►
Description
City of San José
Public Safety, Finance & Strategic Support Council Committee
View agenda at https://sanjose.legistar.com/View.ashx?M=A&ID=709903&GUID=70DD6972-7D12-40B0-9164-EFFE39609C56
A
B
A
B
C
Good
morning
buy
spare
Councilmember
city
staff
and
members
of
the
public,
my
name
is
Andy
Smith
I'm,
the
interoperability,
Communications
Manager,
we're
in
the
police
department
and
the
three
interoperable
projects
that
are
presented
today
are
the
SV
RCS
radio
system
firstnet
and
the
svri
a
data
exchange
project,
I'm
pleased
to
announce
that
the
central
cell
in
the
SV
RCS
system
has
been
completed.
Coyote
peak
was
online
early,
November
or
late
October.
C
It
has
been
tested,
verified
and
accepted
by
SV
RIAA
and
is
complete,
I,
participated
and
oversaw
some
of
the
testing
that
went
on
between
city
staff,
police
and
fire
and
Motorola
the
cell
passed
with
flying
colors.
The
way
they
test
these
is
that
they
go
into
every
quarter
square
mile.
They
call
it
a
tile
and
you
do
a
little
bit
of.
C
Can
you
hear
me
now
and
then
they
also
do
some
analysis
with
some
equipment
for
what
they
call
bit
error
rate,
so
to
make
sure
that
the
system
is
performing
as
designed
of
the
3700
or
so
square
tiles
that
were
analyzed
only
one
had
a
problem,
and
that
was
with
the
machines
and
equipment.
If
you
were
to
remove
some
of
the
filtering
equipment,
the
quarter
square
mile,
North
San
Jose,
performs
just
fine,
so
the
other
cells
are
also
complete
and
we're
tested
and
again
there's
no
competition
but
ourselves
better
than
anybody
else's.
C
We
only
had
one
tile
failure
and
that
some
of
the
others
had
seven
eight
or
so
so
we
did
real
well
real,
confident
in
the
performance
of
the
system.
That
said,
there
are
only
two
sites
that
are
not
complete,
that
is
out
in
Uvas
Canyon.
It's
the
red
half
circles
down
in
the
south
part
of
the
Santa
Clara
County
you
miss
Canyon
and
coyote
Lake.
Those
are
in
the
process
of
obtaining
permits.
C
C
One
note
for
the
during
the
power
safety
shutdowns,
we
were
able
to
maintain
not
only
city
infrastructure
but
SV
RC
s
infrastructure
through
those
power
outages
through
maintaining
the
backup
power
and
fueling.
That
was
necessary
to
do
that.
Public
Works
is
working
on
a
budget
proposal,
I
believe
to
enhance
or
actually
monitor
is
there
is
no
monitoring
in
place.
Currently,
the
only
monitoring
of
fuel
levels
and
generator
runtime
is
physically
go
to
those
sites
and
look
at
the
gauge.
C
So
it's
important
that
we
are
able
to
remotely
see
what
the
fuel
level
is
and
which
power
backup
is
employed
in
terms
of
battery
backup
versus
generator,
as
well
as
tank
capacity.
We
can
look
at
a
tank
and
say
that
it
should
run
for
36
hours
if
it's
full.
Well,
we
don't
know
if
it
started
full
or
not,
and
we
did
have
one
run
out
of
fuel
at
the
33
hour
mark
and
the
battery
backup
took
over
until
we
could
fuel
it.
C
With
that,
we
are
in
some
of
the
final
stages
of
procuring
the
last
radios
that
we
need
to
go
live.
Currently
we
have
a
little
north
of
2900
radios
in
the
city's
possession.
We
have
some
grant
funding
and
other
opportunities
to
continue
to
procure
the
radios
that
we
do
need
to
finally
go
live
and
those
are
on
some
of
the
final
stages
of
grant
approvals
roughly
about
146
radios
between
police
and
fire
are
still
needed.
C
Some
of
that
is
due
to
increased
staff
in
the
police
department,
as
well
as
some
training
requirements
in
the
fire
department,
as
well
as
fire
department
at
aratus.
As
we
did
programming
some
stuff
showed
up
that
was
old
and
outdated
and
couldn't
be
programmed
and
needed
to
be
replaced.
So,
as
of
today,
that's
the
remaining
count
for
radios
that
need
to
be
purchased.
C
The
police
department
is
targeting
roughly
sometime
in
February,
to
switch
on
to
the
system
and
the
fire
department
is
targeting
mid
to
well
honor
before
July.
First
second
project
is
firstnet
and
firstnet
is
coming
along.
We've
reported
previously
that
AT&T
has
won.
The
contract
is
in
the
process
of
building
out
the
firstnet,
orb
and
14
sites.
C
To
date,
there's
there
is
roughly
73
in
the
city
of
San
Jose
and
approximately
174
state
sites
within
the
county.
At&Amp;T
is
advertised
that
they're
about
75%
through
their
build
nationwide
and
they're
being
pretty
aggressive
here
in
San
Jose,
because
of
partially
because
of
our
relationship
with
them.
C
As
you
know,
we
executed
a
contract
on
June
25th
to
be
the
first
city
in
the
nation
to
be
all
in
for
public
safety,
as
well
as
primary
extended
users
on
the
firstnet
and
the
Charter
was
signed
in
October,
and
some
of
the
initial
phones
were
deployed,
late,
October,
roughly
20
to
25
per
department.
That's
participating
right
now,
and
that
would
be
a
police
fire,
om
city,
manager's
office
and
public
works.
C
C
The
last
project
is
the
svr,
a
data
exchange
there's
not
much
to
report
on
it.
It
has
had,
starts
and
stops
over
the
years,
including
a
vendor
that
walked
away
with
a
sizable
amount
of
money,
was
supplied
to
do
some
work
and
it
is
now
gaining
some
traction.
It's
kind
of
the
same
people
running
the
SV
RCS
are
running
the
SVR
IAD
X.
C
Vice
mayor
Jones
and
the
working
committee
I
hold
a
seat
on
the
working
committee
and
then
Judy
chouriço
holds
a
seat
on
the
bay
Ric's
Board
of
Directors.
One
thing
to
note,
with
with
Bay
Rick's
in
the
new
radio
system,
is
that
it
is
compatible
with
the
five
other
systems
in
the
county
or
five
other
counties:
Alameda
County
Contra,
Costa,
County,
San,
Mateo,
San,
Francisco
and
soon
Marin.
We
are
working
on
an
MoU
and
an
agreement
as
to
how
we
can
operate
on
each
other's
radio
systems
for
mutual
aid
and
interoperability.
C
Finally,
we
provide
updates
on
the
communication
system
and
firstnet
in
two
places
right
now,
one
the
smart
cities-
and
here
it's
staffs
recommendation
to
avoid
the
duplication
to
move
this
report
due
to
the
fact
of
the
progress
it's
made,
and
it
is
somewhat
nearing
completion.
Move
that
to
these
smart
cities,
roadmap
updates
out
of
his
fist.
B
Very
much
for
the
report
and
actually
to
agree
with
the
recommendation
there
at
the
end,
what
have
appreciated
seeing
the
the
progress
and
the
updates
throughout
this
process,
looking
forward
to
everything
coming
online,
at
least
with
a
lot
of
the
the
new
radios
coming
into
everybody's
hands
next
year
you
had
mentioned
there's
still
a
small
number
of
radios
needing
to
be
purchased
are
those
expected
to
be
purchased
and
had
on
hand
before
they
go
in
operation.
Thank
you
said.
The
police
department
was
in
a
couple
months
and
fires
in
mid
next
year.
C
That's
a
great
question:
yes,
the
fire
department's
gonna
gonna
do
gonna.
Have
the
radios
definitely
in
hand?
We
we
do
maintain
a
cache
for
pay
jobs
reserves
we
could
go
live
without
a
hundred
percent
of
those
radios
in
terms
of
the
cash
that
we're
comfortable
with.
If
we
had
a
if
we
had
half
of
the
cash
that
we
anticipated,
we
would
do
fine.
C
So,
like
I
said,
we
do
believe
we're
gonna,
get
final
clearance
from
you
aussi
to
make
our
one
of
our
last
final
purchases-
and
hopefully
that's
in
the
next
week
or
to
get
that
order,
and
it
takes
about
six
weeks
to
get
the
radios
get
them
programmed
and
again,
they're
gonna
end
up
in
a
cache.
Okay,.
A
Yes,
so,
as
I
said
on
the
board,
as
well
as
smart
cities,
as
well
as
pista,
so
definitely
feel
like
I
get
a
lot
of
content
and
information
I
did
want
to
go
back
to
the
power
shut
shutdown.
Thank
you
for
going
into
what
our
plan
was
our
backup
plan
in
terms
of
when
that
happens,
but
those
were
really
short-term
solutions
and
workarounds.
If
we
have
an
extended
power
shutdown,
can
you
kind
of
walk
me
through
what
our
strategy
is
absolutely.
C
C
So
if
a
air-conditioning
unit,
for
instance,
goes
down
and
the
equipment
overheats
that's
an
issue
so
long-term,
the
monitoring
is
going
to
be
key
to
really
managing
those
power,
safety,
shutdowns
or
even
a
you
know,
a
midwinter
power
outage
currently
right
now
the
strategy
is
once
a
generator
starts
that
we're
going
to
go
out
and
look
at
it
within
24
hours
and
make
that
necessary
order
for
propane
or
diesel.
Some
of
these
sites
are
running
on
propane,
it's
hard
to
spin
up
a
propane
vendor,
especially
when
everybody
is
looking
for
propane
during
a
power
outage.
C
We
do
have
a
good
relationship
with
one
of
the
vendors
and
we
leverage
that
when
we
knew
we
needed
it,
so
there
was
a
positive
ending
to
that
one.
So
we
are
learning
as
we
go,
but
in
terms
of
preparing
for
the
power
safety
shutdowns,
once
we
know
they're
there,
we
confirm
the
fuel
and
our
position
to
continuously
supply
fuel
as
needed.
C
B
A
I
just
had
a
question:
if
you
can
go
back
to
slide.
3
just
had
a
question
about
something
you
had
on
there.
I
think
is
really
just
to
the
authorized
number
of
radios
and
in
the
required
number,
so
doesn't
authorize
radios
for
same
as
a
3,000
and
then
purchase
today,
2901
and
obviously
the
the
remaining
radios
to
be
purchased.
146,
I
guess
the
question
I
have
is
the
current
radios
needed
to
go
live,
and
so
are
you
gonna
are
we're?
Gonna
need
a
real
authorized,
more
radios
above
the
3000
in
order
to
go
live
so.
C
C
That's
a
bit
of
a
moving
target,
so
is
what
spra
does?
Is
they
true
up
at
the
end
of
every
year
and
then
they
bill
accordingly?
So
we're
not
sure
we're
not
the
only
agency
that
is
going
to
have
more
radios
than
they
signed
up
for
and
when
we
have
a
better
picture
of
what
that's
gonna.
Look
like
we'll
bring
that
back
to
staff
as
a
participating
agency
since
day
one.
It's
believed
that
going
over
a
minor
amount
will
not
be
too
difficult
to
manage.
In
other
words,
obviously
the
annual
subscriptions
will
stay.
C
A
C
A
D
E
So
there
are
two
attachments
to
this
agenda
item.
The
first
is
a
memo
that
recommends
for
your
consideration.
The
returns
of
the
retirement
system
for
fiscal
year
2019
and
I
actually
have
a
presentation
that
I
will
go
over,
which
actually
outlines
our
investment
strategy
for
the
plans
which
some
updated
numbers
through
September
30th,
2019.
E
Sorry
about
that,
excuse
me,
as
you
can
see
from
this
chart.
This
shows
ten-year
sovereign
bond
yields
for
the
major
developed
economies
of
the
world,
and
this
informs
so
the
low
interest
rate
environment
that
we
are
in
actually
informs
the
way
we
actually
manage
our
assets
and
I
will
talk
a
little
bit
about
our
current
asset
allocation
later,
but
this
is
a
very
important
chart.
This
shows
what
a
low
interest
rate
environment
we
have
been
in
for
the
past
several
years
and,
as
you
can
see
from
this
chart,
the
u.s.
E
ten-year
bond
deal
at
the
time
of
making
the
chart
was
about
1.5.
This
morning
it
was
1.8
9%,
it's
still
a
very
low
yield
and
in
Japan
and
in
Germany
you
can
see
that
those
rates
are
actually
negative.
So
that's
the
environment.
We
are
in
extremely
low
and
in
some
cases,
negative
yielding
bond
rates
and
I'll
I'll
talk
about
the
relevance
of
that.
In
a
little
while
on
this
next
chart,
you
can
see
the
percent
of
sovereign
eels
that
are
actually
negative,
yielding
globally
and
it's
fully
56
percent
of
the
world's
government.
E
E
E
You
will
see
that
never
in
our
history
have
rates
been
so
low
for
such
an
extended
period
of
time.
The
only
previous
time
was
World
War
two,
when
rates
actually
dipped
below
2%,
and
that
was
for
a
brief
time.
So
we've
really
been
in
a
declining
interested
environment,
and
that
poses
a
lot
of
challenges
as
we
try
to
manage
our
retirement
assets.
E
But,
more
importantly,
you
look
at
the
last
line
of
that
row,
which
shows
the
probability
of
earning
seven
and
a
half
percent.
So
not
only
is
your
expected
return
going
to
be
low.
The
chance
of
achieving
it
is
also
much
lower,
simply
because
now
in
so
just
investing
in
bonds,
which
are
a
guaranteed
return.
E
You're
now
increasing
your
equity
mix
right
and
therefore
there's
a
greater
volatility
in
returns,
and
therefore
the
probability
of
earning
that
is
now
only
32
percent,
as
opposed
to
99
percent
in
1980,
and
this
chart
was
actually
borrowed
from
The
Wall
Street
Journal,
and
this
shows
what
should
your
asset
mix
be?
To
earn
seven-and-a-half
percent
right
in
1995,
you
could
have
been
a
hundred
percent
in
bonds
and
you
could
have
learned
seven
and
a
half
percent
guaranteed.
E
In
fact,
you
may
have
read
that
Chairman
Paul
Volcker
of
the
Reserve
passed
away
yesterday
when
he
was
the
Federal
Reserve
Chairman
interest
rates
were
very
high,
and
so
he
was
credited
for
actually
breaking
the
back
of
inflation,
but
in
the
80s
you
could
actually
simply.
If
we
had
our
retirement
assets,
you
could
have
simply
locked
it
in
by
investing
in
bonds,
and
you
could
have
you
could
have.
E
It
would
have
returned
a
guaranteed
seven
and
a
half
percent,
but
over
time,
with
declining
interest
rates,
what
it
has
forced
us
to
do
is
to
take
on
more
risk
assets.
So
if
you
go
from
95
to
2005,
you
can
see
that
to
earn
that
same
seven
and
a
half
percent.
Now
you
can
only
be
52
percent
in
bonds
and
you
will
have
to
invest
in
non
US,
equities,
real
estate
and
private
equity.
E
And
if
you
move
forward
to
2015,
you
can
see
how
that
makes
us
change,
not
only
12
percent
bonds,
and
you
need
a
mix
of
these
risk
assets
simply
to
get
that
seven
and
a
half
percent
and
at
the
same
time
the
risk
of
your
portfolio
goes
up
dramatically.
You
can
see
that
road
that
mentioned
standard
deviation,
which
is
the
volatility
of
the
plan,
and
so
that
went
in
1995
from
6%
to
in
2015,
seven
17.2%.
E
E
Our
pension
plans,
so
asset
allocation
I've
spoken
about
this
many
times
before
in
front
of
the
council.
This
is
the
single
most
important
determinant
of
return
and
91%
of
all
returns
actually
come
from
simply
which
asset
class
we
are
in.
Are
we
in
bonds
or
are
we
in
equity
or
real
estate,
and
so
on?
And
the
balance
of
you
know
have
you
picked?
E
So,
with
this
asset
allocation,
you
can
see
that
our
ten-year
expected
return
is
roughly
seven
and
a
half
percent
or
20-year
expected
return,
is
eight
percent,
with
the
standard
deviation
of
twelve
and
a
half
percent,
and
just
as
a
reminder,
our
discount
rate
currently
for
both
plans
is
six
point.
Seven,
five
percent.
E
E
Six
percent
and
the
next
chart
shows
the
police
and
fire
department
returns
again
year-to-date,
let's
calendar
year
to
date,
the
returns
were
eight
point:
seven
percent
compared
to
our
policy
benchmark
of
eight
of
eight
percent
and
fiscal
year-to-date,
which
is
really
the
first
quarter
of
fiscal
year.
2020
the
plans
return
point
four
percent
compared
to
the
policy
benchmark
of
0.4
percent.
E
B
A
A
E
We
could
have
all
passive
assets
right,
potentially
we
could
have
a
hundred
percent
in
plan
a
passive
assets.
So
if
you
look
at
this
chart,
this
shows
the
current
asset
allocation
versus
a
path
of
global
6040
and,
as
you
can
see,
the
expected
returns
on
a
ten-year
basis
are
lower
in
a
fully
passive
strategy
by
110
basis
points
and
by
90
basis,
points
on
a
20-year
basis,
and
these
are
expected
returns
after
fees
after
paying
for
manager
fees.
And
so
since
our
current
discount
rate
is
six
point.
E
Seven
five
percent
the
boards
are
made
a
conscious
decision
to
actually
invest
in
certain
asset
classes
like
private
markets,
where
you
cannot
actually
get
passive
exposure,
so
in
private
markets.
If
we
are
able
to
get
passive
exposure,
we
could
do
that
potentially
and
maybe
that
time
will
come,
because
there
is
a
lot
of
you
know,
focus
on
fils,
not
just
at
San
Jose
but
all
over.
A
E
A
Wanted
to
also
ask
about
a
concept
that
came
out
of
our
the
meeting
that
we
had
the
joint
meeting
that
the
boards
and
one
of
the
members
throughout
the
concept
of
one
of
our
challenges
in
terms
of
our
asset
allocations
is
the
fact
that
we
have
obligations
to
pay
out
our
retirees,
which
limits
our
options
in
terms
of
our
investment
strategies
right.
So
he
raised
the
idea
of
having
some
type
of
bond
to
the
literally
financed
the
the
periodic
shortfalls
in
cash
availability
right.
A
A
E
Yeah
I
think
it's
not
a
new
idea:
the
concept
of
pension
obligation
bonds,
it's
been
around
for
a
while.
Some
municipalities
have
used
it
with
great
success
and
others
have
failed
in
doing
it.
It
all
depends
on
when
you
borrow
that
money
and
how
you
deploy
it,
but
I
think
that's,
certainly
something
that
we
should
consider
and
discuss
and
if
you're
familiar
with
the
mayor's
retirement
working
group.
E
In
fact,
we
have
that
on
the
agenda
for
February
to
talk
about
pension
obligation,
bonds,
because
I
don't
think,
there's
too
many
I
I
think
we
have
too
many
bullets
left
to
solve
this,
but
that's
one
of
them
and
I
think
we
should
seriously
explore
and
think
about
it.
I
think
it's
a
good
idea.
It
all
depends
on
how
we
utilize
it
and
how
we
deploy
those
essence.
A
So
Julia
Cooper
is
preparing
for
February
to
bring
that
analysis.
We
did
do
an
analysis
back
when
we
were
doing
the
three
year
general
fund
deficit
solutions.
We
found
it
to
be
quite
risky
on
the
administrative
sides.
We
did
not
recommend
it
at
that
time,
but
she
will
update
the
analysis
and
bring
that
back
for
that
working
groups.
Consideration.
A
Thank
you,
and,
and
actually
I've
been
for
me
with
the
or
known
about
the
pension
obligation
bond
strategy
for
a
while,
but
my
mind
was
always
borrow
money
on
your
credit
card
to
pay
your
to
pay
your
debts
right
as
opposed
to
a
a
cash
flow
strategy
right.
So
that
was
the
new
twist
on
it.
That
made
my
made
me
I
kind
of
think:
okay,
maybe
that's
something
that
we
should
at
least
explore
or
reconsider.
I.
E
Think
it's
a
valid
I
think
it's
a
it
could
be
a
valid
strategy
because
the
city
is
paying.
You
know,
there's
a
there's,
a
you
al,
the
unfunded
liability
and
we
are
paying
a
six
point.
Seven
five
percent
interest
on
that
right.
So
if
we
can
borrow
a
bond
that
where
the
coupon
is
much
lesser
than
that,
there's
a
there's
an
arbitrage
there
that
will
directly
fall
into
our
bottom
line
now.
E
A
E
So
it
all
depends
on
how
you
deploy
the
proceeds.
So
I
think
there
is
a
legitimate
argument
for
the
for
the
strategy
and
I
think
it
can
be
conservatively
managed
where
you,
you
simply
take
that
interest
rate
differential
and
you
actually
it's
a
it's
an
arbitrage
that
we
can
gain
from,
but
we
will
discuss
that
at
the
retirement
working
group.
Great.
Thank
you.
B
Yeah,
thank
you.
I
was
able
to
join
this
last
retirement
solutions.
Working
group,
meeting
and
I
will
be
present
in
all
the
upcoming
ones,
and
so
I
look
forward
to
that
that
discussion,
and
certainly,
as
you
pointed
out,
we
don't
have
many
other
options
remaining,
so
we
do
need
to
explore
whatever
is
is
available.
B
One
topic
that
came
up
in
that
discussion
of
the
table
that
I
look
forward
to
hearing
a
little
bit
more
about
was
the
idea
of
sort
of
a
buyout
on
retirements,
which
we
don't
offer
today,
but
I
know.
Obviously
a
lot
of
private
companies
do
I,
don't
know
how
that
helps
our
hurt,
so
I'm
interested
in
sort
of
hearing
that
as
well
in
regards
to
you
know
again
the
limited
number
of
options
that
we
have
ahead
of
us.
So
I
don't
have
any
other
questions
on
this.
B
Thank
you
for
the
for
the
update
and
seeing
none
for
my
colleagues
and
no
comments.
If
we
can
get
a
motion
to
approve
the
report,
we
have
a
motion
in
a
second
all
those
in
favor
say
aye
any
opposed
motion
passes.
Thank
you
very
much.
Of
course,
thank
you.
In
our
last
item
item
d3,
our
mayor's
game
prevention
task
force,
audit
implementation
status
report.
F
Good
afternoon
Nuala
Fino
deputy
director
parks,
recreation,
David
services,
I'm
joined
here
with
Israel
con
hora,
who
is
our
new
recreation
superintendent
for
youth
intervention
and
mayor's
gamefish
task
force,
as
well
as
CJ
Ryan.
Our
program
manager
for
the
sounds
a
best
program.
I
do
want
to
note
that
we,
both
we
have
a
lieutenant
chef
with
a
police
department
here
to
help
answer
any
questions
as
well
as
Mario
mesial,
our
division
manager,
who
has
always
been
our
heart
and
a
leader
for
the
youth
intervention
services
and
the
mayor's
game.
F
The
art
itself
made
17
recommendations
and
the
department
has
agreed
to
all
of
them.
We
have
committed
to
implementing
the
changes,
all
the
changes
by
July
of
2021.
These
recommendations
need
to
be
woven
into
our
current
work
plans.
Pr
ness
is
constantly
looking
to
for
ways
to
improve
and
better
our
service
to
the
community.
With
these
autograph
commendations
that
we
have
been
provided
to
us,
they
will
help
us
do
just
that.
G
You
can
see
that
the
17
audit
recommendations
for
have
already
been
completed.
We
do
expect
another
one
that
we've
made
significant
progress
on
to
be
done
in
the
next
month,
leaving
the
rest
of
them
to
be
done
by
July
of
2021,
though
not
shown
on
this
slide,
we'll
go
over
today
of
the
nine
recommendations
that
came
from
Council
on
June
4th.
We
have
completed
five
of
them
so
to
go
over
the
completed
audit
recommendations.
G
Audit
recommendation
number
five
is
to
ensure
that
intensive
services
are
targeted
to
the
appropriate
population.
In
the
next
Agreement
cycle.
The
department
should
revise
best
grantee
agreements
that
goals
for
services
across
target
populations
are
clearly
defined.
So
what
the
auditor's
report
highlighted
is
that
in
some
of
the
agreements
with
our
community-based
organizations,
there
was
a
mismatch
between
the
target
population
that
was
contracted
for
and
the
target
population
that
was
actually
served.
G
So,
for
example,
an
agency
may
have
been
contracted
to
provide
services
to
gang
impacted
youth,
whereas
the
actuals
after
the
fact
showed
they
actually
provided
services
to
high-risk
youth.
So,
in
order
to
help
prevent
that
from
happening
and
to
help
with
the
monitoring,
our
team
updated
the
grant
agreements
and
you
can
see
a
sample
on
the
slide
where
we
include
a
table
that
highlights
the
target
populations
intended
for
activities
in
each
eligible
service
area.
D
And
then
we
determined
that
you
know
those
schools
with
the
most
incidents.
Nine-Plus
would
get
approximately
three
visits
per
week.
Schools
with
three
to
eight
incidents
would
get
approximately
two
visits
per
week
and
those
with
less
than
two
incidents
would
get
one
visit
per
week
again.
You
know
this
is
just
a
a
model
that
we
have
in
place
to
address,
to
give
staff
our
youth
interventions
to
have
guidance
as
to
how
we
expect
them
to
work
with
the
schools.
D
But
our
mechanism
is
dynamic,
meaning
that
every
week
at
times,
things
may
shift
for
each
of
the
schools
that
we
serve.
Some
of
the
schools
in
the
in
maybe
that
are
have
two
or
less
incidents.
There
insulin
levels
may
spike
up
on
that
week,
so
we
need
to
have
a
dynamic
model
that
doesn't
really
that
make
sure
that
those
schools
that
have
incidents
are
a
higher
incidence.
G
G
Recommendation
number
11
was
for
the
department
to
revise
and
implement
additional
monitoring
procedures
and
instructions
for
reviewing
best
quarterly
workbooks
and
grantees
site
visits
to
include
reviewing
workbooks
for
duplicates
and
target
populations
served
and
having
consistent
guidelines
on
when
grantees
should
be
placed
on
a
corrective
action
plan.
In
recommendation,
13
was
for
the
department
to
revise
its
site
visit
checklist
to
include
contracted
grantee,
scope
of
work
and
verification
of
key
requirements,
including
back
rounding.
So
all
of
these
items
have
been
completed.
G
Our
team
initially
targeted
July
2020
for
the
tasks,
so
we
could
work
it
into
a
current
work
plan.
But
what
prompted
us
to
make
these
changes
early
is
that,
late
this
summer
we
had
some
staff
turnover
on
our
best
analyst
team
and
were
onboarding
to
new
best
analysts
and
we
realized.
This
was
the
time
for
us
to
revisit
those
procedures
onboard
our
new
analysts
with
the
new
procedures
and
monitoring
guidelines
to
include
these
items
so
this
year
the
1920
school
year
is.
G
We
will
have
these
monitoring
procedures
in
place.
They've
been
updated
so
that
our
new
analysts
are
going
to
be
reviewing.
The
prior
year's
contract
results,
the
target
population
alignment,
the
background
check
compliance
and
the
financial
dashboard
review.
In
addition
to
all
of
the
standard
site
visit
items
that
were
already
in
place,
we've
also
updated
our
monitoring
guidelines
to
include
clear
and
consistent
thresholds
for
developing
corrective
action
plans
with
the
grantees.
G
So
now
to
go
through
some
of
the
items
that
were
completed
based
on
the
direction
from
a
council
on
June
4th.
So
the
first
item
was
to
update
recommendation
215
to
create
a
young
adult
membership
or
stakeholder
position
on
the
task
force's
policy
team.
We're
checking
this
off
as
complete,
because
we've
gone
back.
We've
changed
that
recommendation
15
to
include
that
item.
Recommendation
15,
though
we're
still
counting
as
in
progress
and
we'll
speak
to
that
in
a
little
bit.
G
The
second
item
on
here
is
to
croffer
cross-reference
the
audit
report
to
the
policy
team
meeting.
This
audit
report
was
presented
and
discussed
at
the
August
22nd
policy
team
meeting,
so
we're
checking
this
off
as
complete
as
well.
The
third
item
from
the
Jones
of
Ramos
memorandum
recommended
that
the
safe
school
campus
initiative
services
be
realigned
for
the
upcoming
19:20
school
year
and,
as
Israel
spoke
just
a
moment
ago
for
recommendation
9,
the
department
has
conducted
that
analysis
and
got
it
in
place
in
time
for
the
1920
school
year.
G
G
So,
as
stated
in
the
memorandum
right
now,
we
distribute
funding
based
on
eligible
service
area,
as
approved
by
the
policy
team.
Since
we're
in
the
first
year
of
this
three-year
triennial.
We
think
it
would
be
the
most
fair
to
keep
it
that
way
for
the
next
two
years,
at
least,
but
an
even
more
significant
reason
that
we
are
recommending
that
we
wait
on
distributing
grants
by
target
population
profile.
G
Is
that
recommendation
for
which
I'll
speak
to
on
the
next
slide
is
to
implement
a
standard
assessment
tool
and
that
assessment
tool
may
actually
have
an
impact
on
how
we
define
the
target
populations.
So
we
want
to
make
wait
until
that
is
in
place
before
we
adjust
how
we
allocate
our
grant
funding.
G
So
we'll
speak
to
the
key
recommendations
that
are
in
progress,
this
first
one
standardizing
the
risk
assessment
tool.
That
recommendation
was
made
with
the
intent
of
making
sure
that
participant
needs
are
consistently
assessed
across
programs
so
that
we're
targeting
the
right
population
and
assigning
services
appropriately.
So
we
were
at
a
store.
We
made.
The
auditors
made
the
recommendation
that
we
adopt
a
standardized
assessment
tool
to
be
used
for
all
of
the
task
force
programming.
G
So
over
the
last
several
months,
Israel
and
my
teams
have
begun
to
explore
the
best
practices
in
the
field.
What
we're
learning
is
that
this
task
is
more
complex
and
there
are
more
unknowns
than
we
had
initially
assessed
and,
as
we've
looked
for
one
for
an
assessment
tool
to
be
used
with
youth
violence
programs,
there
isn't
a
standard,
off-the-shelf
assessment
tool
that
could
easily
be
applied
to
all
of
the
varied
programs
that
the
task
force
encompasses.
G
So
one
of
the
challenges
with
this
task
is
that
our
four
profiles,
the
at-risk
high-risk
gang,
impacted
gang
intentional.
They
were
created
by
our
predecessors
and
they
were
based
on
very
solid
out
evidence,
but
they
were
made
unique
to
San
Jose
and
they
weren't
linked
to
a
specific
assessment
tool
that
had
already
been
created,
and
so
we've
relied
on
our
programs
and
our
grantees
to
incorporate
that
identification
into
their
own
assessment
forms
and
their
own
intake
tools.
But,
as
the
auditors
point
out,
this
doesn't
make
sure
that
it's
standardized
across
all
of
the
programs.
G
G
The
other
challenge
that
we're
facing
with
this
and
that
you
know
we'll
get
through,
but
it
will
take
us
some
time
is
the
fact
that
we
have
a
wide
range
of
programs
that
vary
in
their
intensity
and
in
their
style
of
interaction
with
the
youth.
So
on
one
hand,
we've
got
intense
programs
such
as
one-on-one
case
management
and
the
other
programs.
G
We've
got
they're
much
lighter
touch
so
late
night
gym
or
the
group
programs
that
we
have
in
invest
so
in
the
programs
that
provide
space
for
that
one-on-one
interaction
such
as
the
case
management,
those
might
be
suited
to
something
like
the
cans
which
is
the
children
and
adolescent
needs
strength.
Survey
we've
looked
into
this.
G
The
Kansa
is
an
assessment
tool,
that's
used
by
the
county,
probation
department
and
other
social
service
providers,
and
so
after
an
interview
with
the
youth,
the
individuals
needs
and
their
strengths
are
given
a
score
and
a
service
plan
can
be
developed
from
that
score.
So
we're
considering
the
use
of
the
cans
for
our
one-on-one
programs,
but
its
structure
isn't
quite
appropriate
for
those
programs
that
are
lighter
touch
or
that
our
group
based
so
we're
continuing
to
research.
Other
options.
D
Regards
to
the
discussion
around
the
name:
change
for
the
mayor's
grant
prevention
task
force
per
the
blue
memo
council
member
chapter
Jones
and
Irina's.
We
I'm
happy
to
say
that
we've
embarked
on
that
already.
You
know
we.
We
convened
a
group
at
the
direction
of
the
policy
team
at
the
august
26
meeting
that
group
convened
and
they
gave
us
some
instructions
as
to
like
or
strategies
that
we
could
use
to
actually
move
forward
with
that
and
to
that
end,
we've
met
with
several
stakeholders
ready,
for
example,
packed
we
met
with
them.
D
We've
met
with
a
Youth
Advisory
Council
Youth
Advisory
Board,
and
they
provided
some
great
insight
into
a
new
name
change
for
the
task
force,
we're
still
exploring
and
meeting
with
other
groups.
For
example,
we
will
be
meeting
with
debug,
we
will
be
meeting
with
black
kitchen
cabinet,
and
so
we
still
have
those
meetings
to
have.
D
In
addition
to
that,
will
then,
before
the
March
meeting
of
the
policy
team,
where
we're
going
to
make
that
recommendation
of
a
new
name
change,
we
will
be
doing
a
survey
with
all
of
the
the
the
stakeholder
groups
and
asking
them
to
rate.
You
know
to
rank
the
names
of
those
individuals
and
then
we're
going
to
take
those
the
top
three
names
to
the
policy
team
for
their
last
recommendation.
D
In
regards
to
recommendation,
14
and
again
1714
we're
currently
in
the
process
again
of
reviewing
and
working
with
CJ's
team,
with
the
consultants
to
help
us
see
how
we
can
program
by
current
program,
develop
some
outcomes
and
units
of
service
measurements.
We
do
some
of
that
already.
However,
we
want
to
make
sure
that
we
refine
those,
and
that
will
take
some
time.
We
will
need
to
get
a
part
from
the
consultant
to
help
us
determine
that.
But
again
we
have
some
time
to
do
that
and
we're
making
sure
that
we
do
things
correctly.
D
Just
because
of
the
fact
that
our
programs
are
like
CJ
eluded
the
two
they're
all
very
different
and
they
just
like
the
clean
slate
program.
What
is
the?
How
do
we
determine
the
outcome
on
that
program
and
what's
an
effective
outcome,
and
so
we
want
to
make
sure
that
we
have
all
those
outlined,
and
so
therefore
we
will
need
some
help
around
that
in
regards
to
recommendation
number
17,
which
is
to
develop
a
formal
process
and
garland's
the
reserves
in
the
reserve
fund.
Spending
we've
already
like
our
analysts
are
current.
G
So
with
that,
that
concludes
our
updates
that
we'll
make
today,
we
do
have
other
updates,
of
course,
included
in
the
memorandum.
One
thing
that
I
will
add
is
that,
in
order
to
make
sure
that
we
stay
on
our
timeline
Israel
in
my
team,
our
team
of
analysts
ourselves,
we
are
meeting
every
other
week
to
make
sure
that
we're
continuing
to
make
traction
on
each
of
these
items
and
as
issues
come
up
well
of
course,
escalate
them
as
needed.
G
A
Don't
really
have
any
questions.
I
just
want
to
say
thank
you
for
that
that
update
and
and
working
on,
all
the
different
items
and
the
progress
that
you've
been
making
I'm.
Looking
forward
to
the
conclusion
of
this
whole
effort
and
seeing
what
our
outcomes
are
in
terms
of
a
better
program
and
I'm
really
excited
about.
You
know
hearing
some
of
the
suggestions
about
the
new
names
as
well.
So
thank
you
for
for
that
report
and
all
the
good
work.
B
H
Thank
you
sure,
so.
I
do
have
a
couple
of
comments
and
questions,
and
since
you
he's
around,
since
you
ended
at
the
outcomes,
I'll
start
there
I'm
really
pleased
to
see
that
you
you're
moving
forward
in
this
I
just
want
to
add
one
more
thing
to
the
mix,
and
that
is
a
tomorrow
Friday
and
it's
Friday
we're
going
to
talk
about
our
equity,
lens
and
I.
H
Think
it's
really
important
in
this
segment
of
the
population
to
also
apply
the
framework
that
I
know
that
you
are
already
probably
working
within
and
that
as
policymakers,
we're
beginning
to
take
a
look
at
and
starting
to
develop
with
that.
What
that
means
for
for
us,
as
policymakers
for
our
residents
and,
more
importantly,
for
our
programs
and
our
services,
and
so
I
know
that
you
said
you,
you
have
some
outcomes.
I
just
would
like
to
make
a
recommendation.
H
There
is
a
logic
bottle
and
I'm
sure
that
you
won't
know
about
it.
It
just
talks
about
the
inputs
and
outputs
and
activities
that
can
accomplish
certain
outcomes.
Right
and
added
to
that
is
the
theory
of
change.
Would
so
you
you
can
get
outcomes
pretty
clean
cut,
but
we
don't
know
whether
they're
effective
from
a
logic
model
right.
H
We
have
to
what
what
is
working,
and
so
you
make
an
evaluation
of
those
initiatives
or
their
strategies
at
different
points
in
time
to
figure
out
what
is
actually
working
for
our
youth
and
so
the
theory
of
change
evaluation
helps
us
determine
what
is
actually
effective
right.
We
even
you
even
went
when
you
were
talking
about
the
different
four
categories
that
your
predecessors
had
established
in
terms
of
youth
and
the
level
of
youth.
You
said
that
you
didn't
find
any
conformity
with
in
other
programs.
It
was
very
specific
to
San,
Jose
and
and
I
appreciate.
H
You
know
that
the
tailored
Ness
of
that,
but
I
also
think
that
we
we
need
to
find
some
of
the
standards
that
are
out
there,
so
that
we
can
also
see
the
effectiveness
of
our
programs
right,
especially
as
you're
making
this
these
huge
movements,
and
so
I'd
like
to
see
you
know
whether
you
use
the
logic
model
and
a
theory
of
change.
It
doesn't
matter
to
me
it's
just
something
that
tells
you
one.
What
are
what
are
the
outcomes
that
you're
looking
for
and
two?
H
What
is
an
effective
strategy
that
you're
going
to
utilize
for
the
different
levels?
And,
if
you
want
to
when
you
decide
if
those
different
levels
are
the
most
adequate
and
not
because
you,
you
know
inherited
them
from
from
others,
but
that
you
see
them
fit
or
for
our
city
and
for
our
youth
and
for
our
purposes
right
for
the
outcomes
that
we
want
to
look
at
so
I
would
encourage
you
to
dig
in
a
little
bit
deeper
into
that,
and
also
taking
a
look
at
our
equity
lens,
and
this
is
ties.
This
is
my
comment.
H
Ties
back
into
the
name
change
a
lot
of
the
times.
You
know
right
now
we
have
the
mayor's
gang
task
force
and
and
to
me
we
were
making
the
gang
the
the
problem.
Right
gangs
are
the
problem,
but
the
reality
is
that
the
systems
that
have
failed,
those
children
are
the
problem
and
they
are
at
our
door
in
terms
of
trouble,
and
so
you
know
we
can
rename
it
really
the
mayor's
or
the
city's
failure
of
systems.
H
If
the
task
force
is
what
it
would
be,
if
we're
really
getting
down
to
the
nitty
gritty
I'm,
all
for
a
name,
change
I
just
want
us
to
also
shift
into
also
thinking
about
how
the
systems
are
affecting
our
our
children
and
those
policies
have
been
established
and
versus
making
the
gangs
in
our
youth
the
problem
at
hand,
and
we
saw
we
saw
the
youth
coming
up
and
rising
and
really
speaking
up
at
our
power.
Our
last
policy
team
meeting
where
they
were
talking
about.
H
H
The
problem
is
the
lack
of
education,
the
lack
of
all
of
the
systems
that
come
into
play,
whether
it's
our
own
society,
whether
it's
it's
the
schools
that
a
school
district,
our
own,
the
county.
Those
are
those
systems
that
have
failed
those
youth
that
have
landed
them
where
they
are
at
that
moment
and
unfortunately,
it's
it's
the
gang
life.
So
I
really
want
us
to
create
a
shift
there
so
that
we
are
not
blaming
the
very
youth
that
we're
trying
to
help.
H
And
so
you
know
whether
it's
it's
and
I,
really
like
vice
mayor's
name.
But
I
want
us
to
take
a
look
at
what
what
folks,
especially
the
youth
that
came
out
in
terms
of
what
they
are
saying.
I
know
that
your
meeting
with
the
stakeholders,
those
are
all
stakeholders
that
there
are
adults
right.
They
might
have
gone
through
some
of
these
issues
or
they
might
have
had
failures
and
of
the
systems
within
their
own
lives.
H
But
I
really
want
us
to
connect
with
the
youth
to
hear
what
their
voice
and
what
they
would
like
to
see.
It
called
to
me.
It
doesn't
really
matter
what
it
is.
I
know
that
that
sometimes
we
connect
with
a
name
because
at
the
heart
of
it
is
the
passion
that
lies.
You
know
and
I'm.
Looking
at
my
Tia
because
he's
been
there
and
Neal.
H
Of
course
he
been
there
since,
like
20
years
ago,
when
I
first
started
and
I
was
in
youth
intervention,
and
we
all
maybe
connect
with
the
name,
because
it
talks
about
the
passion
and
the
love
and
the
compassion
that
we
have
for
our
youth.
But
we
really
need
to
start
taking
a
look
at
how
words
really
matter.
H
I'm,
not
gonna,
say
what
I.
Don't
have
a
suggestion.
I
would
really
love
to
hear
the
youth
say
what
they
would
like.
So
those
are
my
recommendations
in
terms
of
when
the
outcome
to
the
the
name,
which
is
you
know
superficially,
they're,
just
outcomes
and
names,
but
really
what
I
wanted
to
look
at
is
the
relevancy
and
inequity
and
and
taking
a
look
at
how
do
we
start
in
this
in
the
ship
that
we're
making
with
these
partner
with
this
particular
program?
H
How
are
we
also
incorporating
that
equity
lens
into
the
work
that
we
do,
because
this
is
a
really
good
opportunity,
as
we're
all
discussing
this
and
as
you're
revamping
a
lot
of
what
you're,
what
you're
doing
on
the
day
to
day
basis?
So
thank
you
so
much
for
the
work
that
you've
done
so
far,
I
heard
loud
and
clear.
You
have
four
of
them
done.
There's
some
progress
and
others
is
really
good
progress.
I
know.
Good
change,
sometimes
just
takes
a
long
time.
H
You
have
to
do
it
and
and
and
sit
with
it
and
hear
people
out
and
that
kind
of
participation
takes
some
time
and
so
I
respected,
and
as
long
as
it
doesn't
matter
how
long
it
takes
it
matters
that
we
have
the
right
when
the
right
outcomes,
the
right
indicators,
the
right
strategies,
the
right
everything
for
our
youth
in
San
Jose.
So
thank
you
so
much.
F
Thank
you
for
those
comments.
One
thing,
as
you
know,
the
gang
task
force
and
youth
intervention.
We've
always
been
operating
on
this
continuum
of
services
and
continue
for
us
to
drive
to
figuring
out
what
is
it?
That's
gonna
make
these
young
kids
successful.
You
know
it
has
always
been
our
our
primary
mission.
One
of
the
challenges
that
CJ
mentioned
as
when
we
talk
to
cities
across
the
nation
about
what
their
examples
or
best
practices
are
a
lot
of
times.
F
They
actually
come
back
and
look
at
us
and
say
you
know,
because
we've
have
led
you
know
through
Mario
and
the
team
for
years
as
a
national
model
and
in
the
conversations
they're
like.
Oh
so
when
you
find
out
call
us
back
and
let
us
know
so.
You
know
we
have
full
confidence.
You
know
in
the
team
and
the
dedication
they
have
on
ensuring
that
no
one
is
giving
up
on
these
kids.
F
The
other
point,
as
we
walk
into
the
equity
study
session
tomorrow,
I
do
want
to
let
you
know
that
Israel
Olympia,
who
is
leading
our
beautify
yes
J
program
and
myself
have
been
part
of
the
city's
care
team.
For
the
last
myself
for
the
last
two
years,
Israel
and
Olympia
for
the
last
year
in
our
department
is,
has
been
actively
looking
at
a
ways
for
us
internally
and
how
to
import
that
CJ
in
terms
of
all
her
work
with
our
contracts
has
been
an
active
participant
in
those
conversations
with
us
as
a
department.
H
Thank
you
for
responding
to
that
Neil,
and
it
was
my
intention
is
always
to
to
be
supportive
and
so
I
appreciate
that
you've
done
some
wonderful
work
and
I
know
that
we've
led
in
this
area
for
the
last
20
years
in
terms
of
strategies
in
terms
of
service
and
quality
of
care
for
for
our
youth
and
so
I'm.
Looking
forward
to
where
we're
we're
gonna
go
in
the
direction
that
we're
heading
because
we're
gonna
we're
gonna
continue
to
break
ground
here.
B
I
It's
laying
out
the
foundation,
it's
planting
the
seeds
and
then
waiting
to
see
what
blossoms
and
hopefully
in
in
the
process
the
harvest
hasn't
been
ruined,
but
rather
we
have
a
bountiful
harvest
and
so
in
its
and
it's
because
of
all
of
the
folks
that
have
come
through
parks
and
rec
programs,
our
different
directors,
our
different
staff
through
the
mayor's
gang
task
force.
Everyone
that's
been
here
really
providing
leadership
and
commitment
and
a
lot
of
folks
that
we
never
see
because
we're
not
meant
to
see
them
because
of
the
nature
of
the
work.
I
I
And
I
hear
what
a
council
member
ID
in
us
is
saying,
and
a
lot
of
folks
have
have
had
have
echoed
the
same
sentiment
that
councilmember
ID
in
us
has
just
expressed
so
before
we
go
there.
What
are
the
plans
in
terms
of
what
we're
going
to
do?
Regarding
that?
There
must
be
some
aggressive
outreach
that
we're
going
to
do
or
some
research.
I
I
think
we
have
to
be
very
careful
in
terms
of
the
direction
that
we
go
in,
because
we've
been
a
model
not
just
for
the
state
of
California,
but
we've
been
at
an
international
model.
We
keep
getting
called
into
DC
to
speak
on
what
we
do
here.
So
what
we
do
from
here
on
out,
including
the
name
of
this
model,
is
gonna,
be
so
pivotal,
and
so
what?
What
are
the
plans
regarding
this?
So.
D
Like
I
stated
before
that,
we
were
meeting
with
stakeholders
community
stakeholders,
we
met
with
packed
with
met
with
some
of
the
youth
and
to
be
honest
with
you,
when
we
met
with
the
youth
of
the
youth
advisory
boards,
they
were,
they
told
us
about
the
name
and
the
negativity
that
it
that
they
were
hearing
in
regards
to
the
name
and
what
their.
What
they
were
asking
us
to
do
is
to
choose
names
that
have
like
words
like
empowerment,
like
very
positive
words
right.
D
D
Basically,
to
tell
us
and
to
guide
us
right
at
the
end
of
the
day,
you
know
we're
gonna
bring
forth
those
some
that
different
names
to
the
other
groups
and
have
them
give
us
their
input
and
then,
at
the
end,
we're
gonna
meet
with
the
policy
team
and
we'll
bring
it
forward
or
forth
to
the
policy
team
and
hear
their
recommendation
as
to
like
what
they
would
like
us
to
do.
But
again,
this
is
a
process
right,
a
long
process
or
doing
this.
I
Will
be
on
a
path
to
success
and
will
shape
the
future
of
San
Jose
in
in
a
positive
way
and
and
if
they're,
that
engaged,
we
need
to
listen
to
to
what
they're
saying
and
it's
encouraging
if
they're,
that
active
in
terms
of
expressing
themselves
and
and
what
may
have
worked
20
years
ago.
You
know
culture
changes.
D
And
in
the
name
of
the
gang
task,
force
came
from
adults
right
and
so
at
that
time
back
then
right
so
and
what
input
did
youth
give
at
that
time
to
the
name
right
so
I
think
that
what
what
we
want
to
make
sure
is
that
they're
part
of
it
they're
part
of
the
decision-making
and
they're
gonna
own
it
right
because
it
came
from
them.
So
you
know
I
think
that
we
as
adults
will
have
names
as
task
force
and
things
of
that
nature
right.
D
F
F
If
we
are
focused
on
ensuring
that
we
are
helping
provide
those
young
people
at
the
highest
risk,
both
victimization
as
well
as
crimes
and
get
them
to
a
point
where
they
want
to
make
their
change
I
think
that's
the
key
for
that
and
the
I
think
that
the
information
we
received
around
names
for
the
young
people
is
about.
They
want
to
be
inspired
and
empowered.
I
B
I
I
Problems
which
then
lead
to
some
other
situations,
but
but
I'm
going
to
continue
to
harp
on
this,
but
that's
one,
it's
just
the
nexus
between
the
kiddos
that
we're
serving
and
tabs.
So
that's
one,
that's
one
and
what
kind
of
coordination
where
we
have
with
the
schools
aside,
you
know
high
school
district,
Franklin
McKinley
along
Rock,
San,
Jose
Unified
we've
got
to
get
a
handle
on
that
and
I
think
we
really
need
to
dig
deep.
Getting
an
IEP
is
one
of
the
hardest
things
for
a
parent.
I
That
journey
is
one
of
the
hardest
journeys
for
a
parent
to
maneuver
and
many
times.
If
you
don't
have
an
educational
lawyer
to
help
you
get
through
it,
the
parents
just
can't
if
you're
monolingual,
if
you're
limited
English
or
if
you
just
easily
give
up,
because
parents
are
just
overly
stressed,
the
the
kids
won't
get
an
IEP
and
and
so
I
just
have
a
suspicion
about
that.
The
other
is
a
council
member
at
Innes
and
I
have
pushed
on
on
this
issue
when
it
comes
to
other
other
items,
but
human
trafficking
and
domestic
violence.
I
I
I
want
to
see
what
we're
doing.
In
terms
of
helping
our
youth
make
sure
that
they
don't
fall
victims
to
human
trafficking,
I
just
learned
of
a
very
unfortunate
incident
that
I
don't
want
to
elaborate
here
on,
but
it
involves
a
thirteen-year-old
and
possibly
a
family.
That's
deeply
rooted
in
gang
culture,
and
now
we
don't
know
where
she
is,
and
so
you
know
how
we
can
go
ahead
and
address
some
of
these
issues.
I
While
we
have
them
already
here,
it's
a
captured
audience,
let's
not
miss
opportunities
where
we
can
really
support
our
kids
and
provide
the
kind
of
support
and
education
that
we
already
have
available
to
us
and
be
able
to
make
available
to
these
these
kiddos
both
girls
and
boys,
so
human
trafficking,
domestic
violence
and,
of
course,
I'm
very
interested,
especially
as
this
has
increased
females
in
gangs.
The
role
of
females
and
gangs
I
know
that
that
before
I
wasn't
such
a
big
deal
it's
much
more
aggressive.
Now
they
play
a
very
prominent
role.
I
They
didn't
before
they
do
now
and
and
last
but
not
least,
as
we
are
ending
2019.
You
know
once
January
comes
along
the
those
next
3-4
months,
just
just
zoom.
By
and
now
we're
looking
at
summer
and
for
me
getting
them
into
good
Summer,
Youth,
Employment
internships,
and
maybe
even
employment
here
in
City
Hall
is
a.
Must.
We've
got
to
figure
out
how
to
get
these
kids
into
opportunities
where
they
can
really
develop
good
skills,
so
I'll
be
addressing
those
as
we
as
we
move
forward.
B
Thank
you
very
much.
I
will
echo
my
appreciation
for
the
update
and
the
progress
that
you've
made.
I
appreciate
that
you
are
engaging
the
youth.
That
program
is
serving
as
well
when
in
regards
to
the
name,
change,
I.
Think
we
as
sort
of
developing
programs
like
this
as
organizations
government,
whoever
it
may
be.
We
especially
before
it
exists.
B
You
may
not
necessarily
be
able
to
go
out
and
and
test
the
naming
on
the
clients
that
you
you
want
to
be
serving
to
determine
what
sort
of
you
know
what
their
feeling
is
in
regards
to
that
on
what
the
program
could
mean,
and
it
has
been
in
existence
for
quite
some
time
and
I.
Think
it's
a
benefit
that
we're
now
asking
that
question
to
the
youth
that
we're
serving
and
and
I
would
say
they
are
the
most
important
voice.
B
My
at
least
my
decision
on
and
I
think
it
speaks
true
to
another
program
that
we
had
that
stemmed
from
sort
of
the
rebirth
of
Project
crackdown,
which
again
you
know
naming
coming
from
internally.
We
may
have
had
our
indication
of
why
that
was
the
goal,
but
out
in
the
community
it
may
not.
It
may
not
be
received
in
in
the
way
that
we
want
it
to,
and
so
indeed
we
you
know,
we
revived
that
as
Project
Hope
and
with
with
good
feedback
from
the
community
and
and
I
think
feedback
from
from
all
of
us.
B
The
intent
may
still
be
the
same
right
on
what
we're
trying
to
do
within
a
community,
but
the
name
could
actually
add
a
lot
of
you
and
so
I'm
interested
in
that
discussion.
Coming
forward
and
I
appreciate
that
we're
not
trying
to
rush
that
as
well
I,
don't
have
any
other
comments
or
questions.
So
seeing
none
from
my
my
colleagues,
we
have
a
motion
in
a
second
all
those
in
favor
say
aye,
any
opposed.
None
motion
passes
and
we're
in
an
open
forum.
We
have
no
speakers
so
meetings
adjourned.
Thank
you.