►
Description
City of San José, California
Public Safety, Finance & Strategic Support Committee of October 15, 2020
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=797894&GUID=8E6F950C-FCAA-49B2-B3B1-37D3FDD2CF83
B
A
A
Thank
you,
tony
all
right
and
I
see
we
have
a
couple
of
speakers
joining
us.
So
just
as
a
reminder,
if
you'd
like
to
speak
and
you're
joining
us
by
zoom,
you
can
use
the
raise
hand
function
if
you
are
on
the
phone
and
you
wish
to
to
speak,
you
press,
star,
9
and
that
will
get
you
in
the
queue
on
raising
your
hand
and
then
I'll
give
out
some
instructions
as
we
get
to
public
speakers
on
the
different
items,
and
so
now
we'll
go
to
the
review
of
our
work
plan.
B
A
B
A
E
Hi,
thank
you.
There
were
some
very
informative
vta
meetings.
Today
I
thought
I
would
just
pass
along.
They
were
really
interesting,
a
f
and
another
meeting
at
10
a.m.
Thank
you
for
allowing
public
comment
on
on
approving
work
plan
ideas.
I've
been
attending
piss
pist
meetings
for
over
five
years
now
and
I'm
not
quite
fully
sure
how
accessible
are
work
plan
ideas
to
the
public.
E
If
I
was
to
write
to
you
and
ask
you
what
what
exactly
what
work
plan
you
approved
this
week,
can
I
get
a
letter
back
that
describes
what
you
are
working
on
and
what
you
approved?
I
just
thought
I'd
bring
that
question
out
here
and,
and
I
will
write
you
a
letter
to
better
clarify
the
issue.
Thank
you.
A
You
can
look
and
see
what
the
future
meetings
may
contain
and
and
that's
where
we'll
make
those
adjustments
to
on
that
item
but
feel
free
to
email,
and
we
can
certainly
send
you
a
link
for
that.
So
now
we'll
go
on
to
our
consent
calendar.
We
have
one
item
on
our
consent
calendar
if
nobody
wishes
to
pull
that,
then
we'll
go
ahead
and
we'll
take
a
motion
and
then
I'll
check
to
see
if
bladders
wants
to
speak
on
this
item.
A
E
All
right,
thank
you
for
this
for
your
bi-monthly
report.
I
just
thought
I
would
take
a
time
that
normally
you
know
this
can
be
about
police
issues
and
the
like,
and
I
just
I
just
wanted
to
take
the
time
to
remind
of
what
we're
trying
to
work
on
and
what's
possible
to
work
on
at
this
time.
I
I've
seen
some
interesting
ideas
of
the
peer
review
program
for
policing
that
you're
currently
using
in
san
jose
actually
for
domestic
violence.
E
Issues
that
you
know
makes
you
know,
gives
san
jose
a
uniqueness
in
its
own
special
way
to
incorporate
the
peer
review
program,
and
I
hope
you
have
success
with
it.
It's
a
way
that
you
know
police
can
ask
themselves
like
kind
of
in
real
time.
You
know,
learn
to
practice
how
to
counsel
each
other.
How
they're
handling
this.
E
Oh
okay.
Well,
I
feel
this
is
an
important
item
too.
That
addresses
what
needs
to
be
talked
about
in
bi-monthly
reports,
but
I'll
I'm
looping
it
back
and
yeah.
So
good
luck
in
in
in
this
continued
effort
and
work,
and
you
know
how
we
address
the
we're
at
a
time
to
address
questions
of
demilitarization
and
how
to
slowly
step
back
from
from
funding
of
of
you
know,
asking
for
new
police
each
year
and
make
it
an
every
other
year
process
and
other
subjects
like
that.
E
It
takes
a
lot
of
work
and
responsibility
and
I
hope
we're
just
we're
open
to
just
a
ton
of
ideas
that
are
possible
at
this
time
and
housing.
Interestingly
enough
is
an
important
component
to
that
at
this
time.
So,
good
luck
and-
and
I
just
wanted
a
reminder-
what
we
need
to
be
thinking
about
and
yeah
good
luck
to
all
of
us.
Thank
you.
A
B
F
C
A
B
F
Okay,
fire
department,
emergency
rock
response
times
performance
annual
report.
My
name
is
robert
sapien,
I'm
the
fire
chief
here
in
the
san
jose
fire
department.
This
is
item
d1
on
the
agenda,
just
a
review
of
how
we
capture
our
response
time
performance.
One
is
the
city's
response,
time
standard,
which
is
an
aggregate
of
alarm,
processing,
time,
turnout,
time
and
travel
time,
and
we
measure
those
three
segments
individually
to
understand
performance
at
each
level
and
then
the
aggregate
becomes
the
response
time
performance
level.
F
Our
requirement
is
that
we
respond
within
eight
minutes
time
and
that
clock
starts
upon
receipt
of
dispatch
for
our
response
units
and
ends
when
we
arrive
on
scene,
and
so
that
would
include
turnout,
time
and
travel
time
in
terms
of
how
we've
been
doing
over
the
last
couple
years.
Just
to
give
you
a
comparison
in
2018-19
we
generally
performed
under
the
ems
standard
above
90
percent
and
really
averaged
around
92
percent
and
then
against
the
city's
response
times
standard.
F
You
can
see
that
we
hovered
between
the
mid
70
compliance
level
and
76
compliance
level
as
we
move
forward
into
the
following
year,
very
similar
numbers,
although
they
are
slightly
improved
and
so
I'll
show
you
a
graphic
later
that'll,
that'll
kind
of
explain
our
performance
level
and
what
our
expectations
might
be
going
forward
in
your
memo.
Excuse
me
in
the
memo
that
you
received.
F
Since
those
initiatives
have
taken
place,
we've
made
some
advancements
in
the
business
intelligence
area.
This
is
using
a
particular
tool
called
power
bi
and
as
of
just
a
couple
of
weeks
ago,
we
now
have
daily
refresh
rates
in
our
response
time.
Performance
data,
and
so
what
used
to
take
staff
several
hours
per
month
to
generate
is
now
being
automatically
generated
through
this
process,
so
kind
of
a
success
story.
F
Another
success
story
that
I
thought
I'd
share
with
you,
although
that
the
data
is,
is
fairly
recent.
If
you
recall
the
city
auditor's
audit,
which
was
provided
in
early
2019,
which
was
called
an
audit
of
911
and
311,
changes
to
call
handling
and
increased
hiring
efforts
could
improve
call
answering
times.
F
Again,
this
is
not
a
segment
that
is
part
of
the
total
response
time
that
we
measure,
but
it
certainly
is
from
the
customer
or
9-1-1
caller
perspective
seconds
on
the
clock
that
are
very
important.
So
this
was
a
valuable
improvement
for
us
overall,
and
we
will
continue
to
monitor
our
performance
in
this
area
overall,
in
terms
of
projects
that
are
still
outstanding,
we
still
continue
to
try
to
optimize
our
performance
through
deployment.
Sometimes
that
means
moving
resources
around
the
city
through
move-ups
other
times.
F
F
The
station
alerting
system
upgrade,
if
you
recall
previously,
when
we
had
multiple
9-1-1
calls
at
a
time
they
had
to
be
dispatched
in
sequential
order,
because
there's
only
one
radio
channel
that
we
dispatch
on
the
new
station
alerting
system,
automates
dispatch
and
instead
of
having
a
dispatcher
talking
on
the
radio
directly,
there
is
a
computerized
voice
that
dispatches
the
calls.
This
achieves
a
couple
things.
It
frees
up
time
for
dispatchers
to
take
care
of
other
items,
but
also
can
dispatch
calls
simultaneously.
F
F
You
see
that
we
are
monitoring,
turnout,
time
ongoing
and
wanted
to
share
this
particular
slide.
For
a
couple
reasons.
This
is
a
slide
that
gives
you
the
three
segments
of
response
time
broken
down.
The
orange
line
that
you
see
is
going
to
be
our
call,
processing,
time
or
dispatch
time.
The
gray
line
is
our
turnout
time
and
then
our
most
challenging
area
you
can
see
down
below
is
the
yellow
line,
which
is
our
travel
time,
and
so
the
area
that
still
challenges
us
is
the
distance
between
fire
stations
and
distance
between
resources.
F
As
you
know,
we
are
building
three
new
fire
stations
that
we
hope
to
really
put
a
dent
in
that
in
that
gap,
and
so
we're
hoping
soon,
I
should
say
three
fire
stations
under
measure
t
and
an
additional
fire
station
at
station
20,
which
will
have
an
outward
facing
bay
that
can
serve
the
area
around
station
20..
So
a
total
of
four
new
response
areas
will
positively
impact
travel
time.
F
Lastly,
if
you
look
at
the
blue
line,
there
is
something
interesting
that
happened
here,
which
is,
if
you
see
the
excuse
me
there,
we
go
if
you
see
this
dip
as
of
february
2020,
down
all
the
way
at
its
lowest
point
in
april.
That
is
when
the
shelter
in
place
period
started
for
covid
and
a
couple
things
to
note
here,
one
is
just
that
call
volume
did
did
drop
significantly
during
that
period.
F
I
could
tell
you
that,
as
I
monitor
day
to
day,
we
are
almost
back
to
normal
levels
now
here
in
october,
but
the
other
interesting
point
about
this
is
that
you
see
that
there
is
very
low
sensitivity
in
our
network
to
call
volume,
and
so,
as
call
volume
has
gone
up
and
down
over
this
time
period.
You
see
a
very
steady
performance
level
for
our
department.
Again,
I
think
what
that
tells
us
is
that
really,
our
challenge
is
travel
time
and
distance
between
fire
stations.
F
A
Thank
you
very
much
chief,
we'll
go
to
our
members
of
the
public
first
and
first
of
all,
up
will
be
blair,
beekman
and
just
as
a
reminder.
This
is
on
item
d1,
which
is
the
fire
department,
emergency
response
times,
performance
annual
report
and
for
our
members
of
the
public
that
are
on
zoom.
You
just
use
the
race
hand
feature,
and
if
you're
on
the
phone
you
can
press
star
nine
blair,
it's.
E
A
E
E
Okay,
go
ahead,
let
me
put
it:
can
you
put
it
in
two
minutes,
yep,
we'll
rewind
it
for
you
here.
Thank
you
awesome.
Okay,
great!
Thank
you!
You
know,
I
guess
first,
I
I
need
to
apologize
for
the
last
item.
I
should
have
saved
that
for
open
forum
and
it
was
about
a
lot
about
general
funding
issues
and
so
I'll
speak
of
general
funding
issues
in
open
forum
and
hopefully
that
item
the
past
item.
You
can
consider,
as
my
open
forum
for
this
item.
Thank
you
for
this
report.
E
You
know
I,
the
the
fires
that
we
had
all
around
us
this
past
summer
was
really
weird
to
me
and
santa
rosa
is
having
fire
problems
again
and
you
know
it
it.
It's
brought
up
to
me
important
ideas.
You
know
I
I
here
in
october.
I
really
want
to
work
towards
good
practices
at
this
time.
You
know,
I'm
sorry
if
my
own
words
may
be
a
little
strong,
sometimes,
but
I'm
really
trying
to
you
know.
E
I
think
we
can
develop
really
good
practices
in
the
next
few
months
and
create
kind
of
like
a
good,
positive
community
energy,
and
I
want
to
try
to
work
towards
that
at
this
time,
and
you
know
with
that
said
and
with
all
the
fire
issues.
You
know,
there's
just
been
a
lot
of
depressing
things
around
lately
and
how
do
we
make
that
more
positive,
and
I
think
you
know
healing
efforts
is
how
how
do
we
better
develop
our
bureaucratic
practices
that
I
think
the
fire
department
really
tries
to
address?
E
They
try
to
address
something
internally
and
intuitively
about
you
know
how
to
how
to
respond.
To
calls.
I
mean
they've
been
practicing
this
for
a
few
years
now
and
it's
that
kind
of
intuition
that,
as
a
in
a
healing
sense,
I
hope
we
can
use
that
to
to
predict
the
future
of
incidents
and
be
prepared
and
and
make
the
proper
steps
you
know
to
prepare
and
for
no
harm
to
come,
and
that
takes
effort
and
work.
E
D
Hi
hi
chief
thanks
for
giving
us
the
time
to
show
some
improvements
for
the
response
times,
because
it's
much
needed
back
in
the
summer
of
2019.
There
was
a
fire
in
my
neighborhood
and
the
the
911,
and
it
took
a
long
time
for
them
to
show
up.
The
house
basically
was
burned
out,
didn't
burn
to
the
ground,
but
a
woman
inside
who
I
knew
was
a
child.
She
passed
away
so
did
her
granddaughter
and
when
I
called
9-1-1
first
it
just
went
to
it
went
to
a
recording.
I
called
back
person
who
picked
up.
D
It
was
like
their
first
day
on
the
job.
Only
worse
san
jose
pd
arrived
on
the
scene
and
they
left.
I
had
to
go
to
work,
and
this
was
a
on
greenmore
court
in
the
95118
area,
and
I
I
drove
away.
I
knew
I
would
hope
I
was
hoping
the
fire
department
would
come.
I
had
to
go
to
work
and,
as
I
drove
away,
I
was
listening
for
sirens.
I.
D
And
I
I
wasn't
I
drove
you
know
I
was
maybe
a
quarter
mile
from
the
pearl
avenue
fire
department
and
I
never
heard
sirens.
You
know
you
could
hear
sirens
from
many
miles
away
and
I
knew
I
was
driving
the
other
way,
but
it
took
a
very
long
time
and
as
a
child,
the
house
burns
almost
burnt
to
the
ground
and
not
far
from
where
I
live,
and
it
seems
as
if
this
area
95118
has
very
slow
response
time
for
fire
department
and
police
department.
They
show
up
when
they
want.
D
To,
I
mean
you
guys
have
you
know
engines
to
get
around
and
I
realize
there's
a
little
bit
of
a
strategic
air.
You
know
it's
not
the
most
strategic
area
for
the
pearl
avenue
station,
but
I
would
really
hope
that
you
guys
could
it
could
improve
your
your
response
times?
It's
not
perfect.
You
didn't
build
a
911
system,
that's
become
very
archaic,
but
at
least
have
people
to
pick
up
the
phone
at
6
30
in
the
morning.
D
C
There
are
still
some
some
challenges
and
from
what
I
understand
and
if
you
go
to
slide
number
nine
chief
from
what
I
understand.
It's
really
the
distance
between
maybe
some
of
the
fire
stations
and
the
calls,
because
the
response
time
is,
is
still
something
that
we're
we
were
challenged
with
if
you
will
and
so
on
on
this
slide.
If
you
can
help
me
understand
this,
a
little
bit
more,
I
saw
how
sorry
me
extend
my
my
screen.
C
It
seemed
like
right,
not
a
movement
but
pretty
pretty
static,
and
so
my
question
is:
is
that
still
because
of
the
the
the
lack
of
or
you
know,
because
we
haven't
added
new
fire
stations
to
those?
Probably
you
know
predominantly
some
of
those
areas
like
three
district,
three
district,
five,
a
district,
seven,
certainly
six,
it
sounds
like
that's.
You
know.
District
six
will
have
an
additional
fire
station
as
soon
as
we
get
that
construction
done,
but
is
it
is
it
I
would
expect
if
the
calls
are
going
down?
C
F
Thank
you,
council
member.
In
short,
I
think
the
latter
is
probably
the
the
biggest
driver
in
this
particular
time
period.
So
a
couple
of
interesting
things
happened
early
on
when
the
shelter
in
place
order
occurred.
One
is
we
began
to
notice
that
our
busiest
areas,
at
least
for
a
short
time
where,
where
we
lost
the
most
call,
volume
or
or
where
call
volume
was,
was
most
diminished,
which
would
put
us
back
to
the
the
distance
between
fire
station
issues.
F
So
our
fire
stations
are
more
concentrated
in
the
core
of
the
city
and
most
often
that's
where
we
have
most
of
our
calls,
and
so
you've
raised
a
couple
of
points
that
are,
that
are
a
little
difficult
to
explain.
But
I
think
you
you
did
very
well
one.
Is
that
there's
two
drivers
for
travel
time
challenges.
One
is
just
flat
out
distance
to
travel
for
a
a
fire
station
within
their
own
first
due
area.
F
The
other
driver,
as
you
as
you
pointed
out,
is
that
when
one
station
is
unavailable
because
they're
at
another
call,
a
second
station
has
to
travel
even
further
to
get
to
the
call
so
I'll
make
it
easy
from
a
numerical
sake.
If
engine
one
is
unavailable
to
call
and
the
next
door
station
is
station,
two
then
station
two
has
to
drive
outside
of
their
district
to
to
get
to
that
call
on
time.
F
What
I
think
we
found
most
often
is
a
couple
of
things
is
the
the
volume
periods
of
our
calls
were
still
generally
in
the
core
of
the
city?
They
still
generally
challenged
our
ability
to
get
the
right
resource
there
in
time,
but
ultimately,
in
the
aggregate,
I
would
say
the
biggest
in
the
the
biggest
driver
of
what
you're
seeing
on
the
graph
is
just
the
basic
deployment
of
our
city
that
it's
hard
to
get
places
within
four
minutes
from
where
our
stations
are.
F
Right
and
council
has
inquired
previously.
In
fact,
this
is
what
drove
the
decision
for
station
20
to
have
an
outbound
bay,
which
is
are
there
opportunities
to
add
companies,
fire
fire
engines
or
trucks
to
existing
stations,
and
so
that
was
one
opportunity,
as
we
did
the
rebuild
for
20
to
do
that,
we,
we
also
have
looked
at
at
other
stations
to
see
if
there's
space
you
know,
unfortunately,
we're
sort
of
in
in
the
buildings
we're
in
that
that
don't
offer
a
lot
of
extra
space
for
for
more
firefighters,.
C
Got
it
okay,
I
I
appreciate
it
and
I
appreciate
all
the
work
that
you've
done
short
of
building
more
fire
stations.
I
know
that
you're
doing
the
best
that
you
can
your
systems
absolutely
reflect
that
all
the
system,
improvements
that
you've
done
and
and
I've
got
to
say
that
my
community
appreciates
and
and
during
our
national
night
out.
Actually
we
reflected
that
appreciation
with
a
parade
to
a
couple
of
our
stations
out
there
and
and
an
accommodation.
C
It
was
just
really
really
awesome
to
see
how
much
love
there
is
for
our
fire
department
from
our
community.
There
was
quite
a
bit
of
folks
who
just
paraded
through
did
some
wonderful
banners,
and
so
so
the
the
love
and
appreciation
is
still
still
continues
to
be
there,
of
course,
and
I
know
that
you'll
continue
to
be
up
for
this
challenge
in
terms
of
responding
to
that
four-minute,
that
four-minute
target
that
we
have.
C
B
Thank
you
chair
and
thank
you
chief
for
your
report.
Just
a
couple
of
quick
questions.
One
is
that,
on
our
turnaround
times,
meeting
the
90
standard
for
the
county,
is
it
safe
to
make
the
assumption
that
we're
it's
all
good
in
terms
of
the
county,
showing
us
the
money
in
terms
of
reimbursements,
so.
F
We
we
have
for
more
than
two
years
now
made
the
90
mark,
so
I'm
feeling,
if,
if
you
reflect
back
on
the
slide,
nine,
which
was
just
up
our
sensitivity,
you
know
we're
not
very
sensitive
to
a
lot
of
call
volume
types
of
things,
and
so
our
system
is
kind
of
performing
at.
I
think
the
level
generally
it
can
perform
at
I'm
still
trying
to
find
opportunities
to
to
get
further
above
the
90
mark.
B
As
you
know,
we're
looking
to
reimagine
public
safety
and
part
of
that
will
be
how
calls
are
handled
at
the
call
center,
and
so
it
sounds
like
we're
kind
of
strategically
we're
moving
away
from
triaging.
Those
calls
and
focusing
on
the
more
frequent
calls
from
you
know.
One
location
and
my
question
to
you
is
from
what
you
know
about
other
cities
and
other
departments
and
just
the
whole
concept
of
reimagining
public
safety
and
how
calls
are
handled.
F
I
believe
it
was
modeled
after
a
eugene
oregon
program
where
resources
are
being
put
in
place
to
provide
mental
health
services
for
frequent
callers,
and
so
I
think,
a
program
like
that
in
our
future
would
be
would
be
very
valuable,
because
what
we
find
is
that
we
may
not
have
a
a
person
who
needs
an
emergency
room
visit
which
I
think
from
a
systems
perspective
is
very
costly.
You
know
one
you
get
a
fire
engine
response,
you
get
an
ambulance
response
you
get
delivered
into
the
best
care.
F
You
know
best,
medical
care
that
there
is
in
an
emergency
room
when
maybe
what
you
need
is
is
direct
tracking
to
someone
who
can
provide
social
support
or
psychological
support,
and
so
a
lot
of
metropolitan
emergency
response.
Agencies
are
trying
to
figure
out
if
there's
a
way
to
provide
the
right
resources
and
so
to
answer
your
question.
Yes,
I
think
there
still
is
an
opportunity
to
pursue
trying
to
identify
which
of
those
calls
are
don't
necessitate
a
fire
department.
F
E
A
All
right,
thank
you.
Seeing
no
other
comments
from
my
colleagues
I'll
just
bring
up
one-
and
I
know
chief,
you
mentioned
that
the
the
call
volume
as
you
we
saw
that
that
one
graph,
the
kind
of
the
call
volume
drops
significantly
yeah
there
and
that
doesn't
necessarily
have
any
major
effect
on
the
compliance.
But
you
point
out
specifically
in
the
downtown
core
that
actually
it
is
the
high
call
volumes
that
that
you
know
will
will
affect
compliance,
and
so
what
I'm
curious
about,
I
guess
would
be
you
know.
A
I
think
this
is
a
helpful
slide
and
it's
helpful
to
have
that
understanding
city
wide
right,
knowing
that
that
it's
not
just
call
volume.
That's
that's
the
issue,
but
it's
it
appears
it
could
be
confusing
because
in
other
in
specific
parts
of
the
city
call
volume
is
an
issue
specifically
the
the
downtown
core.
How
do
you
think
you
can
help
us
to
better
display
that
in
next
year's
report.
F
So
in
in
the
memo-
and
I
I
apologize-
if
you
don't,
have
it
in
front
of
you
and
I
should
have
included
it
as
a
slide,
but
on
on
page
five,
that
heat
map
really
is
sort
of
that
that
that
indicator.
That
tells
us,
if
you
look
at
the
red
areas
where
we're
late,
we're
late
to
a
lot
of
calls
there,
even
though
our
fire
stations
are
closer
together,
but
that
would
be
the
case
where
it's,
because
our
resources
are
running
around
call
to
call
and
covering
each
other
versus.
F
If
you
look
in
the
yellow
areas,
we're
late
in
those
calls,
because
we
we
generally
just
can't
get
there
in
time
from
from
the
station,
that's
actually
serving
serving
the
area
and
you're
right.
There's,
probably
certainly
we've
done
analysis
in
the
past.
That
says
you
know
how
many,
how
many
of
our
first
do
resources
handle
the
first
due
response.
F
How
many
times
did
a
a
second
due
resource
have
to
do
it,
and
we
could
do
that
graphically
as
well
to
try
to
express
that
the
the
the
challenge
would
be
to
give
give
sort
of
a
geographical
sense
as
to
as
to
where
that's
happening.
So
maybe
we
could
play
with
a
gis
layer
or
something
like
that
to
do
that.
A
Yeah
in
the
other
slide,
you
always
include
that,
and
I
do
see
the
report
you
always
do
include
that
in
the
report
with
the
heat
map.
Maybe
that
would
be
you
know
at
a
bare
minimum,
might
be
nice
to
just
add
to
the
presentation,
to
kind
of
show
the
the
compare
and
contrast,
but
I
I
do
think
if
and
if
you
feel
it's
feasible,
it
would
be
nice
to
kind
of
see
something
that
is
a
little
geographically
based.
A
So
then,
that
we're
not
just
looking
at
this
one
map
that
is
city-wide
knowing
that
in
certain
areas
the
call
volume
actually
does
have
a
a
drastic
impact
or,
as
you
said
in
the
past,
as
you've
done
looking
at
the
first
due
when
they've.
Actually,
you
know
what
percentage
of
calls
they
actually
go
to
within
their
first
two
versus
being
pulled
out
of
the
area.
F
20
really
is,
is
designed
to
do
kind
of
a
bit
of
both,
which
is
to
reinforce
the
core
of
the
city,
where
there's
a
very
high
call
volume
and
take
some
of
the
pressure
off
by
capturing
calls
that
are
occurring
around
the
airport
from
a
travel
distance
perspective.
And
so
we
certainly
kept
all
of
those
things
in
mind.
As
we
prioritize
those
stations.
A
A
A
All
right,
thank
you
and
we've
got
two
items
remaining
action
items
and
customer
costco
is
out
sick
today
and
then
my
understanding
is
we're.
Gonna
lose
two
more
colleagues
before
three
o'clock,
so
just
making
everybody
aware
so
then,
hopefully
we
can
complete
these
items.
So
this
next
item
is
item
d2.
The
park,
ranger
program,
annual
report
and
we
have
john
welcome
john.
G
All
right,
thank
you,
john
good
afternoon,
chair
and
members
of
the
committee.
My
name
is
avio
tom
interim
deputy
director
of
the
parks,
division
in
parks,
recreation
and
neighborhood
services
joined
again
by
pam
helmke
supervising
park.
Ranger
we're
here
today
to
provide
the
committee
with
an
update
on
the
park.
Ranger
program's,
2019,
2020
highlights
and
challenges,
and
the
program's
2021
work
plan.
First
just
want
to
acknowledge
a
little
bit
of
background.
G
The
park
ranger
program
is
an
integral
part
of
the
department
and
supports
activate
sj
the
department's
20-year
strategic
plan,
which
defines
our
guiding
principles
of
stewardship,
nature,
equity
and
access,
identity
and
public
life.
The
program's
mission
therein
is
to
provide
a
safe
and
enjoyable
park,
experience
by
protecting
and
educating
the
public,
providing
recreational
opportunities
and
protecting,
preserving
and
enhancing
the
natural
and
cultural
resources
of
the
city's
parks,
trails
and
open
spaces.
G
This
past
year,
the
program
again
confronted
many
hurdles
amid
its
continuing
transition,
but
still
produced
important
results
and
highlights
two
highlights
from
this
year.
That
I'd
like
to
note
are
last
october.
We
mentioned
we
had
three
recruits
in
the
academy,
and
now,
a
year
later,
we've
actually
had
four
recruits
complete
academy
and
or
field
training,
and
they
are
now
working
solo
in
our
park
system
and,
as
we
all
know,
the
global
coca-19
pandemic
has
painted
in
stark
relief
the
importance
of
parks,
trails
and
open
spaces
for
everyone's
physical
and
mental
well-being
as
an
essential
service.
G
The
park
ranger
program
has
worked
for
the
public
good
since
the
start
of
shelter
in
place
and
adapted
its
service
model
to
meet
the
needs
of
the
moment,
focusing
on
covet
19
education
and
compliance
support
from
mid-march.
Through
the
end
of
june
park
rangers
had
over
3
000
self-initiated
contacts
with
park,
users
and
40
responses
to
311
calls
related
to
parks,
which
mostly
resulted
in
warnings
as
the
program
continues
to
emphasize
the
lowest
level
enforcement
needed
to
resolve
situations.
H
Good
afternoon
pam
humpty
supervising
ranger
for
city
of
san
jose
and,
as
we
moved
into
this
year,
we
were
able
to
complete
the
restructuring
of
our
park
ranger
program.
As
you
can
see
from
the
chart,
we
moved
from
a
fixed
post
assignment
where
rangers
were
assigned
to
a
specific
park
and
that's
where
they
stayed
for
the
entire
day
to
a
more
fluid
model,
to
give
us
a
better
ability
to
respond
to
calls
for
service.
Currently,
we
have
one
fixed
post
assignment,
which
is
at
alum
rock
park.
H
Key
of
that
is
that
the
new
system
allows
us
to
actually
give
every
full-time
ranger
one
weekend
day
a
week
off
that
may
not
sound
like
much,
but
in
the
park
profession
rangers
don't
get
weekends
with
their
families
that
that
just
doesn't
happen,
particularly
during
the
on
season.
So
the
fact
that
we're
able
to
do
a
year-round
program
where
they
get
either
a
saturday
or
a
sunday
off
to
spend
time
with
their
family
and
to
take
care
of
their
personal
lives
is
becoming
a
pretty
big
recruiting
tool.
H
One
word
is
getting
out
for
that.
Along
with
that,
on
the
recruiting
side,
the
city
did
close
its
contract
with
the
peace
officer
park,
ranger
association,
the
new
representing
bargaining
unit
for
the
park
ranger
program,
and
with
that
we
gained
some
a
couple
of
key
recruiting
incentives.
One
is
an
actual
hiring
incentive
incentive
and
referral
bonus.
H
New
hire
park
rangers
will
now
receive
a
three
thousand
dollar
a
hiring
bonus
with
helping
them
get
settled
in
the
bay
area.
That's
fifteen
hundred
dollars
when
they
complete
the
hiring
process
and
an
additional
fifteen
hundred
when
they
complete
their
first
year
of
probation
rangers,
now
also
receive
a
3.75
crisis.
Intervention
training
premium
pay,
although
we
require
all
our
rangers
to
participate
in
crisis
intervention
training.
This
is
helps,
encourage
them
to
to
sign
up
early
and
and
get
into
the
classes.
H
Our
public
safety
responses
for
the
last
year
we're
pretty
much
in
keeping
with
prior
years,
there's
been
a.
There
was
a
slight
downtick
in
medical
events
and
search
and
rescue
events,
and
that
primarily
had
to
do
with
the
covid
closures
of
our
three
largest
generators
of
events,
which
is
all
a
mock
park,
the
action
sports
park
at
lake
cunningham
and
happy
hollow
park
and
zoo
on
a
more
interesting
note.
H
We
have
this
year
seeing
a
serious
uptick
in
the
number
of
fire
responses
that
park
rangers
respond
to
the
bulk
of
these
were
along
the
coyote
creek
corridor.
We
were
kind
of
curious
about
that.
We
looked
last
last
year.
During
the
same
time
period
we
responded
to
11
fires
along
coyote
creek.
So
far
this
year,
we've
hit
that
same
time
period
we've
been
at
51..
H
These
are
just
fires
that
rangers
have
responded
to,
along
with
san
jose
fire.
Our
initial
attack
units
we've
been
fortunately
able
to
keep
these
very
small,
typically
under
half
an
acre
getting
in
quickly
and
working
with
fire
to
suppress
those
so
that
that's
been
sort
of
an
interesting
turn
of
event.
H
Next
slide
audi,
our
patrol
activity
has
been
been
pretty
constant.
During
2018-19,
we
had
sort
of
a
downturn
that
was
kind
of
our
lowest
staffing
point.
So,
with
the
redeployment
of
the
four
new
rangers
that
we
just
put
out
on
solo
patrol
this
year,
we've
been
able
to
get
back
out
and
talk
to
more
people.
We
are
sticking
to
our
department
philosophy
of
using
the
lowest
appropriate
form
of
enforcement,
which
is
typically
the
verbal
warning
in
education
in
handling
our
enforcement
contacts.
G
All
right,
thank
you,
pam,
looking
ahead
to
our
work
plan
for
the
year,
we're
in
2020
21
ahead
of
us
is
the
us
finalizing
and
implementing
the
park
ranger
duty
manual
over
the
summer,
despite
shelter
in
place,
we
were
able
to
make
some
good
progress
and
we
we
see.
We
are
now
in
the
final
stages
of
the
administration's
review.
Alongside
that,
we
look
to
update
the
field
training
program
to
to
go
alongside
this
modern
duty
manual.
G
Recruiting
and
hiring
continues
to
be
a
focus
with
our
successes
that
we
just
talked
about
bringing
a
number
of
recruits
through
academy
and
and
field
training.
We've
also
had
some
recent
retirements,
most
recently
a
senior
park
ranger
and
a
supervising
park
ranger.
So
we
continue
to
prioritize
park.
Ranger
recruitments
among
the
department's
many
recruitment
needs.
G
Excuse
me,
our
interpretive
plan
was
to
find
out
park.
Rangers
programming,
supports
the
department's
vision,
mission
and
values
and
provide
direction
and
procedures
to
ensure
rangers
are
providing
quality
programs
that
have
accessible
equitable
access
for
all
san
jose
youth
and
families,
especially
in
underserved
communities,
and
especially
for
special
needs
populations.
We're
very
excited
for
this
opportunity
and
the
proactive
pro-social
presence
park
rangers
will
have
in
parks
across
the
city.
A
D
E
D
Had
an
interaction
with
two
park
rangers
on
in
april,
and
it
was
it
just
reminded
me
of
a
san
jose
pd
experience
in
the
1980s
smug,
condescending
attitudes,
you
know
fi,
you
know,
writing
the
ticket
right
away
and
just
being
smug
the
whole
time
now
when
they
write
a
ticket
okay.
Can
they
please
write
it
legibly?
Because
this
guy
did
everything
he
could
to
write
it
as
the
writing
as
small
as
he
could.
D
D
I
refuse
to
sign
the
ticket
because
I
didn't
know
what
it
said
because
he
wrote
it
on
purpose
too
small.
His
partner
said.
Maybe
you
should
rewrite
it
now,
since
I
declined
to
sign
it.
He
placed
me
under
arrest,
denied
me
water
and
bathroom
privileges
and
said
the
ticket
only
took
five
minutes
to
write
when
it
was
like
a
half
an
hour,
then
he
told
me
he
was
gonna
stack
charges
if
I
didn't
sign
it
because
he
didn't
have
a
car.
D
D
E
I
don't
know
exactly
what
that
can
be,
but
I
know
there
can
be
ways
you
could
improved
your
relations
from
that
time.
You
are
trying
to
address
how
body
cameras
can
be
more
accessible
to
the
public.
I
mean
when
there's
serious
issues
of
court
trials
and
and
such
you
know
how
can
that
be
more
accessible
to
the
public.
I
hope
that's,
how
you
know,
pd
and
and
park
rangers
can
work
together
in
the
future
to
to
help
the
public
and
not
just
themselves.
Thank
you.
B
G
Vice
mayor
jones,
we
we
do
see
the
progression
take
place.
We've
had
a
number
of
part-time
unbenefited
rangers
who
enter
our
system,
learn
a
little
bit
about
the
profession
and
the
city
of
san
jose,
who
then
promote
up
into
either
part-time
benefit
or
into
full-time
positions,
so
that
that
is
a
pathway
that
we
have
found
success
in.
B
G
That's
correct
vice
mayor.
What
we
found
is
a
lot
of
our
part-time
unbenefited
park
rangers.
Have
us
we
we're
the
we're
the
weekend
job
for
many
who
may
be
full-time
park
rangers
in
other
jurisdictions,
or
maybe
retirees
from
other
jurisdictions
and
even
from
other
fields
like
like
other
fire
fire
agencies.
So
it's
often
their
choice
in
terms
of
what
fits
their
lifestyle.
B
Okay
and
then
my
other
question
is
in
terms
of
recruitment
and
hiring
we've
been
struggling
for
a
while,
and
I
know
that
you've
had
some
recent
successes
in
terms
of
hiring
and
bringing
folks
in,
but
we
still
are
having
some
some
challenges.
Can
you
enlighten
us
in
terms
of
what
are
some
of
the
challenges
that
we
didn't
necessarily
see
in
the
report,
because
I
I
really
didn't
see,
spelled
out
in
detail
in
terms
of
some
of
the
ongoing
challenges
that
we're
having.
G
Vice
mayor,
a
couple
points
on
this.
The
first
point
I'd
make
is
with
the
recent
proper
contract.
We
are
interested
to
see
how
the
new
incentive
and
hiring
bonus
palette
program
may
affect
kind
of
the
the
pipeline
of
candidates
we
get.
That
is
what
I've
seen
as
a
challenge
for
us.
Is
we
our
pipeline
of
hiring
from
initial
applications
to
vetted
candidates,
to
people
who
perform
well
in
the
interviews
and
eventually
pass
the
background
and
psychological
and
physical
process?
G
We
have
a
pretty
fierce,
funnel
process,
so
our
goal
is
really
to
get
a
great
initial
set
of
applicants
and
that's
where
we're
really
interested
to
see
how
this
pilot
helps
us
get
that.
But
I
think
that
would
be
the
challenge
that
I
would
hone
in
on.
We
have
a
very
a
very
rigorous
process
to
ensure
that
anybody
who
ends
up
wearing
our
badge
is
is
truly
fit
to
serve
at
the
highest
level
of
quality.
For
the
residents
of
san
francisco.
A
C
A
A
Hi,
thank
you
all
right.
Thank
you.
We
now
are
on
to
our
last
action
item,
which
is
item
d3,
the
workers,
compensation
program,
annual
report
and
considering
we
may
lose
a
quorum
shortly.
I'm
going
to
ask
my
colleagues
that
the
report
has
been
submitted,
although
in
the
past
this
is
something
that
was
a
bit
controversial
even
for
myself.
It
is
not
for
this
report.
D
D
A
E
E
Okay,
I
I'll
just
quickly
offer
then
that
I
hope
the
work
with
the
poa
in
the
next
year.
The
negotiation
process
can
can
learn
to
be
an
open
process
where
the
public
can
be
involved
and
for
yourselves
to
learn
to
facilitate
that.
It
takes
effort
and
work,
and
I
hope
we
can
all
work
on
those
efforts.
E
E
Hi,
thank
you
for
the
meeting
today.
Sorry
again
about
my
comments
during
consent
calendar,
I
should
have
been
speaking
them
at
this
time
about.
You
know
the
wonders
of
our
future
and
we're
at
a
time
to
consider
you
know,
demilitarization
and
all
the
good
stuff
and
to
have
an
open
mind
to
our
choices
available
with
using
the
basis
of
equity.
E
E
I
think
we
really
have
to
address
a
very
low
income,
extremely
low
income
and
mixed
income
housing.
How
has
years
of
those
ideas?
How
do
we
reopen
those
concepts
and
how
can
they
be
better
developed
at
this
time
and
thought
about?
I
hope
san
jose
can
work
on
that.
That's
that's
how
we're
addressing
the
future
of
community
and
policing
and
that's
you
know
open!
That's
imaginative
and
that's
you
know
it's
the
good
stuff.
E
I
think
we
can
be
building
good
stuff
right
now
and
and
there's
something
hopeful
and
positive
in
what
we're
doing-
and
you
know
it's,
it's
a
it's
a
community
effort
and
I
I
just
hope
we
can
walk
through
a
good
october
together
to
to
understand.
What's
what's
possible,
we
can
work
on
and
so
good
luck
in.
In
all
this
work
we
do
and
thanks
for
the
meeting
today.
D
Thank
you,
chappie
for
having
the
courage
to
have
to
listen
to
the
criticism
of
the
city
that
you
and
the
fellow
council
members
represent.
It's
not
very
good.
I
I
will
I'm
probably
the
most
vocal
citizen
and
reason
being
I
was.
I
asked
one
question
at
a
at
a
meeting
neighborhood
meeting
and
captain
tabaldi,
who
was
in
charge
of
the
district
had
me
walked
out
under
the
color
of
law.
D
You
know
this
isn't
the
city
council
quarters.
I
mean
if
you
were
to
put
me
on
a
short
leash
in
the
city
council.
You
better
get
closer
to
me
and
say
that,
because
that
to
me
is
derogatory,
okay,
you
should
know
better
than
that.
Would
you
call
any
other
member
of
this
community
that
a
dog?
Basically,
I
don't
think
so
and
as
for
park
police,
you
got
they
need
to
get
their
priorities
straight.
D
They
got
people
who
think
they're
tj
hooker
in
that
in
that
department
and
they're
more
like
they
reno
even
read,
they
can't
write.
They
can
barely
speak
english.
I
swear
to
god
and
they're.
I
mean
they
speak
english,
but
it's
like
you
know,
grunting,
like
they're,
in
a
locker
room
or
something
writing.
They
don't
know
how
to
write,
and
that's
for
the
city.
All
of
you
on
that
council,
including
you
chappie.
You
guys
need
to
fix
some
potholes
and
roads
in
this
town.
It's
it's
third
world.
D
It's
terrible
and
the
downtown
I
mean
do
something
have
startups
move
in.
I
don't
know
what
you're
going
to
do,
but
that
downtown
I
mean
you
can't
even
support
a
liquor
store,
but
downtown
can
support
a
liquor
store.
It
can't
support
anything.
But
how
dare
you
put
me
on
a
short
leash?
I
that
is
you're,
never
going
to
live
that
down
with
you.