►
Description
City of San José, California
Public Safety, Finance & Strategic Support Committee, May 18, 2023
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be held at San José City Hall and also accessible via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda: https://sanjose.legistar.com/View.ashx?M=A&ID=1074301&GUID=B6DEBC5C-C415-466B-A312-415BB6FAF8BF
A
A
A
A
A
A
A
B
B
Thank
you
we're
going
to
go
ahead
and
call
the
meeting
to
order.
We
have.
We
do
have
a
quorum
before
we
start
and
go
to
roll
call.
Let
me
just
read
a
statement
that
we
have
here
before
we
begin
I
want
to
remind
the
public
safety,
Finance
strategic
support
committee
members
and
members
of
the
public
to
follow
our
code
of
conduct
at
meetings.
B
This
includes
commenting
on
specific
agenda
items
only
and
addressing
the
full
body.
Public
speakers
will
not
engage
in
a
conversation
with
the
chair
council
members
or
staff.
All
members
of
the
public
safety,
Finance
strategic
support
committee
staff
and
the
public
are
expected
to
refrain
from
abusive
language,
repeated
failure
to
comply
with
the
code
of
conduct
which
will
disturb,
disrupt
or
impede
the
orderly
conduct
of
this
meeting.
B
And
Jimenez
president
okay,
first
first
item
well
we're
on
B
I
should
say
we're
gonna
go
to
review
the
work
plan,
we're
not
going
to
take
public
comment
on
the
review
of
the
work
plan,
but
if
anyone
has
any
questions
as
it
relates
to
the
review
of
the
work
plan,
I'll
entertain
that
now,
hopefully
you
had
a
chance
to
look
at
it.
B
D
Yes,
posted
for
the
Horseshoe
I'd,
just
like
it
stated
for
the
record
why
you
did
not
accept
of
the
comment
on
the
last
item.
I
would
just
like
that
stated
for
the
public
record,
because
that's
necessary.
D
Secondly,
on
this
item,
I
would
like
to
know
if
you
have
any
assessment
done
in
terms
of
the
Investments
that
the
city
is
making
and
that,
if
there's
any
kind
of
ethical
or
moral
standard
that
you're
using
in
terms
of
where
you
invest
and
here's,
why
I'm
asking
the
question
you're
going
to
have
a
proliferation
of
because
of
the
immigration
issues
you're
going
to
have
a
proliferation
of
immigration,
detention,
centers
that
is
going
to
proliferate
as
a
result
of
that
to
accommodate
that
immigration
issue.
D
D
You
know
these
are
legitimate
questions
to
ask,
because
if
we're
going
to
talk
about
morality
and
talk
about
ethics
and
equity
and
and
talk
about
that,
we're
a
sanctuary
City
and
that
we
support
immigration,
then
we
have
to
be
morally
and
ethically
responsible
and
where
we're
investing
our
money,
because
money
equals
power
and
if
you're
investing
in
industries,
that
is,
that
is
enhancing
the
power
and
augmenting
the
power
of
industries
that
are
supporting
the
immigration
policies
by
creating
detention.
Centers,
then
there's
a
contradiction
in
where
the
money
goes
with
the
city.
D
C
E
All
right,
Beekman,
I
I,
agree
with
Paul's
words
the
description
of
why
exactly
you,
you
dismissed
public
comments
on
a
work
plan,
agenda
items,
I
hope
there
can
be
some
clarification
as
to
why
I
can
kind
of
meld.
My
I
had
important
public
comment
on
the
previous
item
that
I
can
meld
into
this
into
the
you
know:
Financial
third
quarter
reporting,
but
an
explanation
would
be
nice.
Thank
you.
I
wanted
to
speak
a
thank
you
that
you're
working
on
procurement
issues
and
disparity
study
issues.
E
You
know
to
involve
the
accountable
practices
with
technology
and
the
future
procurement
practices
is
really
important
and
I
I
hope
meaningful
for
yourselves
and
how
to
consider
a
third
quarter,
financial
reporting
and
to
note
that,
with
you
know,
I
think
we've
had
some
pretty
serious
warnings
and
signs
that
we've
had
to
very
much
prepare
for
some
sort
of
natural
disaster
by
at
least
the
end
of
this
year
or,
if
not
by
the
end
of
this
year.
E
In
the
next
couple
years,
it's
been
my
feeling
that
we,
that
isn't,
we
don't
have
to
a
natural
disaster,
isn't
coming
in
by
the
end
of
this
year,
but
we're
not
totally
certain
of
that
and
to
make
that
clear
to
the
public
in
preparation.
Good
practices
is
important,
and
so
I
would
have
liked
previous
public
comment
on
the
previous
item
as
to
why
the
item
has
been
dropped
and
not
to
return
about
future
disaster
annual
reporting.
E
That
is
an
important
subject
that
I
think
we
need
to
make
clear
to
each
other
just
where
we're
at
I
think
there's
a
bit
of
a
hopeful
Outlook,
but
I'm
not
fully
sure
to
have
that
sort
of
reporting
at
this
time.
It's
really
important
and
good
luck:
how
to
do
that
to
make
the
process
clear
for
ourselves
as
a
community
process,
it
is
Public
Safety
guys
thanks.
B
F
B
B
H
Good
afternoon
good
afternoon,
Joe
Royce
City
auger
I'm
here
with
Abella
Obi
and
Adrian
Perez
from
my
office
for
our
audit
employee
travel
expenses.
Additional
training
can
enhance
compliance
with
the
city's
travel
policy.
Also
in
the
box
is
Rick
Bruno
from
the
finance
department
and
Rob
Lloyd
from
City
Manor's
office.
H
H
Prior
to
covid
annual
employee
travel
expenses
exceeded
one
million
dollars
annually.
It
fell
quite
a
bit
covet,
of
course,
but
has
since
begun
to
come
back
in
fiscal
year.
2122
travel
expenses
total
over
529
thousand
dollars.
Some
departments
travel
more
than
others.
In
fiscal
year,
2122
three
departments
made
up
55
percent
of
travel
expenses,
that
was
the
police
department,
the
fire
department
and
the
airport.
The
objective
of
this
audit
was
to
review
employee
travel
expenses
for
appropriateness
and
compliance
with
the
city's
policies
and
procedures.
H
There
are
several
layers
of
approval
for
travel
requests
and
reimbursement,
both
with
department
travel
and
procurement
card
coordinators
and
finance
staff.
Ensuring
travel
is
appropriate
and
complies
with
City
policy.
However,
some
exceptions
were
noted
during
our
review
that
call
for
additional
training
for
staff.
We
found
that
departments
didn't
always
provide
all
required
supporting
documentation
for
travel
expenses
and
our
sample
of
travel
reimbursements.
We
noted
several
travel
packets
were
missing,
some
required
supporting
documentation
and
some
travel
statements
were
not
always
complete.
H
There
are
other
areas
where
the
administration
should
also
clarify
expected
expectations
for
travel
coordinators
or
Department
staff.
These
include
travel
purchased
through
a
procurement
card
or
a
p-card
expectations
for
economical
travel
and
the
timeliness
of
travel
packet,
submissions
and
others.
We
had
just
one
recommendation
to
ensure
employee
travel
complies
with
the
city's
employee
travel
policy.
Administration
should
require
the
department,
travel
and
p-card
coordinators.
Complete
mandatory
training
on
the
Travel
policy
and
Associated
processes,
I
do
want
to
point
out
that
Finance
does
provide
an
annual
training
on
the
Travel
process.
However,
it
is
not
mandatory.
H
H
With
that
I'd
like
to
thank
the
finance
department,
the
city,
manager's
office,
the
city
attorney's
office
and
the
department
travel
coordinators,
and
we
worked
for
their
time
and
insight
during
the
audit
process.
The
Administration
has
reviewed
the
information
report
and
responses
shown
in
the
Yellow
Pages
I.
Ask
that
you
accept
the
report
and
cross-reference
the
June
6
June
6th,
meaning
that
happened
to
the
city
council
happy
to
answer
any
questions
now,
I'll
turn
over
to
Rick
for
the
administration's
response.
I
Thank
you
Joe
good
afternoon
committee,
chair
committee
members.
My
name
is
Rick
Bruno,
the
Director
of
Finance,
the
finance
department,
thanks
Joe
and
his
team
for
working
with
us
on
this
audit.
The
audit
was
conducted
fairly
effectively
efficiently
and
professionally,
and
the
audit
recommendation
is
reasonable.
I
Overall,
the
finance
department
is
satisfied
with
the
results
of
the
audit
and
agrees
with
the
recommendation
to
broaden
the
audience
and
frequency
of
travel
expense
training
going
forward.
We
will
include
p-card
coordinators
in
the
annual
training
and
ensure
that
new
travel
and
p-card
coordinators
complete
training
when
they
assume
their
rules.
I
I'll
also
share
that
the
finance
department
is
completing
user
acceptance,
training
or
user
acceptance.
Testing
on
business
process,
automation,
project,
which
is
to
move
our
pre-travel
travel
request,
forms
to
an
online
workflow
by
the
end
of
this
month.
There's
a
second
phase
to
that
project,
which
will
then
be
developed
and
implemented
to
move
the
post
travel
request
forms
online
as
well,
and
that's
that's
anticipated
to
go
live
before
the
end
of
the
calendar
year.
Moving
it
online
will
will
help
with
a
lot
of
the
documentation,
issues
that
were
identified.
I
D
Yes,
also
from
the
Horseshoe
quit
ripping
us
off
is
basically
simple.
It's
very
simple
once
again,
I
think
oh
Mr
Royce
for
his
auditing.
It's
just
like
I
wonder
what
the
city
would
be
like
without
if
we
did
not
have
objective
overview
of
what's
going
on
in
the
city,
and
this
has
nothing
to
do
with
training
quit
lying.
This
has
everything
to
do
over
a
million
dollars
seriously
for
travel.
D
None
of
you
are
that
bored
you're,
not
that
important
and
going
over
to
all
these
different
cities
and
I
bet
you
have
the
best
motels.
Oh,
no,
no,
not
a
motel!
You
don't
sleep
in
a
motel.
You
sleep
in
a
hotel!
That's
where
you're
at
and
I
bet
you
your
meals,
it's
wonderful,
wonderful!
Well,
I
take
exception
of
that,
because
that's
my
money,
that's
my
money
and
we
I
don't
want
to
come
back
next
year
because
I'm
going
to
be
here
next
year
at
this
time,
so
I
don't
want
to
come
back
next.
C
E
All
right,
Beekman
here
sorry
Paul
gotta,
got
muted
to
somehow
or
his
his
connection
ran
out.
Hopefully
he
can
come
back
and
finish
what
he
was
trying
to
say
if
possible,
I
wanted
to
comment.
Just
the
auditor
mentioned
how
the
these
travel
funding
issues
doesn't
cut
into
overtime
issues.
I
guess
is
what
was
he
mentioned.
Something
of
I
just
wanted
to.
E
It
reminded
me
just
of
a
thank
you
to
the
work
of
Joe
Roy
at
this
time
that
he's
he
is
working
on
overtime
issues
of
policing,
police
issues.
That
I
think
has
been
really
interesting,
important
and
that
it
may
not
be
the
whole
world,
but
we're
taking
steps
to
address
the
overtime
issues
of
policing
and
a
thank
you
for
that.
Just
a
real
thank
you,
and
it's
from
that
in
this
restorative
reporting.
E
If
there's
any
way
that
that
can
help,
this
can
help
with
the
police
over
time
issues
how
to
better
address
the
overtime
issues.
Good
luck
in
those
efforts,
and
thanks
for
this
report
today.
D
Thank
you,
I
would
just
like
to
end
my
comments
with
thanking
Mr
Royce.
Once
again,
the
work
that
you
do
is
critically
important,
because
I
I
don't
have
the
means
by
which
I
don't
have
access
to
the
information
that
you
do,
and
so
you
provide
me
as
a
as
a
public
citizen
that
has
been
actively
involved
in
these
meetings
for
over
six
years.
D
B
Thank
you
and
I
would
just
first
say
that
I
joined
the
members
of
the
public
in
saying
how
great
you
are
Joe.
So
thank
you
very
much
for
that
for
all
the
work
that
your
team
does
and
I
find
very
objective
and
very
informative
and
helps
us
make
decisions.
So
we
I'm
not
sure
if
the
Department's
like
it,
but
we
very
much
appreciate
it
so
so
we're
going
to
go.
We
have
some
speakers
we're
going
to
go
to
council
member
batra
first
and
before
we
you
start
councilmember.
B
I
would
just
say
that
just
whoever
makes
the
motion
just
remember:
we've
got
to
cross-reference
it
to
the
city
council,
so
just
wanted
to
put
that
out.
There
go
ahead.
Okay,.
K
All
right,
okay,
I,
think
I2
voice
that,
in
the
short
time
I've
seen
the
reports
from
our
auditor
City
auditor
they're
very
objective.
They
bring
out
the
right
kind
of
data
and
they're
very
readable
they're,
not
a
mumbo
jumbo.
So
I
really
appreciate
that
and
I
think
it.
It
gives
the
public
the
confidence
that
the
city
is
operating
properly.
Their
money
is
being
spent
correctly
and
they're
receiving
the
right
services.
So
I
do
appreciate
all
the
work
you
do
in
winning
the
confidence
of
the
people.
I
do
have
a
couple
of
clarifications
on
this
report.
K
H
What
have
you
I
would
describe
it
as
what
we
were
describing,
as
maybe
exceptions
that
we
were
identifying
in
our
in
our
testing,
were
at
the
individual
level
or
fairly
insignificant,
but
it
was
kind
of
the
breadth
of
things
we
were
seeing:
kind
of
the
prevalence
of
you
know,
incompleteness
or
or
or
some
other
elements
like
you
know,
late
bookings,
things
of
that
nature,
it's
kind
of
the
parathive
issues
which
led
us
to
the
recommendation
about
training.
H
If,
if
we
were
seeing
something
that
was
a
bit
more
significant,
we
would
have
recommendations
to
address
those.
So
that
would
I
didn't
completely
answer
question,
but
hopefully
it
kind
of
understand.
K
How
what
we
were
getting
at
now,
I
just
wanted
to
highlight
it
for
the
public
that
there
was
really
procedural
paperwork,
but
there
was
no
real
violation.
Money
didn't
get
spent
the
wrong
way
and-
and
that's
where
I
think
public
is
going
to
be
concerned
about,
we
need
to
be
concerned
about
the
paperwork
and
the
process
and
all
that
for
documentation,
but
public.
Its
primary
concern
is
that
we
use
our
money
their
money
properly
and
that's
the
confidence
you've
given
us.
The
second
aspect
is
about
the
the
process,
development
or
the
automation.
K
Is
that
going
to
make
it
that
most
of
the
paperwork
get
collected
by
the
automated
system
and
some
attachment,
which
you
obviously
have
to
have
the
expense,
the
hotel
and
all
those
kind
of
things
they'll
get
scanned
copies
will
get
loaded,
and
hence
no
movement
of
big
stacks
of
papers
around.
I
That
that's
correct,
all
the
documentation
will
likely
be
scanned,
receipts
will
be
scanned,
folios
would
be
scanned
and
uploaded
as
part
of
the
reimbursement
request.
Okay,.
K
G
H
So
the
the
largest
Department
with
travels
police
department
and
you.
H
The
example
of
the
the
most
common
types
of
things
we're
seeing
or
things
like
training
conferences,
police
department
has
a
different
bucket
of
of
travel,
which
is
around
investigatory
work.
Extraditions
things
like
that,
so
they
have
a
broader
type
of
well
we'll
see
a
broader
type
of
travel
with
the
police
department
than
other
departments.
Fire
I
believe
was
I.
Think
a
lot
of
what
we
were
seeing
was
more
in
the
trainings
and
things
of
that
nature.
F
F
I
mean
it
seems
like
such
a
simple
thing,
where
we
could
put
it
as
part
of
the
P
card
training
as
part
of
new
employee
training
and
I
mean
I,
don't
know
like
where
is
the
best
time
frame,
but
my
thought
is
sooner
rather
than
later
just
for
clarification
and
if
there
are
those
who
had
never
had
the
training
or
had
been
around
and
perhaps
forgot,
you
know
I
just
I.
Just
wonder:
when
is
the
implementation
going
to
happen.
I
Thank
you
for
the
question.
It
will
be
immediate
in
each
year
as
part
of
our
year-end
training
with
the
finance
department.
We
cover
a
multitude
of
topics,
one
of
them
being
our
travel
policy
training.
We
typically
hold
that
in
the
first
week
of
June
and
we're
preparing
those
training
materials.
Now
we
will.
We
already
have
a
roster
of
all
of
the
travel
coordinators,
as
well
as
the
p-card
coordinators,
we'll
be
inviting
them
to
the
training
this
year.
I
We'll
have
a
stronger
message
along
with
that
in
terms
of
mandatory
attendance
to
it
and
then
we'll
be
able
to
follow
up
with
anyone
who's
not
able
to
attend
those
Zoom
meetings
to
be
able
to
participate
and
watch
it.
We're
going
to
record
the
zoom
trainings
make
them
available
on
our
internet
and
those
new
members
can
and
anyone
who
wasn't
able
to
attend
can
can
complete
the
training
there.
F
So
I
have
a
little
tip
for
you,
so
it
has
implemented
a
way
in
which
they
will
continue
to
email.
You,
if
you
haven't
done
your
mandatory
it
training
and
it
works
very
well
so
and-
and
they
will
continue
until
you
get
it
done
so
I
think
that
that
that
might
be
something
worth
looking
into.
Thank
you
thank.
B
You
thinking
I,
don't
see
any
anyone
else
with
a
question.
The
only
question
I
had
is
related
to
the
amount
of
travel
by
the
police
department.
I
know
they've
been
actively
doing
a
lot
of
recruiting,
and
that
requires
a
lot
of
travel
to
universities
and
other
parts
of
the
country
and
such
as
was
that
part
of
the
numbers
that
we
see.
Joe
I'm.
H
Assuming
I
don't
have
the
details
but
I'm
assuming
there's
some.
B
Help
because
I
know
they
do
they've
been
going
out
for
a
little
while
already
so
I
think
it's
we're
going
to
consistently
see
them
at
the
top.
I
get
the
sense.
So
so
we
have
a
motion
and
a
second
on
the
floor
and
we'll
take
a
boat.
B
All
right,
we're
gonna
that
passes
unanimously,
we're
going
to
move
on
to
item
D2,
which
is
the
recruitment,
hiring
retention
strategy
status
report.
Certainly
a
very
timely
topic,
so
welcome
Jennifer.
L
Good
afternoon,
chair
and
members
of
the
committee,
my
name
is
Jennifer
schembri
I'm,
the
Director
of
Human,
Resources
and
employer
relations
with
me
here.
I
have
Kelly
Parmley
who's,
the
Assistant
Director
of
Human
Resources
and
Dimitri
Machado,
who
is
a
deputy
public
information
officer
with
the
city,
manager's
office
and
I'm
actually
going
to
turn
it
over
to
them
to
do
the
presentation.
N
Oh
well,
I
would
go
back,
but
I
won't
I'll,
just
I'll
use.
Thank
you.
I'll
use
this
just
to
say
to
frame
our
presentation
and
our
report
today
a
little
more
succinctly
to
to
be
aligned
with
two
really
important
objectives
for
us.
Under
the
power
by
people.
Strategic
initiative
in
the
city,
one
is
to
recruit
and
retain
a
high
performing
Workforce.
The
second
part
I'll
speak
to
near
the
end
of
the
presentation
around
nurturing
employee
growth,
safety
and
wellness.
As
it's
connected
to
our
retention
conversations.
N
We'll
try
to
keep
this
succinct,
there's
a
lot
of
information
in
the
memo,
but
we'll
highlight
some
important
things
in
three
different
areas.
I
just
want
to
remind
us
here
at
the
beginning
about
the
general
context
out
there
in
terms
of
public
sector
hiring
in
our
our
local
area
and
how
that
translates
into
our
vacancy
rate
and
then
talk
about
a
series
of
things
that
have
been
really
big
progress
for
us.
N
Despite
all
of
the
challenges
that
many
of
you
are
well
aware
of,
and
we
are
continuing
to
face
and
work
on
over
time
and
then
just
by
by
way
of
more
mention
than
anything
else,
talk
about
how
we're
going
to
create
a
focus
on
retention.
N
In
the
last
presentation,
I
showed
you
some
recent
numbers
from
the
year
before
from
neogov
who
is
the
entity
organization
by
which
we're
going
to
do
a
major
modernization
of
our
hiring
process
through
new
system
application
software.
What
they
say
here
is
reminding
us
that,
in
the
broader
National
perspective,
around
public
sector
hiring
and
from
the
data
and
research
that
they
do,
that
this
gap
between
the
jobs
that
are
available,
the
jobs
that
are
getting
posted
and
the
applicants
for
those
positions,
the
Gap
is
widening.
N
So
there's
more
proportionally
in
terms
of
postings
out
there
with
fewer
applicants
per
posting
and
it's
gone
down
again
from
about
28
down
to
almost
20
percent,
so
another
percentage,
Point
drop
but
and
about
I,
think
30
or
so
jump
in
terms
of
postings
out
there.
So
we've
got
a
challenge
in
terms
of
getting
folks
to
apply
for
public
sector
jobs.
N
The
second
thing,
some
good
news
for
us
first
I
think
I
will
put
here.
We've
got
some
preliminary
data.
We
don't
publish
the
formal
and
official
data
from
an
Integrity
perspective
until
next
week
we
show
here
14,
but
we're
about
13.6
percent,
so
we're
down
under
14
through
a
lot
of
work
and
effort
and
concerted
partnership
with
many
folks
around
the
city.
But
you
can
see
here
that
we're
again,
not
the
only
ones.
N
This
is
a
a
lot
of
data.
I'll
just
say
a
couple
of
things
about
this
to
remind
you,
because
the
vacancy
rate
is
a
can
be
a
complicated
concept.
Lots
of
folks
feel
like
it
measures
and
helps
us
assess
just
our
progress
in
hiring,
but
our
vacancy
rate
is
impacted
by
a
few
things
number
one,
as
we
add,
budgeted
full-time
FTE
positions
that
denominator
changes,
and
so
our
vacancy
rate
goes
up
right.
N
So
we've
had
probably
some
conversations,
this
budget
cycle
about
how
we
keep
those
to
the
absolute
most
prioritizen
minimum
so
that
we
don't
add
more
vacancies
to
our
our
budget.
The
second
thing
that
I
would
offer
in
here
is
that
the
proportion
of
external
hires
to
internal
hires
affects
those
numbers
down
there,
the
14
for
us
in
March,
but
you
can
see
the
trend
over
time.
N
It
sort
of
fluctuates
right
if
we
hire
folks,
but
you
want
to
make
sure
we're
providing
all
the
opportunity
that
we
can
for
our
internal
folks
right
and
at
the
same
time
holding
this.
We
need
to
attract
folks
from
the
outside,
so
that
proportion
also
impacts
this.
The
other
thing
is
is:
are
we
retaining
our
folks
and
so
in
the
end,
you'll
see
some
thoughts
about
how
we're
going
to
Pivot
the
conversation
and
strategies
around
retention
so
that
we
keep
folks
right
and
then
I
would
say.
N
The
other
thing
is
this
is
impacted
by
our
capacity
of
which
you're
going
to
ask
for
some
investment
in
the
budget
cycle
for
that
for
sure.
But
what
I
want
to
say
about
it
is
is
that
we
have
lots
of
positions
not
in
our
full-time
budgeted
positions
that
we
measure
the
vacancy
rate
by
that
we're
doing
our
hiring
for
so,
for
example,
all
the
hiring
and
prns
right
for
our
seasonal
hires
takes
capacity
of
our
staff
to
do
what's
really
important
doesn't
affect
us,
so
we
just
want
to
remind
us
all.
N
But
we
have
some
progress
despite
the
challenges
we've
got
to
celebrate
some
of
that.
This
was
a
phenomenal
effort.
Started
we've
been
at
this
over
a
year
now,
which
is
to
work
with
our
departments
to
set
quarterly
goals
for
hiring
priorities
within
those
goals,
and
then
every
single
week
the
employment
team,
with
all
of
our
partners,
get
together
and
talk
about
our
progress,
which
is
why
Jennifer
is
able
to
answer
many
of
your
questions
about
where
we
stand
with
really
critical
hires
in
the
process.
N
But
what
I
want
to
share
here
is
just
we've
been
meeting
those
targets
and
we
means
us
and
the
employment
team,
plus
our
partners
in
the
Departments,
who
are
really
focused
on
making
sure
that
we're
hiring
so
that
that
first
quarter
that
we
had,
if
you
remember
that
little
salmon
color
means
that
was
our
first
attempt
at
setting
it.
We
didn't
quite
make
it,
but
the
other
quarters
we
have
done
a
great
job
of
really
pressing
the
Departments
to
be
aggressive
in
how
they're
approaching
hiring,
but
also
then
meet
them.
N
This
last
quarter,
when
we
make
that
minimum
goal
of
200
we'll
put
us
back
at
a
level
from
2017,
which
was
our
most
recent
year
within
the
last
five
years.
It
was
our
highest
hiring
volume
right,
so
we're
doing
a
really
great
job
in
working
partnership
strategically,
with
these
quarterly
goals,
the
challenge
is:
we've
got
more
vacancies
to
fill
more
of
those
budgeted
positions
than
we
had
five
years
ago.
N
This
is
really
important
near
and
dear
to
my
heart,
because
I'm
working
with
the
team,
that's
implementing
this
with
the
support
of
a
lot
of
other
folks,
but
I
do
want
to
say.
We
kicked
off
this
project
back
in
February
part
of
our
modernization.
Effort
means
we
need
to
have
some
process
Improvement
and
a
system.
That's
going
to
support
it
right.
So
this
may
not
seem
like
a
lot,
but
we
got
700
plus
job
classifications.
All
of
them
are
going
to
be
digitized
in
the
next
couple
of
weeks.
N
That
is
a
huge
thing,
a
big
success
for
us
as
a
team
to
be
able
to
have
that
data
live
in
a
in
a
modernized
environment
and
it
uses
as
that,
the
basis
to
do
our
launching
of
new
postings
as
we
implement
the
system
on
August
1..
So
we're
doing
lots
of
process
improvements
around
there
just
met
with
the
Departments
this
week
about
40
plus
folks
to
talk
about
and
involve
them
in
some
process.
Changes.
N
I,
don't
know
if
you've
looked
at
our
postings
recently,
but
there's
some
really
complex
postings,
some
some
of
those
flexibly
staffed
positions
where
you
got.
If
this,
then
that-
and
if
this
then
that
right
in
order
to
assess
whether
you're
qualified
we're
going
to
streamline
those
we're
going
to
work
with
them.
To
do
that.
That's
just
one
example
about
five
big
projects
to
process
improve
and
have
a
system
that's
going
to
help
us.
Do
it
better
and
be
more
attractive
to
the
folks
who
want
to
come
here.
N
We
also
have
done
some
things.
Jennifer
mentioned
last
time
that
we
were
starting
a
centralization
pilot,
we're
going
to
try
just
about
everything
we
can
to
figure
out
how
to
help
some
of
the
most
challenged
departments,
Parks
and
Rec
housing
code
enforcement
team
and
planning
building
code
enforcement.
N
Jennifer
kicked
that
off
with
the
employment
team
in
the
new
centralization
team
in
mid-april,
and
that
was
because
we
had
hired
a
program
manager,
so
we're
excited
to
have
him
join
us,
bring
folks
from
each
of
those
departments
into
the
process
and
augment
that
with
some
additional
hiring
we
got
all,
but
one
analyst
hired
in
a
very
short
period
of
time
to
get
that
team
staffed
up
to
focus
on
those
three
departments
and
make
some
progress.
So
we're
really
excited
about
that.
We
also
have
for
your
attention
during
the
budget
process
a
request.
N
First
and
Staffing.
We
are
the
only
strategic
support
department
in
the
city.
I,
don't
know
if
I
was
supposed
to
say
that
out
loud
Jennifer
but
I'm
going
to
say
anyways
that
doesn't
have
a
deputy,
so
Jennifer
and
I,
and
then
division
managers
manage
the
human
resource
department.
We
believe
that
adding
a
deputy
that
will
combine
our
Workforce
Learning
and
Development
team
with
the
employment
team
to
connect
the
pipeline
work
to
the
hiring
work,
will
actually
be
a
strategic
effort
on
a
part.
N
N
So
this
is
where
I
get
to
bring
in
my
good
friend
colleague.
Would
you
like
to
go
over
this
part,
which
is
the
the
part
about
the
gap
between
applications
and
postings
out
there,
and
people
applying
has
to
do
with
awareness?
Some
of
that
happens
with
the
pipeline
work,
but
really
important
work
with
the
city
managers.
Communications
shop
is
really
helping
us
in
this
front,
so
I'll
give
it
to
you.
O
Good
afternoon,
chairperson
committee
members
and
members
of
the
public,
my
name
is
Dimitri
Machado
and
I'm.
The
deputy
public
information
officer
in
the
city
manager's
office
office
of
communications
I've
had
the
pleasure
of
working
on
the
citywide's
priority
hiring
campaign
over
the
past
several
months.
Since
about
February,
we
curated
and
implemented
a
robust
Communications
plan
for
a
general
hiring
campaign
and
identified
specific
positions
that
have
been
hard
to
fill.
O
O
We
promoted
the
general
hiring
campaign
through
organic
and
paid
social
media
posts
placed
advertisements
on
tailgates
of
20,
VTA,
buses
that
run
throughout
San
Jose
and
if
you're,
driving
down
Highway
101
near
Lafayette
Street.
Please
look
up
because
on
that
digital
billboard,
you'll
see
the
we
are
hiring
ad
for
the
month
of
May.
This
billboard
alone
is
forecasted
to
receive
a
half
a
million
impressions
or
views.
O
My
team
and
I
worked
with
HR
to
identify
hard
to
fill
positions
as
I
mentioned,
and
we
promoted
those
specific
positions
through
organic
or
non-paid
social
media
posts
stories
and
reels
on
meta,
which
is
Facebook
and
Instagram
LinkedIn
and
Twitter,
and
this
is
on
the
city's
social
media
platforms
and
then
also
the
Departments
shared
on
their
social
media
platforms
as
well.
In
addition,
we
developed
social
media
posts
for
paid
advertising
on
LinkedIn
and
also
advertising
on
Google
ads.
O
We
researched
job
boards
and
posted
on
paid
and
non-paid
job
boards
to
Target
the
specific
industry
of
the
position,
and
these
are
the
hard
to
fill
positions
we
received
impressive
analytics,
which
includes
Impressions
or
views
shares
and
click-through
rates.
So
for
the
organic,
as
you
can
see,
or
non-paid
media
posts,
we
received
more
than
a
hundred
and
fifty
thousand
Impressions
or
views
425
shares
and
almost
4
000
click
through
to
either
the
HR
hiring
page
or
it
could
have
been
a
specific
position
and
then
for
the
paid
social
media.
Thank
you.
O
O
In
the
very
near
future,
we
will
Implement
radio
advertising
to
promote
our
general
hiring
campaign
that
will
reach
the
residents
of
San
Jose
and
the
greater
Bay
Area.
In
addition,
we
will
be
utilizing
our
amazing
employees
as
ambassadors,
to
talk
about
why
they
love
to
work
for
the
city
of
San
Jose.
N
Thank
you,
dimitria.
It's
been
a
pleasure
to
work
with
the
city
manager's
office
on
particularly
the
targeted,
really
hard
to
fill
positions
been
really
important.
Work
a
couple
things
very
quickly
to
bring
this
presentation
to
closure
in
the
memo
and
in
the
prior
memo.
We
named
a
lot
of
activities
in
this.
What
we're
calling
the
pipeline
space
that
the
workforce,
Learning
and
Development
team
is
doing
we,
since
the
last
time
we
were
in
front
of
you,
produced
the
first
annual
explore
careers
with
the
city
afternoon
in
the
Rotunda.
N
I,
don't
know
if
you
have
that
anxiety
when
you
invited
people
to
a
party,
and
you
wonder
if
they're
going
to
show
up
these
were
students
that
we
invited,
and
so
it
took
quite
a
bit
of
effort
for
us
to
work
with
our
great
Partners
over
at
San
Jose
State,
including
the
president's
office
who
helped
to
put
out
the
word
to
literally
walk
students
over
and
more
than
160
of
City
staff
took
more
than
half
a
day
to,
and
that's
all
the
time
before,
to
prepare,
really
important
tabling.
N
That
was
more
about
educating
about
the
airport.
To
a
zoo
and
everything
in
between
and
why
a
college
student
might
be
interested
in
committing
their
lives
and
their
careers
to
public
service,
so
it
was
really
awesome
to
have
some,
so
many
people
show
up
for
us
here
and
there,
and
so
we
hope
to
continue
this
as
an
annual
thing.
There
are
lots
of
other
activities
that
we're
doing
that
fit
in
this.
N
That
require
a
fair
amount
of
effort
and
energy,
which
is
why,
as
we
move
into
next
year
and
because
in
part
because
I
come
from
higher
education
in
the
education
space,
I
think
there's
an
opportunity
for
us
to
get
pretty
strategic
about
how
these
Partnerships
work,
but
we're
going
to
strengthen
the
partnership
with
sjsu.
We
started
some
work
with
City
College
and
some
other
community
colleges.
We
started
those
conversations,
Santa,
Clara
and
others.
N
Those
relationships
take
a
little
bit
of
time
to
build
we've
revised
our
intern
policy
and
are
working
on
developing
programs,
not
just
the
hiring
of
interns.
But
how
do
you
create
a
program
for
them?
We've
got
a
four
credit
academic
agreement
that
we're
working
on
with
San
Jose
State,
where
students
could
get
credit
if
they
come
here
as
an
intern
and
then
also
working
in
the
high
school
space.
N
Lots
of
opportunities
there,
so
we've
had
as
part
of
our
budget
requests
some
opportunities
here
to
invest
in
the
pipeline
work
and
then
also
continue
supporting
our
burgeoning
Learning
and
Development
space.
So
you
see
that
there
and
so
I
just
want
to
highlight
that
creating
a
focus
on
retention
really
requires
everyone.
N
So
we
have
a
lot
of
things
are
in
Flight
departments
are
doing
amazing
things
out
there
as
well
as
we
are,
but
we're
going
to
get
together
in
June
with
our
senior
and
executive
staff
and
look
at
some
of
the
things
we're
already
doing
out
of
the
Learning
and
Development
Team.
New
employees
want
growth
opportunities.
N
These
are
some
of
the
folks
that
we're
working
with
they
just
spent
some
time
with
the
billions
Institute
today
and
we've
got
some
really
great
opportunities
for
folks
in
that
growth
space.
So
we'll
come
back
to
you
next
time
with
some
progress
on
the
centralization
pilot.
How
is
that
going?
How
is
that
helping
us
learn
and
understand
how
to
support
three
really
critical
departments
who
need
some
additional
assistance?
What
can
we
learn
from
that?
N
By
the
time
we
come
back
to
you?
We
will
had
a
budget
passage
and
we
will
potentially
hire
some
key
staff.
N
This
implementation
of
the
software
system
and
the
process
Improvement
will
launch
by
August
when
we'll
want
to
come
back
and
let
you
know
how
some
of
the
process
improvements
and
another
six
months
or
so
of
work
to
really
make
that
hum
is
going
to
take
place
and
then
come
back
with
what
we
learned
from
talking
with
our
senior
leaders
about
what
are
some
retention
strategies
that
we
can
commit
to
supporting
one
another
on
in
terms
of
retention
in
the
future
and
I.
Think
that's
probably
more
than
enough.
Thank
you
for
your
time.
A.
B
D
Thank
you.
What
I
found
possible
from
the
Horseshoe?
What
I'm
very
encouraging
is
Georgetown
reporters
I'm,
quoting
public
publication
from
the
Georgetown
University
Center
for
education
and
the
workforce
and
firms
a
positive,
long-term
economic
value
of
a
four-year.
A
D
And
that
some
Pathways
to
long-term
four-year
degree
attainment
start
with
stable
employment,
career
and
the
opportunity
to
work
while
getting
a
degree
I
love
that
that
is
excellent.
So
my
challenge
to
the
city
is:
where
is
this
recruitment
being
done
at
the
high
school
level?
Because
now,
at
this
age?
Okay,
you
got
a
like
a
16
year
old
and
a
22
year
old?
D
Okay,
that's
a
pretty
big
difference,
but
10
years
from
that
point,
you
know
it's
it's
not
too
much,
and
so
you
want
to
you
want
to
get
into
the
high
schools
that
or
already
had
deficiencies
in
investing
now,
creating
that
pipeline
between
the
high
schools
and
the
zip
codes
on
the
east
side
and
creating
that
system
to
where
they
have
the
endurance.
Center
advice
to
work
and
get
a
degree
at
the
same
time
would
make
the
working
with
the
city
and
for
the
city
of
far
more
track.
D
So
my
question
is,
is
well
not
really
a
question,
but
how
are
we
going
to
really
institutionalize
that
pipeline
rather
than
just
talk
about
it?
Rhetorically?
Thank
you.
P
Hi,
my
name
is
Catherine
Hedges
I'm
with
Serge,
not
necessarily
speaking
for
them.
On
this
item,
Paula
had
some
really
good
comments
about
hiring
people
straight
out
of
high
school.
That's
a
good
idea.
I
also
support
the
unions
and
our
staff
up
campaign,
I'm
glad
the
city
is
making
an
effort
to
hire.
P
People
I'm
really
disappointed
that
housing
is
being
delayed
because
we
have
a
shortage
code
inspectors,
so
projects
are
getting
stuck
at
the
various
permitting
points
along
the
way
and
the
inspection
points
where
construction
can't
proceed
and
the
final
certificate
of
inspection
for
the
Virginia
streets,
senior
Studios,
whatever
it's
called
that
has
been
delayed
for
about
six
months
by
a
lack
of
inspectors
to
perform
the
final
certificate
of
occupancy.
Thanks
very
much.
C
E
Hi
really
nice
words
from
public
comment
today
to
add
to
Captain
Hedges
words
in
recruitment
ideas,
we're
also
with
housing
issues
trying
to
consider
City
housing
staff
that
can
better
follow
are
unhoused
situations
from
beginning
to
end.
E
You
need
a
more
full
step
in
that
area
as
well,
which
budgetary
dollars
can
be
really
helpful
for
to
address
that
I.
We
we
have
the
the
dollars
to
better
address
those
things
now.
I
hope
we,
those
are
the
sort
of
things
we've
been
questioning
for
years.
Now
that
I
hope
we
want
to
work
on
and
and
really
finalize
for
ourselves
and
grow
as
a
mature
as
a
community
process.
E
It
was
my
remaining
time.
It
was.
It's
been
a
really
interesting
item.
Thank
you,
I
I,
think
in
the
past
six
months,
in
the
past,
you
know
18
months,
there's
been
a
real
push
to
bring
back
the
concepts
of
hiring
for
policing
and
what
can
be
recruitment
for
policing
and
I've,
been
really
worried
about
it.
E
I
really
questioned
it
because
I
can
understand
its
purpose
and
needs
as
a
community
whole
in
this
process,
but
you're
doing
it
at
the
same
way
of
also
discounting
and
not
crediting
the
concepts
of
reimagine
enough
you're,
not
learning
how
to
merge
those
two
concepts
together
in
the
future
of
community.
What
is
the
future
of
police
hiring
practices
and
creating
an
overall
feeling,
a
better
you
know
of
policing
for
our
future?
E
This
item
really
speaks
to
that
to
involve
the
future
of
police
recruiting
within
government
services
as
part
of
government
services.
That's
an
important
concept
and
and
to
be
clear
with
the
fentanyl
issues
that
happen.
We
really
have
to
re-establish.
You
know
the
concepts
of
reimagine
and
a
balance
in
how
to
talk
about
the
future
of
recruitment
of
policing
as
the
concepts
of
neighborhood
development
back.
K
Thank
you
for
that
excellent
report.
The
impressive
part
of
this
thing
is:
we
talked
about
vacancies
in
Council
meetings
in
closed
door
meetings.
We
really
took
the
proper
meaning
of
the
vacancy
vacancy
is
not
because
we
haven't
hired
people,
it's
not
because
they
are
not
being
retained.
So
looking
at
the
whole
thing
end
to
end
from
the
time
that
we
have
realized
that
we
need
a
person
with
the
time
how
we
hire
them,
how
we
retain
them,
how
we
reward
them,
how
we
encourage
them
to
bring
their
colleagues
and
friends
into
the
to
the
city.
K
Modernization
is
certainly
going
to
yield
results
in
term
of
being
able
to
hire
more
people
by
going
to
the
schools
and
all,
but
it
improves
the
image
of
the
city
that
we
are
a
modern
city
to
work,
for
we
are
not
a
150
year
old
city,
which
is
still
using
the
typewriter.
We
are
working
with
the
latest
Technologies
with
people
who
really
want
to
work
with.
They,
like
social
media,
is
their
part
of
their
life
using
social
media
to
recruit
them,
so
they
feel
comfortable
about
it.
So
I
think
those
things
which
you
have
done.
K
They
didn't
have
to
be
done,
but
they
were
necessary
for
us
to
get
where
we
need
to
go
and
we'll
be
able
to
retain
the
addition
jobs
which
we
do
and
we
have
a
vacancies
because
of
that
because
of
the
fde's
numbers
increase.
I
think
that's
a
very
good
story
because
it
says
we
are
a
growing
City
and
hence
there
are
opportunities
which
we
can
provide.
Even
the
unfilled
one
send
a
good
message
out
there,
so
I
think.
K
K
You
provided
a
lot
of
data
about
monthly,
how
many
hires
you
have
done
how
many
vacancies
they
were.
There
and
how
many
internal,
how
many
external
one
area
which
I
would
like
to
see
added
in
there
is
how
many
retirements
did
you
have
that
month:
okay
and
how
many
people
left
not
retiring,
because
during
the
covid
and
post
covered
it
has
become
pretty
common
for
people
to
if
they
are
eligible
for
retirement
they've,
cashed
in
on
their
retirement.
So
we
want
to
see
some
of
our
impact
is
because
of
that
National
Trend.
K
We
are
concerned
about
the
ones
who
live.
For
the
other
reasons.
Retirement
is
not
a
negative
against
us,
so
I
would
like
to
see
that
added
into
this
thing
and
otherwise
I
find
that
all
the
work
you've
done
has
got
us
on
the
right
path
and
I'm
sure
we're
going
to
be
celebrating
a
lot
of
these
new
hires
to
become
okay.
L
Thank
you
councilmember.
We
appreciate
your
comments
and
the
credit
goes
to
the
team,
some
of
which
are
here
so
I
appreciate
all
the
employment
team,
both
within
HR
and
the
departments
in
partnering
with
us
to
solve
this
issue,
and
we
will
definitely
incorporate
that
into
the
next
presentation.
Thank
you.
F
Thank
you
so
much
I
really
really
like
your
explore
careers.
I
thought
that
was
absolutely
fabulous
and
I
know
that
it
took
a
lot
of
a
lot
of
work,
a
lot
of
people
spending
half
days
or
even
more,
but
it
was
just
wonderful
and
I
know
you're
trying
to
think
about
of
whether
or
not
it
would
be.
F
I
would
consider
it
twice
a
year.
You
know
when
is
spring
one
in
the
fall,
because
I
think
that
you
can
really
build
momentum
on
that,
especially
if
you're
able
to
bring
in
you
know
young
people
who
are
you
know
who
haven't
really
set
on
a
career
or
what
they
could
possibly
do
or
they're
exploring
and
I
just
think.
That's
a
wonderful
thing.
F
I'm
really
delighted
and
I
look
forward
to
the
internships
and
what
you're
doing
there-
and
you
know
I
I
have
in
my
in
my
past-
have
had
interns
and
it's
just
great
it's.
It's
really
wonderful
to
give
them
exposure
and
they
don't
know
what
they
don't
know.
So
I
think
that
I
I
love
that
and
I
think
that
doing
the
Outreach.
Thank
you
so
much.
F
You
know
there
are
a
lot
of
people
who
are
just
not
aware
of
what
are
the
possibilities.
So
I
think
that
that's
very,
very
effective
I
was
really
astonished.
The
one
slide
that
you
had
about
the
widening
Gap,
the
national
trend
and
I,
know
that
years
and
years
ago,
because
we
understood
that
the
baby
boomer
generation
was
going
to
have
a
tremendous
effect
because
there's
the
largest
of
the
population
right
I'm,
just
wondering
as
we're
moving
forward.
F
You
know
we
ended
up
with
the
other
Generations,
which
were
much
smaller
than
the
Baby
Boomers
and
we
knew
that
people
were
going
to
retire
or
they're
going
to
do
other
things,
and-
and
so
you
know,
I
know
that
that
has
had
an
impact
when,
when
you're
looking
at
at
some
of
these
positions
and
I'm,
just
wondering
you
know
and
and
I
don't
know,
if
you
have
this
for
San
Jose
is
the
gap
as
big
as
the
national
Trend
I
mean.
F
How
are
we
in
comparison
because
I
know
there's
a
gap,
but
you
know
I
think
that
it's
important
for
us
to
look
at.
You
know
the
different
generations
and
those
who
are
eligible
to
be
employed,
because
if
it
continues
to
be
skinny,
then
there
are
more
people
who
are
being
sought
after
anyway.
So
this
just
exacerbates
the
whole
issue.
Yeah.
N
Thank
you,
council,
member,
for
your
comments.
I
think
it's
really
important
for
us
to
remember:
there's
a
national
Trend
and
then
what
what's
happening
here
in
the
city
with
about
52
percent
of
our
current
full-time
population
of
employees
being
Gen,
Y
and
gen
Z.
It
tells
me
that
we're
doing
a
reasonably
good
job
of
attracting
the
Next
Generation
to
the
city
right.
So
we
don't
have
have
application
data
that
would
parallel
what
the
national
trend
is,
because
they
were
looking
at
applications
and
then
people
who've,
applied
per.
N
N
Do,
though,
find
it
incredibly
hopeful
and
optimistic
that
we've
attracted
and
have
that
proportion
of
our
population
young
folks
who
are
here
at
the
city,
which
means
we
really
need
to
take
a
lot
of
time
and
attention
to
keeping
them
right,
because
they're
asking
different
things
of
us
in
our
workplace
and
how
we
do
the
work
and
all
that
kind
of
stuff,
so
I
think
I,
don't
know.
I
can
answer
it
specifically
to
that
data
to
data.
N
N
F
Yeah
yeah
yeah
well,
thank
you.
So
much
I
really
think
that
you're
doing
a
great
job
I
know
it's
not
easy.
I
like
the
fact
that
you
iterate,
and
that
you
you
try
things
you
know
and
well
you
know
this
is
working
well
or
well
that
didn't
work
so
I
just
I
just
appreciate
that
so
much
because
I
did
a
little
stint
in
HR
and
I
know
how
hard
it
is.
So.
Thank
you.
Q
Hello
good
afternoon,
thank
you
so
much
for
that
for
that
presentation
and
thank
you
so
much
for
making
sure
that
we
are
eradicating
our
vacancy
rate.
So
just
a
couple
of
questions
one
of
them
is.
Can
you
just
explain
to
me
the
the
598
additional
employees?
Q
What
positions
are
are
those
what.
N
Q
Things
like
that,
all
right,
great
and
then.
Q
I'm
wondering
if
I
can
get
my
hands
on
State
interview
data,
because
I
know
that
we
keep
mentioning
Gen,
Y
and
gen.
Q
Z
and
retention
is
super
important
for
for
our
city
and,
and
so
you
know,
I
want
to
know
why
our
city
employees
want
to
stay
with
us
right
and
so
I
think,
that's
very,
very,
very
important
to
know
because
I
know
at
our
last
hearings
or
last
committees
and
I'm,
not
sure
I,
don't
I
think
it
was
either
this
one
or
on
city
council
where
they
say
that
or
you
you
you.
You
all
told
us
that
Gen
Y
and
Z
only
their
life
like
their
life,
explanation,
I
shouldn't,
say:
life
expectancy.
S
Q
Know,
sorry,
sorry
NZ
that
they
only
stay
four
or
five
years
and
then
move
on
somewhere
else
right
when
we
want
them
to
stay
with
our
city.
So
it
would
be
important
for
for
my
office
to
get
stay
interview
data
because
we
do
that
right.
N
Thank
you
for
the
question.
We
have
a
program
that
we
started
last
year
called
employee
experience
conversations.
It
was
our
specific.
N
What
I
would
call
Twist
on
what
what
I
would
not
recommend
we
do,
which
are
exit
interviews
right.
So
there's
this
whole
thing
out
there
about
X
interviews,
they're.
N
Unreliable,
so
we
worked
with
a
really
awesome
consultant
who's
doing
some
training
with
us
on
employee
experience,
conversations
which
is
the
preemptive.
Why
do
you
stay
Why'd,
You
Come
here?
What
gets
you
up
every
day?
What's
challenging
you
to
be
successful
in
your
job,
those
kinds
of
things?
That's
a
very
private
conversation
between
a
supervisor,
an
employee
and
a
non-performance
one.
N
So
the
best
we
could
do
is
ask
for
themes
from
departments
who
are
doing
those
right,
because
those
are
what
we
would
call
confidential
conversations
to
protect
individuals
to
have
those,
but
we
can
get
themes
and
it
really
lives
with
the
department.
H
N
It
would
take
us
a
bit
to
figure
out
what
the
themes
are
from
from
folks
that
are
having
those
conversations
we
certainly
as
I'm
looking
at
assistant
city
manager,
Wilcox
going
to
have
a
conversation
with
senior
and
exec
staff.
That
would
be
one
ask
that
we
probably
could
make
of
folks
is
help
us
understand
what
you're
learning
from
those
those
conversations
does
that
make
sense.
N
Actually
in
June
I
think
that's
a
great
idea.
Yeah
yeah
we've
had
a
round
that
we
just
did
with
mid-level
supervisors.
So
we
did
employee
experience,
conversations,
training
and
support
for
senior
and
executive
staff,
and
then
we
did
over
200
mid-level
managers
here
at
the
city
in
this
last
year
and
we're
learning
from
the
consultant
that
our
people
are
wildly
enthusiastic
about
the
work
of
the
city.
That's
what
we
have
going
for
us
folks,
really
care
about
coming
to
the
city
and
working
for
our
community
and.
Q
Q
Yeah
I,
know
and
and
I
definitely
want
to
know
the
themes,
because
I
know
possibly
wages
or
pensions
might
be
one
of
them.
I
know
the
the
other
one
that
we
might,
that
we
might
know,
is
housing
right.
We
are,
we
are
in
Silicon,
Valley
and
I
can
assure
you
that
when
I
was
knocking
on
doors
running
for
this
position,
I
knocked
on
Plenty
of
apartments
and
houses
and
duplexes
with
Gen
Y,
Z
city
employees
living
four
five.
Q
O
B
We
have
a
motion
in
a
second,
we
have
one
more
speaker,
councilmember
dwan,.
K
G
L
We
are
in
negotiations
with
our
unions
right
now,
and
that
is
you
know,
a
topic
that's
being
discussed
and
what
we
could
bring.
You
know
specifics
back
to
you
in
closed
session.
As
part
of
that
process,
I
can
say-
and
you
may
have
seen
this
we've
been
sending
out
Citywide
emails
from
the
human
resources
department
and
the
housing
department.
There's
a
county
program
that
our
city
employees
would
qualify
for
that.
L
We've
encouraged
our
employees
to
sign
up
to
get
more
information
on
and
I
believe
we
have
about
250
or
300
employees
that
have
signed
up
to
participate
in
that
at
least
the
information
session.
So
we're
pushing
out
as
much
resources
as
we
can,
even
if
it's
not
necessarily
a
city
resource,
but
it
may
be
a
resource
elsewhere
that
our
city
employees
can
participate
in.
G
B
Thank
you,
councilmember
had
I
think.
G
B
Any
okay,
I
just
had
a
few
questions,
I
think!
That's
it
right.
Okay,
just
a
few
questions.
I
had
just
very
briefly.
I
know
that,
for
example,
at
the
airport
we
get
some
screen
time
on
some
of
the
agreements
that
we
have
there
do
we
actually
advertise
there
as
well
for
folks
that
are
coming
in
and
out
of
the
airport.
O
O
That
that's
correct
airport
has
A
Certain
percentage,
like
you
said,
I'm,
not
sure
what
that
is.
O
B
Okay,
thank
you
and
the
other
question
Jennifer.
Can
you
remind
me,
do
we
or
even
you
Kelly
any
referral
fees
for,
say,
I'm,
an
employee
and
I
bring
in
you
know,
like
my
cousin,
councilmember
dwan
into
you,
know
the
city
and
I
get
like
a
thousand
dollar
bonus
or
a
free
dinner
card,
or
something
like
that?
Is
there
anything?
What
do
we
do.
L
Yes,
we
do,
we
we've
had
one
historically
and
it
was
500
I
believe
and
we
in
the
last
couple
of
years
have
increased
it
to
fifteen
hundred
dollars.
So
we
do
have
a
hiring
referral
incentive
and
then
there
are
specific
classifications
that
have
a
lot
higher
Park,
Rangers
I'm,
not
sure
the
police
officer,
one
is
still
in
place,
but
we
have
done
it
on
case-by-case
basis
with
certain
classifications.
So.
L
They
have
the
employee
themselves
have
to
pass
probation.
There
also
is
referral
bonuses
that
we
have
for
the
person
coming
in
and
there's
also
certain
requirements
for
them
to
be
able
to
get
that
as
well.
But
in
order
for
our
city
employee
to
get
a
referral
bonus
because
they
referred
someone
who
was
hired,
that
person
has
to
pass
probation.
Okay.
B
All
right,
okay,
the
the
other
question
I
had
is
I'm.
Trying
to
you
know,
I've
been
here
about
six
and
a
half
years.
It
seems
like
forever,
but
you've
been
here
a
little
longer,
and
so
what
I'm
curious
about?
Can
you
could
you
do
you
have
in
your
mind
as
to
when
hiring
and
filling
vacancies
sort
of
became
an
issue?
If
you
will
with
the
city
like
when?
Is
it
that
that
became
sort
of
a
prime
concern
with
the
city.
I
S
L
Don't
you
go
ahead
because
I'm
actually
I
mean
because
we've
gone
through
different
budget
situations,
so
we've
had
times
where
we're
not
higher.
We've
had
hiring
freezes,
we've
cut
positions,
I've
laid
off
employees.
So
it's
hard
to
say
specifically
I,
don't
know
we.
If
you
haven't.
L
S
I
was
just
going
to
say
the
same
thing:
I
mean
we've
gone
through
different
periods,
where
there's
been
hiring
freezes.
We've
not
had
a
hiring
freeze
in
some
time.
I
also
think
you
know
it's
become
a
bit
of
a
narrative
right
now,
like
we've,
we've
never
been
an
organization,
that's
had
a
vacancy
rate
around
two
or
or
four
percent
since
I've
been
here
that
I
can
ever
remember.
I
do
think
the
community
and
the
council
asks
the
organization
to
do
an
awful
lot
during
covid.
S
So
in
addition
to
the
264
programs
that
we
continue
to
run,
but
we
did
do
a
lot
of
extra
things
that
were
needed
for
our
community
and
so
I
do
think
from
an
organizational
standpoint
and
rightfully
so,
we've
always
been
very
lean
organization,
and
so
now
we're
turning
attention
to
get.
You
know
additional
folks
on
board
to
help
with
those
expanded
Scopes.
S
So
it
you
know,
I,
think
Jennifer
and
Kelly
and
team
are
doing
a
tremendous
job
and
I'm
glad
with
this
year's
budget
and
and
the
council's
wanting
for
us
to
focus
on
it
is
really
important
because
it
is
the
Strategic
support
groups,
especially
HR,
where
they
usually
don't
get
that
time
and
attention
they're
usually
doing
a
variety
of
other
things.
So
the
space
and
the
creativity
that
you're
giving
them
to
focus
on
this
issue
is
really
important
for
for
us
just
from
an
organizational
Health
perspective.
B
Okay,
yeah,
because
because
I
I
think
we
could
all
agree,
is
we
don't
want
the
city
to
be
in
the
future
right
to
the
extent
we
have
control
over
it
to
be
in
the
same
predicament,
we're
in
now
trying
to
fill
these
positions
and
so
Jennifer?
Would
you
characterize
what
we're
currently
doing
essentially
like
having
her
foot
on
the
gas
pedal,
we're
stepping
on
it?
We're
speeding
up
or
you
know-
is
that.
L
Yes,
I
would
say
so.
The
the
changes
that
we
have
made
in
the
last
I
would
say
two
years
is
beyond
I.
Think
what
we've
done
in
my
18
years
here
and
we're
modernizing
a
lot
of
different
things.
L
You
know
trying
anything
we
can
to
see
if
it
works
and
iterating,
as
the
vice
mayor
said
on
those
processes.
I
think
a
lot
of
credit
goes
to
Kelly
for
all
that
creativity
and
and
her
bringing
in
kind
of
a
new
different
perspective
on
on
those
sorts
of
things,
so
I
think
I
think
we're
doing
a
lot
of
good
work,
but
we're
not
in
this
alone,
I
think,
is
the
important
thing.
This
is
something
that
all
other
agencies
in
the
area
are
experiencing.
B
Right,
okay
and
then,
just
to
my
final
question,
just
to
wrap
up
everything,
I
asked
what
I'm
curious
about
is.
Is
we
have
our
foot
on
the
gas
pedal
right,
I,
I
think
we
would
all
agree.
We
don't
want
to
be
in
this
predicament
again,
but
what
it?
What
is
the?
How
long
do
we
keep
it
on
the
gas
pedal
in
your
mind?
How,
when
do
we
know
that
we've
we
can
sort
of
ease
off
a
little
bit?
B
L
I'm,
not
sure
I
would
say
we
ever
should
ease
off
on
it.
We're
always
going
to
have
to
be
filling
positions,
there's
always
going
to
be
positions
added
or
people
leaving
or
that
sort
of
thing
I
would
never
characterize
us.
You
know
wanting
to
ease
off
I
think
our
goal
is
to
get
our
vacancy
rate
below
10
percent
I
think
that's
kind
of
a
standard.
You
know
if
you're
below,
10
and
I
do
want
to
mention.
We
were
right
before
covet.
We
were
actually
very
close
to
that.
L
I'm
not
sure
I
could
answer
that
in
a
general
term,
I
think
everything
we
just
need
to
keep
looking
at
everything
and
iterating
on
it
and
if
something's
not
working,
maybe
we
don't
do
it,
but
I
think
being
kind
of
intentional
and
creative
as
we're
doing.
I
think
that
that
is
important,
and
we
should
continue
doing
that
regardless
what
our
vacancy
rate
is.
B
B
Past
these
unanimously
we're
going
to
move
on
to
D3.
Thank
you
very
much
for
the
presentation.
The
information,
City
initiatives,
road
map,
Police,
Department
reform
or
operational
Improvement
recommendation
status
report.
I
know
we
have
Lieutenant
Hamlin
and
we
have
Peter
Hamilton.
That's
yeah
share
with
us.
T
T
On
March
1st
of
2022,
the
city
council
approved
the
Department's
response
to
the
reports
by
the
CNA
Corporation,
an
independent
auditor
sanctioned
by
the
department
and
the
reports
were
titled
use
of
forest
assessment
of
the
San
Jose
police
department
and
21st
century
policing.
Assessment
of
the
San
Jose
police
department.
T
On
November
17
2022,
the
department
provided
its
first
report
to
the
pisfus
committee
on
these
recommendations
for
police
reform
and
operational
Improvement.
The
report
included
analysis
of
implementation
to
date
and
a
review
of
outstanding
recommendations.
After
the
report,
the
department
was
directed
to
return
and
provide
a
status
update
in
six
months,
and
what
follows
is
that
update.
T
T
T
T
T
T
Implementation
of
department-wide
training.
Since
our
last
report,
the
department
has
completed
the
lgbtq
plus
awareness
training,
which
was
attended
by
every
sworn
and
non-sworn
member
of
the
department.
The
department
is
currently
providing
officers
with
a
training
called
why'd.
You
stop
me.
This
nine
hour
course
teaches
officers,
Communications
techniques
to
improve
interactions
between
the
police
and
the
public.
T
We
are
continuing
to
teach
procedural
Justice
which
stresses
a
customer
service
model
of
policing
by
instilling
the
principles
of
teaching
people
or
treating
people
with
respect
and
dignity
and
giving
them
a
voice.
The
entire
department
has
received
this
training
and
we
are
continuing
to
provide
it
to
our
Academy
classes
and
new
lateral
hires.
T
T
T
The
department
is
in
the
process
of
hiring
a
community
engagement
consultant
who
is
a
non-sworn
full-time
employee
and
who
will
provide
evaluation
and
recommendations
on
community
engagement,
relationship
building
participation
in
Department
activities,
training
and
policy.
Direction
now
Peter,
Hamilton
assistant
of
the
city
manager,
will
discuss
some
of
the
items
the
city
manager's
office
is
working
on.
U
Thank
you.
Thank
you
lieutenant
Hamblin,
so
we
wanted
to
as
part
of
the
report.
We
wanted
to
provide
you
with
a
a
focused
update
on
our
work
plan
for
the
next
fiscal
year
on
priority
items
from
Priority
recommendations
from
the
reimagining
public
safety
Community
advisory
committee,
and
as
you
you
may
know
that
this
committee
was
a
community-led
task
force
that
completed
its
work
and
transmitted
a
report
to
the
city
council
last
year
with
a
number
of
recommendations,
both
around
police
reform
and
alternative
approaches
to
Public
Safety.
U
And
when,
when
we
came
before
you,
when
we
came
before
this
Committee
in
November,
one
of
our
action
items
was
leading
up
to
the
2324
budget
process
to
engage
with
leaders
of
that
committee
and
develop
a
set
of
priority
items
that
we
would
pursue
in
the
next
fiscal
year
and
I
will
advance
the
slide
so
the
as
outlined
in
the
staff
report.
These
are
our
three
focuses
or
three
main
focuses,
and
we
developed
these
really
in
two
ways.
U
One
staff
from
the
city
manager's
office
had
a
series
of
meetings
with
the
real
Coalition,
which
is
you
know,
a
group
of
community
leaders
who
are
focused
on
issues
of
racial
equity,
and
many
of
them
were
instrumental
leaders
also
in
the
reimagining
process.
So
they've
taken
the
lead
in
advocating
for
the
city's
continued
continued
work
on
these
topics.
So
we
we,
the
city
managers,
often
held
a
series
of
meetings
with
the
real
Coalition
and
also
the
March
budget
message
in
Council
Direction
Through.
U
The
March
message
provided
us
with
resources
and
direction
on
a
couple
of
projects
that
directly
align
with
the
reimagining
committee's
work
recommendations,
and
so
but
from
both
of
those
from
our
Outreach
and
from
the
council.
Direction.
We've
we've
developed
these
three
priorities,
which
I'll
I'll
just
review
for
you
briefly,
the
first
one
in
the
March
budget
message.
We
received
direction
to
allocate
resources
in
the
proposed
budget
to
develop
a
community-based,
a
program
that
would
Advance
community-based
solutions
to
domestic
violence,
and
this
is
a
a
the.
U
The
idea
would
be
that
we
would
work
with
Community
Partners
to
find
approaches
to
domestic
violence
that
might
include
providing
community-based
resources
providing
training.
U
Other
types
of
interventions
that
would
both
help
to
prevent
domestic
violence
and
create
capacity
in
the
community
to
address
and
resolve
it
and
pursuant
to
the
direction
in
the
March
message.
The
the
2324
proposed
operating
budget
proposes
four
hundred
thousand
dollars
to
advance
this
project
in
the
next
year
and
so
pending
Council
approval
of
the
proposed
budget.
We
would
we
would
pursue
that
in
the
next
fiscal
year.
U
So
we
will
also
pursue
this
in
the
next
fiscal
year.
There's
there's
a
direction
included
direction
to
evaluate
Staffing
and
resource
needs
that
may
be
required
to
implement
alternative
approaches.
So
we
would
do
that
work
as
well,
and
the
final
one
we
heard
from
from
the
real
Coalition
a
great
interest
in
this.
The
city
really
increasing
its
focus
on
violence,
prevention
efforts,
and
this
is
many
cities.
Many
local
governments
across
the
country
over
the
last
few
years
have
really
increased
their
efforts
in
this
area.
U
I
think
it's
important
to
note.
The
city
has
long-standing
efforts
related
to
violence
prevention,
Our,
Youth,
Empowerment
Alliance
for
many
decades,
has
been
focused
on
youth
violence
prevention,
but
with
the
The
increased
focus
on
this
across
the
country,
there
are,
there
are
increasingly
many
models
and
best
practices
that
are
available
to
us
and,
in
fact,
the
first,
the
first
bullet
there.
The
community-based
solutions
to
domestic
violence
may
be
an
example
of
that.
It's
violence,
prevention
and
focused
instead
of
Youth
violence,
focused
on
domestic
violence.
U
U
Maybe
if
the
city
wants
to
increase
its
focus
in
this
area,
what
opportunities
may
be
out
there
and
what
what?
What
types
of
service
models
may
have
may
show
promise,
and
so
that's
we,
you
know,
look
forward
to
coming
back
to
the
committee
and
and
Reporting
out
on
on
these
issues
and
and
of
course,
continuing
to
partner
with
Advocates
and
the
real
coalition
to
ensure
that
they
have
a
continued
voice
in
The
Way
We
pursue
these
issues.
Thank
you.
Thank.
B
E
Hi
Blair
Beekman
here
thanks
a
lot
for
this
item.
It
was
encouraging
yourselves
are
talking
about
policing
in
terms
of
community
in
terms
of
reimagine.
Thank
you,
I
think
the
fentanyl
issues
of
the
sjpoa
chief
executive
manager,
boy.
It
really
changes
a
lot,
I
think
and
I
good
luck.
How
we
can
more
openly
address
such
a
Concepts
and
we
you
can
see
it.
E
You
weren't
balancing
those
questions
enough
with
what
exactly
is
reimagined
and
how
does
reimagined
fit
into
these
new
recruitment
ideas
for
policing
and
policing
departments
in
our
community
future
important
Concepts,
but
we
really
have
to
balance
the
concepts
of
what
new
ideas
have
reimagined
can
be
within
that,
and
we
have
to
talk
openly
about
that
and
we
don't
know
how
to
do
that.
E
Well
enough,
yet
we
only
know
how
to
focus
on
one
small
item
at
a
time
at
public
meetings,
and
you
know
in
our
conversations
we
don't
know
how
to
more
broadly
speak
in
terms
of
incorporating
you
know
many
ideas
as
part
of
the
overall
concepts
of
a
community
and
policing
and
and
watching
out
for
each
other
in
local
neighborhoods
and
just
a
real
good
luck.
E
How
we
can
do
that
now
we're
at
a
time
to
do
that
we
were
at
one
end
of
the
scale,
with
reimagine
all
over
the
place,
defund,
and
then
we
went
to
the
other
end.
The
Other,
Extreme
and
I
hope
we're
at
a
time
to
really
balance
that
out
now
and
really
bring
in
all
all
cards
on
the
table.
How
we
talk
about
our
community
and
our
future,
we
are
moving
towards
the
future
of
less
police
and
the
community
itself
can
do
the
work.
E
P
Good
afternoons:
this
is
Catherine
Hedges,
I'm,
a
member
of
Surge
and
Rex
and
I
agree
with
everything.
Blair
just
said,
I'm
really
glad
to
hear
the
support
for
the
items
proposed
by
the
year-long
community-led,
Reps
committee.
We
need
to
proceed
with
the
trial
of
community-based
solutions
for
domestic
violence,
9-1-1
call
analysis
and
local
government
violence
prevention,
research.
P
We
can
save
money
by
reducing
militarized
Hardware
expenses
and
reduce
our
dependence
on
sworn
officers
for
social
issues.
I've
also
noticed
how
many
officers
are
signing
each
call.
Maybe
if
we
didn't
send
six
officers
to
deal
with
one
person
we
could
improve
response
times.
However,
I
have
serious
concerns
about
the
sjpd
survey.
I'm,
not
sure
the
QR
code
was
used
effectively.
The
crime
victim
flyer
didn't
make
it
clear
that
the
sjpd
website,
QR
code,
was
linked
to
a
survey
and
a
lot
of
people
in
your
target.
Demographics,
don't
know
how
to
use
QR
codes.
P
I
found
that
out
trying
to
do
so
for
the
tenant
Union.
Secondly,
I
have
disability
concerns
was
a
survey
even
designed
with
different
access
and
functional
needs
in
mind.
The
survey
demographics
don't
capture
any
disability
data.
So
how
is
it
going
to
capture
any
patterns
of
problematic
encounters
between
sgpd
and
community
members
with
access
or
financial
needs?
P
The
survey
questions
only
refer
to
mental
health
disabilities.
There's
nothing
about
communication
with
deaf
or
non-speaking
people
how
to
treat
arrestees
or
victims
who
are
physically
disabled
or
maybe
medically
fragile,
or
how
to
stop
following
disabled
students
in
a
school-to-prison
pipeline
I'm
also
concerned
the
list
of
priorities
in
question
11
on
the
survey
assumes
that
all
of
these
social
problems
that
people
are
concerned
about
are
suitable
for
police
response.
Police
can't
solve
homelessness
or
treat
mental
health
crises.
Even
those
are
top
public
concerns.
D
A
man
got
his
testicles
blown
off,
clavicles
were
crushed.
There
was
a
sawed-off
cop
that
was
intimidating
and
goating,
and
challenging
and
and
really
inciting
of
people
that
were
exercising
their
constitutional
right
to
redress
their
grievances
against
their
government,
and
he
was
goading
them
and
antagonizing
them
with
a
gun
in
his
hand.
That's
what
got
us
to
this
point
and
then
what
I
just
heard
that
that's
what
happened?
That's,
why
we're
sitting
here
in
this
meeting
and
then
what
I
heard
is
next
door
leveraged?
D
That
is:
hey,
hey
my
hat's
off
to
you
next
door
for
hustling
that,
because
it
has
absolutely
nothing
to
do
what
happened
to
George
Floyd
and
what
happened
to
the
citizens
of
this
city
under
the
under
the
purview
of
Eddie
Garcia
has
absolutely
nothing
to
do
with
domestic
violence
and
I
resent
the
fact
that
next
door
is
using
this
and
leveraging
their
influence
with
the
city
and
their
non-profit
status
in
order
to
politicize
and
exploit
what
happened
to
George
Floyd
so
that
they
could
get
four
hundred
thousand
dollars
in
funding.
That's
disgusting.
D
That
is
a
disgusting
fact
what
they
did
and
the
complicity
of
the
police
department
to
the
police
department.
I
suggest
you
start
look.
This
is
what
I
have
an
issue
with
you
guys
for
five
years
this
lady
conducted
an
international
drug
ring
right
under
your
nose.
That
means
that
you
guys
do
not
have
the
capacity
to
even
know
when
a
crime
is
being
committed
in
your
own,
very
office.
So
that
means
the
legitimacy
for
you
to
conduct.
An
arrest
is
in
question.
I,
don't
want
to
cop
anywhere
near
me,
because
you
ain't
got
the.
C
R
Good
afternoon
members
of
the
committee,
my
name
is
panchkavat
I'm,
the
executive
director
of
Sacred
Heart,
Community,
Service
and
I
have
the
honor
of
being
able
to
serve
on
the
steering
committee
for
the
reimagine,
the
public
safety
advisory
committee
and
and
have
be
able
to
serve
on
the
race,
Equity
action
leadership.
Coalition
just
wanted
to
reiterate
and
thank
the
work
of
the
city
manager's
office.
You
know
we'll
work
with
Peter
and
Lee
on
on
being
able
to
advance
some
of
these
ideas.
I
R
I
just
want
to
emphasize
a
couple
different
things
in
addition
to
our
support
for
these
three
particular
items
that
you're
bringing
forward
I
think
there
is
a
need
to
really
dive
deeply
into
what
are
some
of
those
Alternatives
that
we
might
be
able
to
deploy.
That
could
be
more
efficient
for
the
use
of
of
fresh
City
resources
in
terms
of
looking
for
Alternatives,
including
the
intimate
partner,
violence
response.
R
Not
every
situation
requires
a
law
enforcement
officer
as
well
trained
as
we
pride
as
we
try
to
do
with
folks
in
terms
of
some
of
the
training
that
you're
that
that
Lieutenant
was
actually
sharing
before
that
that
are
planned
or
have
already
happened
with
the
Department.
We
don't
always
need
to
have
a
law
enforcement
officer,
responding
to
every
social
condition
or
issue,
that's
actually
happening
in
our
community,
and
that's
one
of
the
things
that
really
got
got
highlighted
during
the
reimagining
process.
R
You
know
the
the
committee
itself
and
the
recommendations
that
we
brought
forward
and
that's
why
we
think
it's
really
important
that
we
not
only
use
call
analysis
to
be
able
to
ensure
that
we
can
actually
examine
really
what's
happening.
Are
these
really
calls
for
service
that
would
require
an
armed
enforce
enforcement
force
of
the
law
to
be
able
to
respond
to?
Are
they?
R
Are
there
other
things
that
other
people
can
actually
do
or
other
organizations
can
actually
respond
to
more
effectively
and,
and
last
but
not
least,
we
really,
we
like
to
very
much
see
a
timeline
that
actually
happens,
not
something
that
we
wait
for
six
months
to
actually
get
that
analysis
done
right
when
that
work
more
quickly
and
then
and
come
up
with
a
set
of
solutions
that
could
be
diverted
to
a
office
of
violence,
prevention
or
some
other
kind
of
system,
which
is
the
third
recommendation.
So
we
can
Implement
these
ideas
quickly.
Thank
you.
C
J
Can
you
hear
me
now?
Yes,
go
ahead?
Okay,
thank
you.
I'm
Sandra
Asher
from
District
10.
I
was
a
steering
committee
member
for
the
reimagining
committee
and
advocating
for
the
disability,
community
and
co-founder
of
safety
for
all
I'm
glad
to
see
the
city
prioritizing
the
911
call
analysis
to
identify
calls
that
might
be
assigned
to
us
alternative
responders.
Implementing
these
recommendations
will
help
ensure
the
most
appropriate
responder
is
paired
to
the
needs
of
the
caller.
However,
the
city's
response
to
recommendation
number
439
on
the
spreadsheet
identifier,
rips01
as2,
is
noteworthy.
J
This
recommendation
calls
for
investing
in
community-based
mobile
crisis
response,
such
as
trust.
However,
the
city's
solution
is
to
offer
MCAT
and
pert
as
Solutions
these.
Both
these
teams
include
law
enforcement,
which
is
counter
to
the
recommendation.
It's
also
interesting
that
the
police
department
disagrees
with
over
70
percent
of
the
recommendations
for
oversight.
I
urge
the
city
council
to
look
into
why
this
is
the
case,
especially
when
the
community
continues
to
lack
trust
in
our
Police
Department.
J
For
many
of
the
recommendations,
The
City
is
hiring
a
community
engagement
consultant
I'm
wondering
how
the
spender
was
selected
and
what
criteria
were
used.
Does
this
vendor
have
any
knowledge
and
experience
working
with
the
disability,
community
and
understanding
our
needs?
Do
they
have
experience
with
Outreach
and
engagement
with
the
disability
community?
J
B
G
G
Some
of
these
recommendations
does
it
come
with
metric
to
measure
to
success
of
the
program
and
I
know
every
time
we
ask
for
metrics
it
takes
more
staff
time
and
resource
and
and
to
take
Finance
I
understand
that,
but
some
some
met.
Some
of
the
recommendations
do
not
need
the
metric,
but
some
recommendations
do
need
it
and,
if
so,
have
the
department
look
at
very
specific
metric
to
accomplish
those
goals.
T
Thank
you
for
that
question,
council
member.
It's
an
excellent
question.
There
aren't
a
lot
of
Matrix
in
the
in
the
recommendations.
The
vast
majority
of
the
recommendations
have
to
do
with
policy
have
to
do
with
the
way
that
we
direct
our
officers
and
so
I
think
we
see
the
Matrix
on
the
back
end.
There
aren't
any
that
I
know
of
unless
Peter
does
I,
don't
know
of
any
particular
recommendations
that
require
a
certain
Matrix
or
a
certain
output,
but
we're
hoping
that
we
will
see
them.
T
T
We
have
a
program
called
the
CIT,
it's
it's
Crisis,
Intervention,
training
and
I.
Think
it's
a
hundred
percent
I
think
that
that
every
single
active
sworn
member
of
the
department
is
taking
the
training.
It's
a
it's
a
very
extensive
course.
It's
a
full
week
of
training
and
I
believe
that
we
are
right
at
100
percent.
G
And
you
coordinate
with
mental
health
professional,
but
when
there's
our
situation
involving
mental
illness.
T
Yes,
currently,
the
the
device
we're
using
the
most
is
amcat
as
I
discussed.
That's
the
the
team
that
is
out
there
with
with
special
training,
not
only
special
training,
but
also
special
relationships
with
other
member
members
of
the
medical
Community
and
Mental
Health
Community.
They
have
these
relationships,
they
know
who
to
contact
it's
just
a
great
resource.
They
they
are
almost
constantly
out
there
they're
very
busy
they're
going
to
a
lot
of
calls
and
I
think
it's
been
very
effective.
T
I,
don't
have
the
statistic
with
me,
but
we
can.
We
can
provide
that
at
a
future
meeting
at
a
future
bi-monthly
meeting.
G
I
appreciate
that,
and
and
just
to
make
a
comment
here
as
a
retired,
Captain
I've
I've
responded,
multiple
multiple
calls
with
the
PD
and
and
the
MCAT
and
and
the
police
officer
have
has
evolved
to
a
a
different
department
who
more
compassionate
kind
and
caring
and
understanding
about
mental
illness
and
I.
Appreciate
that.
Thank
you.
Q
Good
afternoon,
thank
you
lieutenant
and
Peter
for
that
presentation.
Appreciate
it
just
a
couple
questions.
Actually,
the
lgbtq
plus
awareness
training
does
that
include
trans
or
gender
non-conforming
issues.
T
Q
T
Large
portion
of
it
had
to
do
with
that,
because
we've
written
some
new
policy
about
about
that
about
such
things
as
searches
such
things,
about
how
to
address
people
in
that
community
and
how
to
address
people
who
are
in
in
transition
even
all
the
way
to
the
point
of
how
to
refer
to
them
in
a
police
report.
You
know,
rather
than
use
whatever
gender,
that
that
we
we
put
on
them.
We
we
make
it
clear
who
they
are
because
there
there
is
a
reason
to
do
that.
T
That
we
wanted
to
stress
is
to
not
ask
anybody
about
about.
If
they're
in
a
Trans
State
of
transition,
it's
not
something
that
anybody
wants
to
discuss
with
us.
It's
not
something
in
in
the
vast
majority
of
the
cases.
It's
not
something
germane
to
our
jobs.
It
doesn't
affect
the
way
that
we
do
our
jobs
or
the
decisions
we
have
to
make,
and
so
that's
one
of
the
things
that
we
taught
our
our
members
that
they
may
not
have
been
aware
of.
Q
Great
thank
you
lieutenant
for
for
that,
and
this
also
includes
this
also
includes
gay
or
lesbian
relation.
Same-Sex
can't
can't
say
that,
because
it's
gender
non-conforming,
but
a
gay
and
lesbian
relationship
right
where,
if
we
have
situations
with
inter
intimate
partner,
violence
and
gay
or
lesbian
relationships,.
Q
T
Of
course,
we
we
discussed
that,
because
you
know
we
do
go
a
lot
a
lot
to
a
lot
of
those
calls,
so
it
had
to
do
again
with
being
respectful
of
of
people
and
treating
them
with
dignity
and
respect.
T
Also,
a
lot
of
it
specifically
referring
to
the
gay
and
lesbian
Community
not
to
to
be
very
respectful
of
their
the
decisions.
They've
made
and
understand
that
the
coming
out
process
is
a
is
a
difficult
one.
T
A
momentous
one
in
fact,
part
of
that
training
was
a
very
a
pretty
long,
video
that
featured
I
believe
it
was
five
or
six
of
our
department
members,
including
I,
think
at
least
three
sworn
members
who
had
come
out
and
they
were
telling
their
story
and
talking
about
some
of
the
difficulties
they've
faced
not
only
in
coming
out
with
their
families,
but
also
being
part
of
our
department
and
coming
out
and
and
and
I
think
that
was
a
very
effective
piece.
Great.
Q
No
I'm
so
I'm
so
glad
that
we're
having
these
these
trainings,
amongst
other
you
know
for
other
communities
as
well.
So
just
the
last
question
MCAT
is
that
just
for
Downtown,
San,
Jose
or
a
specific
area
or
for
for
all
of
San
Jose.
T
No
I
think
they
kind
of
Base
downtown
I,
think
when
they're
not
responding
to
a
call
I
think
that's
kind
of
where
they
they
have
their
base,
but
no
they
will
respond
to
any
call
across
the
city.
If,
if
there's
some
indication
in
the
call
that
there
is
a
mental
health
crisis,
they
will
respond
to
it.
Thank
you
for
that
question.
Yeah.
Q
So
yeah,
that's
because
I
think
that's
that's
where
the
sorry,
the
MCAT
and
the
911
call
analysis
comes
into
play
right
because
we
also
we
want
our
MCAT
folks
to
respond
to
a
mental
health
crisis.
Right,
not
you
know
the
other.
You
know
we
don't
want
to
further
stigmatize
or
further
criminalize
our
own
house
right
or
somebody
who
has
a
mental
health
issue.
Because
not
you
know
everybody
has
mental
health
issues,
not
just
our
our
own
house.
So
that's
where
it's
going
to
come
right.
The
MCAT
and
the
call
analysis.
T
Thanks
for
the
question,
yeah
absolutely
I
think
it
starts
with
the
dispatchers
they're
trained
to
and
the
call
takers
they're
trained
to
know
when
there's
going
to
be
a
an
issue
and
then
that's
where
also
the
sergeants
come
and
play,
there's
always
a
sergeant
on
the
there's
on
the
each
side
of
the
week.
We
have
two
really
qualified,
sergeants
they're,
really
good
they're,
very
veteran
officers
they've
been
with
the
department
for
a
long
time
and
they've
done.
They've
had
a
lot
of
training
and
they
know
what
to
listen
for
they
know.
T
Q
Great
and
then
just
with
that
I
want
to
make
a
motion.
I
want
to
accept
item
D3,
but
cross-reference
it
to
the
council
in
in
August.
Can
I
do
that?
Yeah
come.
A
G
Well:
okay:
we
got
a
motion
and
we
have
a
second
thank
you.
Vice
mayor
you're,
up.
F
Thank
you,
you
may
have
said
it
and
I
just
missed
it,
but
I
was
just
curious.
How
do
we
connect
with
members
of
the
real
Coalition,
who
spent
a
lot
of
time
and
energy
and
let
them
know
I
mean?
Obviously
this
is
an
open
Forum
in
terms
of
it's
open
to
the
public,
but
really
communicating
with
them
the
the
progress
that
has
been
made
made
where
we
are
what's
going
to
happen?
Do
we
do
we
do
we
do
anything
extra
to?
Let
them
know
that
this
is
where
we
are.
U
Yes,
thank
you
vice
mayor
for
that
question.
We've
dating
back
to
I
think
we
we
really
started
kicking
it
off.
In
January
of
this
year,
we've
been
meeting
with
the
subcommittee
of
the
real
Coalition
that
focuses
on
policing
and
that's
you
know.
U
It's
included
the
assistant
city
manager,
Angel
Rios
and
myself,
and
we
started
off
in
those
meetings
by
really
getting
a
sense
of
what
they
thought
were
the
highest
priorities
from
the
re,
the
recommendations
of
the
reimagining
committee
and
from
there
that's
how
we
developed
that
list
of
three
Focus
priorities
that
we
presented
to
you
today
and
you
know,
as
we
were
refining
that
list
and
we
we
gave
them.
You
know
before
we
put
it
in
the
staff
report.
We
ran
it
by
them
and
had
a
follow-up
meeting
with
them.
U
To
answer
questions
so
I
think
in
in
putting
together
our
our
presentation
here
and
our
our
proposal
to
how
we
would
focus,
we've
tried
to
coordinate
very
closely
with
them
and
I
think
would
intend
to
continue
to
do
that
as
we
Implement
Implement.
F
That
that's
great
I,
I,
just
I,
just
think
that
it's
important
to
engage
the
community
and
ensure
that
they
get
the
information.
And
even
though
this
is
a
public
forum
and
anybody
can
join
us,
it's
great
to
you
know
sort
of
go
the
extra
to
to
have
them
involved.
So
thank
you
for
that.
I
also
had
a
question
regarding
the
community.
Engagement
consultant
and
I
know
that
in
your
slide,
you
mentioned
that
you're
in
the
final
stages
of
the
selection
process
and
while.
F
While
having
expertise
in
community
engagement,
I
always
think
that
it's
very,
very
valuable
to
to
be
able
to
have
someone
who
understands
our
community
right,
I
mean
someone
from
Florida
may
have
great
Community
engagement.
You
know
sort
of
like
best
practices
and
all
of
that,
but
there
are
nuances
of
our
community
that
are
important
to
know
so.
I
just
I
just
put
that
out.
F
There
I
know
that
you're
going
through
your
process,
but
I
I
hope
that
it
is
not
sort
of
a
cookie
cutter
thing,
because
San
Jose
is
unique,
not
that
other
communities
are
not,
but
but
we
do
have
our
certain
things
and
as
we
look
to
someone
who's
going
to
help
create
a
plan
on
community
engagement,
it
isn't
just
the
document.
It
isn't
just
you
know
saying
a
few
words
of
what
works
or
what
has
worked
in
other
communities.
It
is
really
understanding
the
needs
on
the
ground,
so
I
I
hope
that
that
gets
Incorporated.
K
Thank
you
lieutenant
and
it's
you
had
extensive
amount
of
recommendations
536
in
to
deal
with
it
in
a
year
year
and
a
half
some
departments
don't
get
536
recommendations
in
their
lifetime,
so
it's
impressive
work
and
you
have
managed
to
complete
254
already.
So
that's
another
kudos
I
do
have
question
on
that.
There
are
57
of
them
have
been
marked,
as
will
not
be
completed
because
they
are
not
practical.
T
Thank
thank
you
for
your
question.
Council
member.
It's
it's
a
really
good
question.
Yes
to
almost
everything
you
asked
there.
First
of
all,
we
we
have
reached
out
to
all
of
the
sources
that
gave
us
these
recommendations
and
gave
them
explanations
as
to
why
we
wouldn't
be
able
to
do
them.
A
lot
of
them
have
to
do
with
budget.
T
A
lot
of
them
have
to
do
with
with
Staffing,
but
we
we
put
a
lot
of
effort
into
finding
other
recommendations
that
would
meet
those
needs
and
we
made
those
explanations
and
I,
don't
think
anyone's
happy
when,
when
they
have
a
recommendation
not
agreed
upon,
but
I
think
we
were
able
to
come
to
an
agreement
on
virtually
every
every
one
of
them.
Okay,
when.
A
S
In
the
police
department's
defense
in
in
some
of
these
cases,
the
ones
where
we've
disagreed
is
not
just
the
police
department,
but
the
administration
as
well
either
from
a
budgetary
situation
or
you
know,
one
of
the
recommendations
is
the
department
place
a
ballot
initiative
in
front
of
the
voters
to
tax
large
businesses
to
pay
for
Alternatives.
S
So
we've
tried
to
communicate
that
out
to
the
public
as
much
as
we
can,
but
I
did
want
to
speak
up.
It's
it's,
not
just
the
police
department.
That
has
said
no
to
some
of
these
recommendations.
It's
the
overall
Administration
yeah.
K
And
and
my
my
question
is
not
saying
that
those
are
not
the
right
things,
so
there's
really
not
a
defense
issue,
but
I
I
think
it's
a
more
an
understanding
issue,
because
when
somebody
reads
this
report
and
says
okay
11
found
incompatible
all
right,
we
make
a
recommendation.
Who
is
the
one
who
is
saying
it's
incompatible,
so
you've
gone
through
the
process
of
trying
to
make
it
determine
that
it
is
consistent
with
the
city
of
San,
Jose's
policies,
regulations
and
then
on
the
Implement,
and
that's
perfect
explanation
for
that.
K
And
the
second
part
is
that
this
many
recommendations
and
implemented,
but
they
must
have
made
a
impact.
How
do
we
communicate?
Are
they
customer
visible
or
public
visible
improvements,
or
we
need
to
find
a
way
to
communicate
to
the?
There
are
some
people
who
are
attending
Zoom.
They
are
the
very
enthusiastic
one,
but
there
are
a
lot
of
them
affected
by
these
things,
and
they
would
be
very
happy
to
know
that
our
Police
Department
is
modern
day
police
department
and
they're
working
on
the
right
thing.
T
T
I
think
it's
going
to
be
several
years
into
the
future,
and
the
other
thing
to
to
keep
in
mind
is
we
have
an
incredibly
young,
Police
Department
right
now,
which
is
good
in
a
lot
of
ways,
because
a
lot
of
the
recommendations
have
to
do
with
training
and
also
have
to
do
with
thinking
about
policing
in
a
different
way
than
I
thought
about
it.
When
I
started
23
years
ago,
20
almost
24.
H
T
That's
actually
a
good
thing.
It's
it's!
It's
a
good,
a
good
problem
to
have
in
a
lot
of
ways.
As
far
as
going
back
to
the
Matrix
we
are,
we
are
constantly
looking
at
statistics.
We
are
constantly
grading
ourselves
and
how
we
do
a
lot
of
that
has
to
do
with
complaints.
A
lot
of
it
has
to
do
with
our
response
to
calls,
and
we
we're
looking
at
much
more
of
a
customer
service
model
than
we
ever
have,
but
again,
I
I.
T
Don't
think
it's
going
to
be
something
that
we
can
just
turn
on
and
say:
yeah
there.
It
is
it's
going
to
be
things
that
we're
going
to
see
over
time.
I!
Think
it's
going
to
be
just
a
gradual
change
of
culture,
a
gradual
change
in
the
relationship
between
the
department
and
the
community
I
do
believe
we're
seeing
it
start,
I
think
we're
seeing
it
beginning,
but
it's
I
think
it's
going
to
be
several
years
into
the
future
before
we
really
get
its
full
impact.
Okay,.
K
K
Is
that
the
time
when
you're
going
to
be
addressing
the
one
common
request,
I
see
from
the
people
is
hey,
I,
don't
need
if
sworn
officer
to
be
patrolling
my
streets,
it
would
be
great
if
there
was
some
kind
of
a
uniformed
officer
driving
around
occasionally
just
to
keep.
People
warned
that
somebody
is
watching
them
beside
the
cameras
and
all
that
is
that
there
will
be
even
the
recommendations
about
how
to
address
that
request
will
come
in.
T
Thank
you
for
your
question.
I
think
I
need
a
little
clarification
as
to
I.
Can
I
can
jump
in
yeah
go
ahead.
S
Yeah
I
think
a
few
things.
Obviously
Peter
went
over
the
the
911.
The
calls
for
service
data
so
I
think
that
will
help
us
with
two
things
from
our
discussions
with
the
real
Coalition
and
I
do
think
they
want
to
engage
in
a
who
responds
to
a
call,
depending
on
the
type
of
call.
Is
it
a
police
officer?
Is
it
a
CSO?
Is
it
yeah
the
county?
You
know
and
Behavioral
Health,
quite
frankly,
so
I
think
we
are
going
to
do
that.
Work.
S
We're
also
doing
that
work
and
just
trying
to
analyze
our
own
overtime
budget.
Quite
frankly,
as
the
courts
have
been
backed
up
and
officers
need
to
spend
more
time
in
court
or
state
law
has
changed,
requiring
us
to
respond
to
different
calls
for
service
differently.
S
Those
overtime
budgets
have
obviously
gone
up,
and
so
we'd
like
to
do
that
and
then,
if
the
budget
passes,
I
would
note
you
know
the
pilot
that
we're
going
to
be
doing
in
the
downtown,
with
csos
kind
of
being
more
visible
and
driving
around
and
having
that
kind
of
more
presence
to
see
how
that
works.
So
officers
can
be
deployed
to
different
situations,
so
I
think
there's
a
few
different
things
happening
in
the
next
year.
S
B
Very
good,
thank
you
for
all
the
questions
for
all
the
work.
I
have
a
few
questions.
The
first
question
is
the
901,
the
911
analysis
so
I
see
in
the
report
that
the
work
plan
is
going
to
be
developed.
So
do
you
have
a
census
to
when?
Obviously
it's
in,
it's
I
think
it's
is
it
funded
through
the
budget?
Right
I've
got
to
go
back
and
read
it,
so
we
have
the
we
expect
to
get
the
resources
via
the
budget.
U
The
911
call
analysis
item
is
direction
from
the
council
through
the
March
message:
there's
no
budget
resources
attached
to
it,
so
it's
staff,
Direction.
Okay,
that
will
that
will
Implement.
B
That
you
all
have
to
in
those
type
of
situations,
thank
you
for
pointing
that
out.
I
didn't
think
to
ask
that
question
whether
or
resources
tied
to
it,
because,
obviously
it's
going
to
take
some
work
with
those
type
of
recommendations.
The
staff
Direction,
you
all
just
find
the
resources
put
a
body
on
it
and
do
the
work
is
that
that's.
S
Absolutely
when
we
receive
Direction
in
the
March
budget
message,
if
we
don't
think
we
have
the
in-house
capacity
to
do
something,
we
would
notify
the
council
or
put
it
in
the
proposed
budget.
But
on
this
we
obviously
have
the
city,
manager's
office
and
and
policy
wing
of
the
police
department
to
help
push
some
of
this
through.
Okay.
B
And,
and
so
so
we
don't
need
to
wait,
I
mean
I,
obviously
the
city
manager's
office,
all
the
different
departments.
Do
it
a
host
of
different
things,
but
we
don't
necessarily
need
to
wait
till.
We
approve
the
budget
to
get
moving
on
this,
and
so
what
I'm
curious
is?
Do
we
have
a
census
to
the
work
plan
hasn't
been
developed?
Do
we
have
a
census
to
when
we
would
get
going
on
this?
Because
what
I
assume
is
you
obviously
can
go
analyze?
B
The
causes
are
coming
in
on
a
daily
basis
right
an
hour
every
minute,
but
I.
Imagine
we
have
a
good
amount
of
data
that
already
exists.
It's
a
matter
of
combing
through
that
and
trying
to
figure
out
how
we're
going
to
sort
of
parse
that
out
is
so.
Can
you
give
me
a
sense
as
to
how
the
timing
or
how
long
it's
gonna
do
you
guys
think
it's
gonna
take?
Has
that
evaluation
been
done.
U
No,
we
don't
have
a,
we
don't
have
a
work
plan
yet
so
we
I
don't
think
I
can
give
you
an
exact
answer
to
that,
but
I
I
can
tell
you.
We've
already
had
discussions
about
planning
out
our
approach
to
this
and
are
starting
to
think
about
yeah,
not
not,
certainly
not
waiting
until
the
the
budget
is
adopted.
We've
begun,
begun
figuring
out
how
we're
going
to
approach
this
issue.
U
You
know
I,
would
guess
that
it
would
be.
We
would
be
able
to
commence
in
the
next
few
months.
It
wouldn't
you
know
there,
wouldn't
it
wouldn't.
You
know,
take
take
too
long
to
get
a
work
plan
in
place.
B
Office
or
and
I
know
you're,
you
don't
have
the
work
plan
yet,
but
the
reason
I'm
asking
is
what
I
would
like
to
see.
The
reason
I'm
asking
this
is
what
I
would
like
to
see
is
that
this
analysis
be
objective
as
possible,
right
I'm,
not
interested
in
having
a
police
off
I'm.
Just
making
this
up
right.
Having
a
police
officer
say
no
all
these
need.
B
We
actually
need
a
police
officer
right
I
want
someone
there
that
can
provide
some
objectivity
and
just
say:
maybe
in
this
case
it
wouldn't
have
been
necessary
or
things
of
that
nature
right.
So
that's
why
I
asked
that
was
so.
Do
we
have
a
census
to
who
exactly
may
be
I.
U
B
All
right,
okay,
thank
you,
I
think
that
was
it
a
few
other
things.
I
appreciated
the
the
motion.
I
think
this
wasn't
set
to
be
referred
to
cross
reference
to
the
full
city,
council,
I
believe,
but
I
think
that's
important,
because
this
is
obviously
has
broad
public
interest
and
everyone's
watching
this
and
has
a
lot
of
questions
to
where
we
are
sometimes
and
if
they're
not
on
this
committee,
they
often
aren't
falling
or
tracking
it,
even
though
they
probably
are
watching
the
meeting.
So
I
thought
that
was
important.
B
The
other
thing
is
I
know
some
of
the
recommendations
about
100
and
something
recommendations
came
from
the
IPA.
The
independent
police,
auditor
and
I
know
that
she's
here
in
the
audience
watching
very
carefully
and
and
so
Siobhan
I
was
wondering
if
you
wanted
to
just
share
your
thoughts
generally
on
sort
of
where
we
are
with
things
and
your
general
sense
of
things.
V
Thank
you,
council,
member
Siobhan,
Murray,
Independent,
police,
auditor,
I
guess
my
overall
impression
is
it's
a
very
big
list
and
because
it's
such
a
big
list,
it's
it's
overwhelming
to
at
my
staff,
who
knows
a
lot
of
these
issues.
I
think
it's
a
bit
overwhelming
to
the
community
overwhelming
to
to
yourselves
I'm,
not
sure
how
we
got
to
536,
because
in
my
estimation,
some
of
them
some
of
the
recommendations
are
rather
old.
They
in
my
office,
they
went
back
to
1994.
V
and
in
my
estimation
some
of
them
have
been
completed
some
years
some
years
ago,
if
not
more
than
many
years
ago.
So
that's
just
an
overall
idea
about
the
general
comprehensive
work
plan
in
terms
of
individual
items.
I
know
a
lot
of
them
are
policy
items
and
I.
Think
on
page
nine
of
Chief
mata's
memo
he
kind
of
outlines
the
steps
that
one
would
need
to
implement.
V
I
think
it
would
be
good
to
know
how
much
time
it
takes
to
do
it
if
we're
talking
specifically
about
policy
moving
through
those
that
big
long
page
of
step
by
step
by
step,
because
I
know
they
have
done
some.
There
are
others
waiting
to
be
done.
I
have
a
recommendation
from
2011
which
indicates
that
police
officers
shouldn't
cite
people
in
sleeping
in
their
cars,
because
it's
legal
to
sleep
in
your
car,
and
that
is
on
the
list
as
in
progress.
V
V
B
V
Sleeping
in
cars,
which
it
doesn't
sound
to
me
too
complicated,
but
maybe
it
is
more
complicated,
42
of
completed
items
are
training
bulletins
and,
while
I
appreciate
the
impact
of
training
bulletins,
officers
can't
be
disciplined
for
violating
a
training
bulletin.
So
some
of
the
recommendations
I've
made
I
would
like
to
see
the
officers
held
accountable.
V
Some
of
those
in
the
past
have
been
on
searches
of
vehicles
or
searches,
which
is
you
know,
a
constitutional
principle.
So,
although
it
says
completed,
I
guess
I'd
have
to
say
on
those
items,
I
didn't
get
everything
I
recommended
right.
B
V
On
the
reforms
is,
and
it's
something
I've
been
asking
for
your
years-
is
an
Early
Intervention,
Program
and
I.
Personally,
don't
recall
where
that
is
on
the
work
plan.
I'm
assuming
it
is
on
the
work
plan.
Yeah
can.
V
Okay,
so
complaints
about
police
officers
to
identify
problem
officers
for
the
last
several
years.
They
have
indicated
that
they
want
to
broaden
and
have
a
more
sophisticated
type
of
identification
process.
That
includes
more
than
just
complaints
right,
it
would
include
perhaps
148
arrests,
maybe
arrests,
that
the
D.A
doesn't
charge.
Maybe
it's
not
showing
up
for
work
or
being
late
up.
You
know
a
whole
host
of
factors
and
I
think
the
department
then
hired
somebody
so
maybe
Lieutenant
Hamlin
can
provide.
T
Me
absolutely
I.
Thank
you
for
that
question.
We
are,
as
a
matter
of
fact,
I
think
it
was
about.
A
week
ago
we
picked
a
small
committee
that
is
going
to
be
choosing
the
vendor
for
for
the
product
that
is
going
to
it's
a
very
whatever.
Whatever
product
we
choose,
it's
going
to
be
a
very
state
of
the
art
product
that
is
going
to
help
us
with
all
those
things
that
she
mentioned.
It's
it's
not
just
going
to
be
complaints.
It's
not
just
going
to
be
certain
kinds
of
complaints.
T
It's
it's
going
to
look
into
things
like
attendance.
It's
going
to
look
into
to
to
a
lot
of
things
that
have
been
identified
as
early
warning
signs
of
of
a
problem
and
we're
we're
in
the
beginning
stages
of
it.
Like
I
said,
we've
we've
selected
the
people
that
are
going
to
be
on
the
committee.
There
is
a
sergeant
in
in
Internal
Affairs
that
is
spearheading
the
the
committee
and
it's
going
to
be
selecting
the
product
and
then
we'll
be
implementing
it.
Okay,.
B
All
right,
thank
you,
and
just
just
one
thing
that
stood
out
to
me
as
it
relates
to
some
of
Siobhan's
comments.
I'm
looking
at
the
attachment
and
the
report,
that's
associated
with
this
item
for
this
meeting,
and
if
you
look
at
the
just
the
the
top
line
for
all
the
the
slides,
if
you
will
or
not
the
slides,
but
the
pages
on
the
top
as
number
source,
so
Source
Who,
who
were
that
item
came
from.
B
If
you
will
identifier
description,
priority
type
status
hyperlink,
but
one
of
the
things
that
I
think
would
be
informative
and
helpful
to
give
us
context.
I
think,
is
what,
if
we
added
the
referral
date
on
there,
this
came
from
in
2011
or
it
was
from
2019.
Is
that
okay,
maybe
I,
don't
know
if
I'm
missing
it,
but
maybe
it's
in
there
or.
U
Maybe
it's
somewhere
else:
it's
we.
We
maintain
a
internal
spreadsheet
that
has
maybe
twice
as
much
data
as
you're
seeing
here.
So
that's
and
we
we
just
select
which
data
to
display
for
Simplicity.
But
what
is.
B
T
B
T
We
have
the
referral
date,
I
think
on
all
of
them,
if
not,
if
not
all,
most
of
them
and
we're
also,
whenever
we
update
the
list
whenever
we
we
check
with
one
of
the
people
responsible
to
see
how
we
are,
what
we're
doing.
If
we've
changed
status
on
an
item,
we
also
put
a
date
in
there
for
the
just
just
for
the
update.
Even
if
there's
no
change
we're
putting
the.
B
T
B
Right,
okay,
I
guess!
If
it's
you
know,
it
seems
to
me
it's
probably
just
a
spreadsheet.
It's
just
a
matter
of
creating
another
shiver.
So
if
you
can
add
that
information
too
I
think
it'd
be
helpful
and
I
don't
know
if
we
need
to
add
it
to
the
yeah,
it's
just
yeah,
but
thank
you
I!
Think
that
would
be
helpful
and
I
don't
see
any
more
speakers.
Any
okay.
R
B
All
right,
it's
unanimous!
Thank
you.
So
much
we'll
see
you
in
August
and
I
think
those
are
all
the
items
we
go
to
open
forum
and
we'll
go
to
public
comment.
D
D
I
mean
what
this
says
is
two
things
number
one
if
this
person
was
successful
in
doing
that
right
under
the
nose
of
these
cops.
That
means
none
of
these
cops
know
absolutely
anything
about
what
they're
doing
and
they
all
should
be
fired
and
removed.
So
we're
not
wasting
our
money
on
cops
that
don't
know
how
to
identify
when
crime
is
being
committed
right
there
in
front
of
them.
That's
number
one
number
two.
If
they
did
know,
and
they
turned
their
heads
and
turned
their
backs
on
it.
D
That's
a
fact:
I
want
a
dirty
cop
anywhere
near
me,
and
you
know
what
I
can't
one
from
the
other,
because
they're
all
wearing
the
same
uniform
and
they're
all
wearing
the
same
smile,
and
that
is
a
problem
this
coming
weekend,
you're
going
to
have
low
riders
on
the
street.
If
you
have
another
issue
with
what,
if
you
have
another
display
of
what
you
had
last
time
this
weekend,
and
if
one
Chicano
gets
hurt
on
these
streets
because
of
these
Blair.
E
All
right,
thank
you,
Blair
Beekman
here,
thanks
for
the
words
of
Paul,
to
think
of
the
of
a
peer
review
program
to
expand
where
it
currently
is
at
with
working
within
the
domestic
violence
program,
to
return
it
to
its
initial
intentions
for
police
practices
throughout
the
department.
That
can
be
an
interesting
addition.
How
to
address.
E
You
know,
what's
gone
on
with
these
fentanyl
issues,
to
have
police
oversight
of
themselves
and
just
better
dialogue
and
communication
can
be
really
helpful
and
for
the
community,
as
well
as
we're
all
trying
to
understand
how
the
future
of
public
oversight
and
oversight
really
needs
to
be
considered.
How
we
move
forward
good
luck
on
our
efforts
of
this
and
then
and
and
neighborhood
policing.
You
know
people
learning
to
police
themselves.
Good
luck
in
those
efforts
from
all
of
us.
What
we
need
to
do
to
really
build
the
future
of
reimagine.
E
It
takes
work
and
effort
and
I
hope
we're
up
to
the
to
the
task.
It's
idealistic.
It's
hopeful
and
meaning
people
for
sustainability.
I
feel
with
my
remaining
time.
I
wanted
to
comment.
I
spoke
at
Tuesday
at
you
know,
city
council,
and
at
the
end
of
the
meeting,
all
the
council.
Persons
were
just
yapping
and
yammering
away,
while
public
comment
was
going
on
at
the
end
of
meeting
open,
Forum
I
asked
for
a
bit
of
silence
and
decorum.
I
was
fully
ignored
and
they
and
in
fact
conversation
turned
louder.
E
So
you
know
it
when
the
public
asked
for
that
sort
of
thing.
The
the
council
needs
to
respond
in
decent
terms
and
they
need
to
pipe
down.
They
need
to
attend
the
full
meeting
and
then
go
on
with
their
conversations.
Sorry
that
I
grew
a
little
loud,
but
hopefully
it's
understood
and
we
can
work
this
out.
Boy
I
have
a
lot
to
say
about
Matt
mahan's
housing
proposals.
E
It's
a
budget
time,
I
hope
from
his
Initial
Ideas.
We
could
really
take
to
heart
what
Bob
Brownstein
offered
and
we
can
work
different
strategies
and
ideas
for
the
free,
German
housing
ideas
thanks
Catherine.
P
I
am
absolutely
appalled
by
the
fentanyl
Scandal
I
have
no
idea
how
that
could
be
happening
under
their
nose
of
the
noticing
and
if
they
are
lying
about
it,
that's
even
worse.
We
need
to
have
a
full
investigation
and
not
just
believe
them
saying
Oh.
We
we
had
no
idea,
I
mean
how
do
you
not
know
come
on
and
I
also
agree
that
city
council
should
respectfully
listen
to
public
comment.
P
Even
if
it's
in
open
form
at
the
end
of
the
meeting,
you
know
they
can
have
their
happy
hour,
chit
chat
or
whatever
after
they
leave
the
chambers
and,
however,
I
do
disagree
with
the
previous
comments
about
next
door.
Solutions
grabbing
money,
unfairly,
I
think
it
makes
sense
not
to
be
sending
police
officers
to
comfort,
distract
people
and
possibly
escalating
situations
or
going
in
and
committing
violence
against
people
unnecessarily.