over
time
at
one
hour,
each
some
things
like
that?
Thank
you.