►
Description
City of San José
Public Safety, Finance & Strategic Support Council Committee
View agenda at https://sanjose.legistar.com/View.ashx?M=A&ID=709901&GUID=487089A1-0F0B-4FBE-8BE8-E02FACA0A0D3
A
C
A
You
second,
oh
yeah,
I
I,
consent
calendar.
We
have
one
item.
If
we
can
get
a
motion
to
approve
that
and
I
don't
have
any
cards
for
that
and
sorry
before
we
vote,
anybody
would
like
to
speak
on
any
items
on
today's
agenda,
including
this
consent
calendar.
You
can
turn
in
a
card
Sean
Kelly
right.
Would
you
like
to
consider
yeah?
A
D
D
Our
biggest
competitor
is
still
the
illegal
market,
state
taxes
and
local
taxes
being
what
they
are
are
forty-four
percent
higher
than
what
you
can
buy
from
a
dealer
on
a
website
from
facebook,
from
Instagram
from
any
of
the
other
social
media,
some
Craigslist,
and
that's
where
the
majority
of
the
crime
is
really
coming
from
also
in
those
areas.
So
I've
asked
before
and
I'd
like
to
see
some
sort
of
conversation
and
I
believe
you'll
probably
have
it
in
the
coming
months.
Regarding
a
reduction
in
the
sales
tax,
the
state
is
considering
it.
D
We
just
needed
to
be
more
competitive
with
the
illegal
market.
The
illegal
market
you
can
see
also
the
negative
impacts
of
it
are
the
vaping
issue.
The
bulk
of
the
vaping
problems
are
coming
from
THC
products
in
illegal
vaping
products
and
and
vaping
from
the
illegal
market,
and
that's
really
a
problem.
It's
too
easy
to
go
on
your
mobile
phone
and
it's
too
hard
to
discern
what's
legal
versus
illegal
other
than
kind
of
knowing
what
is
here
and
it's
just
I
mean
we'll
drive
across
the
street
or
we'll
drive
around
town.
D
Looking
for
five
cents
cheaper
for
a
gallon
of
gas,
forty-four
percent
is
substantially
higher,
so
I
just
ask
respectfully
that
we
kind
of
look
at
that
and
how
we
can
reduce
that
I
know
we're
looking
at
expanding
the
market
itself
here
legally
in
San
Jose,
which
combat
the
illegal
problem.
But
cost
is
a
huge
factor
and
so
the
more
we
can
get
people
in
the
legal
market
away
from
illegal
deal.
Dealers,
the
better,
and
so
the
only
thing
I'd
ask
is
in
the
coming
months.
Having
that
discussion.
Thank
you.
A
A
E
Thank
you
very
much,
I'm
lieutenant
paul
messier-
I
am
the
lieutenant
in
special
investigations
with
me.
Today
is
sergeant
rick
Kolya.
We
have
Kimberly
Gutierrez
here,
who's
the
program
manager
of
community
solutions
and
Sharon
dinella,
the
director
of
strategic
development
at
the
South
Bay
coalition
to
end
human
trafficking.
E
So
it's
it's
been
a
year
since
we
spoke
to
you
on
this
subject.
So
what
we're
gonna
do
is
kind
of
go
over
the
last
year
and
we're
gonna
start
off
with
a
little
bit
of
the
history
of
the
illicit
massage
businesses
in
our
city
and
what
we
done
to
deal
with
it.
So
in
2017
the
personal
care
business
compliance
initiative
was
added
to
the
priority
list
as
number
10
in
September
of
2017.
E
The
Vice
unit
reported
that
the
personal
care
compliance
inif
initiative
could
not
be
implemented
because
of
staffing
shortages,
but
there
was
a
change
in
that
and
we
were
able
to
get
the
code
enforcement
officer
dedicated
to
this,
as
well
as
the
Vice
unit
sergeant
position
restored.
So
in
2018
we
implemented
a
new
program
that
resulted
in
the
closure
of
107
illicit
massage
businesses
and
because
of
that
count,
council
voted
to
remove
item
10
from
the
priority
list.
E
E
E
So
here
are
is
kind
of
our
history
of
the
results
of
our
efforts.
So
initially
we
identified
191
suspected
illicit
massage
businesses
in
the
city,
and
we
compiled
this
list
from
complaints
from
the
members
of
our
community
listed
websites,
as
well
as
the
heavy
clustering
that
we
were
seeing
in
various
locations.
So
last
year
we
reported
to
you
that
we
were
able
to
close
a
hundred
and
seven
of
these
businesses
through
covert
operations,
as
well
as
the
landlord
education
program.
This
year
we
will,
we
were
able
to
close
down
79
more.
E
However,
we
added
fifty
five
additional
illicit,
massage
businesses
to
our
master
list
and
the
reason
why
we
did
that
there's
a
couple
reasons
we,
it
was
a
little
bit
of
whack
Amole.
We
had
some
that
closed
the
resurfaced
in
different
locations.
We
were
able
to
find
ones
that
were
kind
of
hiding
in
plain
sight,
posing
as
other
types
of
personal
care
businesses,
and
then
what
we
did
is
because
we
shut
down
a
hundred
and
seven
of
them.
E
The
sex
buyer
stopped
leaving
reviews
for
these
places,
so
we
were
still
seeing
quite
a
few
of
them
on
rub
maps.
However,
there
were
no
reviews,
so
we
really
weren't
sure
if
they
were
illicit,
massage
businesses
or
not.
So
we
added
them
to
our
list
to
verify
exactly
what
they
were
all
about.
So
that's
why
we
added
those
additional
55.
So
in
all
over
the
last
two
years
we
have
246
identified
and
we've
been
able
to
shut
down,
186
of
them
about
75%.
E
So
here's
a
snapshot
of
the
current
operating
status
of
the
massage
businesses
in
San
Jose
that
we
focused
on.
We
have
18
that
we
suspect
will
be
closing
within
the
next
six
months.
We
have
only
six
left
where
we
have
not
taken
any
action,
so
they
haven't
been
subject
to
the
landlord
education
program
or
a
covert
operation
in
red.
We
have
the
hundred
and
eighty
six
that
we
shut
down,
and
then
we
have
36
where
no
commercial
sex
was
found
to
be
occurring.
E
E
So
over
the
last
two
years
we
did
a
total
of
a
hundred
and
forty-two
covert
operations
and
what
we
determined
is
75%
of
those
businesses
were
offering
commercial
sex.
Another
way
of
looking
at
this
is
75%
of
these
businesses.
There
is
a
potential
for
human
trafficking
to
be
occurring.
We
were
just
unable
to
verify
that
at
that
time,.
E
We
are
continuing
to
see
improved
compliance
of
persons
submitting
a
massage
business
application.
It
was
67
last
year
up
from
seven
the
year
before
this
year
it
was
31
so
still
significantly
higher
compared
to
previous
years,
which
is
good
because
it
shows
compliance
and
that
the
education
component
of
our
program
is
working.
The
words
getting
out
that
you
actually
need
this
permit.
E
If
you
want
to
open
up
a
massage
business
in
San
Jose,
so
some
of
the
trends
that
we're
seeing,
we
are
still
seeing
other
personal
care
businesses
offering
commercial
sex,
primarily
in
hair
and
nails,
skin
care,
acupuncture
and
embargo
shops.
These
businesses
do
not
advertise
on
the
primary
websites
that
we
look
at.
However,
we
do
find
them
on
escort
websites.
So
this
is
an
example
of
a
business
that
was
over
in
the
area
of
Alma
and
Almaden.
You
can
see
in
the
picture
here.
The
windows
are
totally
tinted
out.
E
E
Additionally,
this
one
was
advertising
on
a
website
called
bed
page,
which
is
a
escort
website,
and
they
said
that
they
were
doing
waxing
for
men
with
a
guaranteed,
relaxing
and
enjoyment
experience
with
heart-shaped
emojis
on
each
side,
all
red
flags
that
there's
more
going
on
here
than
waxing.
So
we
did
a
covert
operation
at
this
one
and
sure
enough
discovered
commercial
sex
was
being
offered
in
a
very
similar
situation.
E
Here's
another
challenge:
we
face
completely
covert
illicit
massage
businesses,
so
this
one
had
a
sign
up
called
TD
printing.
It
was
over
near
Tully
and
Center
they're
very
difficult
to
to
find.
However,
they
do
have
to
advertise,
that's
how
they
bring
in
the
money.
So
it
takes
a
little
bit
more
work.
E
Usually
there's
only
a
phone
number,
that's
advertised,
maybe
a
picture,
and
we
have
to
do
different
investigative
tactics
to
actually
track
down
the
location,
but
we
are
able
define
them
and
when
we
do,
of
course,
we
do
a
covert
operation
to
confirm
pretty
much
what
we
already
know
the
person
running
this
one.
We
were
familiar
with.
She
had
five
other
illicit,
massage
businesses
that
we
had
conducted
investigations
at
throughout
the
year
and
the
district
attorney
charged
her
with
felony
pandering
after
this
one.
E
So
this
is
the
a
glimpse
of
our
city,
with
the
two
hundred
and
forty
six
massage
parlors
that
we
have
identified
over
the
course
of
the
last
two
years
with
the
heaviest
clustering
in
the
area
of
Tully
in
between
King
and
Quimby.
We
had
25
within
that
one
small
quarter
mile
distance
there,
and
this
is
what
it
looks
like
now.
E
So
what
you're
seeing
here
are
basically
the
24
that
we
have
left.
We
have
six
where
no
action
has
been
taken
yet
and
then
the
18
that
are
operating
that
we
suspect
will
be
out
soon
within
the
next
four
to
six
months.
And
if
you
look
at
Tholian
king
now,
which
which
is
the
ones
farthest
to
the
right
in
the
middle,
we
only
have
three
left,
and
that
was
like
I
said
once
25.
E
So
now,
I'd
like
to
talk
about
our
new
partnership
and
our
best
practices
that
we
implemented
for
human
trafficking,
survivors
and
I
just
want
to
say.
We
worked
collaboratively
with
community
solutions
and
the
South
Bay
coalition
to
end
human
trafficking,
to
put
these
best
practices
into
play,
and
we
really
took
a
victim-centered
approach
when
we,
when
we
put
these
different
ideas
together.
So
the
first
best
practice
is,
we
are
no
longer
arresting
sex
workers
in
illicit
massage
business
businesses.
Historically,
the
Vice
unit
has
taken
a
zero-tolerance
approach.
E
E
But
what
we
don't
want
is
this:
we
don't
want
to
arrest
someone
who
could
potentially
be
a
human
trafficking
victim.
The
other
thing
that
this
does
is
it
creates
a
much
less
stressful
environment
in
the
massage
parlor,
when
we
are
not
arresting
someone
or
putting
them
in
handcuffs,
and
we
feel
that
that
that
will
create
an
environment
where
a
potential
victim
of
human
trafficking
will
feel
more
comfortable
disclosing
to
us,
which
is
what
we
want.
E
Our
next
best
practice
is:
we
provide
brochures
to
all
of
the
employees
in
these
illicit
massage
businesses.
These
these
brochures
are
provided
by
a
key
Asian
Americans
for
community
involvement.
We
distribute
them
at
all
the
illicit
massage
businesses.
It
really
does
close
the
language
gap
because
we're
able
to
get
these
in
various
languages.
E
These
brochures
have
all
kinds
of
information,
but
but
in
short,
they
provide
resources,
a
24-hour
crisis
hotline,
legal
help
and
and
so
forth.
But
look
we
understand
as
law
enforcement
obtaining
a
disclosure
from
a
human
trafficking
victim
through
an
initial
interview
can
be
challenging
for
a
police
officer
so,
and
that
could
be
for
various
reasons.
E
F
First
of
all,
I
just
want
to
say
how
glad
we
are
to
be
collaborating
with
the
San
Jose
PD
Vice
unit
to
make
sure
that
these
potential
survivors
are
connected
to
a
confidential
advocate
and
they're
able
to
have
the
information
as
well
here
in
Santa,
Clara
County,
we
utilize
the
point
agency
system
were
law
enforcement,
governmental
agencies
and
community
based
organizations
can
contact
one
agency
for
any
human
trafficking
service
need,
and
here
in
Santa,
Clara
County,
that's
community
solutions
and
we've
acted
as
the
point
agency.
Since
2007.
F
We
work
closely
with
the
other
victim
service
providers
to
ensure
that
a
confidential
advocate
can
be
assigned
that
meets
the
survivors.
Linguistic,
cultural
and
geographic
needs
the
point
agency
system
as
lieutenant
Messier
mentioned.
We
also
use
that
for
any
multi
victim
operations
to
ensure
that
we
can
coordinate
with
these
other
victim
service
providers
to
make
sure
that
there
are
advocates
available
as
well
as
we
have
resources
coordinated
to
meet
their
needs
through
collaboration
with
the
Vice
unit,
advocates
from
community
solutions
YWCA
and
were
able
to
respond
to
multiple
locations.
On
six
separate
occasions.
F
Connect
you
with
19
potential
survivors
advocates
were
able
to
inform
these
survivors
about
our
role,
our
confidentiality
and
the
services
available
to
them.
We
were
able
to
also
ensure
that
if
there
were
any
basic
needs
that
they
needed
shelter
or
food
or
medical
attention
that
we
could
address
those
right
away,
as
well
as
talk
about
different
resources
that
were
available
to
them.
Different
resources
include
connection
to
legal
services.
F
In
case
they
do
require
legal
advice
around
immigration,
around
employment
law
in
cases
that
there
may
be
wage
theft
occurring
as
well
or
in
the
other
civil
remedies.
We
also
would
safety
plan
with
the
survivors
to
ensure
that
they
felt
safe
after
they
left
with
us.
If
they
were,
if
they
consented,
we
would
follow
up
with
them
at
a
later
date
to
ensure
that
whatever
services,
whatever
support
that
they
needed,
we
were
able
to
address
that
right
away
with
them.
Thank
you.
E
She
talks
about
the
need
for
a
collective
impact
approach
to
deal
with
illicit
Mostafa,
massage
businesses
so
and
specifically,
to
identify
networks.
So
what
we've
done
is
we've
established
a
illicit,
massage
business
leap
program
and
what
it
does
is
it
allows
for
countywide
information
sharing
by
tapping
into
law
enforcement
databases
and
RMS
systems,
so
leap.
It's
a
confidential
law
enforcement
website
that
we
can
log
into
it's
very
similar
to
google.
It
has
a
search
bar.
E
We
have
a
hundred
and
twenty
law
enforcement
agencies
in
the
state
that
participate
with
leap
and
every
city
in
our
county
has
an
account.
So
this
was
the
clear
choice
to
use
this
system
for
this
program,
so
we
have
already
migrated
in
a
hundred
and
six
illicit
massage
businesses
that
we
have
confirmed
in
the
city
of
San
Jose,
including
the
the
individuals
that
were
managing
those
businesses,
their
phone
numbers,
their
email
addresses,
whatever
information
we
had
on
them
got,
migrated
in
and
is
now
searchable.
E
So
what
this
does
is
is
twofold:
one,
it's
gonna,
stop
the
migration
of
illicit
massage
businesses
into
other
jurisdictions,
which
we
have
seen
and
I'm
gonna
have
Sharon
speak
about
that
in
a
moment,
but
the
other
thing
that
it's
gonna
do
is
it's
gonna
help
fight
organized
crime.
So
in
the
Polaris
report,
which
was
a
national
study
on
human
trafficking,
it's
it's
cited
that
the
average
illicit
massage
business
connects
to
at
least
one
other
illicit,
massage
businesses,
and
it's
specifically
named
California's
having
the
highest
number
of
these
connections.
E
So
the
the
way
it's
gonna
work
is
this:
if
a
massage
business
gets
kicked
out
of
San
Jose,
because
we
we
find
that
that
they're
offering
commercial
sex
and
they
try
to
go
to
Mel
pita
smell
pitas
PD
is
gonna
process,
their
massage
application
and
they're
gonna
check
leap
and
see
that
this
individual
has
already
been
kicked
out
of
one
city.
They're
gonna
denies
application.
E
So
that's
one
example
how
it's
going
to
stop
the
migration?
How
it's
gonna
stop
organized
crime
is,
you
know
we
have
human
trafficking
teams
that
are
dealing
with
organized
crime
and
they'll
actually
be
able
to
see
hey
look.
This
guy
has
had
a
massage
parlor
in
San
Jose
he's
applied
for
one
in
Milpitas,
and
now
it
looks
like
he's
got
one
in
Oakland,
so
they'll
be
able
to
kind
of
put
the
pieces
together
that
this
is
actually
somebody
who
has
a
net
of
illicit
massage
businesses,
and
it
will
greatly
help
them
in
their
investigations.
E
So
the
next
phase
of
this
project
is
going
to
be
education.
We
just
put
our
information
in
here.
I
tested
it
yesterday,
it's
all
there.
What
we
need
to
do
now
is
reach
out
to
each
agency
in
our
county,
explain
to
them
that
our
informations
in
there
they
need
to
migrate
in
their
illicit
massage
businesses
that
they've
kicked
out,
and
then
we
need
to
get
in
touch
with
their
permits
units
to
make
sure
that
they're
searching
the
names
of
the
individuals
that
are
applying
for
these
permits
in
their
cities.
E
B
B
He's
a
forensic
accountant
that
worked
with
us
on
this
report
that
we
presented
to
the
county
in
June,
but
we
got
an
update
on
it,
so
you
can
see
that
from
2016
to
2019,
there's
been
a
significant
shift.
San
Jose
is
the
upper
line
that
blue
line,
so
in
2016
you're,
starting
with
157
and
I,
should
also
note.
So
these
numbers
were
pulled
from
rub
maps,
which
is
a
review
site.
B
So
there
are
some
reliability
issues,
but
it
still
gives
a
sense
of
prevalence
that
we
can
kind
of
gauge
patterns
from,
and
so
you
can
see.
San
Jose's
number
has
been
steadily
declining
largely
because
of
these
efforts
from
the
Vice
unit
and
San
Jose
PD,
but
every
other
city
in
Santa
Clara
was
seeing
an
increase.
You
see
a
slight
decrease
as
well
this
year
and
I.
B
So
one
of
the
big
things
that
we
really
tried
to
highlight
in
the
report
is
that
there
really
needs
to
be
a
regional
approach
to
this
we're
already
seeing
in
terms
of
trends
that
San
Jose
has
been
able
to
really
shut
down
number
of
massage
establishments,
but
they
are
popping
up
in
other
cities,
and
this
is
only
reflective
of
Santa
Clara
County.
We
know
that
this
is
happening
in
San
Mateo
and
Alameda
County
Contra,
Costa
County
as
well.
B
So
what
we
really
want
to
encourage
is
being
able
to
share
a
lot
of
the
the
learnings
that
are
happening
here.
The
the
information
on
the
criminal
side,
but
sharing
administrative
and
civil
approaches
so
that
we
can
really
have
a
regional
approach
and
really
talk
about
how
we're
able
to
better,
serve
and
identify
survivors.
Because,
even
if
they're
closing
down
we're
not
able
to
provide
services
to
a
lot
of
the
survivors,
this
chart,
I
think
is
important
and
I
should
note.
B
This
is
from
2018,
so
hasn't
been
updated
to
the
newest
numbers
this
year,
but
it's
looking
at
the
number
of
massage
establishments
from
10,000
per
10,000
residents,
and
so
we
have
been
focusing
really
heavily
on
San
Jose
because
of
the
sheer
number
of
massage
establishments.
But
when
we're
really
looking
at
the
number
of
residents,
we
see
other
jurisdictions,
who've
really
have
vast
over-representation
again,
bringing
us
back
to
that
need
for
a
regional
approach.
B
I'll
also
note
that
in
our
countywide
report,
I
did
a
number
of
interviews
with
code
enforcement
law
enforcement
in
other
jurisdictions
and
they're
seeing
adaptation.
So,
even
though
we're
the
approach
device
has
used
with
massage
establishments
has
been
really
effective
in
shutting
them
down.
We
know
that
we're
seeing
a
shift
to
residential
brothels.
Those
are
harder
to
identify
they're
not
going
to
be
you're,
not
going
to
be
able
to
find
those
on
the
same
websites
that
we're
talking
about
and
we're
also
seeing
adaptation
to
the
acupuncture
where
it
falls
under
different
ordinances.
B
So
we're
really
trying
to
encourage
that
collective
impact
approach
can
also
be
seen,
maybe
as
a
task
force
or
a
different
model
where
we're
increasing
partnerships
across
jurisdictions.
I
really
see
San
Jose,
taking
a
lead
role
in
being
able
to
encourage
other
agencies
in
our
County
to
share
information
to
share
different
approaches
and
really
attack
this
problem
in
a
together
in
a
regional
manner.
E
Okay,
so
in
conclusion
you
know
this
year,
our
program
has
continued
to
show
a
lot
of
success.
Our
plan
moving
forward
is
we're
going
to
continue
to
target
illicit
massage
businesses
as
we
find
them
and
we're
going
to
implement
our
existing
program
and
our
newly
implemented
best
practices.
We're
going
to
continue
to
collaborate
with
our
nonprofit
partners
to
provide
resources
to
potential
human
trafficking
victims
and
we're
going
to
continue
to
develop
the
illicit
massage
business
leap
system
and
reach
out
to
local
law
enforcement
to
get
them
to
participate
in
that
program.
C
A
G
Thank
you
so
much
all
the
great
work
that
has
led
to
this
wonderful
report.
This
is
such
a
huge
difference
between
what
we
saw
last
year
and
and
I
think
the
work
was
great
even
back
then,
because
the
the
point
of
this
all
was
to
close
these
illicit
massage
businesses
and
that's
what
you
were
achieving
and
I
think
what
I
see
now
is
also
some
of
the
efforts
that
include
making
sure
that
that
the
human
trafficking
element
is
is
also
addressed
and
so
I'm
extremely
proud.
G
Just
and
I'm
just
extremely
grateful
to
you
for
leading
this
charge
for
getting
us
where
we
are
right
now,
so
it
just
wanted
to
start
off
with
that.
I'm.
Just
extremely
happy,
so
thank
you.
I
do
have
some
questions
about
some
of
these
next
steps.
I
know
that
you
said
that,
because
some
of
these-
and
it's
it's
so
strange
how
this
this
very
I,
think
it
was
TD,
printing
or
something
like
that.
It
just
looked
very
innocuous.
G
It
didn't
look
like
a
place
where
illicit
massage
part
businesses
was
being
established,
but
you
managed
to
find
them,
and
so
you
I
imagine
that
you're
also
taken
some
work.
That's
leading
you
into
these
residential
brothels
right.
One
of
my
concerns
was
last
year
was
that
when
we
push
these
folks
out
without
having
a
regional
approach,
which
is
now
that
I
see
you're
really
taking
this
regional
approach,
so
it's
not
making
it.
No
PETA's
issue
is
not
making
it
somebody
else's
issue.
G
It's
all
of
our
is
the
issue
that
we're
all
addressing
together
and
so
I
wonder
one.
How
are
you
seeing
the
residential
brothels?
Because
if
I
were
to
guess
I'm
going
to
guess
that
they're
going
to
be
in
some
of
our
disadvantaged
communities
and
are
they
there
yet
and
I'm
guessing
the
same
way
that
you
have
this
educational
program?
For
landlords
that
you'll
also
have
an
educational
program
or
something
equivalent
to
that
for
landlords
of
prop
or
property
owners,
if
that's
really
where
they're
going.
G
E
E
Tackling
these
residential
brothels
are
they're
much
more
labor-intensive,
because
you're
dealing
with
a
residence,
not
a
business
with
a
business.
You
know
we
can
do
a
administrative
check.
We
can
go
and
check
permits
things
like
that.
When
you're
dealing
with
a
residence,
you
actually
need
probable
cause
and
a
search
warrant
to
get
inside
so
they're
there.
Our
bandwidth
is
the
Vice
unit,
I
mean
Rick.
Rick
is
the
and
Dan
Anderssen,
or
my
only
two
vise
people.
E
We
have
to
bring
people
in
to
help
us
with
the
massage
parlor
operations
and
and
really
and
I'm
sorry
to
say
this.
We
just
have
not
had
the
bandwidth
to
tackle
that
problem.
However,
moving
forward,
you
know
now
that
we
have
this
illicit,
massage
business
problem
under
control.
I
think
what
we
can
do,
and
Rick
and
I
were
actually
talking
about
this
today
different
strategies
on
how
we
can
tackle
that
problem.
Different
things
we
can
do.
E
One
thing
for
sure
that
we
can
do
is
use
leap
and
at
least
get
the
information
that
we're
getting
about
these
illicit
massage
businesses
into
that
system,
so
other
jurisdictions
that
may
be
working
these
human
trafficking
cases
can
actually
make
a
connection
with
what
we
have
going
on
here
in
San
Jose.
When
we
do
get
those
tips,
we
don't
just
bury
them.
We
we
actually
give
them
to
our
sexual
assault
unit
and
they
give
them
to
our
human
trafficking
unit.
So
it's
it's
not
like.
Nobody
does
anything
with
them.
E
Additionally,
we
do
bring
in
officers
on
overtime
and
they
will
actually
go.
We
tend
to
see
these
more
in
apartments
than
actual
residential
neighborhoods,
and
what
they'll
do
is
they'll,
go
in
and
set
up,
maybe
three
apartments,
so
one
gets
shut
down.
They
still
have
two
others
operating,
but
they
will
actually
go
and
make
contact
with
the
management
at
the
apartment
complex
and
tell
them
what's
going
on
and
asked
them
to
evict
them.
Sometimes
that
has
actually
worked
other
times.
E
It
is
not
because,
of
course,
they
want
proof
that
it's
going
on,
but
the
these
types
of
operations
take
surveillance.
They
take
a
lot
more
work
than
what
we
do
with
the
massage
parlors
and
that's
the
challenge
with
them.
So
it's
certainly
something
that
I
think
when
we
talk
about
regional
approaches.
One
of
the
things
we're
gonna
continue
to
talk
about
with
Sharon,
moving
forward
different
different
ideas
on
how
we
can
tackle
that
problem
and
maybe
pool
our
resources
with
other
jurisdictions
to
to
deal
with
it.
I.
G
Because
that's
what
we
rely
on,
we
rely
on
these
service
providers
to
do
some
of
that
work
as
well
as
Project
Hope
right.
So
Project
Hope
is
in
some
of
the
areas
where
you
probably
have
an
overlap
with
some
of
these
issues
and
and
maybe
gangs
and
whatever
other
crimes
that
we
typically
see
in
Project
Hope
type
of
neighborhoods.
G
You
know,
although
this
is
this,
maybe
a
problem
that
will
never
end
is
definitely
a
problem,
that
the
strategies
that
you
you're
taking
are
absolutely
victim,
oriented
that
they're
comprehensive
that
they're
there's
a
regional
approach
here.
That
really
makes
sense,
and
you
know
as
much
as
I
can
support
you.
Let
me
know
how
I
can
do
that,
how
we
can
continue
to
support
you
to
to
carry
on
this
work,
and
it
sounds
like
you
have
only
two
vice
unit
members.
Who
can
really
do
this
work?
Yes,.
A
G
E
It's
this
is
one
of
the
challenge,
and
this
is
really
why
we
created
the
landlord
education
program,
because
that
is
something
we
can
do
without
covert
operations.
We
can
get
the
landlords
down
to
the
PD
and
educate
them
about
human
trafficking
and
that
the
fact
that
they've
got
a
bad
tenant,
so
we've
been
able
to
kind
of
augment
the
enforcement
with
that
and
and
that's
something
that
doesn't
require
a
ton
of
resources
to
do
so.
E
That's
why
our
program
really
was
was
so
successful
because
we
were
able
to
close
a
lot
without
any
enforcement,
but
you
know
we,
the
bottom
line
is:
we
do
have
to
bring
in
guys
for
overtime
to
help
us
with
these
operations.
When
we
go
into
a
massage
parlor,
we
don't
know
what
we're
gonna
find.
We
have.
You
know
individuals
in
there.
G
I
know
that
the
the
county
is
also
having
we're
having
some
joint
efforts
in
terms
of
issues
this
being
one
of
them.
Have
you
worked
with
the
county
at
all
in
in
terms
of
what
their
resources
are?
Obviously,
you
know
that
you
have
a
service
provider,
that's
a
point
agency
and
who
helps
coordinate
all
of
that,
but
what
about
the
county
resources,
or
maybe
some
of
those
victims?
We
tapped
into
those
resources,
no.
E
G
I
wanted
to
ask
you
about
how
many
jurisdictions,
so
you
talked
about
leap
and
in
having
to
input
it
all
that
information
or
migrated
all
the
information
about
the
individuals,
the
their
businesses
and
and
all
the
relevant
information.
How
many
more
jurisdictions
have
you
connected
with
so
far?
I
know
that
part
of
your
effort
is
to
reach
out
to
them,
and
let
know
about
this
so
that
it
can
be
a
regional
approach.
How
many
are
in
in
our
network
so
far
so.
E
E
I
think
what
I'm
talking
about
it
with
my
partner
here,
I
think.
What
we're
going
to
do
is
its
twofold.
We
need
to
figure
out
who's,
doing
human
trafficking
investigations
at
each
of
the
departments
in
our
County
figure
out
who
the
point
person
is
for
that,
then
we
also
need
to
figure
out
who
the
point
person
is
in
their
permits
unit,
because
their
permits
unit
are
the
ones
that
are
going
to
be
getting
these
applications.
So
we
need
to
figure
out
who
the
point
person
is
for
that.
E
So
if
they
don't
have
a
count,
will
assist
them
in
setting
one
up
and
then
will
actually
show
them
how
to
login
and
how
to
get
to
our
list
what
it
looks
like
the
format
all
of
the
it
was
basically
an
Excel
spreadsheet,
with
with
all
of
the
pertinent
information,
so
we're
gonna
recommend
that
they
do
the
same
thing,
that
they
use
the
same
format
and
that
we
will
put
them
actually
in
touch
with
the
with
the
leap
law-enforcement
liaison
that
assisted
us.
So
they
can
assist
them
in
getting
all
of
their
information
in
there.
E
G
I
think
you're
on
to
a
best
practice
that
will
lead
to
regional
success
of
definitely
decreasing
this.
This
type
of
crime,
hopefully
one
day,
eliminate
it
but
absolutely
decreasing.
It
I
think
it's
worth
our
efforts
to
invest
in
resources
to
make
sure
that
that
happens.
Otherwise,
it's
you
know
it's
a
game
of.
You
know
we
Milpitas.
You
have
this
issue
for
now.
Six
months
later,
it'll
be
back
in
San
Jose
in
some
portion
of
San,
Jose
or
somewhere
else,
and
it's
not
to
no
benefit
to
any
no
benefit
to
any
family.
G
G
I
think
this
is
something
that's
worth
really
investing
in
in
terms
of
next
phase.
I
think
it
makes
sense
to
have
leap
to
have
an
online
survey
at
work
that
allows
for
all
of
this
to
fill
in
all
of
the
missing
pieces
of
the
puzzle
without
having
to
spend
so
much
time.
I
think
it's
just
absolutely
a
great
way
to
do
this.
It's
effective!
It's
efficient!
We
just
need
to
make
sure
that
the
rest
of
the
agencies
are
invested
as
much
as
we
are
and
that
they
can
get
ahead
of
the
problem.
G
G
But
we
can
do
better
right
and
I
am
seeing
that
by
by
the
work
that
you're
showing
us
today
that
we
are
one
step
ahead
of
all
of
this
and
so
I'm
just
extremely
proud.
Thank
you
for
the
work
that
you're
doing
our
service
providers
for
being
there
for
our
victims,
for
adding
that
the
other
element
of
support
that
we
I
think
is
making
a
huge
difference
and
so
I
think
both
of
you
I
think
you
once
again
I
think.
G
That's
all
the
questions
for
me
for
now,
but
but
thank
you
thank
you
for
for
all
the
great
work
that
you're
doing
and
thank
you
for
reducing
those
I.
Think
from
like
God
knows
how
many,
but
now
we
only
have
three
dots
on
my
district
and
in
that
side
of
town
and
I'm
just
absolutely
proud.
Thank
you.
Thank
you.
A
Yeah,
thank
you
I'll
echo,
that
that
thanks
there's
a
lot
of
hard
work,
and
you
know
when
we
came
out
the
gate
on
this
a
couple
years
ago
recognized
we.
We
missed
a
couple
points,
and
so
we
came
back
at
it
and
and
really
were
bullish
on
shutting
down
these
businesses
in
the
city
of
San
Jose,
primarily
with
our
police
resources,
although
very
few
and
we're
extremely
successful,
and
although
we
were
very
successful
in
that
regard,
as
we
came
back
and
had
to
disguise
councillor
Dennis
actually
led
that
conversation
regards
to
to
saying.
A
To
then
now
see
how
we
can
partner
better
and
I
really
want
to
echo
that
as
well
the
things
that
from
last
year
to
this
year,
the
partnership
seems
like
it's
very
strong.
You
know
the
policies
we've
put
in
place
and
the
practices
as
we're
going
out
and
investigating
and
then
shutting
down.
Ultimately,
these
businesses
sounds
like
that
was
worked
through
very
collaboratively
and,
and
now
specifically
I
think
we
we
are
also
looking
at
it
regionally
and
rather
than
just
know.
A
You
know
I
think
being
proud
of
the
successes
here
in
San
Jose,
but
knowing
well.
You
know
it's
just
moved
over
to
Milpitas
right
or
another
neighboring
city.
We
can
feel
proud
that
we're
working
collaboratively
and
potentially
you
know,
working
towards
ending
this,
this
business
practice
altogether
in
the
region
and
really
making
a
major
impact.
So
I
am
also
excited
in
the
fact
that
we've
been
doing
this
ourselves
with.
A
You
know
that,
certainly
that
yourself
sergeant
the
you
know,
bodies
that
you
have
mean
one
being
yourself
and
then
the
partners
that
obviously,
when
you
go
in
though,
and
do
in
a
covert
operation,
the
other
officers
that
come
on
board
and
then
our
nonprofit
partners
here
in
the
county
and
lieutenants
well.
Thank
you
very
much.
The
a
very
thorough
report
I
will
ask
as
we
get
a
motion.
I
have
some
questions,
but
that
we
do.
We
ask
you
to
come
back
again.
I
do
appreciate
the
annual
report
on
this.
It's
not
a
standing
item.
A
There
may
be
a
time
when
either
I'm
not
share
or
somebody
just
decides.
They
don't
want
to
hear
it
anymore,
but
at
the
moment
I
really
like
hearing
it,
and
so
at
least
on
an
annual
basis
to
have
you
come
back
and
provide
that
update
and
I
understand
it.
It
may
take.
You
know
we
see
some
some
time
to
put
this
together.
I
would
say
that
this
is
extremely.
A
You
know,
thorough
and
not
necessarily
demanding
that
it
always
be
this
thorough,
but
that
we
at
least
want
to
get
that
update
on
an
annual
basis
and
to
kind
of
hear
from
yourselves
and
because
the
questions
you
know
over
the
last
couple
years
did
involve
a
lot
about
what
are
we
doing
for
these
potential
victims
of
human
trafficking
and
unfortunately,
we're
directed
to
our
officers
right
and
the
reality
was?
Is
it
well?
That's,
that's
not
within
your
wheelhouse,
so
we
needed
a
partner,
but
the
reality
was
we
needed.
A
We
needed
our
nonprofit
agencies
here
right
so
that
we
can
ask
those
questions
and
get
that
update.
So
I
also
thank
you
for
including
them
and
allowing
them
to
be
part
of
the
presentation
to
give
that
feedback
on
there
and
for
the
work
they're
doing,
because
that's
really
where,
though,
that
you
know
that
effort
needs
to
be
driven
from
and
led
through,
it's
not
the
police
operations
proportion
of
it
that
you
know
that
they're
doing,
and
so
we
wanna
be
able
to
hear
from
them
so
I.
Thank
you
for
that.
A
I
did
have
a
couple
questions,
so
the
the
36
businesses
where
there
was
no
case
made
I,
wanted
to
get
an
idea
of
well
first
off
what
happens
to
those
36
businesses.
It
sounds
like
they're
from
what
I'm
reading
they're
sort
of
removed
off
of
the
the
list
and
I'm
curious.
How
many
of
those
is
still
you
know
I
guess
would
be
a
red
flag
or
where
we
would
consider.
Maybe
we
just
didn't
catch
it
at
that
time,
or
did
we
actually
determine?
No?
A
E
E
I
took
them
off
just
to
kind
of
show
you
what
we're
focusing
on,
but
we
may
go
back
to
those
businesses
most
most
of
them
appear
to
be
legitimate.
However,
most
are
also
unpermitted.
So
whenever
we
have
that
kind
of
situation,
we're
you
know
we're,
we
will
encourage
them
to
apply
for
a
permit
later
to
make
sure
that
that
they
go
through
the
entire
process
to
become
a
legitimate
business,
but
obviously
there
are
times
where
we
go
in
and
we
are
we're
unable
to
make
a
case,
but
we
rate
we
see
things.
E
C
A
I
guess
I'd
like
to
see,
then
the
way
that
you
just
you
broke
it
down
this
time,
didn't
tell
that
whole
story.
So
I
would
like
to
see
maybe
next
year,
if
you
within
the
businesses
that
we
sort
of
have
not,
you
know,
made
a
case
on,
but
yet
they're
still
in
the
list,
and
they
may
not
just
not
be
a
priority,
but
we
will
come
back
to
them.
Just
a
you
know
they
could
even
be
in
the
pie
chart
of
some
sort
right
there.
They
would
just
determine
that.
A
A
A
E
Actually,
the
same
thing
we
see
in
the
massage
parlors
and
and
some
of
the
complaints
we
got
have
been
women
that
have
gone
in
trying
to
get
a
little
bit
legitimate,
massage
and
there's
no
wait.
Well,
they
get
turned
away
and
then
they'll
be
standing
around
wondering.
Why
and
all
of
a
sudden
a
man
will
walk
in
will
immediately
be
ushered
into
a
room.
So
it's
the
exact
same
thing
with
okay
skin
care.
E
E
The
printing
is
a
straight
up
brothel,
it's
it's
a
covert
I
call
it
a
covert
illicit,
massage
business,
but
the
the
their
model
the
way
they're
operating.
It
is
absolutely
a
brothel
it's
advertising
on
an
escort
website.
Anybody
who
goes
there
is
is
going
there
for
commercial
sex.
There
is,
although
they
did
have
a
copier
in
the
front.
Room
is
kind
of
a
way
to
kind
of
I
guess
make
people
think
that
they
were
a
legitimate
business.
E
A
I
guess
I'm
just
kind
of
curious.
For
instance,
I
I
was
here
at
work
and
gonna
walk
to
lunch
and
I
needed
it
I'm,
making
a
copy
of
it
key
and
I
there's
a
key
making.
You
know
shop
not
too
far
from
here.
I
didn't
really
know
if
it
was
key,
make
sure
I'm
never
been
there
before,
but
I
just
saw
the
sign
and
I
went
in.
They
made
the
key.
A
So
and
I
guess
that
this
just
brings
up
another
idea
and
opportunity
for
what,
maybe
you
know,
an
actual,
unassuming
customer
that
goes
in
for
skin
care
that
goes
in
for
printing
goes
in,
for
acupuncture
goes
in
for
a
haircut
whatever
and,
as
you
said,
some
of
these
reports
come
from
those
individuals.
I
want
to
see
if
there's
a
way
that
we
can
create
a
tool
or
an
online
reporting
program,
something
that
we
can
advertise.
That
speaks
to
that,
and
maybe
we
put
a
little
bit
of
advertising
dollars
to
it
to
your
point
about.
A
But
but
this
specific
example
that
you
showed
the
two
to
two
businesses
of-
and
you
mentioned
about,
barbershops
and
others
I-
would
be
curious
on
your
thoughts
and
if
you
could
kind
of
go
back
and
chew
on
that,
and
then
maybe
just
respond
back
to
my
office
and
let
us
know
what
the
opportunities
may
be
to
put
something
together
for
these
unassuming
customers
that
go
in
for
printing
determined
that
that's
not
the
case
and
then
somebody
that
just
doesn't
call
nine-one-one
right.
They
kind
of
go
away
with
it.
A
Maybe
you
know
we
could
surround
it
around
human
trafficking
cuz
that
I
think
right
would
would
grab
a
lot
of
people's
attention
to
say
yes,
I
want
to
help
in
this
regard,
rather
than
just
I
went
into
the
print
shop
and
I
got
turned
away
and
I
had
a
weird
feeling,
but
then
I
just
left
it
alone.
But
if
we
promote
this-
and
you
know,
help
us
and
human
trafficking
help
us
identify
these
businesses,
have
you
gone
into
a
you
know
a
salon
and
been
you
know,
turned
away
for
salon
work
or
something
like
that.
A
E
Just
just
very
quickly
the
way
we
we
do
it
now
is
we
actually
will
bring
in
additional
resources
that
will
comb
about
ten
different
escort
websites,
and
these
escort
websites
will
list
phone
numbers
they
won't
list
addresses.
We
will
actually
track
down
those
phone
numbers
where
they,
where
they
go
to
and
that's
how
we're
able
to
kind
of
figure
out
where
these
places
are
so
a
key
component
to
any
of
these
businesses
is
making
money
and
to
make
money
they
have
to
bring
in
customers
and
to
bring
in
customers
they
have
to
advertise.
E
So
the
most
effective
way
that
we
found
to
find
these
places
and
and
and
quickly
deal
with
them,
and
we
do
deal
with
them
very
quickly
once
we
identify
them
is,
is
just
simply
to
do
that.
Research
have
resources
constantly
looking
at
those
websites
and
when
a
new
ad
pops
up
with
a
with
a
with
a
phone
number
to
do
the
research
on
that
phone
number
and
track
down
where
it's
an
and
and
find
out.
If
it
is
it,
is
it
a
motel?
Is
it
a
residence
or
is
it
a
commercial
business?
Okay?
E
A
Great
that
actually
sounds
a
lot
more
efficient
than
what
I
was
describing.
I
spent
a
little
bit
of
time.
You
know
sharing
opinions,
but
I
actually
do
think
that
that's
that
as
you're
you're
looking
in
the
right
places
and
you're
trying
to
identify
these,
we
talked
about
this
when
we
focused
on
the
massage
parlors
we
talked
about.
Knowing
that
you
know,
business
is
gonna,
get
creative,
they're,
gonna
start
using
other
terminology
like
salons.
We
never
thought
printing
businesses,
but
right,
you
think
of
some
of
the
logical
ones.
A
In
that
same
vein,
when
reviewing
the
the
permits,
I
am
curious,
then
you
know
especially
through
like
the
leap
program
as
well.
Are
we
still
only
you
know
when
somebody
comes
in
to
obtain
a
permit
I'm,
assuming
somebody
who
tries
to
obtain
a
permit
for
a
print
shop
if
need
be
a
business
license
or
something
they're
paying
for
that?
We're
not
running
them
through
that
system
right.
We're,
not
you're,
not
gonna.
A
E
Typically,
it
will
be
anybody
applying
for
a
massage
business.
Permit.
I
will
say
this,
though
we
do
get,
and-
and
this
was
something
that
we
talked
about
last
time
we
met-
we
do
get
a
list
from
the
finance
department,
quarterly
of
all
personal
care
businesses
in
the
city,
so
we
can
kind
of
keep
a
revolving
roster
of
all
personal
care
businesses
and
we
were
actually
able
to
identify
some
illicit
businesses
off
that
list.
So
that's
something
that
we
get
every
quarter
from
them.
E
A
As
you
said,
I
think
it
was
the
print
print
shop,
one
right
that
was
associated
with
five
others
determining
that
hey
they're,
trying
to
now
open
a
barber
shop
or
whatever
it
is.
But
now
this
is
the
same
person
we've
dealt
with
so
I
would
like
to
try
to
be
more
proactive
through
our
permitting.
So
maybe
we
can.
We
can
discuss
that
even
a
little
more
next
year,
as
we
report
back
you
mentioned
in
regards
to
that
person.
That
was
that
had
a
number
of
businesses,
they
were
charged
with
felony
pandering
what?
A
E
E
C
C
The
state
of
California
still
has
very
strict
pimping
and
pandering
consequences,
and
so
my
guess
would
be
since
it's
her.
First
time,
she'll
get
like
five
years
probation
and
a
lot
of
specific
strict
conditions
of
probation
such
as
you
can't
operate
a
massage
or
personal
care
business,
and
you
can't
employ
employees
who
are
providing
personal
care
services.
A
I
was
curious,
a
couple
questions.
One
were
any
minors
or
did
we
identify
any,
and
this
could
be
for
yourself
sergeant
Clea,
but
so
were
there
any
monies
and
then
did
anybody
accept
any
further
assistance,
or
did
we
get
anybody
kind
of
admitting
to
human
trafficking?
Or
what
does
that
look
like
in
regards
to
the
opportunities
there
or
your
work.
F
A
Not
a
hundred
percent
of
these
individuals
are
out
there
willfully
engaging
in
this
business,
but
if
we,
if
we're
not
making
any
headway
in
that
regard,
whether
it's
with
these
victims
getting
them
for
the
resources
that
doesn't
necessarily
mean
every
single
time.
We
need
to
make
a
case
on
someone
for
human
trafficking.
But
I
would
like
to
hear
okay.
Well,
we
did
end
up
having
you
know,
X
percent
of
the
individuals
we
contacted.
A
They
did
want
further
service
or
support,
and
you
know
that
shows
that
that
this
component
is
very
useful
and
why
we
would
want
to
support
that
because,
as
you
know,
right,
the
city
is
able
to
and
along
with
the
county,
to
support
the
work
that
your
organization's
do
and
then,
additionally,
it
would
be
great
if
we
actually,
you
know
we
could
get
some
of
these
victims
to
feel
comfortable
enough
to.
Then
we
could
make
a
case
on
someone
out
there
for
human
trafficking.
Because
again
we
know
what's
happening.
A
A
I
So
we're
going
to
go
back
through
some
slides
here
and
then
talk
about
where
we
can
move
forward
and
to
continue
to
strive
to
quite
honestly.
Every
second
does
count,
so
we're
shooting
for
a
hundred
percent
right
and
our
goals
are
to
get
as
close
to
that
as
we
can.
So
the
first
slide
just
to
remind
you,
it
goes
through
what
we
measure
and
the
city
standard.
I
There
includes
the
alarm,
processing,
time
and
I
do
think
it's
important
to
identify
that
all
of
these
components
are
still
part
of
the
overall
delivery
model
right
that
we
we
have
to
after
we
respond
mitigate
the
event
and
then
go
back
into
service
and
be
ready
for
the
next
event.
So
while
we
tend
to
focus
on
response
time,
unit
availability
is
also
part
of
the
overall
measurement.
So
that's
the
city
standard,
which
was
I
believe
80
percent
of
the
time
and
then
the
the
county
standard
measures
from
turn
out
time,
travel,
time,
etc.
I
And
that's
where
18
straight
months,
we
have
met
or
exceeded
the
standard,
and
so
I
just
wanted
to
show
you
where
we
were
and
then
here
are
our
numbers.
This
is
where
we
started
in
July
20:17
when
we
had
what
we
felt
was
was
clean
data
to
provide
accurate
numbers
with
and
as
you
see
there,
we
had
some
struggles
there
in
the
early
part
of
or
the
end
of
2017.
I
And
then,
if
you
move
on,
this
is
the
standard
for
all
of
the
last
fiscal
year
and,
as
I
said
it's
extended
into
this
year
with
18
months
over
at
ninety
percent,
I
did
noted
when
I
went
through
this
said
both
February's
seemed
to
have
a
little
bit
of
a
drop-off
and
we're
still
trying
to
figure
out
exactly
why
that
was
the
case.
It's
not
necessarily
tied
to
call
volume,
but
we
are
looking
at
that
as
a
interesting
sort
of
outlier.
Both
years
there
was
a
low
in
February.
I
Each
one
of
these
events
is
a
person
asking
for
help
and
so
I
think
that's
very
important
to
remember
that
the
product
is
about
providing
the
care
that
we're.
You
know
we
took
the
oath
to
do,
and
then
we
tapped
into
this
one
here,
which
is
the
same
presentation
but
shows
you
sort
of
the
call
volume
trying
to
track
if
there
is
a
tie
in
between
enhanced
call
volume
and
the
performance
levels
and
in
general,
as
you
can
see,
the
call
volumes
all
over
the
map.
I
We
can
certainly
tie
some
of
those
instances
to
large-scale
events
and
and
some
other
Peaks,
but
in
general
what
we
didn't
see
was
a
direct
correlation
between
call
volume
and
the
response
time
number
so
we're
now
what
next?
How
do
we
continue
to
get
better,
and
so
one
of
the
things
we're
gonna
look
at
here
is
and
then
the
next
two
slides
will
help
us
identify.
I
This
is
is
a
way
to
see
if
the
changes
we
just
recently
implemented
made
a
difference
and
those
that
we
just
implemented
are
the
measuring
the
impact
of
off-hook
answering
so
at
the
the
alarm
receipt
at
before
dispatch
time.
It's
forcing
the
call
to
be
answered
by
the
dispatchers
and
we'll
see
if
that
improves
that
alarm
processing
time
before
the
dispatch.
I
We
have
some
in
tentative
initial
positive
return
on
that
number
that
we
do
think
there
is
a
saving
in
time,
but
certainly
the
other
thing
about
that
is
that
it
is
certainly
a
safer
intersection
to
enter
and
I.
Think
that's
also
very
important
to
remember
again,
a
vehicle.
That's
out
of
service
due
to
a
crash
can't
respond
to
the
emergency.
I
There
were
lots
of
them
that
were
started
in
2014
that
we
included
in
the
memo
that
were
completed
and
and
showed
a
positive
output
and
again
18
straight
months
of
meeting
the
90%
or
higher
is
a
good
standard,
and
we
want
to
maintain
that,
and
so
some
of
the
things
that
are
on
here
is
again:
we
we
move
to
force,
answer
to
improve
call,
processing,
time
and
so
I.
Just
if
you
look
at
the
segments
there
right,
travel
time,
alarm
processing
turn
out
time.
Those
are
the
areas
that
and
travel
time.
I
Those
are
the
areas
that
we
would
want
to
look
at.
So
if
you
go
to
the
next
slide,
what
we've
included
here
is
really
a
summary
of
where
we
saw
improvements,
so
the
call
volume
there
in
blue
shows
you
the
way.
The
call
volume
has
you
know,
peaked
in
valley
throughout
the
last
two
years
and
if
you
look
at
the
orange
number,
that
is
the
alarm
processing
compliance
time
and
there's
a
slight
uptake
and
and
that's
amazing
work
by
our
comm
center.
That
is
understaffed
and
working
very
hard.
I
But
some
of
the
changes
made
there
with
CAD
to
CAD
improvements
that
we're
still
working
towards
the
forced
answering
in
other
areas.
There
have
have
a
slight
increase
there,
which
is
good
you'll,
see
that
the
turnout
time,
the
gray
line,
which
is
our
crews,
getting
out
the
door
and
responding
to
call,
has
seen
a
significant
upswing
and
has
maintained
a
very
high
level.
So
the
message
was
received
and
our
people
are
working
very
hard
to
make
sure
they're
responding
quickly.
I
You
remember
they
do
have
to
put
on
their
PPE
their
personal
protective
equipment
and
and
and
be
prepared
to
respond
to
the
call
and
then
that
that
line
at
the
bottom
there,
the
travel
compliance,
the
four
minute
travel
time
circle.
You
notice
that
that
number
tends
to
stay
pretty
low
and-
and
there
are
some
factors
of
that
and
traffic
patterns
and
time
of
day,
that
the
call
comes
in
and
in
those
areas
is
an
area.
I
I
Our
our
comm
Center
is
doing
the
more
robust
move
up
policy
and
then,
along
with
that,
the
backfill
for
training
is
a
very
significant
and
helpful
component
to
improving
travel
time
by
not
having
units
out
of
service
for
training.
We
are
back
filling
those
units
with
with
the
agreed
upon
budget
ad
that
allows
us
to
over
staff,
and
so
we,
you
augmented
staffing,
to
allow
our
units
to
train
and
still
cover
those
areas
and
that's
a
very
important
and
significant
part
here.
I
I
can't
emphasize
how
important
training
is
right
and
and
we
we
have
to
commit
hours
to
it.
We
have
a
lot
that
we
hold
our
crews
responsible
for
to
master,
and
so
we
have
to
provide
training
time
opportunities
without
reducing
the
response
time
and
there's
a
secret
to
that
is
additional
companies
on
on
duty
that
day
to
cover
that
area.
It's
made
a
significant
difference
and
then
I'll
also
point
you
towards
the
the
areas
that
are
still
being
worked
on
the
Omega
policy,
which
is
an
alternate
dispatch
policy.
I
We
are
looking
at
some
other
solutions
there,
including
reducing
9-1-1,
calls
from
high-volume
facilities.
The
first
facility
that's
being
used
at
is
the
main
jail.
It's
a
county
based
County
EMS
working
with
us
in
in
partnership
to
reduce
the
number
of
9-1-1
calls
at
a
facility
that
has
an
infirmary
and
a
physician,
and
so
that
will
help
us
with
the
the
number
of
calls
in
the
system,
and
then
we
are
still
working
at
the
CAD
to
CAD
links
which
we
think
will
help
us
with
alarm
processing
time
closest
unit
dispatch.
I
The
ability
to
see
the
units
on
you
know
a
CAD
environment
and
then
attach
the
closest
unit
is
still
in
process.
It
is
a
lot
and
a
lot
of
technological
challenges
there,
but
that
will
I
think
also
help
us
with
travel
time
and
then.
Finally,
we
are
still
working
on
improving
the
station
alerting
system
again
that
a
lot
of
technical
challenges
there
and
we're
still
in
process
of
getting
it
up
and
running.
We've
had
a
few
bugs.
We've
had
to
work
out
to
make
sure
that
it's
got
a
hundred
percent
accuracy.
I
So
that's
our
presentation
and
we're
certainly
here
and
open
and
willing
to
answer
questions
but
I
think
general
in
memo.
What
we
can
show
you
is
that
the
work
we're
playing
that
we
created
together
has
made
a
difference
and
that
the
performance
shows
that
I
think
that
we
have
targeted
a
alarm
processing
very
well
and
that
there
have
been
improvements.
Their
turnout
times
is
clinically
improved,
and
our
challenges
now
is
to
work
on
how
we
can
improve
the
the
four
minute
travel
time
component.
I
G
G
G
I
I'm
really
proud
that
you're
able
to
achieve
this
18
months
straight
and
get
your
gear
on
didn't
remain
safe,
I,
don't
know
that
any
one
of
us
can
get
out
of
the
house
if
they
timed
US
and
Canada.
If
we
were
to
well
nobody's
we're,
not
saving
anybody's
lives
for
sure
coming
to
work
any
any
day
of
the
week.
G
So
I've
got
to
say
that
that
this
is
this
success
is,
is
based
on
I,
think,
fundamentals
and
it
comes
down
to
your
staff
and
the
training
of
your
staff
and
your
ongoing
support
to
to
have
your
your
staff
trained
these
other
measures
to
improve
response
times.
We
have
to
rely
on
technology
right
and
I.
Think
that
you
talked
about
the
pre-emptive
system
and
I
wondered
this.
You
just
said
it
just
got
launched.
How
long
ago
was
that
launched.
G
G
G
G
And
are
those
areas
that
or
those
intersections
those
four
hundred
intersections
are
those
prioritized
by
the
typical
areas
where
there
is
a
lot
of
calls
for
service?
Is
there
any
layering
of
that
information
and
here's
where
I'm
thinking
I
so
I
live
next
door
to
the
villages
and
that's
a
community
for
55
and
older?
Many
of
the
residents
have
been
living
there
for
a
really
long
time,
so
I
always
hear
EMS
and
you
know.
G
C
Intersections
themselves
are
not
prioritized
there.
It's
based
on
geographical
location,
so
the
intersections
within
the
city
of
San
Jose.
As
long
as
that
they
are
maintained
by
route
DLT.
Those
all
of
those
intersections
are
prioritized
by
the
apparatus,
so
the
first
responding
fire
apparatus
has
the
priority
for
those
intersections.
The
intersections
that
we're
still
working
with
are
the
ones
that
operate
it
by
the
County
Oh.
G
G
G
G
C
So
our
Communications
Center,
which
is
also
accredited,
is
still
performing
at
a
high
level
and
they're
processing
hundreds
of
calls
per
day,
and,
yes,
we
are
facing
some
struggles
with
retention.
However,
we
are
working
with
our
recruitment
and
trying
to
bring
those
numbers
up
what
we
do
now.
As
far
as
maintaining
and
staffing
our
communication
center,
we
have
recently
changed
their
schedules,
which
has
made
it
more
attractable
for
people
who
want
to
become
fire.
Dispatchers
and
we've
also
filled
some
of
the
vacancies
with
overtime,
and
that
was
a
lot
of
these.
G
I
I
That
type
of
system
allows
us
to
get
the
call
started
quicker,
but
it
is
putting
an
added
burden
on
the
dispatchers
who
are
running
all
of
the
other
events
at
the
same
time.
So
it's
a
challenge
that
we're
looking
at,
but
there
have
been
studies
that
show
that
there
you
can
save
seconds
there
by
having
the
phone
answer
and
it
does
address
that
feeling
occasionally
where
someone
feels
like
they
called
9-1-1
and
there's
no
answer
so.
C
The
for
sensor
system
will
actually
go
live
at
the
end
of
this
month.
How
dispatchers
have
gone
through
training
and
we've?
Had
we
had
some
technology
implications,
so
we
had
to
put
in
some
hardware
and
also
provide
some
training
with
the
dispatchers
so
that
when
the
force
answer
goes
live
we
have
some
safe
measures.
G
C
I
G
Still
that
still
gives
a
kind
of
a
visual
signal
for
for
that
dispatcher
to
get
to
that
other
call,
it
still
serves
the
same
purpose.
It's
just
not
a
formal
lift
of
the
whole
system.
Right:
okay,
well,
I,
my
ears
kind
of
perked
around
the
just
all
the
great
work
overall,
but
every
every
piece
of
the
puzzle
here
works
has
to
work
together
to
get
this
success
and
so
I'm
glad
that
there's
a
lot
of
the
recommendations
that
that
were
made
during
some
of
the
audits
are
being
enacted.
G
Now
that
we're
seeing
starting
to
see
some
of
the
benefits
of
it,
but
even
before
the
audit
recommendations,
I
think
that
there
were
some
improvements
internally
anyhow
right.
The
so
I
want
to
just
congratulate
you
on
on
all
the
the
great
work
that
you're
doing
and
that
you've
done
for
our
residents.
G
I,
don't
know
if
you
either
of
you
were
in
the
room
when
there
was
a
resident
who
came
in
and
just
talked
about
a
very
just,
a
horrible
experience
with
her
daughter
and
having
her
not
being
able
to
connect
and
get
through
and
have
medical
care.
And
then
she
thought
back
to
you
know
she
knows
somebody
who's
in
the
dispatch
system,
and
so
that's
the
way
she
was
able
to
actually
get
some
some
care
and
I.
C
C
I
C
Definitely
and
I
don't
want
you
to
do
the
additional
work.
I
just
thought
you
might
have
a
rough
number
off.
The
top
of
your
head,
especially
in
my
understand,
is
that
we
didn't.
If,
if
we
didn't
hit
the
90
percent,
we
didn't
give
any
compensation
right.
That's
correct,
yeah!
So
the
fact
that
we
are
on
the
majority
of
the
calls
going
over
90
percent-
it's
definitely
a
positive
thing
financially,
at
least
for
18
Street
months
18,
30
minutes
and
the
other
question
I
had
to
was.
C
You
can
see
where
we
were
under
the
90%
threshold
in
under
70.
Well
at
seventy
two
point:
eight
eight
on
the
priority.
One
calls
what
happened
or
can
you
identify
a
specific
factor
that
caused
us
to
go
over
the
ninety
percent
the
following
month
and
stay
say
over
the
nine
percent
suit?
It
seems
like
something
happened
in
that
month.
So,
if.
I
D
Councilman,
thank
you
for
the
question
vice
mayor.
Excuse
me
thank
you
for
the
question,
so
I
think
what
really
moved
the
needle
in
that
time
period
and
has
kept
us
above
the
90
mark
since
March
was
we
had
really
gotten
to
a
place
where
we
overcame
the
turn
out
time
challenge,
and
so,
as
I've
explained,
I
know,
it's
been
quite
a
while,
but
prior
to
I,
think
it
was
2014.
D
When
I
got
here,
we
were
doing
something
that
was
called
pre
alerting,
and
so
the
pre
alert
system
would
notify
a
station
that
they
were
about
to
get
a
response,
and
we
asked
companies
to
actually
wait
to
respond
until
they
got
a
fully
notified
dispatch.
That
was
built
upon
a
prior
theory
that
we
could
right-size
the
resource
for
the
call,
so
the
whole
medical
priority
dispatch
system
would
take.
D
A
911
call
would
hear
the
CIM
stances
of
the
call
and
we
would
decide
what
kind
of
resource
would
go
and
what
code
of
response
so
code
to
code
three
great
in
theory,
except
we
only
have
one
type
of
resource
right.
So
we
don't
have
a
large
number
of
networks
to
decide.
We'll
send
a
two
person
unit
or
a
four
person
unit
or
a
truck
or
an
engine.
We
just
don't
have
enough
resources
to
do
that.
D
So,
while
it
was
a
good
good
thought
in
in
theory,
it's
far
too
costly
to
actually
put
into
place
in
the
meantime,
though,
we
train
the
entire
workforce
to
not
respond
when
the
bell
rang
right.
So
that
point
in
time
in
March
is
where
we
undid
all
of
that
training
and
got
us
back
to
a
place
where
we
were
doing
something
called
early
dispatch,
meaning
we
send
the
call
to
the
station
as
soon
as
we
know,
an
address
and
the
general
nature
of
the
call
before
we
do
medical
triage,
and
so
it
was.
D
C
Thank
you,
council
member
Jones,
Jennifer
McGuire
over
here,
an
answer
to
the
question
and
that
she's
been
Albert.
We
are
budgeted
for
2.4
million
dollars
from
the
paramedic
program
this
year
for
reimbursement
from
the
county,
and
we
got
2.2
approximately
last
year
and
we
I'm
sure
we're
gonna
exceed
the
2.4.
Given
the
history,
that's
been
going
on
meeting
the
times
great.
Thank
you.
A
A
This
is
something
definitely
to
be
proud
of
and
continue
to
aspire,
as
we've
seen
on
this
list
of
24
different
action
items
that
we
can
still
continue
to
well,
a
number
of
them
actually
completed,
but
the
remainder
of
those
that
we
can
continue
to
see
some
improvements
on
in
that
regard
number
20.
In
your
report.
A
It
states
strategic,
initially
included
a
reduced
number
of
resources
unavailable
due
to
training
and
decentralized
training,
to
reduce
travel
time
to
and
from
training,
and
it
says,
while
both
strategies
produced
greater
resource
availability,
resulting
compromises
and
training
practices
were
too
great
to
sustain
and
then
I'd
mentions.
The
Department
continues
to
deploy
back
for
resources
to
cover
staffing
gaps
created
when
companies
are
out
of
service
for
training
and
then
enabled
by
2016
budget
action.
So
just
kind
of
curious.
What
were
those
resulting
compromises
and
training
practices
that
were
too
great
to
sustain.
I
The
solution
was
the
enhanced
budget
staffing
that
allowed
us
to
backfill
companies
and
put
them
in
so
that
we
could
send
the
companies
to
training
at
a
centralized
location
with
the
centralized
training.
There
are
a
lot
of
challenges
as
I'm
sure
you
remember,
you
have
to
have
everybody
all
the
whole
cadre
of
instructors
trained
in
the
same
level.
They
have
to
all
be
experts
as
train
the
trainer's
and
then
even
at
a
if
you
went
to
a
battalion
level
and
you
did
the
training
at
the
battalion
houses.
I
There
are
still
companies
to
pull
in
out
of
service
from
the
outlying
areas,
and
so,
if
you're
talking
about
true
decentralized
training,
that's
actually
at
the
individual
stations.
So
that's
a
lot
of
resources
that
we
didn't
don't
have
to
be
able
to
have
say,
40,
different
train,
the
trainer
level
trainers
and
then,
when
the
trainings
happening,
are
they
in
service
or
not?
And
and
if
they're
in
service
then
and
they
get
interrupted.
Is
that
quality
training
mm-hmm
and
the
answer
is
no?
I
And
so
that
was
really
the
challenges
with
decentralized
training
was
one:
were
we
providing
the
same
level
of
training
and
were
we
getting
a
benefit
of
actually
having
rigs
in
service
and
and
I?
Think
we
found
that
we
went
back
to
the
prior
model
of
doing
more,
centralized
training,
high
quality
training
and
then
using
the
budget,
add
to
backfill
those
stations
and
maintain
response
times
and
from
my
personal
experience,
I
think
that
solution
is
the
better
one.
Okay,.
A
C
A
C
I
A
So
I'm
comfortable
with
an
annual
report.
If
we
want
to
move
this
to
that-
and
that's
my
colleagues
if
you
want
to
make
a
motion
to
accept
this
and
then
move
it
to
an
annual
report,
we
have
a
motion
from
Council
marina's.
Second,
from
vice
mayor
Jones,
all
those
in
favor
say
aye
aye
motion
passes.
Thank
you
very
much,
we'll
see
you
in
a
year.
A
J
G
Apologize
I
have
one
more
question:
I
completely
forgot
to
ask
you,
but
that
was
part
of
I.
Think
in
one
of
your
later
slides,
you
talked
about
the
county,
having
the
the
jails
being
one
of
the
areas
that
has
a
lot
of
calls
for
service
and
restructuring
that
system.
What
is
what
is
the
change?
When
is
that
change
going
to
be
because
it
makes
sense
that
you
wouldn't
respond
to
the
jail
since
they
have
an
on-site
doctor
and
crew
there
right
thank.
D
You
I'm
gonna
answer
personally,
because
I've
been
I've
been
driving
this
part
of
our
work
plan.
So
if
you
recall,
we
have
an
outstanding
audit
recommendation
that
talks
about
expanding
the
use
of
the
Omega
protocol,
which
is
the
lowest
level
medical
priority
dispatch
level,
meaning
we
wouldn't
even
send
a
resource
to
that
type
of
call.
D
G
D
Think
so
so
the
jail,
for
example,
the
medical
director,
dr.
Miller,
with
County
EMS,
has
worked
with
the
jail
to
install
a
hard
phone
line
that
can
give
them
access
to
inner
facility
transport
rather
than
calling
9-1-1.
And
so
it's
early.
We
don't
have
all
the
data
in
but
yeah.
I
do
believe
we're
gonna
be
able
to
report
some
level
of
progress
there
and
hopefully,
at
the
other,
addresses
that
we're
targeting
as
well
great.
G
E
A
K
Good
afternoon
my
name
is
Justin
long
I'm,
the
deputy
director
for
PRS
for
Parks
I'm
joined
my
right
by
John,
a
Ciccarelli,
the
director
of
PR
NS,
as
well
as
Pam
he'll,
be
the
supervising
park
ranger
we're
here
today
to
present
the
annual
report
for
the
park
ranger
program
and
to
go
over
its
highlights,
including
volunteer
activity,
as
well
as
the
2019
2020
work
plan.
All
right,
the
city
of
San
Jose's,
Park
Ranger
program,
is
an
integral
part
of
the
Department
of
Parks
Recreation
neighborhood
services.
K
The
Park
Rangers
also
maintain
safety
and
security,
our
neighborhood
parks
and
along
trails.
In
December
of
2018,
the
department
submitted
a
park
ranger
program
status
report
to
the
Public
Safety
Committee,
and
in
this
report
the
department
listed
the
following
steps
for
the
park
ranger
program
during
the
1819
year.
The
first
was
the
police
department,
PRS
reviewed
joint
patrol
cost,
so
the
administration
may
consider
potential
recommendations
to
bring
forward
in
the
2019
2020
budget
process
and
of
the
city's
overall
fiscal
condition.
K
So,
additionally,
in
January
of
2019,
the
mayor
and
city
council
heard
this
item,
which
the
mayor
also
recommended:
exploring
scheduling,
joint
patrols
on
Saturdays
and
the
option
of
having
this
become
an
assignment
for
become
an
assignment
for
police
officers
rather
than
through
secondary
employment
unit.
The
program
has
confronted
many
hurdles
over
this
past
year,
but
still
produces
quality
results
and
key
highlights
that
Pam's
going
to
lead
you
through
the
years
program
highlights.
H
H
Park
Rangers
became
the
first
in
Santa
Clara
County,
to
implement
a
program
for
internal
in
the
lock
zone.
We
were
the
recipient
of
a
grant
from
the
Santa
Clara
County
Emergency
Medical
Services
Agency
effective
about
two
weeks
ago.
We
now
have
internal
naloxone
for
the
treatment
of
opiate
overdoses
on
all
of
our
emergency
vehicles,
and
every
Ranger
has
been
trained
to
use
that
that
life-saving
drug.
H
We
also
have
met
our
goal
of
all
peace
officer.
Park
Rangers
have
completed
the
post,
implicit,
biased
and
principal
policing
training,
and
we
are
on
track
for
all
of
our
peace
officer,
Park
Rangers,
to
have
completed
the
40-hour
crisis,
intervention
training
that
we
have
three
recruits
in
the
Academy
right
now
and
they
are
scheduled
into
the
first
available
CIT
class
as
soon
as
they
graduate
so
they'll,
be
in
in
February
with
their
graduation
date
of
mid-january.
The.
H
Department
has
been
working
on
joint
patrols
for
the
riparian
corridor,
areas
of
the
hundred
and
eleven
possible
patrol
dates,
beginning
in
mid-september
of
2015.
We
had
51
dates
that
were
filled.
40
were
not
filled
due
to
the
lack
of
availability
of
either
the
police
officers
or
the
park
rangers,
and
we
had
20
dates
that
were
canceled
for
other
reasons,
primarily
the
weather.
H
One
of
the
biggest
problems
we're
still
struggling
with
is
maintaining
citywide
coverage
of
our
regional
parks
and
open
spaces
due
to
our
staffing
shortages
right
now,
so
that
sort
of
limits
the
amount
of
time
we
can
dedicate
to
the
joint
patrols
on
the
creeks
and
which
is
also
why
we've
not
been
able
to
get
to
the
Saturday
patrols.
Yet.
L
K
The
meetings
were
facilitated
in
partnership
with
the
West
Valley
College
Park
management
department,
as
well
as
the
executive
team
in
P,
R
and
s.
Those
meetings
resulted
in
a
variety
of
topics
that
included
training,
risk
safety,
equipment,
staffing,
standard
operating
procedures,
joint
patrol
best
practices
and
more.
The
working
group
currently
has
formed
multiple
committees
to
research
and
present
solutions
to
address
each
area
identified
through
the
facilitation
process.
Pr
ness
expects
this
process
to
continue
through
the
fall
in
winter
of
2019
and
make
recommendations
for
the
department
to
implement
in
early
2020.
H
H
We
currently
have
three
Rangers
in
the
Academy
with
a
projected
graduation
date
of
January
15th,
where
they'll
move
to
field
training,
we
have
one
lateral
hire
that
we
got
from
Sonoma
County
Parks
hukum,
successfully
completed
her
field
training
program
and
is
now
in
independent
patrol,
and
we
have
one
candidate
that
is
currently
in
conditional
job
offer
he's
completed
as
medical
and
psychological
screenings.
We
hope
to
get
the
results
back
next
week
and
be
able
to
bring
him
on
board
by
early
November.
H
The
Rangers
continue
to
focus
on
Public
Safety
as
part
of
their
initial
response
at
Rangers
are
still
the
first
responders
to
any
emergency
that
happens
in
their
assigned
area
and
that
can't
include
medical
emergencies,
search
and
rescue
events
and
wildland
fires.
All
Rangers
are
cross
trained
as
emergency
medical,
responders,
they're
certified
in
wildland
fire
suppression
and
take
training
and
conduction
conducting
search-and-rescue
events
in
our
open
spaces.
H
H
Transitioning
our
data
keeping
from
calendar
year
to
fiscal
year,
so
2019
was
not
complete
in
that,
so
we'll
have
updated
numbers
as
we
close
out
the
year
enforcement
stats,
Park
Rangers,
the
peace
officer,
Park,
Rangers
patrol
parks
and
enforce
applicable
state
and
local
laws,
and
our
department
philosophy
is
to
use
the
lowest
applicable
level
of
enforcement
for
violations
with
that
95%
of
all
of
our
law
enforcement
contacts
are
generally
closed
out
with
either
a
warning
or
education
on
the
violation,
but
Rangers
are
still
actively
issuing
criminal
citations,
conducting
investigations
and
making
arrests
when
necessary.
Our.
H
Program
also
continues
to
try
and
be
as
active
as
we
can
with
our
voluntary
community
volunteers.
We
are
committed
to
leveraging
our
volunteer
resources
and
continue
to
work
closely
with
our
community
at
groups
and
other
edge
national
institutions
to
make
Park
and
resource
improvements
within
our
parks
and
open
space.
H
If
you
look
at
our
current
numbers
again,
some
of
the
decreases
because
of
the
the
change
and
the
data
keeping
the
other
is
that,
with
our
staffing
shortage,
we
have
not
been
able
to
dedicate
the
amount
of
resource,
Ranger
resources.
We
want
to
support
some
of
our
volunteer
groups,
so
we
don't
lose
that
momentum
and
lose
that
effort.
The
Rangers
have
been
coordinating
very
closely
with
the
departments
of
volunteer
management
unit.
If
the
Ranger
can't
support
the
volunteer
group,
rather
than
turn
them
away,
we
work
with
the
vmu
to
make
sure
we
get.
H
We
capture
that
community
enthusiasm
and
get
the
get
the
project's
done,
so
that
in
that
we
should
reflect
an
uptick
in
the
vmu
statistics.
We
have
been
able
to
continue
our
interpretive
programming.
I
was
able
to
convince
one
of
our
Rangers,
our
retired
last
year,
to
come
back
as
a
retiree
hire
retiree
rehire
and
focus
on
coordinating
our
interpretive
programming.
This
summer
we
were
able
to
offer
14
programs
which
included,
guided
walks,
stargazing
movie
nights
and
some
campfires.
We
also
were
able
to
build
on
last
summer's
overnight
camping
event.
H
H
Excuse
me,
meteor
viewing
party
with
the
San
Jose
Astronomical
Association.
We
had
over
a
hundred
and
twenty
guests
come
out
to
join
us
for
stargazing
and
meteor
watching,
and
we
had
a
glow-in-the-dark
disc
golf
event
with
Silicon
Valley
disc
golf,
so
we've
been
getting
a
lot
of
good
community
support,
Rangers
also
partnered
with
Happy
Hollow
park
and
zoo.
We're
on
duty
Rangers
would
attend
some
of
their
zoo
camps
and
provide
some
interpretive
programming.
So,
overall
we
completed
26
programs.
This
season
with
1,300.
K
So
as
the
Department
continues
to
have
a
very
successful
Ranger
program,
we
do
have
some
challenges
and
to
address
those
recruitment
and
retention
of
Park
Ranger
still
stays
as
our
number
one
topic
at
an
end
goal.
We're
also
in
development
with
trying
to
develop
a
park,
ranger
apprenticeship
program
in
cooperation
with
the
state
of
California
apprenticeship
program
and
West
Valley
College
as
to
be
a
means
of
intake
into
the
program,
we're
also
working
to
develop
a
West
Valley
Academy,
so
that
our
Ranger
recruits
could
be
trained
here
locally
through
the
local
university.
K
This
past
budget
year
in
2019
2020,
we
were
able
to
secure
funding
for
the
joint
patrols,
we're
working
to
finalize
the
Ranger
Duty
manual,
the
next
several
months,
and
we're
also
working
to
improve
that
training
and
recruitment
process.
That's
in
progress,
and
hopefully
we'll
have
some
direction
in
the
spring
from
and
our
partners
at
West
Valley.
K
Also,
we
were
in
the
process
of
implementing
the
body,
worn
cameras
and
related
training
for
the
Rangers
in
that
process
when
we
hope
to
have
that
in
place
this
spring
again,
as
you
can
see
our
main
focus
for
the
work
plan,
we
really
try
to
get
the
apprentice
program
up,
as
well
as
the
duty
manual,
the
body
cameras
and
our
joint
patrols.
So
with
that
we'll
open
it
to
questions
to
committee
members.
A
C
K
I'm
all
at
Pam
addressed
the
direct
responses,
but
in
general
the
joint
patrols
have
gone
relatively
well
with
the
officers
with
the
ones
that
have
been
covered.
I
do
believe
that
in
some
instances
some
Rangers
don't
feel
as
completely
comfortable
still
doing
that,
but
I
do
believe
that
we're
doing
the
best
we
can
to
provide
that
safety
and
support
through
those
join
controls.
H
Beginning
to
see
the
same
officers
sign
up
for
the
detail,
so
the
Rangers
were
developing
a
cohesive
working
in
it
with
the
police
department.
So
it's
the
same
people
you
develop,
develop
a
relationship.
You
develop
a
trust
and
an
understanding,
so
I
think
that
was
that
was
coming
along
rather
nicely
they're
still
Rangers,
who
just
don't
don't
feel
comfortable
doing
it.
H
That's
the
best
way
they
describe
it
to
me
is
that
when
they,
when
they
go
out
into
the
creeks,
if
something
were
to
go
wrong,
that
they
have
to
rely
100%
on
the
police
officers
to
defend
them
and
that's
not
something
they're
comfortable
with,
they
would
still
prefer
to
be
fully
equipped
to
defend
themselves.
So
again,
it's
a
personal
thought:
it's
not
the
majority,
but
there
are
a
few
out
there
that
still
have
those
feelings.
Those.
J
If
I
can
just
add
the
Park
Rangers
do
have
safety
equipment
on
them,
or
they
do
have
an
ability
to
take
some
defensive
actions
and
they
are
certainly
trained
to
take
defensive
actions.
But
certainly
the
use
of
deadly
force
is
not
a
tool
that
they
have
and
I
think
that's
what
Pam
may
be
referring
to
with
the
officers
is.
They
would
prefer
to
have
control
of
that
themselves,
but
they're
not
completely
without
training
or
equipment,
to
take
some
defensive
action
on
their
own.
Okay,.
C
Great
next
question
is
on
the
memo
page:
five
Table,
two,
where
you
have
the
budget,
FTEs
filled
FTEs
and
vacant
FTEs
and
when
you
add
your
the
row
for
the
part-time
Rangers,
you
had
three
point:
three:
four,
where
you
didn't
have
an
offset
in
terms
of
billed
FTE,
so
really
excuse
the
ratio
of
budget
FTEs
to
build
FTEs.
So
my
question
is:
if
I
look
at
this,
your
actual
actual
bacon,
FTEs
or
more
than
five
point,
seven
five.
Unless
you're,
not
accounting
for
the
part-time
FTEs,
you.
J
Know
the
the
twenty
three
point:
five,
nine
is
the
total
budget.
It's
so
three
point
three
four
is
part
of
that.
If
you
look
at
the
next
column
over,
it
says
thirteen
part-time
on
benefit
of
Park
Rangers
accounted
for
seven
thousand
168
hours.
That's
against
the
three
point,
three
four,
which
is
six
thousand
nine
hundred
forty-seven.
So
we
actually
got
a
couple
hundred
more
hours
out
of
them
likely
from
vacancy
savings.
Out
of
that
three
point:
three:
four,
so
that
three
point
three
four
is
was
worked,
worked
FTE
right.
K
J
You
have
vacant
five
point:
seven
five
go
one
more
column
over
to
your
right
and
it's
filled.
Plus
vacant
is
20.25
FTE,
that's
that's
not
including
those
part-timers,
the
part-timers
we
generally
can
fill.
We
can
get
those
hours,
it's
the
full-time
Rangers
where
we
struggle.
So
there
is
still
a
vacancy
of
5.75,
part-time
and
or
I
mean
full-time
and
or
full-time
or
part-time
benefited.
J
C
J
C
J
J
A
G
Thank
you,
I'm
gonna,
ask
a
question
about
what
a
vice
mayor
asked
about
and
that's
the
partnership
that
happens
with
the
police
department.
I
know
that
you
said
that
the
police
department
or
the
police
officers
are
the
ones
who
sign
up
and
then
the
park
ranger
meets
up
or
is
able
to
connect
with
them
and
create
maybe
some
level
of
relationship
as
long
as
maybe
it's
the
the
same
police
officer
and
there's
makes
a
lot
of
sense
right
to
have
the
same
police
officer
and
build
that
relationship.
G
Is
there
on
the
end
of
the
park
rangers
an
opportunity
for
that
to
also
be
an
elective,
an
elected
assignment,
because
it
sounds
like
and
and
I
I'm,
not
gonna,
pretend
to
understand
if
I
was
partnered
up
with
the
police
department,
I
would
feel
the
safest
right
with
a
police
officer.
Obviously
I
don't
have
the
type
of
training
the
park.
Ranger
has
so
I'm
at
a
complete
disadvantage.
G
So
I
don't
know
if
the
partnership
will
be
fruitful
in
the
end.
If
both
sides
don't
see
the
benefit
to
it,
now,
don't
know
that
I
I
heard
that
there
was
a
I
heard,
maybe
that
there
is
maybe
some
officers
don't
see
it
the
same
way
they
prefer
to
take
on
their
safety
themselves,
and
so
what
I
guess
I'm
wondering
what
what
percentage
of
those
Park
Rangers
is
I
will
how
many
folks
I
know
I
don't
need
names.
G
I
just
want
to
know
is
that
in
general,
or
is
that
just
maybe
the
exception,
because
if
this
partnering
isn't
you
know,
if
we're
doing
this
partner
partnering
it's
in
good
faith
to
create
these
partnerships
or
these
relationships?
But
if,
if
one
side
isn't
agreeing
with
that,
that
I'm
not
sure
how
how
far
it
can
go.
H
F
H
Talking
one
or
two
people
I
think
most
of
the
Rangers
have
adapted
to
it.
The
Rangers
do
volunteer
for
the
assignment
right
now
again,
we
are
focusing
on
just
getting
our
parks
covered
today.
I
have
two
full-time
sworn
Rangers
for
the
entire
city
and
a
handful
of
non-sworn
seasonal
Rangers.
So
it's
you
know
the
the
overtime
assignments
they're,
picking
her
just
to
get
the
parks
open
and
closed
and
meet
our
needs
there.
So
it
we
do
have
people
signing
up
when
they
can
of
nobody's
on
vacation.
H
If
all
the
Ducks
line
up,
then
we
get
a
couple
of
extra
hours.
So
yeah,
it's
like
I,
said
it's
it's
a
process.
That's
coming!
You
know,
you're
down
in
the
creek,
you
kind
of
have
to
have
communication
trust
understanding
of
each
other's
strengths
and
weaknesses.
So
so
it's
coming
along.
It's
building
the
officers
that
we
get
are
interested
in
working
with
us
in
helping.
So
it's
and
they're
actually
starting
to
get
interested
in
environmental
crimes,
and
things
like
that.
G
Then
I'm
glad
to
hear
that
maybe
this
is
the
minority
of
the
Ranger.
It's
it's
not
the
prevalent
feeling
about
this
partnership
and
I've
got
to
thank
you
for
the
work
that
you
all
do
within
all
of
our
parks.
We
have
I,
have
light
Cunningham
within
our
district,
and
that
is
just
a
handful
in
ever
of
itself.
Right
I
mean,
and
we
have
a
lot
more
parks
other
than
like
Cunningham.
G
But
that's
that's
a
lot
of
work
all
right
and
you
got
multiple
entrances
and
just
a
lot
of
folks
coming
in
for
different
reasons,
either
for
the
lake
or
for
the
wonderful
bike
park
that
we
have
there
or
for
the
skate
park
or
for
raging
waters.
I
mean
there's
just
so
many
different
types
of
audiences
that
are
coming
in
there's.
You
know
teens,
there's
little
kiddos
for
the
playground
and
our
Park
Rangers
continue
to
keep
us
safe.
There.
G
Definitely
a
witness
and
grateful
to
the
work
that
they're
doing.
We
had
a
our
fall
family
festival
a
couple
of
weeks
ago
and
I
know
that
there,
everybody
is,
is
tied
up
with
a
lot
of
work
and
they
did
an
extremely
great
job
in
in
helping
us
and
assisting
us
in
that
in
that
festival,
but
not
only
that
just
one
day,
it's
it's
every
day.
You
know
we,
the
fortune.
G
We
are
parts,
continue
to
be
a
safe
place
for
families
to
go
to
a
free
and
beautiful
place
for
our
families
to
to
go
to,
and
that's
ultimately,
the
result
of
of
our
Park
Rangers
and,
of
course,
now
with
this
partnership
with
our
Police
Department,
but
mainly
it's
a
park
rangers
that
we
see
there
are
so.
Thank
you.
A
Thank
you
just
a
couple
questions
here.
So
the
first
comment
in
regards
to
the
chart
at
Table
two
on
page
five
I
will
say
that
it
the
way
that
your
your
totals
line
adds
up
with
the
description
over
on
the
right.
That
kind
of
shows
the
filled
post
vacant
is
actually
20.25,
but
yet
the
total
on
the
budgeted
includes
the
three
point:
three
four
equivalent
hours
for
part-timers
and.
E
A
Just
denoting
it
over
on
the
right
doesn't
make
it
as
clear
as
it
it's
it
could
be.
So
I
would
say
to
help
clarify
that
for
your
next
report
next
year,
that
you
just
you
know,
find
another
way
to
organize
that
in
the
chart.
So
then
that
way,
it's
a
little
more
clear
what
we're,
what
we're
comparing
there
and
then
to
the
vice
mayor's
point.
A
K
H
H
The
old
manual
has
had
some
updates
to
it
and
some
changes,
but
I
wouldn't
call
it
a
comprehensive
manual,
so
the
in
light
of
modern
practices.
So
the
new
manual
is
at
the
City
Attorney's
Office
for
final
review,
so
we're
hoping
to
once
it
gets
through
there.
We
should
be
able
to
to
roll
out
a
little
more
expeditiously
with.
K
A
I'm
necessarily
suggesting
you'd
come
here,
I
just
curious.
If
that's
something
that
does
sounds
like
it
doesn't
so,
and
I
wouldn't
request
that
so
and
I
would
like
to
see
it,
though
so
as
it's
in
its
adoption
form
I'd
love
to
take
a
look
at
it,
so
somebody
can
sure
get
over
a
copy,
or
maybe
even
John,
in
one
of
our
check
ups
next
month,
or
something
like
that.
So
thank
you.
A
M
L
L
Our
recommendation
is
that
you
accept
the
semi-annual
report
on
the
city's
efforts
to
contain
workers,
compensation
costs
and
reduce
claims
for
the
workers
compensation
program
by
focusing
on
wellness,
health
and
safety
through
the
end
of
2018
2019
for
background
on
June
18
2019,
the
City
Council
authorized
the
city
manager
to
negotiate
an
exit
acute,
an
agreement
with
inter
care
to
provide
comprehensive
workers
comp
services.
This
was
a
three
year
agreement,
starting
on
July,
1st
2019
and
ending
on
June
30th
2022.
L
This
next
slide
reflects
the
total
number
of
open
claims,
as
in
June
30th
2019.
As
you
can
see
in
the
far
right
hand,
column
there
are
a
total
of
14,
71
or
1471
indemnity
claim
claims.
Those
are
lost
time
cases,
108
medical,
only
cases
in
1068
future
medical
claims.
When
you
compare
that
number
to
a
year
ago,
on
June
30th
2018,
we
had
3,000
120
claims,
so
we've
seen
a
year-over-year
reduction
of
15%.
L
The
next
slide
reflects
workers
comp
total
claims
costs,
I'm
pleased
to
report
that
we
demonstrated
at
over
two
point:
six:
five
million
dollar
reduction
against
budget
and
an
actual
over
three
million
dollar
reduction
against
total
actual
expenditures.
In
2018-2019,
some
significant
reductions
were
shown
in
fire.
There
was
over
a
four
hundred
and
seventy
seven
thousand
dollar
reduction.
There.
L
L
L
This
next
slide
reflects
the
inner
care
staffing,
as
of
June
30th
2019,
for
the
2647
open
claims
that
we
have
within
ER
care.
We
have
a
total
of
21
members,
then,
on
that
staff
at
Inter,
Care
comprises
of
eleven
senior
claims
adjusters
for
future
medical
medical,
only
examiners
and
six
support
staff.
L
L
This
next
slide
reflects
the
performance
measures
for
inner
care
that
we
monitor,
there's,
what's
called
an
adjuster
technical
audit
summary
and
that
summary
is
composed
of
four
different
areas
under
quality
and
for
under
the
state
performance
and,
as
you
can
see,
their
overall
audit
score
was
at
ninety
three
percent,
which
is
excellent
in
all
of
the
areas
that
were
measured.
They
came
in
over
ninety
percent.
L
There
were
three
new
initiatives
rolled
out
this
past
year
and
there's
a
description
of
each
one
in
your
memo,
but
I'd
like
to
point
out
the
interconnect
program.
This
is
a
new
program
that
basically
connects
injured
workers
with
inner
cure
staff.
Specifically
a
claim
supervisor
and
an
adjuster
will
come
on
site
to
the
city
of
San.
Jose
and
appointments
are
made
with
injured
workers
so
that
they
can
meet
face
to
face,
in
essence,
connect
with
their
claims,
adjuster
and
supervisor,
and
have
that
interaction
where
they
can
have
questions
answered
concerning
the
workers.
L
Comp
claim
paperwork
that
sense
of
them
that
they
don't
understand.
They
can
sit
down
with
their
adjuster
and
be
able
to
review
that
and
understand
that
this
has
been
very
effective.
It
was
rolled
out
in
fire
in
July
of
2019,
with
police
in
September
and
the
airport
in
October.
It
was
so
successful
in
fire
that
they've
asked
for
another
meeting
and
we
have
scheduled
that
for
next
month
in
November,
for
them
to
come
back
on
the
wellness,
Health
and
Safety
Initiative
side.
L
L
From
a
compliance
standpoint,
we
had
the
Health
and
Wellness
Fair
in
July,
a
public
safety
willness
committee,
a
joint
committee
between
management
and
the
police
and
fire
union
to
look
at
continuous
improvement
opportunities
around
wellness,
post-traumatic
stress
disorder,
cancer
prevention,
some
of
the
topics
we
discussed
there,
an
RFP
and
ergonomics
that
was
completed
more
employee
wellness
screening
by
our
employee
health
services
department,
that
is
on
a
quarterly
basis,
goes
to
different
departments.
All
of
those
are
spelled
out
in
the
memo
that
you
have.
L
L
We
feel
that
this
is
going
to
help
with
the
recovery
time
for
the
firefighter
get
them
back
to
work,
get
them
the
treatment
they
need,
and
you
know
ultimately
have
a
very
positive
experience
when
they
get
injured.
Again,
it's
a
one-year
pilot
program
and
we
continue
to
evaluate
that
on
a
monthly
basis.
L
L
It
speaks
to
the
values
and
the
importance
of
health
and
safety,
and
we
wanted
to
just
let
employees
know
that
the
city
of
San
Jose
is
committed
to
providing
a
health
and
safety
working
environment
for
them.
It
says
here
real
briefly
a
mission
first
safety
ollas.
The
city
cares
about
your
safety
and
insuring
your
health
and
safety
is
our
top
priority.
A
safe
work
environment
requires
teamwork
and
is
everyone's
responsibility.
We
address
workplace
injuries
with
an
employee
focus
that
fosters
compassion
and
empathy.
All
workplace
injuries
are
reported,
care
is
Swift
in
the
city.
L
Evaluates
each
incident
to
continuously
improve
upon
our
safety.
Return
to
work
is
our
goal
for
you
and
essential
to
employee
recovery,
health
and
wellness.
This
is
distributed
during
all
new
employee
orientation
so
on
day
one.
They
understand
the
value
of
health
and
safety
in
our
partnership
with
them,
and
our
commitment
to
providing
a
health
and
safety
work,
environment.
L
In
conclusion,
outsourcing
the
inner
care
has
allowed
staff
to
increase,
focus
on
safety
and
injury
prevention,
as
well
as
manage
the
activities
and
performance
of
the
TPA.
The
third-party
administrator,
the
open
claim
inventory,
has
been
reduced
by
approximately
15%
costs
associated
with
workers.
Claims
have
been
reduced
by
approximately
twelve
percent,
as
evidenced
by
the
two
point.
Six:
five
million
reduction
against
budget
wellness
and
safety
initiatives
are
anticipated
to
further
reduce
the
number
of
injuries
and
associated
costs,
and
with
that
I'll
open
it
up
to
any
questions.
Thank
you.
A
A
I'm
curious
in
regards
to
these
performance
metrics
what
the
the
goals
or
requirements
are
I
see
on
the
quality
performance,
there's
pass/fail
that
says,
but
it
doesn't
say
what
denotes
a
pass
it
a
fail
and
sort
of
some
cures.
What
we're
trying
to
achieve
and
then
with
the
state
compliance
performance
that
doesn't
have
a
pass/fail
denotation.
So
what
is
the
yeah.
A
L
Good
question
so
from
the
quality
standpoint,
these
are
best
practices
in
workers
comp.
The
three
point
contact
that
the
pass
and
fail
is
whether
or
not
they
achieve
that
did
they
contact
the
employer.
Did
the
in
contact
the
employee?
Did
they
contact
the
doctor
within
three
days
causation
analysis,
I,
get.
A
What
you
mean
so
the
pass/fail
is
not
achieve
a
certain
percentage.
You
pass
fail,
it's
it's
either
you
did
it
or
you
didn't
correct,
got
it,
and
so
is
there,
though,
a
percentage
that
we're
attempting
to
achieve
in
these
quality
performances
and
is
there
a
percentage
that
the
state
is
attempting
to
achieve
and
their
compliance
before
right.
L
That
this
is
an
internal
audit
and
so
inner
care
uses
this
to
measure
the
capability
of
each
adjuster
and
uses
it
as
a
performance
tool
to
address
that.
So
it
there's
no
state
requirements
for
this.
Obviously,
if
there
was
a
notic
and
they
failed
to
achieve
paying
temporary
disability
payments
on
time,
paying
permanent
disability
on
payments
on
time
that
could
potentially
open
them
up
to
penalties
even
just.
L
When
will
we
rent
yeah,
we
I
discussed
that
with
inner
care,
because
at
the
last
time
we
did
completed
this
audit,
they
were
at
ninety-eight
percent
for
total
and
I
saw
a
drop-off
there.
They
attributed
that
there
was
some
change
and
turnover
and
staffing
from
my
standpoint.
It
should
be
a
hundred
percent
I
mean
that
is
the
goal
above
a
ninety
percent
is
satisfactory.
L
L
L
A
M
I
definitely
think
that
that's
something
that
we
can
take
a
look
at
I
do
know
the
contract
does
have
performance
targets
in
it.
I
don't
think
that
there's
a
number
that's
necessarily
tied
to
it,
though
I
would
agree
with
Eric
I
think
anything
that
gets
below
ninety.
We
would
want
to
start
having
conversations
with
them,
but
otherwise
I
think
looking
at
this
I
it
pleased
with
with
their
performance,
given
that
we're
only
a
year
into
this,
they.
A
Pretty
good
I
would
agree
with
Eric
and
his
presentation
said:
ninety-three
percent
was
still
excellent,
so
that
I
didn't
necessarily
agree
with,
but
pretty
good
93
percent
I
would
say
yes,
ninety-eight
percent
I'd
say
excellent.
100
percent,
as
you
said,
would
be
nice
to
achieve,
would
be
perfect
and
the
reason
why
this
actually
intrigued
me
was
for
a
couple
reasons,
number
one.
A
We
talked
about
the
decrease
of
fifteen
percent
and
and
that's
obviously
a
positive
thing,
so
I
think
of
that
as
okay,
we're
seeing
we're
seeing
these
cases
close
I
looked
at
the
number
of
staff,
it's
the
same
as
it
was
on
this
last
report.
Eleven
senior
claims
examiner's
for
future
medical
or
medical,
only
examiners
than
six
clerical
staff,
and
then
the
average
cases,
though,
looks
like
it
like.
A
It
went
up
a
little
bit
from
the
133
point
7
in
this
report
and
then
what
what
was
130
nine
point
nine
average
cases
six
months
ago
in
in
that
report,
looked
you
know
to
me
like
there
wasn't
anything
that
it
stood
out
right,
that
it
should
have
made
a
major
change.
It
sounds
like
Eric.
Your
response
was
when
you
asked
them
that
they
said
they
had
some
turnover
in
staff,
so
maybe
that
related
to
some
of
these
numbers
dipping.
A
But
then
I
looked
at
the
numbers
to
compare
across
the
board
to
see
really
where
there
might
be
that
the
biggest
discrepancies
so
the
top
line.
If
we
were
to
go
back
to
slide
7
so
going
down
the
list
from
six
months
ago,
we
had
at
the
top
a
prior
overall
score
of
98
percent
and
then
moving
down
the
for
quality
performances
were
96,
96,
99
and
a
hundred
percent
under
the
benefit
payments,
and
then
the
state
compliance.
The
first
three
were
all
a
hundred
percent.
A
A
A
5%
drop
I'd
like
to
see
a
comparison,
so
that
I
honestly
just
saves
me
a
little
bit
of
time
to
have
to
sit
there
and
and
then
rattle
these
numbers
off
it
and
it
doesn't
benefit
the
rest
of
the
public
because
they
can't
see
that
themselves.
But
then
that
way
we
can
actually
pinpoint
where
our
is.
Is
there
an
area
that
actually
is
of
concern?
A
For
instance,
right
you
look
at
some
of
the
the
bigger
drops
like
the
temporary
disability
payment
compliance
went
from
a
hundred
percent
down
to
ninety
three
I
think
that's
a
pretty
big
swing
right
and
then
an
area
where
we
were
at
a
hundred
percent.
The
benefits
payments
right
went
from
a
hundred
percent
to
ninety
seven
percent.
Some
other
big
drops
the
plan
of
action
plan
of
action
in
claim
notes.
Every
90
days
went
from
99
down
to
a
hundred
arm.
Skews
me
99
down
to
90,
so
a
decrease
of
nine
percent.
A
So
we're
just
kind
of
curious
right.
I
wanted
to
see
what
areas
my
be
of
concern
and
across-the-board
right.
All
of
them
were
concerning
a
couple
of
them
stood
out,
and
this
is
not
a
trend
that
you
know.
I
want
to
see,
continue
and
so
I
appreciate
hearing
that,
for
you,
a
warning
sign
would
be
about.
A
You
know
dipping
below
that
ninety
percent,
seeing
that
it
was
literally
near
and
one
hundred
percent
ninety
eight
percent
right
at
the
last
report,
and
that
we
had
a
number
of
areas
that
they
were
hitting
a
hundred
percent
and
this
go-around
not
one
place.
Did
they
hit
a
hundred
percent?
That's
concerning
to
me-
and
you
know
most
everybody
in
the
room-
maybe
not
Eric-
realizes
how
kind
of
fiercely
I
fought
for
this
right
to
sort
of
stay
in
house
previously.
A
Maybe
you
watched
enough
of
the
videos,
but
so
I'm
gonna
be
picking
pretty
close
right
at
the
the
results
here
and
in
looking
for
areas
of
concern,
and-
and
so
this
is
certainly
for
me
was
was
was
not
an
improvement,
was
not
what
I
want
to
see.
I'd
love
to
see
them
stay
at
these
high
levels
of
results,
and
so
I
hope
we
can
for
one
see
that
improve
right
in
the
next
six
months,
but
that
we
can
also
get
a
little
bit
more
of
a
comparison
on
the
numbers
and
then
maybe
Jennifer.
A
M
I,
do
you
want
to
clarify
one
thing
when
you're
looking
so
just,
for
example,
under
state
compliance,
performance,
you're,
looking
at
temporary
disability
payment
compliance,
they
audited,
178
claims
only
27
of
them
had
temporary
disability
payments
so
where
they're
actually
only
looking
at
27
and
then
two
were
no
and
25
for
yes.
So
because
it's
such
a
small
thing,
there
could
be
a
swing
in
that
percentage
just
by
one
or
two
claims.
So
I
just
wanted
to
clarify
that
there
no.
A
No
yeah
and
I.
We
had
this
discussion
with
the
Independent
Police
auditor
report
right
using
statistics
right
using
percentages
versus
looking
in
actual
hard
numbers
so
and
I
appreciate
I,
see
that
in
here
in
the
report,
right
that
we're
talking
about
just
a
few
cases
and
so
and
that
is
in
here
spelled
out
and
so
that
that's
yeah,
it's
helpful
as
well,
nonetheless,
over
all
right,
there's
right
now
where
we
are
going
for
and
we
should
be
unsatisfied
unless
we're
achieving
100%
or
near
100%.
A
In
some
of
these
results
and
and
we're
trending
downward,
we
want
to
see
what
we
can
do
to
write
to
trend,
backed
upward,
and
the
other
thing
is
the
obviously
what
was
stayed
in
the
end
of
your
report,
which
is
because
we
have
not
outsourced
this
completely.
What
that
might
allow
our
in-house
staff
to
kind
of
focus
on,
and
so
in
that
regard,
I
would
like
to
see
in
the
next
report.
A
Maybe
six
months
made
me,
take
you
the
whole
year,
but
to
see
some
of
the
the
potential
benefits
or
the
improvement
of
results
that
we
might
see
from
some
of
these.
These
new
programs
that
we're
able
to
begin
working
on
in-house
if
we
can
kind
of
quantify
how
you
know
how
those
have
been
benefit-
I,
don't
know
how
easy
that
may
be.
But
if
you
can
creatively
kind
of
think
about
that
I'm
not
demanding
this
come
back
in
six
months,
but
that
we
take
a
way
of
saying
what
is
the
payoff?
M
We
will
definitely
look
at
that.
It
is
gonna,
be
a
little
bit
difficult
to
piece
out
one
thing
so
like
doing
employee
wellness
screenings
and
catching
something
early,
because
we
did
an
employee
wellness
screening
that
then
avoided
a
worker's
comp
claim
we're
not
gonna,
be
able
to
say
that
that
then
showed
a
reduction
I.
D
M
A
I
agree,
and
so
I
just
wanted
to
see
a
way
to
you
know
and
if
it's
just
reporting
it
a
little
differently
in
here
that
helps
us
highlight
hey
these
things.
We
know
it's
hard
to
connect
it
exactly,
but
there
there's
something.
We
think
that
we
can
show
for
some
of
this
and
maybe
create
a
nexus
ourselves.
So
that's
all
my
questions.
Any
other
question
comes
from
seeing
none.
If
we
can
get
a
motion
to
who
the
court.