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From YouTube: NOV 4, 2019 | Transportation & Environment Committee
Description
City of San José
Transportation & Environment Committee
View agenda at https://sanjose.legistar.com/View.ashx?M=A&ID=709897&GUID=FF79EFE8-A88F-4E5A-A743-EA6B26828335
A
B
A
C
This
is
not
strictly
a
public
works,
only
issue,
we
have
partner
departments,
Environmental,
Services
and
the
Department
of
Transportation,
and
they
assist
us
in
our
CSA
to
deliver
these
services.
So
with
that
I'm
gonna
hand
it
over
to
Matthew
for
the
bulk
of
the
presentation,
and
we
can
take
questions
either
along
the
way
or
at
the
end,
whatever
you
prefer.
Thanks.
D
All
right,
thank
you.
Mike
our
storm
and
sanitary
sewer
systems
are
designed
to
be
operated
separately
and
it's
not
a
good
buy
system,
so
I
just
want
to
put
it
out
front.
Our
storm
system
consists
of
1,100
miles
of
my
pipeline
4,500
miles
of
curb
and
girder
32000
inlets,
1,500,
alphas,
and
also
31
pump
stations.
D
In
some
cases
due
to
low
growl
elevation,
a
pump
station
will
be
needed
to
lift
the
storm
water
up
or
to
pump
it
out
of
the
creek
and
river.
On
the
other
hand,
the
sanitary
sewer
system
consists
of
over
2,000
miles
of
pipe
a
pipeline
over
200,000
service
laterals,
and
also
we
have
18
pump
stations
in
our
system.
D
Since
2015
the
city
under
the
new
permit
issue
by
the
water
boy
was
required
to
improve
our
stormwater
quality
before
discharging
it
into
the
surrounding
water.
So
to
meet
this
requirement,
the
storm
CIP
includes
project
that
captured
trash
and
DePriest
using
hydrodynamic
separators.
At
the
same
time,
the
city
also
initiate
a
program
to
to
filter,
to
filter
the
pollutant
before
we
release
it
to
the
water.
D
So
at
the
same
time,
staff
also
invests
into
a
master
planning
program
to
evaluate
existing
capacity,
as
well
as
to
plan
for
future
needed
capacity
based
on
the
growth
of
the
city.
Besides,
these
activities
stop
continues
to
work
on
system,
rehabilitation
and
improvement,
and
some
of
the
last
project
would
include
a
Bissell
pump
station
and
in
the
next
few
years,
were
also
working
on
the
chaco
area
system,
improvement.
D
One
of
the
highlight
technical
program
that
is
needed
for
own
last
collection
system
is
the
master
program
master
plan
program.
This
is
an
ongoing
multi-year
program
that
allows
the
city
to
properly
plan
for
capital
and
maintenance
activities,
stop
complete
phase.
One
of
the
master
plan
in
2002
2017,
which
include
all
of
the
pipelines
of
24
inch
and
larger,
also
start
took
into
consideration
the
effect
of
high
water
level
in
the
creek
and
how
it
will
impact
our
system
conveyance.
D
D
D
Starting
this
year,
we
also
split
our
city
into
smaller
sub
watershed
and
we
will
prioritize
the
analysis
on
this
watershed
based
on
the
outcome
from
master
plan
phase
1,
as
well
as
based
on
the
known
issue.
So
with
that
in
the
next
few
years,
we're
gonna
work
on
the
chequered
area,
which
is
in
North
San
Jose,
and
also
we're
gonna
work
on
Stockton
Taylor
area
in
central
San,
Jose.
D
On
the
capital
investment
side,
we
have
successfully
complete
the
a
bezoar
stone,
Penn
Station
project.
This
project
was
awarded
to
Jim,
be
in
2017
and
construction
start
in
April,
two
thousand
eighteen,
and
we
just
complete
the
project
in
June
of
this
year.
This
project
built
a
new
pump
station
with
a
capacity
of
110
cubic
feet
per
second,
and
together
with
the
existing
pump
station
on
Wall
Street,
they
will
be
able
to
handle
the
the
100-year
storm
event
for
the
area.
D
As
mentioned
earlier,
in
2015,
the
regional
water
war
issue
a
permit
and
required
the
city
to
reduce
the
trash
load
discharging
into
waterway
by
70%
by
mid
2017
and
also
a
reduction
of
80
percent
by
july
2019.
And
so
in
order
to
meet
this
requirement,
the
city
has
built
a
series
of
lost
trash
capture
device
and
each
device
are
designed
so
that
it
will
capture
all
of
the
trash
and
DePriest
before
it
get
out
early
to
the
creek
and
water
body
and,
to
date,
the
city
complete
a
total
of
six
phases.
D
We
built
a
total
of
32
devices
and
we
met
the
80%
reduction
target
that
the
water
ball
required
us
to
do
and
similar
to
the
trash
capture
with
requirement.
The
water
ball
also
required
the
city
to
initiate
a
program
to
filter
and
capture
pollutant
before
it
get
out
of
the
creek,
and
so
with
that
the
city
start
a
pilot
green
street
program,
and
we
apply
for
grant
funding
and
and
yeah
grant
fund
to
support
the
design
and
construction
of
these
projects.
D
So
far,
we
complete
several
projects,
including
the
Park
Avenue
channel,
wet
and
most
recently
is
the
Horace
Mann
Washington
Green
alley
by
completing
this
project.
We,
it
will
allow
us
to
learn
more
about
this
type
of
projects
and
we
can
apply
all
of
the
lesson
learned
and
the
knowledge
and
as
well
as
the
cost
information
to
our
future
Green
Street
projects,
which
will
be
carried
out
as
part
of
the
TSI
program.
D
D
D
So,
besides,
capital
and
maintenance
activities
staff
from
yes
DDOT
and
Public
Works,
together
with
the
coordination
with
Valley
Water,
we
have
prepared
ourselves
for
the
wet
season
of
other
storm
season.
We
made
sure
that
we
complete
the
pump
station
project
in
a
V
so
before
the
winter
season,
and
also
we
work
with
a
vendor
to
rent
and
deploy
temporary
pumps
to
the
to
the
chequered
area.
So
it
will
protect
the
area
during
major
storm
event.
D
D
It's
still
running
right
now,
but
we
are
working
on
a
project:
car
forestry,
major
interceptor.
Where
we're
gonna
build
a
new
interceptor
on
Front
Street.
It
will
span
between
commercial
street
on
the
way
to
101
across
101.
So
the
project
is
under
construction
right
now
and
we
anticipate
the
completion
of
the
project
in
the
next
two
years.
D
D
C
Well,
that
concludes
our
presentation.
We
are
here
for
your
questions.
I
just
do
want
to
acknowledge
that
we
have
a
storm
senior
named
Michael,
my
who,
assisted
with
this
program
and
a
sanitary
sewer
senior
named
Titus
for
Celes,
and
they
managed
those
design
teams
and
working
on
a
storm
or
a
sanitary
sewer
project
is
really
one
of
the
best
ways
that
we
help.
Our
early
career
professionals
gain
experience
because
anytime
you're
working
on
an
underground
utility
you're,
always
going
to
either
have
conflicts
or
protect
all
the
other
existing
utilities
that
are
under
the
streets.
C
Electrical
is
also
underground
in
a
lot
of
areas
of
the
city,
and
there
are
other
utilities
that
have
infrastructure.
In
our
city,
for
instance,
the
the
water
district
has
very
large
pipelines
for
raw
water
and
treated
water.
The
state
has
their
own
project,
the
Hetch
Hetchy
aqueducts
that
come
from
the
Sierra
Foothills,
all
the
way
to
the
peninsula
go
through
North,
San,
Jose,
and
so
every
time
we
work
on
the
interceptor
system.
C
C
The
the
operator
of
the
tunneling
technology
he's
a
gentleman
older
than
myself
and
he's
got
30
years
of
experience
and
the
way
he
manipulates
the
pressures
and
the
dials
it's
very
similar
to
when
a
surgeon
is
operating
on
one
of
your
organs,
I
mean
it's
just
experience,
confidence,
reliability
and
that's
really
what
we're
here
with
these
two
programs.
We
want
to
make
them
bulletproof
and
when
we're
out
of
sight
and
out
of
mind,
that's
because
we're
doing
our
job.
So
thank
you.
A
Thank
you
Michael
and
Matthew
for
the
for
the
presentation.
I
know
it's
not
a
sexy
topic
for
everybody,
but
these
are
the
things
that
that
allow
us
to
go
about
our
daily
business,
with
without
any
inconvenience
and
and
keeping
us
healthy
by
reducing
those
overflows
is
a
really
big
deal.
So
thank
you
for
for
your
work.
Are
there
any
comments
from
I?
Don't
have
any
comment
cards.
A
E
Comment
on
when
I
saw
Alviso
being
mentioned,
and
in
terms
of
a
climate
emergency,
we
have
a
big
deal
with
Alviso
in
terms
of
sea
level
rise,
and
so
we're
gonna
have
to
really
think
about
the
fact
that
Alviso
is
the
people
in
Alviso,
gonna
have
to
be
moved
and
that
you
know
yes
really
dealing
with
our
water
system
and
our
storm
sewer
and
sanitary
sewer
that
you
have
really
missed
the
the
issues
of
climate
emergency
in
terms
of
our
infrastructure.
What
is
called
the
critical
services?
Critical
services,
our
food
store?
E
You
know,
sanitary
waste
removal,
water.
These
are
critical
services
and,
as
we
go
into
a
climate
emergency,
we
really
need
to
really
think
about
these
issues.
So
I
I
do
applaud
you
for
thinking
about
the
storm
system
in
regards
to
Alviso,
because
we
are
really
in
a
climate.
Emergency
and
flooding
is
a
big
issue
and
the
last
time
we
flooded
in
Negley
Park
and
in
the
other
areas
of
our
community.
You
missed
that.
E
You
missed
that
because
we
weren't
aware
of
climate
emergency,
and
then
you
also
miss
the
PG&E
issues
of
climate
emergency
and
getting
us
prepared
and
the
preparation
for
Alviso
flooding
is
going
to
be
a
major
issue.
You're
gonna
have
to
resettle
housing,
is
gonna,
be
a
really
big
issue
that
you're
gonna
have
to
take
those
people
and
find
housing.
So
we
need
to
really
focus
on
climate
emergency
and
being
prepared.
F
So
I
had
a
question
about
the
storm
out:
Falls,
so
I'm
page
21
of
the
annual
report
at
the
top.
It
talks
about
coordination
with
Valley
water,
and
so
it
in
the
second
paragraph.
It
says
the
city's
working
to
develop
a
comprehensive
outfall
program
to
address
the
widespread
planning
and
funding
needs
and
the
permitting
requirements
necessary
to
implement
a
robust
and
long
term
program
and
the
fact
that
right
now,
repairs
to
existing
out
Falls
are
considered
on
a
case-by-case
basis,
and
so
overflow
is
a
little
baby.
F
C
The
the
Department
of
Transportation
has
a
very
knowledgeable
experienced
staff
member
that
that
inspects
all
the
out
Falls
in
the
city
routinely,
sometimes
as
often
as
once
a
year.
It's
part
of
our
storm
preparation
in
the
fall
of
each
winter
to
understand
the
condition
of
the
system,
including
the
pump
stations.
C
We
we
just
executed
an
cost-sharing
agreement
with
the
Water
District
to
replace
an
outfall
on
Thompson
Creek,
and
we
just
this
last
summer,
put
the
large
a
large
flap
gate
on
the
outfall
at
Rock,
Springs
Park,
and
so
that's
where
some
of
that
storm
water
migrated
up
that
system.
So
what
we've?
What
we
found
from
our
analysis
is
that
there
are
other
out
Falls
that
we
do
want
to
protect
with
a
flap
gate
and
our
strategy
to
avoid
the
permitting
process
is
to
do
an
inboard
flap
gate
in
city
right-of-way.
C
So
it's
like
a
flap
gate
inside
of
a
manhole,
so
we
don't
have
to
go
into
the
creeks
in
the
dark
at
night
through
the
underbrush
to
inspect
and
and
clear
those
debris.
So
that's
the
way
I
see
us
moving
forward.
Additionally,
we
part
of
our
master
planning
is
to
look
at
the
the
age
of
the
storm
system
when
it
was
built,
because
what
we
find
is
over
the
last
50
or
60
years.
C
The
the
flood
elevation
maximum
height
that
was
known
at
the
time
has
slowly
changed
with
all
the
development
and
so
a
system
that
may
have
been
built
in
1965
and
the
engineers
at
the
time
said
it
will
never
need
a
flap
gate
now,
when
you
add
more
development.
On
top
of
that,
we
revisit
that
and
find
out
that
now
there's
an
enough
flow
coming
down
that
Creek
that
it's
warranted
to
have
a
flap
gate.
C
So
we
have
a
very
large
a
large
program
in
the
storm
capital
program,
because
our
program
has
grown
from
say
it
was
one
year
was
only
a
million
dollars
that
was
earlier
in
my
career
now,
some
years
we
have
10
11,
12
million
dollars
a
year
in
that,
and
so
we're
not.
We
don't
really
build
a
lot
of
brand
new
pipelines
in
the
storm
program.
We
really
just
do
these
ancillary
products
like
remove
and
replace
and
repair,
and
so
that's
why
the
flap
gates
is
is
part
of
our
program
and
will
continue
to
be
so.
C
G
When
you
read
it
brick
and
you
think
in
my
mind,
that's
what
I
thought,
I
guess:
I
guess
a
bunch
of
bricks:
that's
not
what
I
think
of
as
a
sewer,
at
least
the
sewers
that
I've
seen
right
and
in
today's
day
and
age.
But
seeing
that
image
was
like.
Oh
yeah,
that's
exactly
what
this
is
a
bunch
of
bricks,
double.
C
For
the
first
hundred
years,
all
of
our
manholes
were
built
the
same
way
out
of
bricks.
It
wasn't
until
60s
and
70s
that
we
started
using
precast
concrete
rings
for
the
manholes
and
some
of
the
manholes,
where
multiple
sewer
pipes
come
together.
It's
actually
a
chimney
structure
with
arches
and
compound
curves,
and
and
when
you
see
one
of
those
that's
still
operating,
it's
a
good
feeling.
Yeah
yeah.
G
No
I
think
well,
I
think
both
things,
maybe
a
good
feeling
from
an
engineering
standpoint,
a
nervous
feeling
from
another
standpoint.
So
I
was
looking
in
here.
I
wasn't
able
to
find
I
know
that
we
have
a
particular
problem
with,
in
my
district
of
the
the
sanitary
sewer,
smell
sort
of
coming
up
from
a
couple
different
locations,
one
of
them
in
Japan
town
and
then
the
other
over
in
a
glee
park
and
the
sort
of
reoccurring
theme
of
what
we've
tried
to
do
to
mediate
that
is
or
mitigate.
G
That
is
some
sort
of
filter,
filter
system
and
I
wanted
to
see.
I
didn't
see.
Anything
in
here
in
regards
to
I
saw
a
little
bit
about
odor,
but
I
think
they
were
actual
locations
in
the
city
that
sort
of
help
with
that
odor
reduction,
not
necessarily
not
necessarily
this
specific.
As
far
as
a
you
know,
exact
location
that
may
have
this
filtration
system
I'm
just
kind
of
curious
in
regards
to
an
update
on
that
in.
C
C
You
are,
you
are
very,
very
correct.
We
we
use
both
deodorizer
filters
and
we
use
something
that
we
installed
recently
at
seventh
and
Empire
called
an
air
jumper,
and
so,
when
you
think
of
the
sewer
system,
we
always
design
the
pipes
to
be
two-thirds
full
maximum.
So
we
don't
want
it
to
get
any
higher
than
two-thirds
full.
There
is
a.
C
C
So
what
we
found
looking
at
the
pipeline
configuration
at
seventh
and
Empire,
is
that
we
didn't
have
enough
airspace
in
the
pipe,
so
we
installed
a
parallel
hollow
pipe
so
that
the
air
jumps
in
there
goes
downstream
a
little
ways
and
then
dives
back
in
the
pipe.
So,
that's
that's!
That's
a
very
common,
for
instance,
we
have
many.
We
have
over
a
hundred
and
twenty
sanitary
sewer.
Siphons
inverted
siphons
that
go
under
rivers,
we'll
think
about
it.
Those
siphons
have
to
run
full,
and
that
means
the
air
will
always
vent
out
at
the
upstream
manhole.
C
C
Additionally,
we
in
our
junction
structures,
we
custom
fabricate
teflon
panels
that
recess
into
little
ledges
inside
the
junction
structure,
and
then
we
put
a
waterproof
caulking
around
those
panels
as
well.
So
it's
kind
of
like
like
a
double
pane
window,
and
so
it
keeps
those
odors
traveling
down
that
Interceptor
system
and
we
want
to
vent
them
out.
It's
something
called
a
soil
bed
filter
which
is
up
by
plumeria,
and
so
there
it
looks
like
a
landscape
median
island.
C
G
C
About
nine
months
ago,
about
nine
months
yeah
now
we
went
we,
we
notified
the
neighborhood.
We
notified
your
council
assistance
and
we
also
used
something.
We
used
to
call
it
a
sewer
hog,
but
it's
a
big
sewer
cleaning
device
with
the
big
snorkel
on
it.
That
goes
down
and
you
don't
have
to
empty
the
sewer
out
to
clean
it.
So
it
basically
vacuums
up
the
sediment.
That's
on
the
bottom,
the
grit,
that's
on
the
bottom,
so
we
did
that
first
saw
how
much
capacity
that
freed
up.
G
A
Just
have
one
question
and
it's
about
the
stormwater
pump
stations
list
on
page
11
of
the
attachment
AE.
They
it
looks
like
all
of
the
pump
stations
have
been
upgraded
unless
they're,
relatively
new
built
in
the
90s
or
later,
except
for
the
one
on
the
top.
Hester
was
built
in
1928
and
it
has
a
not
upgraded
and
I'm
wondering.
Is
that
because
it's
been,
it
doesn't
need
to
be,
or
it
looks
like
all
the
other
ones
have
been
so
I'm
curious,
I.
C
A
H
Good
afternoon,
John
Russo,
director
of
transportation,
I'm,
going
to
kick
this
off.
What
we're
talking
about
today
is
our
vision,
0
program
and
an
action
plan
that
we're
presenting
to
the
committee
with
me
here
today
is
deputy
chief
Tyndall
captain
Dwyer
Lilly
Lim
Sal,
my
deputy
director
for
traffic
safety
and
Jessi
Mintz
Roth,
our
program
manager
for
vision,
zero.
H
Some
priority
action
items
that
we
would
like
to
present
to
the
community
today
that
will
likely
need
additional
follow-up
from
budgetary
considerations
by
council
terms
of
how
we're
going
to
address
some
of
the
issues
that
we
have
here
and
then
the
council
also.
The
committee
actually
asked
us
at
the
last
meeting
to
consider
what
it
would
take
to
actually
make
a
substantial
difference
in
this
program
with
an
unconstrained
look
at
what
that
would
be
in
terms
of
the
staffing
of
the
police
apartment,
and/or
physical
changes
to
the
street
system.
That
would
add
to
safety.
H
I
Okay,
so
this
slide
shows
a
national
rise
in
pedestrian
fatalities,
particularly
since
2009.
This
follows
our
presentation
to
transportation
environment
committee
in
May,
6
2019.
Earlier
this
year,
we
presented
on
the
growth
and
growth
and
traffic
fatalities
in
San
Jose
at
that
time,
but
for
a
brief
overview,
this
particular
slide
shows
the
steep
rise
in
pedestrian
fatalities
in
the
US
since
2009.
That
is
the
backdrop
to
US
cities,
adopting
vision
zero
in
recent
years.
I
I
Eliminating
ksi
supports
San
Jose's
of
their
goals,
including
mode
shift
away
from
single
occupancy
vehicles.
In
the
general
plan
and
climate
smart
San
Jose
in
May
2019,
we
presented
this
data,
which
shows
the
growth
in
traffic
fatalities
in
San.
They
they've
gone
at
37%
in
the
last
10
years,
and
the
city's
population
grew
less
than
10
percent
in
the
same
period.
In
2018,
our
last
full
year
of
data
52
people
died
from
a
traffic
fatality
in
San
Jose,
looking
to
traffic
fatalities
by
mode
I'll
just
quickly.
I
Pedestrians
are
the
biggest
group
consistent
with
the
national
uptrend
in
2018,
pedestrians
were
24
of
52
or
46%,
and
that
is
very
over-represented
compared
to
San,
Jose's
San
Jose's
pedestrian
mode
chair
in
2019.
It
looks
like
the
numbers
for
this
year
will
place
us
among
the
higher
years
on
record,
looking
at
quarters,
one
through
three
ending
at
September
30th
additionally
quarter,
for
which
we're
now
in
is
typically
higher
due
to
more
darkness,
such
as
daylight
savings
time
ending
and
wetter
weather.
I
Vision,
zero
is
very
data-driven
by
focusing
well
by
identifying
where
ksi
crashes
occur
and
what
types
of
road
users
they
involve.
We
can
use
targeted
strategies
to
reduce
them,
San,
Jose
vision,
zero
has
identified,
17
priority
safety
corridors,
15
of
them
or
56
miles
are
under
city
jurisdiction
and
two
of
them
or
14
miles
are
under
county
jurisdiction.
I
They
are
multi
lane
high-speed
roads,
San
Jose,
Police
Department
collects
crashes
on
all
of
these
roads,
so
those
that
that
70
miles
those
17
roadways.
They
are
three
percent
of
San
Jose's
roadways
and
on
them,
43
percent
of
fatalities
and
33
percent
of
severe
injuries
occur
and
if
you
look
too
the
modes,
the
type
of
road
user
again
pedestrians
are
the
biggest
mode
in
recent
years.
If
you
look
to
age,
looking
just
at
the
2018
data,
you
can
see
that
the
median
age
of
pedestrians
of
the
24
of
the
52
is
56
years
old.
I
The
median
age
of
the
motor
vehicle
occupants
is
41
years
old.
The
median
age
of
the
motorcyclists
is
31
years
old
and
of
the
cyclists
59
years
old.
This
suggests
the
need
to
use
strategies
that
both
raise
awareness
of
the
greater
issue
and
also
focused
safety
improvements
in
locations
and,
in
this
case,
focus
on
older
pedestrians.
I
Currently,
in
California,
cities
do
not
have
the
authority
to
lower
speed
limits
on
arterioles,
but
San
Jose
has
participated
this
year
in
a
zero
fatalities
task
force
in
Sacramento,
created
under
assembly
bill
23
63
to
review
the
way
speed
limits
are
set
now
we're
moving
to
the
action
plan
and
it's
six
priority
action
areas
we'll
be
finalizing.
The
action
plan
and
sharing
it
with
stakeholders
and
returning
to
council
early
next
year.
I
The
first
recommendation
action
area
is
build
robust
data
analytics
tools,
San
Jose
DoD
has
been
working
on
data
analytics
both
with
internal
staff
resources,
also
a
San
Jose,
State,
GIS
class
and
also
external
consultants.
We
built
the
data
portal
that
we're
making
public
today
at
vision,
0
SJ
org
internally.
It
uses
GIS
and
power
bi
to
show
data
from
the
last
five
years,
which
are
January,
1
2014
to
December
31
2018.
I
You
can
use
it
to
see
data
by
mode
such
as
pedestrian
motor
vehicle,
occupant
or
bicycle
by
council
district
by
priority
safety
corridor,
or
you
can
check
a
box
to
see
just
fatalities
or
just
ksi.
In
the
past
year,
we've
worked
with
a
start-up
called
urban
logic
on
a
pilot
demonstration
project
for
the
city
that
layers
city
data
with
other
data
from
other
departments
or
even
privately
collected
data.
In
order
to
continue
working
with
consultants
through
an
RFP
process.
I
I
The
second
area
is
to
form
a
vision,
zero
task,
force,
vision,
zero
is
beyond
the
scope
of
the
Department
of
Transportation
and
the
police
department
vision,
zero
cities
that
have
lowered
their
traffic
fatality
rate
for
a
hundred
thousand
and
lead
other
US
cities
in
this
effort
have
task
force's
the
task
force.
The
tax
forces
are
led
by
a
member
of
the
jurisdictions
legislative
body.
I
In
the
second
slide
on
the
vision,
zero
task
force,
we
are
talking
about
how
it
would
how
it
would
work
and
some
of
the
items
in
the
work
plan.
The
task
force
would
meet
quarterly
to
review
traffic
fatalities
and
severe
injuries.
In
addition,
we
would
keep
the
two
transportation
and
environment
presentations
per
year
in
spring
reporting
on
the
previous
year's
data
and
in
fall
reporting
on
actions
and
progress.
If
created,
the
task
force
would
also
continually
review
and
approve
the
vision,
zero
action
plan.
I
Some
initial
work
plan
items
include,
as
I
mentioned,
the
quarterly
review
of
traffic
fatalities,
but
also
of
enforcement
and
citations,
including
the
top
five
contributing
factor
to
contributing
factors
to
ksi
crashes.
Another
one
is
data
integration
linking
the
police
crash
records
that
we
have
with
the
public
health
records.
The
medical
examiner's
records
the
trauma
center
injury
records.
This
idea
follows
San
Francisco's
best
practice.
They
found
that
over
30%
of
ksi
are
not
in
the
police
reports.
I
Additionally,
their
crashes
collected
by
the
County
Sheriff
for
the
VTA,
which
are
also
not
yet
in
our
database
working
with
other
departments.
We
plan
to
undertake
a
holistic
system's
approach
to
improving
pedestrian
safety
across
facilities,
including
intersections
between
roadways
and
trails
with
the
Parks
Department
transit
with
VTA
adjacent
to
construction
sites,
where
the
city
does
not
consistently
enforce
provisions
of
pedestrian
access
with
planning
and
Public
Works.
An
additional
traffic
signal,
infrastructure
and
timing
modifications
with
d-o-t.
I
The
third
is
to
increase
traffic
enforcement
staff
at
the
police
department
and
prioritize
ksi
reduction
strategies
and
their
deployment.
The
graph
shows
that
traffic
fatalities
have
increased
teu
staff
has
decreased
in
recent
years.
This
year,
though,
teu
staff
has
risen
to
ten
its
first
to
increase.
Since
2010.
I
We
recommend
the
police
department
quickly
fill
up
to
the
allocation
of
24
officers
and,
looking
to
the
top
five
known,
ksi
contributing
factors
we'd
like
to
work
with
the
police
department
to
focus
enforcement
in
citations
in
these
areas,
including
the
locations
in
the
city
and
the
times
of
day,
including
the
evening
area
for,
is
to
build
a
culture
of
safety
through
community
engagement.
This
year
we
had
it.
We
rolled
out
a
senior
pedestrian
awareness
campaign
that
we
brought
from
San
Francisco,
which
you
can
see
on
this
slide
in
four
languages.
I
We
last
week
put
out
a
campaign
that
uses
changeable
message
signs
to
fight
the
spike
around
daylight
savings
time
that
occurs
when
there's
more
crashes
during
darker
periods
of
the
year
and
we're
looking
to
bring
on
a
research
fellow
to
evaluate
effective
outreach
strategies
from
other
vision,
0
cities.
We
have
identified
a
need
for
300,000
per
year
annually
for
education
and
engagement
in
hi
ksi
areas.
I
The
fifth
priority
area
is
quick,
build
safety
projects.
The
current
way
that
Street
redesign
is
done
is
through
capital
projects
and
capital
projects
are
both
costly
and
take
along
a
long
time
about
five
years
is
pretty
common
in
order
to
build
faster
and
cheaper
projects
that
get
quicker
results
that
would
allow
us
to.
You
know,
respond
more
quickly
and
see
results
in
a
year
or
two.
I
We
recommend
using
the
quick,
build
approach
which
tested
last
year
in
the
better
bikeways
project,
which
is
around
here
downtown,
which
built
about
10
miles
of
improvements
using
paint
signs,
bollards
and
cost
about
3.5%
the
cost
of
a
comparable
capital
project
and
was
delivered
in
much
less
time.
We
would
use
this
approach
in
locations
that
the
ksi
adata
prioritizes
and
we
recommend,
beginning
with
the
city's
priority
safety
corridors,
which
are
the
56
miles
and
represent
33%
of
fatalities.
We
estimate
this
would
cost
20
million
dollars
on
those
locations.
I
We
would
then
like
to
continue
with
the
city's
arterioles
that
are
not
designated
as
priority
safety
corridors
and
that's
330
miles
of
roadway
and
accounts
for
41
percent
of
fatalities.
Additionally,
we'd
like
to
work
with
the
county
through
the
task
force,
and
that
is
on
the
ones
that
are
designated
priority
safety
corridors
14
miles
are
10%
of
fatalities.
We'd
also
like
to
work
with
VTA
through
the
task
force
on
safer
access
to
transit.
The.
I
Last
action
area
is
to
prioritize
resources
on
ksi
reduction
strategies.
Looking
from
our
data
analytics,
you
can
see
here
the
ksi
by
council
district
in
San
Jose,
and
we
see
that
the
districts
with
the
most
ksi
are
3
5,
6,
&
7,
and
we
prioritized
to
you.
We
propose
to
use
the
data
analytics
tool,
such
as
the
one
now
available
on
vision,
0
SJ
org,
to
inform
investment
decisions
as
part
of
the
2019
2020
mid-year
budget
process.
Dod
will
identify
opportunities
to
dedicate
resources
to
the
top
priority
actions.
I
Finally,
at
the
May
629
teen
tne
meeting
where
we
proposed
lat,
where
we
presented
last,
we
were
asked
to
create
estimates
of
unconstrained
vision,
zero
costs
and
so
in
these
same
areas
that
we've
already
discussed
earlier
in
the
presentation,
some
ideas
of
the
unconstrained
costs
for
ongoing
robust
data
analytics.
We
estimate
that
it
would
be
400,000
annually
that
would
include
hiring
a
data
scientist
on
staff,
robust
engagement,
education,
we
estimate
1
million
dollars
per
year,
expand
teu
enforcement
to
fifty
to
a
hundred
officers.
I
We
estimate
that
would
be
six
to
nineteen
million
dollars
a
year
on
major
arterials
to
build
complete
Street
projects
in
capital,
such
as
what
the
Alameda
has
now
and
put
traffic
signals
in
with
the
same
spacing
as
downtown
San
Jose.
We
estimate
that
would
cost
five
hundred
and
sixty
million
dollars
for
the
56
miles
of
priority
safety
corridors
and
over
three
billion
dollars
for
the
330
miles
of
arterial
of
other
arterial
roadways.
So,
in
summary,
we
presented
here
the
data
for
the
last
five
years.
A
J
Sorry,
my
name
is
Kirsten
Smith,
so
bear
with
me,
because
this
is
extremely
emotional.
For
me,
four
weeks
from
tomorrow,
yep
yep,
four
weeks
from
tomorrow,
my
father,
Bob
Lavin,
was
hit
and
killed
on
curtain
or
Avenue
I
know,
council
member
Davis
came
out
to
support
us.
It
should
have
never
happened.
You
guys,
hearing
that
yeah
for
six
years,
you've
seen
a
trend
and
sighs
go
up
and
we're
watching
our
tea
use.
Sorry
I'm
learning
the
lingo
drop.
How
do
we
let
that
go?
How
did
how
to?
J
Born
and
raised
in
San
Jose
when
I
was
growing
up.
San
Jose
was
the
safest,
big
city
in
America
for
about
five
years
running.
It's
not
anymore,
and
we
need
more.
We
need
to
give
these
gentlemen
whatever
they
ask
for,
because
there
are
people
that
go
out
for
a
walk
or
their
daily
bike
ride
and
do
not
come
home
to
their
families.
There
are
families
that
are
destroyed
because
of
this
and
I
do
appreciate
what
you
guys
are
doing,
I'm
really
grateful.
J
We
are
one
of
the
fortunate
ones
because
the
person
who
hit
and
killed
my
father
left
the
scene
of
the
accident
I'm
told
that
only
about
60
not
only
about
40%,
are
actually
caught.
We
don't
have
any
cameras,
we
don't
have
enough
police
officers,
you
know.
Luckily
they
caught
the
guy.
Who
did
this
to
my
dad
and
they've,
been
doing
everything
they
can
to
build
a
strong
case.
We
need
the
cameras,
we
need
the
stoplights
this
place
where
the
accident
happened,
where
my
father's
life
was
taken
less
than
two
years
before.
J
Another
person
was
hit
and
killed
a
pedestrian,
so
we
we
deserve
better
in
San
Jose.
You
guys
and
I'm
asking
for
better
I'm
asking
to
build
a
place
where
I
can
actually
let
my
daughter
ride
her
bike
on
the
streets
and
had
the
same
kind
of
safe
feeling,
I
felt
when
I
was
home,
so
I
ask
that
you
guys
just
consider
what
they're
asking
for
and
I'll
do
respect
my
dad
is
not
a
ksi.
His
name
is
Bob
Lavin.
He
was
a
62
year.
J
Old
grandfather
went
out
for
his
daily
bike,
ride
grandfather
at
3:00
with
his
wife,
since
they
were
14
years
old
and
he
didn't
come
home.
So
I
know
you
need
your
lingo,
but
he's
a
person.
We
have
to
stop
putting
them
and
graphs
into
statistics,
they're
people
that
don't
come
home,
their
lives
that
are
destroyed.
So
please,
please
back
what
these
people
are
asking
for.
Okay,
thank
you.
A
J
Good
afternoon,
council
members,
my
name
is
Nikita
Sinha,
the
walk,
San
Jose
program
manager
with
California
walks.
I
want
to
thank
you
for
the
opportunity
to
comment
on
the
memo
on
the
action
plan.
There
have
been
43
traffic
fatalities
in
San
Jose
this
year.
That's
43
in
ten
months
and
24
of
those
people
were
killed
while
walking
and
biking.
J
Each
of
these
deaths
are
unacceptable
and
and
preventable,
and
this
action
plan
is
providing
us
with
a
key
opportunity
to
change
kind
of
the
momentum
of
what
we've
had
with
vision,
zero,
which
is
no
success,
really
I.
Think
it's
really
important
for
us
to
take
this
opportunity
to
put
together
a
plan.
That's
gonna
serve
as
a
is
a
successful
guiding
document
for
us
over
the
next
four
to
six
years.
That
staff
is
included
in
their
memo.
I'm
really
happy
that
they've
included
and
put
together
that
list.
J
That
was
up
there
of
the
need
for
annual
funding.
I.
Think
staff
is
doing
doing
really
great
work
with
the
minimal
resources
that
they
have,
and
the
best
thing
that
we
can
do
right
now
is
resource
them
and
fund
them
and
put
together
a
program
that
is
actually
working
towards
zero,
rather
than
as
we've
seen
in
those
graphs
just
just
getting
worse
every
year.
A
K
Good
afternoon,
council,
members
and
staff,
my
name
is
John,
cordis
and
I'm
here
on
behalf
of
the
Silicon
Valley
Bicycle
Coalition.
Our
purpose
is
to
create
healthy
communities,
environment
and
economy
through
the
everyday
use
of
bicycles
for
all
people
for
all
purposes.
I
want
to
we're
members
of
the
San
Jose
vision,
zero
coalition
and
we've
been
working
on
trying
to
make
San
Jose
a
safer
City
for
years
now,
and
we
think
that
good
vision,
zero
plan
is
a
critical
step
in
making
that
happen.
K
I
want
to
thank
you
very
much
for
San
Jose
being
caring
enough
about
the
safety
of
your
residents,
to
be
one
of
the
first
cities
to
create
a
vision,
zero
policy
and
plan
and
for
accepting
what
a
challenging
goal
that
is,
you
know,
we've
had
it
since
2015
and
unfortunately,
a
little
progress
has
been
made.
Regarding
this
specific
update,
STB
C
wants
to
stress
a
couple
of
things
that
we
really
support.
We
think
that
the
forum
in
the
vision,
zero
task
force,
is
the
right
step
for
the
city
vision.
K
Zero
is
a
long
term
project
right.
Your
goal
is
to
reduce
it
by
half
in
ten
years
and
is
intended
to
be
data-driven
and
requires
public
collaboration,
so
please
make
sure
to
include
representative
those
being
killed
and
injured
on
the
task
force
action
number
five
allocation
of
twenty
million
dollars
to
enable
staff
to
do
quick,
bail
projects.
It
is
a
critical
that
we
get
safety
improvements
on
the
ground
as
fast
as
possible.
So
please
improve
that
action.
K
Objective
d
focus
on
reducing
speed
on
major
roads
and
the
safety
priority
corridors
again.
You
know
this
is
gonna
save
lives
right
now
we
need
to
figure
out
how
to
make
our
roads
safe
for
all
users,
not
just
for
those
in
vehicles.
We
recommend
the
following
changes.
The
final
plan
has
to
have
measurable
goals.
The
current
last
update
the
two-year
plan
had
nothing
measurable
in
it.
Please
make
sure
that
doesn't
happen
again.
Current
investment
levels
are
not
sufficient,
please
increase
them
and
please
continue
encourage
more
participants
to
use
bikes
more
often.
Thank
you.
J
J
He's
a
data
point
on
the
pedestrian
fatality
map
for
the
city
of
San
Jose,
but
Kyle
was
so
much
more
than
a
data
point.
Kyle
was
an
amazing
and
brilliant
young
man.
He
just
turned
18
years
old.
He
was
on
his
high
school
basketball
team
and
was
going
to
be
the
DJ
for
the
Valentine's
dance.
He
was
looking
forward
to
the
senior
prom
and
graduation
in
June.
Kyle
was
proud
to
be
a
techie
at
the
age
of
five.
He
learned
to
build
electrical
circuits
with
his
grandfather.
J
He
was
so
creative
and
always
thinking
of
new
and
better
ways
to
use
technology.
It
seemed
he
had
a
new
invention
idea
every
day
that
use
electricity
and
circuits
he
enjoyed
taking
used
parts
and
building
computers
from
scratch.
When
he
was
17,
he
built
12
computers
and
devised
a
way
to
network
them
all
in
his
bedroom.
Dimming
our
lights
but
created
his
own
cloud
Kyle
had
plans
to
attend
college
in
the
fall
and
learn
more
about
computer
networking.
His
dream
was
to
one
day
work
for
Google.
J
He
was
an
energetic
funny,
loving
young
man
on
the
evening
that
Kyle
died.
He
was
taking
public
transit
and
knew
our
local
system
very
well.
What
he
did
not
know
was
that
the
area
near
the
light
rail
station
on
Curtin
or
Avenue
was
unsafe
for
pedestrians.
The
lights
were
out
under
the
87
overpass,
where
cars
merge
at
45
miles
per
hour
into
the
bike
lane
to
get
onto
the
freeway
on-ramp.
The
crosswalks
were
confusing
and
there
were
no
signs
to
direct
pedestrians
to
a
safer
pathway.
Exactly
11
months
later,
another
pedestrian
was
killed
there.
J
December
2017
I
feel
saddened
that
a
dangerous
situation
is
allowed
to
continue
and
no
changes
have
been
made
as
though
my
son's
death
and
life
did
not
matter.
Kyle
mattered.
He
still
matters.
Kyle
was
a
son,
a
grandson,
a
cousin,
a
nephew,
a
big
brother
and
a
friend
I
miss
his
smile,
his
laugh,
his
beautiful
energy.
This
is
my
son,
not
just
a
data
point
Kyle
LeBlanc,
please,
remember
him.
Please
make
pedestrian
safety
a
priority.
Thank
you.
Thank.
H
Hello
good
afternoon
my
name
is
Beal
Kirkpatrick
I
am
an
older
pedestrian.
I
am
a
resident
council
member
pyrolysis
district
I
commend
him
for
the
memorandum
which
was
submitted
and
I
urge
you
to
incorporate
his
ideas.
I
have
three
comments.
The
first
is,
if
anything,
this
recommendation
is
too
tame.
H
D
D
H
D
L
Lifelong
resident
of
San
Jose
I
live
in
district
6
I'm
a
little
nervous,
so
I
have
something
to
read.
Honorable
council
members
I
understand
that
our
City
residents
have
many
competing
urgent
needs
and
funds,
and
you
don't
have
a
lot
to
enough
funds
to
address
every
thing.
I
agree
with
everything
people
have
said
before
us,
but
with
respect
to
the
vision,
zero
update,
an
action
plan
dated
October
16th
and
today's
presentation,
I,
don't
think
more
money
needs
to
be
spent
on
consultants.
We
can't
consult
our
way
out
of
this
and
we
have
great
information
already.
L
You
have
the
data
that
you've
already
accumulated
over
the
years.
You've
got
California
Walk,
San
Jose
as
a
resource,
the
bike
coalition,
your
advisory
committees,
the
neighborhood
associations.
We
know
what's
wrong
and
we
know
what
the
one
measurable
goal
is
right.
So
this
program
has
been
in
effect
since
2015,
yet
our
city's
vision,
zero
website
is
silent
on
the
17
vision,
zero
quarters,
I
looked
for
it.
I
couldn't
find
it
and
I
respectfully
request
that
these
are
named
and
mapped
out
for
all
to
see
and
as
many
places
on
our
website
as
possible.
L
On
our
neighborhood
associations
have
them,
so
we
all
know
that
they're
there
and
I
had
some
sort
of
ideas.
I
mean
it
doesn't
all
cost
money,
but
how
about
asking
every
city
of
San
Jose
employee
on
a
voluntary
basis,
to
review
these
corridors
and
make
a
pledge
to
drive
more
slowly
and
be
more
aware
asking
vision,
zero
I,
don't
think,
should
be
a
siloed
initiative.
So,
looking
at
the
what
what's
happened
over
since
2015,
you
know
don't
see
a
lot
of
improvement.
Yes,
I
realize
nationally
it's
gone
up,
but
my
understanding
is.
L
We
have
more
bike
and
pedestrian
fatalities
are
three
times
the
national
average.
My
understanding
I
don't
think
this
should
be
a
siloed
initiative.
Every
city
department
should
be
on
board
and
stoked
about
reducing
traffic
fatalities.
I
agree
taskforce,
good
idea,
but
members
should
include
our
our
brave
and
courageous
Police
Department
and
our
capable
city
engineers
planners
and
most
important,
the
do
team
members
in
charge
of
traffic
light
placements
and
Street
configuring.
All
the
relevant
departments
should
work
on
this.
Don't
risk
regard,
don't
disregard
them
for
consultants
and
data
scientists.
You've
got
competent
people
here.
L
Please
utilize.
Your
bicycle:
pedestrian,
Advisory,
Committee,
your
senior
citizens,
Commission
and
the
many
neighborhood
associations-
I-
don't
think
you
can
educate
your
way
out
of
this
or
we
can
educate
our
way
out
of
this
or
analyze
data
endlessly
about
this
I
think
the
long
term
solution
really
is
Street
infrastructure
changes
like
more
traffic
signals
to
slow
drivers
down
on
these
quarters,
we
can.
M
M
So
I
would
like
to
thank
mr.
Rosedale
for
being
here
and
also
San,
Jose,
PD,
so
being
a
resident
of
district
3.
It
looks
by
the
study
that
I
looked
at
where
were
three
out
of
four
highest
numbers
in
the
category,
which
is
obviously
nothing
to
gloat
about,
but
I
would
like
to
see
us
to
be
a
little
bit
proactive
in
regards
versus
being
reactive.
M
We
have
Bart
coming
so
that's
obviously
a
big
thing
with
no
direct
freeway
access
to
the
various
BART
station.
Our
neighborhood
is
going
to
be
more
more
of
a
thoroughfare
to
getting
to
and
from
the
BART
station.
So
traffic
is
only
going
to
increase
in
regards
to
tracking
traffic
enforcement.
I
know
that
traffic
enforcement
unit
for
San
Jose
PD
was
depleted.
That's
going
to
be
like
that
for
a
while,
just
based
on
numbers
alone,
I
know
that
we're
that
they
are
300
short,
that's
just
a
regular
patrol.
M
So
it
urged
the
Department
of
Transportation
to
please
continue
to
research,
federal
grants,
also
budget
allocation
for
district
3
due
to
the
amount
of
crashes
and
things
that
we
have
in
our
district
so
and
ultimately,
I,
think
traffic
calming
measures
and
my
own
mind
would
be
the
best
thing
they're,
mostly
permanent.
They
don't
take
breaks
or
lunches,
or
things
like
that,
so
also
the
cost,
the
cost
I
think
would
be
offsetting.
So
that's
what
I
would
like
is
to
just
please
make
that
a
priority
so
that
we
can
envision
something
long-term
instead
of
reacting.
E
Tessa
would
Nancy
I,
do
not
excuse
our
current
politicians
for
their
lack
of
accountability
for
this
traumatic
incidents
that
are
happening
in
our
community.
You
are
all
responsible.
Blood
is
on
all
of
your
hands
and
what
it
is
is
that
we
have
no
accountability
for
the
way
the
system
works.
Your
Department
of
Transportation
is
broken,
your
councilmembers
are
broken.
We
can't
get
action
and
what
I
wrote
my
letter
here
is
about
accountability.
We
need
to
have
when
we
report
things
to
the
Department
of
Transportation
or
to
our
council
members.
They
do
nothing.
E
Okay,
this
is
what
is
happening.
We
have
no
accountability.
You
have
no
accountability
to
us.
She
Diane
says
you
can
get.
You
can
go
to
your
do,
T
site
and
there's
you
can't
even
tell
where
these
streets
are,
that
are
part
of
your
system
that
you
spent
millions
and
billions
of
dollars
on.
We
have
no
accountability
for
when
we
report
things
to
you,
we
need
accountability.
When
we
report
things
to
you,
you
respond
back
to
us.
We
get
a
case
number
okay,
a
case
number.
This
is
how
good
cities
run.
This
is
now
San.
E
Francisco
runs
this
now
New
York
City
runs.
You
are
not
running
this
city
with
accountability.
You
have
gotten
in
trouble
about
that
in
terms
of
not
open
government
and
you
were
busted
on
it.
Well,
you're
still
failing
that's.
Why
we're
in
the
world
to
hurt,
and
on
top
of
it,
when
we
have
accidents
that
happen,
you
have
to
look
at
root,
cause
analysis
and
then
fix
it.
That's
what
a
good
city
does
that's,
what
a
good
business
does
fix
it.
E
We
cause
analysis
so
when
my
husband
gets
hit
on
a
street
and
I
tell
the
city
that
if
they
need
a
left-hand
turn
signal
there
to
separate
the
traffic
from
the
ongoing
pedestrians
and
bicyclists,
you
fix
it.
Okay
and
the
thing
is
in
terms
of
police.
That
is
not
an
answer.
Raul
Perales
is
a
policeman
he
serving
his
own,
his
own
community.
We
need
structural
change,
we
need
structural
change
to
improve
our
city's
streets
and
that's
what
needs
to
the
money
needs
to
go
towards
and
a
lot
more.
E
B
B
I
feel
this
can
be
a
good
way
to
help
define
how
to
think
about
and
talk
about
and
work
with,
the
vision,
zero
in
San,
Jose
and
overall,
how
we
like
to
talk
about
the
relationship
between
everyday
people,
local
government
and
it's
Police
Department.
Thank
you
for
listening
to
my
words
on
this
subject.
Thank.
J
N
Hello,
City,
Council
and
good
afternoon.
My
name
is
Marcia
romancey
candidate
for
San
Jose,
City,
Council,
District
six.
It
is
great
to
see
that
we
are
thinking
about
doing
a
vision,
zero
task
force.
I
do
believe
that
adding
more
minds
to
this
organization
will
increase
the
transparency
of
what's
going
on
and
better
help
spread
the
mission
of
vision
zero
to
all
residents
of
San
Jose.
N
It
is
it's
sufficient,
it's
necessary,
but
not
sufficient
when
it
comes
to
reducing
fatalities.
Even
when
we
had
as
many
of
50
officers
on
our
streets
for
trolling
and
helping
mitigate
traffic
related
accidents,
there
was
still
30
fatalities
annually.
So
we
have
to
accompany
police
action
and
police
power
with
the
redesigning
of
our
streets.
Every
time
I
see
a
roundabout.
It
just
makes
me
so
happy
as
a
cyclist.
Well,
we
have
wide
streets
streets
when
you
roundabouts
and
where
we
have
narrow
streets.
We
need
to
talk
about.
N
O
Good
afternoon
and
thank
you
for
the
opportunity,
so
we
have
the
statistics
here
and
it's
very
clear
from
what
we've
seen
that,
whatever
it
is
we'll
be
doing
right
now,
but
region
zero
is
not
working
and
we
need
to
start
taking
a
fresh
look.
So
I
think
you've
heard
it
from
at
least
half
a
dozen
constituents
before
me,
but
the
solution
is
to
start
establishing
different
zones
for
pedestrians
and
vehicle
traffic.
O
These
two
ways
you
can
do
it
is
in
two
dimensions
zones
and
is
a
pedestrian
zone
and
the
vehicles
or
somewhere
else
or
you
can
do
it
in
three
dimensions
and
I'll.
Give
you
two
examples.
One
is
the
transmitter
in
San
Francisco.
You
can
be
up
on
the
fourth
floor
on
the
building
walk
right
through
the
building
and
you'll
hit
the
talk
above
the
transmit
Transit
Center
row
to
walk
right
through
it
and
you'll
be
walking
to
a
building
at
the
other
end.
O
That's
one
example:
now
the
example
is
Minneapolis
and,
quite
frankly,
the
entire
surface
has
disappeared.
The
retails
died
everything
else,
because
everybody's
moved
up
to
air
conditioning
and
everything
in
Minneapolis
is
happening
on
the
second
story
and
in
the
end
our
brings
us
to
Thursday
and
we
can
have
the
a
scoping
meeting
for
Google
and
what
are
we
doing?
We're
building
another
square
street
grid?
O
We
add
in
street
in
the
division
station
area
that
do
not
currently
exist,
we're
gonna
bisects
the
station
from
the
Google
campus
and,
what's
going
to
happen,
we're
gonna
start
killing
more
constituents.
Why
are
we
adding
another
20
acres
of
streets
in
the
dear
inland
area,
so
in
closing
and
foresman
is
band-aid
at
best.
The
root
cause
analysis,
as
Tessa
mentioned,
is
to
start
beginning,
designing
our
cities
for
the
21st
century
and
beyond,
and
hopefully
starting
at
here
and
all
through
the
che.
What's:
okay,
si.
Thank
you.
P
All
right,
good
afternoon,
council.
Thank
you.
Everybody
is
part
of
this
vision:
zero
movement
in
our
city.
My
name
is
Brandon
Alvarado
and
I.
Do
chair
the
San,
Jose
bicycle
and
pedestrian
Advisory
Committee
for
our
city
here,
but
I'm.
Actually,
here
today
representing
the
group,
we
call
San
Jose
right
of
silence.
It's
a
group
dedicated
towards
raising
awareness
of
Traffic
Safety
through
organized
rides
in
our
city.
P
We've
done
two
organized
rides
recently
to
raise
awareness
of
the
traffic
fatalities
specific
to
bicycle
riders,
but
we
also
are
interested
in
fatalities
for
everybody.
I
just
quickly
wanted
to
point
out
per
the
report.
It
does
say
vision,
zero
city,
minimum
standards
is
to
have
a
clear
goal,
is
listed
there
and
then
number
four
on
the
bullet
for
the
in
the
report.
P
I'm
still
here
and
other
people
aren't
and
that's
how
serious
this
is
and
so
I
will
still
keep
writing,
because
I
believe
that
we
can
work
together
for
safer
streets.
Although
we
know
they're
not
safe
going
to
the
report
and
very
specifics,
I
do
ask
that
you
support
the
allocation
for
funding
for
this
vision.
P
Zero
plan
number
two,
the
task
force
I
think
is
an
amazing
asset,
but
it
should
also
include
members
of
the
public
at
large
and
also
like
John
mentioned
from
SB
BC
I
think
it
should
also
include
specific
members
who
have
been
affected
by
traffic
fatality,
not
traffic
violence.
The
item
number
for
community
engagement
and
education
I
believe
that
education
is
its
own
subject
and
should
get
its
own
focus,
so
I
would
actually
break
that
up.
P
Q
Thank
You
chair
first
I'd
like
to
thank
everybody,
who's
come
out
and
and
shared
their
experiences
and
and
unfortunately,
some
some
of
their
losses
and
I
I'm.
So
sorry
for
your
loss
for
all
those
folks
who
are
out
there
as
a
mom
of
an
eleven
and
a
five-year-old
I
I
can
only
imagine
what
that
loss
would
be
I.
Q
Don't
even
let
my
unloving
girl
go
down
the
street,
well
only
the
dead-end
street,
because
the
dead
ends
into
nowhere,
but
but
as
as
my
son
grows
and
as
your
children
grow,
we
want
to
make
sure
that
our
streets
are
safe,
that
we
don't
confine
them
to
a
dead-end
street
because
we
feel
safer
and
so
I
have
a
couple
of
questions
and
and
and
also
for
the
advocates
who
are
here.
Thank
you
for
making
time
to
be
here
and
to
prioritize
this
issue
today.
Q
N
Q
Let
me
say
sorry,
I,
circled
these
the
reduction
strategies
in
number
three,
if
it
matters
at
all
I'd
love
to
see
the
strategies
for
the
the
case.
Si
reduction
strategies
prioritized
along
with
a
the
task
force
and,
lastly,
the
engagement
to
build
a
culture
of
safety
and
I'll,
say
this
I
think
when
you,
when
we're
messaging
and
I,
saw
that
message
that
you
all
use
from
San,
Francisco
I,
don't
know
if
that's
the
most
effective
I,
don't
know.
If
you
know
if
it
is
the
most
effective.
How
did
we
come
to
decide
on
that?
One.
I
Q
I
Q
You
know
there's
a
huge
difference
between
San
Francisco
and
San
Jose,
and
so
I
didn't
wonder
if
we
could
continue
to
revisit
that.
I
think
it
you're
on
the
right
track
in
terms
of
the
age
range,
because
obviously
it
looked
like
there
were
a
lot
of
older
folks
in
that
category
that
were,
impact
did,
but
I
think
there
also
needs
to
be
some
type
of
partnership
with
our
school
system
and
our
County
I.
Q
Had
a
big
littering
problem
in
the
80s
and
they
couldn't
figure
out,
there
was
like
about
20
million
dollars
that
was
being
spent
on
an
annual
basis
and
they
just
couldn't
figure
out
how
to
message
how
to
get
the
message
across
to
their
residents,
and
so
they
came
up
with
they've
hired
a
consultant.
They
came
up
with
don't
mess
with
Texas.
Q
That's
where
that
all
comes
from
right,
that's
an
effective,
and
you
know,
and
they
would
use
these
big
barrels-
and
it
says
you
know,
fill
it
up
buttercup
or
you
know
all
kinds
of
sassy
sayings,
but
they
were
targeting.
They
were
targeting
men
in
certain
age
range.
I
can't
remember
exactly
what
it
was,
but
they
really
honed
in
on
the
message
and
I
think
this
is
where
I'm
coming
from
that.
Q
The
work
that
we're
doing
with
everything
on
this
list
is
important,
but
I
think
when
we're
creating
the
next
generation
of
public
transit
writers
that
we're
actually
creating
the
next
generation
of
public
transit
writers,
with
with
some
safety
measures
in
mind
right
whatever
that
message
and
will
be
whatever
is
most
effective,
but
I
think
when
we
get
it
right
that
we
can
make
a
huge
difference.
So
the
the
the
messaging
that
you
have
for
the
seniors
may
work
I.
Q
Think
for
for
the
overall
city,
but
I
think
we
also
need
to
start
preparing
our
next
generation
of
folks
with
some
some
other
messaging
that
will
work
for
them.
That
will
speak
to
them
and
I
think
that
that
is
a
big
investment.
Aside
from
all
of
the
other
safety
measures
that
we're
going
to
take
I'll
tell
you
that
the
the
quick
build
really
speaks
to
me
and
I
I
think
I've
seen
quite
a
few
changes
downtown.
Q
I
mean
I
think
I
can't
wait
to
have
all
of
that
in
some
of
my
transit
heavy
transited
corridors
like
Tully
I
know
we're
gonna
have
a
project
pretty
soon
out
there,
but
all
of
these
just
very
simple
measures
can
save
lives
right,
especially
for
those
folks
who
are
older
and
who
we
see
are
continuing
to
use
our
bikes
or
walking,
and
I
would
emphasize
prioritizing
that
as
well.
So
for
me
it
would
be.
Q
Q
Some
of
it
is
effective
and
some
of
it
no
I
like
the
Ballards
that
are
up
and
down
when
your
iguana,
those
are
like
75%
gone,
because
it
almost
seemed
like
a
target
for
writer
for
people
in
the
cars
right
to
knock
them
down,
and
so
that's,
where
I
think
the
messaging
comes
hand
in
hand
is
how
are
we?
How
are
we
combining
all
of
our
efforts
to
make
the
most
impact?
Q
Q
Q
J
Get
jump
in
here,
Lillie
limb,
with
deputy
director
over
traffic
operations
and
safety,
one
of
example
of
ways
that
I
try
to
engage
the
county
roads
in
the
airport
and
when
we're
doing
traffic
sino
project
is
to
look
at
coordination
of
our
signals.
The
facilities
that
we
construct
many
times
we're
talking
about
a
state,
right-of-way
city,
casinos,
on
both
sides
of
the
streets,
the
county
sandwich
in
between
feeding
into
the
roadway
Network.
J
We
sit
down
as
traffic
engineers
of
the
county
to
talk
about
succinct,
operational
strategy
that
works
for
different
times
of
days,
different
user
groups.
It's
an
example
of
how
we
work
together.
There's
many
more
ways.
We
need
to
work
together,
for
example,
a
Capitol
Expressway,
with
the
lighting
that
we
had
installed
about
a
decade
it
was
our
emphasis
is
emphasis
to
get
lighting
on
that
Street
for
pedestrian
mode.
We
consist
on
more
lighting
on
the
expressways
and
we
we
see
the
need
to
do
more
work
together
more
on
the
task
force.
J
Q
Q
Thank
you.
It
sounds
like
these
are
all
very
technical.
Maybe
you
call
them
operational
strategies?
Yes,
thank
you
for
doing
all
that
good
work
behind
the
scenes,
I'm
not
sure
exactly
what
that
would
entail,
but
I
think
there's
also
some
really
good
work.
That
needs
to
happen
with
our
County
counterparts
on
the
messaging
and
working
with
our
like
our
next
generation
of
folks
and
I.
Q
P
G
P
Used
to
be
just
annually
and
we
decided
to
do
it
twice
a
year
or
four
times
a
year,
but
it's
more
frequent
it
used
to
be
so
it
could
have
the
updated
information
and
I
think
that's
a
direct
result
of
advocates
from
the
community
coming
up
and
asking
for
that.
The
last
time
we
had
this
so
so
kudos
to
you.
I
just
want
to
have
one
question
following
up
on
what
customer
rayna's
said.
P
Should
since
you
flag
that
pedestrians
failing
to
yield
to
cars,
is
the
third
known
que
si
factor
what
what
are
the
rules
that
we
have
if
any
in
for
bicyclist
cuz
I
know?
Sometimes
you
come
to
a
stop
sign
and
you
don't
want
to
lose
momentum,
so
you
just
kind
of
slow
down
he's
gonna
go
through
I
mean.
Is
that
any
all
related
to
this,
because
I
see
that
sometimes
and
I
understand
you
know?
Why
would
you
stop
if
you
don't
need
to,
but
then
there's
a
stop
sign,
so
you
have
any
comment
on
that.
R
David
Tindall,
deputy
chief
people
filled
our
operations
just
in
regards
to
the
bicycles,
I
mean
yeah,
I'm,
sure
you've
seen
a
lot
of
bicycles
around
town.
Some
follow
the
rules
of
the
road,
some
do
not
when
riding
a
bicycle
you're,
just
like
a
car
out
there
in
regards
to
following
and
being
all
vehicle
code
codes
that
are
out
there,
which
means
stopping
at
stop
signs,
even
if
you're,
in
a
bicycle
lane.
So
sometimes
those
fatalities
can
be
as
a
result
of
fielder
yield
and
in
in
they
roll
through
intersections
and
cars,
don't
see
them.
R
Obviously,
bicyclists
are
a
little
harder
to
see,
and
especially
at
night
times,
and
so
it's
why
we
always
push
for
the
lights
and
reflectors
gear
that
you
can
wear
as
well
as
helmets
and
also
you
know
any
regards
to
helmets
a
lot
of
our
adult
bicyclists,
don't
wear
helmets
and
and
certainly
if
they're
hit
by
a
car
being
elevated,
an
elevated
position
and
being
hit
by
a
vehicle.
We
see
a
lot
of
head
trauma
as
a
result
is
that
okay.
G
Thank
you,
Thank
You
staff,
for
the
presentation
and
thank
you
to
all
of
our
community
members
who
came
out
specifically
family
members
of
those
that
we
are
speaking
about
today
in
helping
to
I
think
bring
some
some
names
and
some
real
people
to
this
report.
I
actually
really
appreciated
that
aspect
and
I
think
during
our
last
report
in
and
which
was
an
annual
report.
G
I,
don't
know
if
it
was
walks
an
Jose
or
not,
but
I
believe
there
was
an
organization
that
came
up
and
and
actually
listed
up,
the
names
of
individuals
that
had
been
killed
in
the
prior
year
and
I.
Think
just
the
just
the
idea
of
having
an
individual's
name
read
out
in
recognition
that
we
aren't
just
talking
about
statistics
here.
I
think
that
is
important
and
I
actually
had
another
question
for
you:
anyways
Nikita,
so
maybe
I
can
ask
you
to
come
on
down
and
I'll.
G
Hi,
thank
you
for
being
here.
Do
you
know
if
it
was
your
organization
that
helped
with
that
last
time
it
was
okay,
so
I
know
that
we,
this
is
not
going
back
to
the
full
council,
at
least
not
yet
I
wanted
to
see
you
just
hang
out
just
to
say.
First
half:
when
are
we
going
to
come
back
to
this
committee
and
then,
when,
ultimately,
will
we
be
cross
referencing
this
for
another
report,
maybe
at
the
full
council.
S
S
G
So
that's
the
first
aspect
of
it
and
thank
you
for
helping
us
with
that.
The
last
time
in
regards
to
the
question
I
have
for
you,
which
is
on
your
website,
there's
a
statement
here
where
it
says
still:
San
Jose
remains
the
largest
city
in
California,
without
a
dedicated
staff
to
walk
advocacy
organization.
Do
you
mean
a
nonprofit
organization
that
sort
of
works
independently
on
their
own
and
they
can
support
the
city?
Is
that
what
you're
talking
about.
J
G
J
G
J
J
G
J
J
R
G
The
program
Cal
walks
again
for
helping
to
fill
that
void.
I
do
think
that,
certainly
that
we
see
that
the
reality
and
the
need
here
and
this
isn't
going
to
be
just
a
you-
know:
City
Department
of
Transportation,
driven
effort,
a
police
department
right
to
fill
that
void
or
any
individual,
nonprofit
or
elected
official.
G
G
You
to
my
colleagues,
I
did
submit
a
memorandum
and
I'll
describe
sort
of
what
I'm
talking
about
here.
I,
don't
know
if
my
constituent
Paul
is
still
here
but
I
want
to
say
thank
you
to
him
as
well
for
coming
out.
I
know
it's
it's
difficult
sort
of
at
the
last
minute,
when
you're,
notifying
some
people
don't
be
able
to
come
out.
G
G
I
differ
with
that
opinion
and
I
do
think
that
it's
really
important
that
we
do
get
one
in
the
aware
of
this
data
analytics
tool
that
we
have
something
that
is
really
refined
and
that
we
actually
can
understand
what
is
happening
out
in
our
city
versus
just
the
anecdotal
or
even
the
reports
that
we
get
as
we've
determined
that
are
insufficient
from
the
police
department.
That
we
would
think
you
know,
would
be
the
best
that
we
have
but
clearly
right.
We
are
not
necessarily
analyzing
everything
we
should
be.
G
So
that's
where
I
think
this
will
help
my
interest
there,
just
in
regards
to
it
to
look
at
the
future
growth
and
and
then
specifically,
some
of
the
socio-economic
impacts.
If
staff
wanted
to
respond,
you
could
otherwise
all
kind
of
go
through
the
the
list.
So
I
look
to
John
without
a
nod
on
I'll
continue
down.
G
So
the
second
one
in
regards
to
the
the
$300,000
we're
talking
about
for
new
staffing
and
then
the
the
work
that
that
staff
member
will
do
in
regards
to
outreach
and
engagement,
I'm,
actually
suggesting
a
different
approach,
and
this
is
sort
of
along
the
lines
of
what
counts.
Remember.
Adenosyl,
talking
about
I,
do
think
that,
and
you
gave
a
good
example
customer
than
us
of
you
know,
sort
of
like
marketing
strategies
and
some
that
are
really.
You
know
effective
I'm
not
gonna,
disagree
that
right.
G
There
may
be
something
effective
of
San
Francisco
and
we
may
have
found
it
effective
here
or
maybe
well
yet
to
see.
But
in
regards
to
this
effort
around
seniors
I'm,
not
saying
that's,
it's
a
bad
idea,
but
I
do
think
that
we
should
have
a
a
very
well
focused
communication
strategy
and
versus
just
hiring
on
a
staff
member
and
putting
some
money
towards
that.
H
John
Risto
again,
and
actually
both
councilmember,
anus
and
and
the
idea
presented
here,
we've
talked
about
that.
We
we
agree
that
we
are
police
officers
planners
and
engineers,
and
we
are
we're
not
messaging
communications
experts
when
it
comes
to
marketing
and
the
example
given
with
don't
mess
with
Texas
has
been
normally
successful
and
then
permutations
on
that
for
us
to
get
some
of
this
across.
We
need
some
help
with
that.
That
is
where
professionals
in
that
sort
of
marketing
and
how
to
communicate
with
people
is
extremely
beneficial
to
us.
H
G
H
This
is
like
a
first.
We
would
probably
want
to
scope
out
what
that
assistance
would
be
in
terms
of
having
somebody
that's
more
of
a
marketing
expert
or
somebody
that
can
help
us
to
message
and
develop
a
campaign.
The
the
way,
the
reason
why
we
we
took
the
easy
approach
with
using
the
san
francisco
version
jesse
mentioned
was
Sam.
Cisco
did
a
similar
thing
that
they
actually
put
quite
a
bit
of
money
into
trying
to
focus
group
and
market
a
campaign.
H
Maybe
it's
not
the
best
for
us
down
here,
but
that
same
effort,
I
think,
is
needed
for
a
very
big
area
that
we
have
in
city
of
San,
Jose
and
most
likely
the
entire
county.
So
I
think
it
would
be
something
that
we
would
probably
put
a
scope
together
for
that
work
and
then
continuing
on.
We
would
then
have
some
staff
and
other
assistants
a
multi
department,
waited
way
to
actually
implement
that
that
strategy.
It
would
be
something
that
would
probably
need
to
do
first
and
then
continue.
Okay,.
G
And
I
do
think
it
would
be
beneficial
to
to
see
how
we
couldn't
leverage
and
maybe
measure
B
dollars.
I
know.
Vta
just
did
and
I
mentioned
that
my
my
memorandum,
some
of
their
marketing,
that
they've
recently
embarked
on
and
invested
in,
but
across
the
county
to
your
point
right.
Could
we
not
maybe
invest
in
something,
especially
since
we're
talking
about
right?
It's
marketing.
It
could
be
used
essentially
anywhere
I,
just
kind
of
stole
the
hard
work.
G
H
Well,
you're,
probably
referring
to
is
within
the
bicycle
pedestrian
program
of
measure
B.
There
is
a
small
set
aside
on
an
annual
basis
for
community
engagement,
outreach
similar
to
what
I
think
this
could
be.
Vta
hasn't
released
that
yet
for
this
current
fiscal
year,
so
they
are
about
ready
to
come
out
with
the
capital
program
and
then
the
planning
funds
that
you're,
referring
to
so
certainly
I,
think
it's
a
competitive
program
for
the
countywide
and
then
within
what
the
city
can
compete
for.
H
G
Thank
you
and
in
regards
to
the
the
next
recommendation-
and
we
see
it
on
the
slide
up
above
traffic
with
the
traffic
enforcement
unit.
There
was
one
sort
of
discrepancy
that
I
did
I
found
when
I
was
doing
some
of
this
research,
which
I
noted
in
my
report,
which
was
that
our
our
budget
for
the
last
three
years
has
actually
had
an
adoption
of
48
positions
which
included
40
officers,
7
sergeants
of
one
lieutenant.
G
So
in
looking
at
your
report,
I
was
looking
at
the
24,
which
is
actually
an
allocation
of
31
for
24
hours,
so
6
sergeants
in
one
lieutenant
and
so
I
was
kind
of
scratching
my
head
trying
to
figure
out
what
was
going
on
there
and
we
reached
out
to
the
police
department
and
did
determine
that
I
guess
this
may
have
been
a
recent
shift
in
the
allocation
and
so
I
wanted
to
see.
If
you
can
speak
to
that
and
and
then
we'll
kind
of
continue
on
from
there
yeah.
R
I
know
CFO
Lisa
Perez
was
currently
working
with
staff
in
regards
to
those
positions.
I
do
know
that
from
the
40
officers
those
positions
were
shifted
down
to
24
in
Te.
You
I,
don't
have
the
exact
numbers,
but
I
know
that
some
of
us
staffing
went
to
our
SWAT
team.
They
went
to
training
and
the
police
academy.
R
Again,
as
you
know,
we
were
pushing
three
academies
through
a
year
right
now
and
we
sorely
needed
staff
out
there
to
be
able
to
handle
the
large
group
groupings
of
Academy
recruits
that
are
coming
through
both
in
the
training
standpoint
and
the
academy,
standpoint
and
I
know.
There's
some
were
also
prioritized
out
in
other
critical
areas,
so
she's
currently
working
with
staff
right
now
to
get
those
numbers
solidified
into
you,
so
that
the
the
adopted
budget
can
be
made.
Do.
G
Okay,
and
so
the
reason
why
that
you
know
obviously
struck
me
for
two
reasons,
one
just
looking
at
the
staffing
and
the
chief
knows.
This
I
was
arguing
with
him
over
the
summer
and
ultimately,
he
did
allocate
a
couple
more
deu
officers
and
I
appreciate
right
that
that
added
allocation,
because
when
we
heard
this
report
six
months
ago-
and
we
saw
where
that
the
numbers
were
at
that
was
the
first
time
I
had
been
aware.
G
Personally
of
how
low
we
had
actually
gone
and,
and
so
hence
I
I
started,
advocating
wherever
I
could
to
see
how
we
could
get
those
numbers
back
up.
What
I
didn't
know
at
the
time
was
that
we
had
this
allocation
of
the
the
actual
of
the
forty
officers
within
the
budget
for
the
past
three
years,
and
it
wasn't
made
readily
clear
that
there
were
right
granted.
I
know
that
we're
understaffed
was
in
the
police
department
so
that
it's
it's
not
that
it's
a
surprise
that
we
may
not
necessarily
have
all
units
filled.
G
It
that's
helpful
to
see
where
they're
they're
gone,
but
I
do
think
when
this
come
backs
to
come
back
to
the
full
council,
I
would
like
and
if
the
chief
will
be
here
I
imagine
he
may
for
that
presentation
if
he
can
describe
as
to
why
right
why
some
of
these
decisions
are
being
made
in
regards
to
the
allocated
bodies
that
we
have
and
let's
say
that
it's
right.
It's
no
longer
the
48
and
40
officers.
It's
now
the
31
of
the
24
officers
and
I'm
fine
with,
if
that's
the
numbers
we're
working
with.
G
But
why
are
we
not
necessarily
filling
those
positions
right
in
so
where
have
they
gone?
And
then
why
are
we
still
deficient
in
those
areas
and
and
the
reason
I
bring
this
up
and
certainly
there's
a
lot
of
areas
and
I'm
asking
the
chief
all
the
time
right
for
added
prostitution,
stings
right
along
monterey
corridor
right
because
of
its
a
high
high
need
and
a
big
demand
for
my
community?
So
it's
not.
I
don't
go
without
asking
the
chief
for
sort
of
that.
More
support
and
I
do
agree
with
somewhere
committee
members
have
spoke
to.
G
The
map
that
we're
looking
at
right
is
that
a
100%
one-to-one
correlation
right
that
well,
we
dropped
to
EU
officers,
and-
and
so
thus
that's
why
the
numbers
have
gone
out.
We
can't
say
that
definitively,
but
we
can
say
right
and
even
in
statistics
is
my
chair.
Well,
you
know
this
trend
right
is
telling
us
something,
and
so
there's
absolutely
a
correlation,
and
so
we
we
can't
deny
that,
and
we
have
now
enough
years
of
data
to
say
all
right.
Clearly,
this
is
a
factor.
G
G
R
So
what
I
can't
speak
to
is
when
we
were
at
the
height
of
tu
and
we
had
the
those
positions
in
there,
namely
seven
sergeants
forty
officers
and
one
lieutenant.
At
that
time
we
were
close
to
1,500
officers
or
1500
sworn
at
the
San
Jose
Police
Department.
Obviously
we
dropped
considerably
from
then
and
from
that
a
number
of
different,
both
bureaus
and
units
across
from
field
operations
to
investigations
to
internal
other
administrative
duties
fell.
You
know,
fell
down
in
numbers
as
we
continue
to
grow.
R
Obviously
we
are
putting
through
three
academies
per
year,
we're
now
getting
up
to
the
numbers
that
we
that
we
have
and
each
time
we
do
that
and
actually
you've
just
asked
again
for
another
assessment,
which
were
roughly
doing
every
four
to
six
months
right
now:
assessment
on
where
stuff
going
to
go
as
we
bring
recruits
in
and
as
they
graduate
from
the
Academy
we
offset
other
retirements.
We
see
how
many
we
have
essentially
bodies
left
in
that
point,
and
then
we
start
plugging
in
holes.
R
So
we
are
recently
we're
actually
doing
that
again,
as
we
speak
assistant
chief
Knopf
asked
for
it
at
their
meeting.
Last
Thursday
and
said
he
wants
an
updated
one,
and
that
is
an
updated
document
it
gives
prioritization
and
where
these
officers,
as
they
start,
coming
out
of
academies
where
we're
going
to
start
plugging
in
those
holes
again,
I
do
know
that
from
these
prioritizations
you
know
patrol
still
continues
to
be
our
number
one
priority:
getting
officers
down
the
streets
who
are
handling
those
number
one
911
calls
and
then,
above
and
beyond.
G
Think
it's
a
Saturday
night
right
right,
there's
there's
a
reality
behind
what
we
can
actually
do
with
the
bodies
that
we
have,
and
we
just
have
to
accept
that
at
times,
and
especially
while
we're
still
understaffed
so
I
understand
that
I
know
it's
not
an
easy
task
that
that
you
all
have,
which
is
to
allocate
these
bodies
and
places
that
we
know
we.
We
just
need
many
more
this
one's,
just
a
glaring
number
and
I
think
it's
just
way
too
low,
so
I'm
hoping
we
can
continue
to
increase
it
again.
G
I
think
the
chief
err
being
able
to
do
that
over
the
summer
and
I
do
hope
we
can.
We
can
continue
to
see
that
increase
as
we've
seen
these
these
academies
coming
in
and
hopefully
we
can
get
much
more
over
the
1,100
officers
that
we
have
and
get
back
to
the
14
1500
officers
that
we
had
ten
plus
years
ago
and
and
beyond
that.
The
last
two
points
I
didn't
denote
this
on
my
memo
and
I
moved
my
memo
momentarily,
but
the
allocation
of
the
resources.
G
H
G
G
If
you
will
across
the
city
with
$200,000
that
we're
looking
at
to
do
some
traffic
calming
measures,
what
I
would
hope
is
that
for
one,
at
least
in
the
upcoming
equity
study
session,
that
this
is
one
of
those
areas-
and
this
is
just
another
one-
that
sort
of
has
come
to
my
attention
and
I
think
numerous.
The
ones
will
continue
to
as
we
look
at
how
we
can
be
more
equitable
with
our
distribution
of
dollars.
This
is
one
of
those
areas.
G
That's
glaring
to
me
when
you,
when
you
look
at
the
district's
3
5
6,
&
7
in
we're
clearly
right
that
the
needs
are
not
being
met,
granted
it's
across
the
whole
city,
but
here
I
think
it's
again.
It's
so
glaring.
But
yet
we
have
the
simple
distribution
of
funds
in
regards
to
the
traffic.
How
many
dollars
so
I
know
you're
talking
about
something
a
little
different
in
regards
to
the
priority
safety
corridors.
I
would
like
to
see.
G
Actually
both
of
you
know,
sort
of
those
dollars
be
allocated
in
a
similar
way,
where
we're
directing
them
to
these
areas,
sort
of
following
the
data
right
as
I
denote
it
there
and,
as
you
did
as
well.
So
I
appreciate
that
you're
mentioning
that
in
your
report,
I
would
just
ask
I,
don't
know
which
there's
gonna
be
yourself
participating
in
the
equity
study
session,
but
I
would
like
to
have
that
be
part
of
that
conversation
as
well.
Yep.
H
G
Thank
you
and
the
last
thing
I
know
that
one
of
the
community
members
spoke
in
regards
to
the
17
priority
safety
corridor
areas.
I
did
find
it
on
the
website.
I,
don't
know
if
it's
very
easily
denoted
that
it
doesn't
say
that
there's
17
it's
sort
of
a
map
of
blue
lines,
so
maybe
there's
a
way
that
we
can
make
that
a
little
bit
more
clear
to
people
and
then
in
the
report,
I
did
notice
that
we
referenced
17
and
then
15.
So
it
is
17,
correct.
There's.
G
F
F
I
actually
appreciate
the
way
that
the
memo
was
laid
out,
one
of
the
things
that
we
have
brought
up,
I
think
in
the
last
meeting
when
we
talked
about
this
was
the
need
for
additional
data
and
so
I
appreciate
that
that's
how
this
starts
off
with
that
data
and
not
just
the
data
that
may
or
may
not
be
in
the
police
reports,
but
then
the
next
layers
of
data
about
the
incidences
so
that
we
can
begin
to
have
a
deeper
understanding
of
the
circumstances
of
that.
So
I
wanted
to
say
thank
you
for
that.
F
F
Who
can
give
that
perspective
on
the
marketing
component?
You
know
I
have
I,
have
seen
so
many
people
literally
crossing
the
street,
stop
look
at
their
phone
halfway
through
the
intersection,
respond
to
an
email
and
then
look
up
and
look
around
and
say,
oh
and
realize
they
were
halfway
through
an
intersection
and
I
know.
Some
cities
are
starting
to
go
back
to
that
age-old,
stop,
look
and
listen
marketing
that
apparently
I
grew
up
with,
but
I'm
old.
So
maybe
not
everybody's
growing
up
with
that
anymore.
F
F
F
Tully
McLaughlin
Monterey
sent
her
and
one
of
the
things
that
these
major
arteries
have
in
common
is
that
they
are
arteries
that
have
not
had
the
capital
investment
that
other
major
arteries
in
the
city
have
had,
and
so
I
wanted
to
just
point
that
out.
It
might
be
super
obvious,
but
this
is
part
of
the
equity
discussions
that
we've
been
having
in
the
city
and
I
know.
F
You
know
this
is
the
kind
of
infrastructure
that
has
been
lacking
in
district
7
and
I
have
told
the
d-o-t
team
sort
of
privately
but
I'll
say
it
publicly.
We
had
a
fantastic
project
on
Lucretia,
you
know
I'm,
not
I'm,
not
a
transportation,
engineer
and
everybody's
telling
me
here's
all
the
data,
and
even
with
just
striping
and
here's
how
we
can
do
it
and
it
worked.
It
really
did.
It
was
a
simple
thing
with
striping
and
bicycling
lanes
and
you
know
knock
on
wood,
but
traffic
has
slowed
the
other
day.
F
I
actually
saw
a
gentleman
out
on
his
bicycle,
like
not
going
to
work,
but
just
kind
of
tootling
about
which
is
something
I.
Hadn't
really
seen
that
much
at
that
time
of
day
and
so
I
just
really
wanted
to
say
that,
even
though
it's
very
obvious
I
wanted
to
go
back
to
the
traffic
enforcement
unit
issue
and
point
something
out
if
we
could
go
back
to
the
slide
where
we
have
the
graph.
F
So
there's
something
else
that
happened,
that
we
can
point
out
and
in
2012
the
city
passed
something
called
measure
B,
which
decimated
city
staff,
including
our
police
force,
and
so
we
lost
a
lot
of
police
officers
and
a
lot
of
wonderful
city
staff.
Although
we
were
able
to
keep
some
but
that's
another
sort
of
number
that
stands
out
at
me
and
so
we're
now
in
2019,
in
the
position
of
having
to
sort
of
prioritize.
F
What
we
need
and
and
I
support
count.
My
colleagues
motion
to
come
back
with
a
plan
on
how
to
increase
staffing,
but
I
guess
my
question
to
you
is:
how
do
you
increase
staffing
for
the
traffic
enforcement
unit
when
we
need
officers
in
the
street
crime
unit
in
the
gang
task
force
and
in
other
life-saving
units?
F
R
You
very
question
and
I
guess
the
the
simple
answer
is
not
very
easily
again
it's
why,
when
we
start
looking
through
the
numbers
that
we're
getting
and
for
us,
everybody
counts
when
we
look
through
and
do
an
analysis
on
where
these
officers
are
going
to
go,
we
go
down
to
the
very
body:
it's
not
groups
of
bodies.
Again,
we
have
not
increased
tu
since
2010.
We
just
added
four
officers
and
lieutenant
lieutenant
Dave
and
I
here
and
we've
not
had
a
lieutenant
in
that
position
for
many
many
years.
R
So
we
absolutely
realize
the
fact
that
we
need
to
start
putting
bodies
back
in
positions
that
we
lost
in
2012
and
around
the
whole
era,
but
we
have
to
do
it
obviously
systematically
with
other
places
we
have
like
Street
Crimes,
and
you
talk
of
investigations
where
we
know
we
sorely
need
bodies
and
a
per
rotation
has
been
up
into
this
point,
mostly
revolving
around
people,
crimes,
crimes
against
victims,
violence
against
victims
and
as
we
continue
to
get
these
bodies
back,
and
these
would
continue
to
grow.
You
know
as
retirements
slowed
down.
D
R
That's
why
we
are
you,
know
we're
not
pushing
this
out
for
a
year
to
year
five-year
study
on
where
we
can
put
these
bodies
as
we
get
them.
It
is
almost
every
time
we
get
an
academy
class
out
every
you
know
what
it
ends
up
being
and
every
four
or
five
months
we
look
at
individual
bodies
and
where
we
might
place
those,
so
it
is
difficult.
It
is,
you
know
every
unit
commander
that
we
have
is
clamoring
for
bodies
and
rightfully
so.
We
would
like
to
get
back
to
the
position
where
we
have
a
surplus.
R
F
R
Either
by
a
collateral
of
we've,
a
lieutenant
who's,
ISTAR
field,
training,
lieutenant
who
runs
that
collaterally
and
then
there's
a
group
that
essentially
volunteer
collaterally
to
run
that
program
and
in
the
actual
hours
themselves
to
either
run
on
overtime
or
much
of
our
street
racing
detail.
We
will
actually
carve
off
a
portion
of
swing
shift
when
Midnight's
comes
out
and
detail
them,
and
we
know
that
we
racing
going
on.
Thank.
F
You
and
the
interest
of
time
I'll
just
make
one
more
a
couple.
More
points
related
to
data.
One
of
the
things
I'm
looking
forward
to
in
getting
deeper
around
data
is
the
types
of
different
crashes.
One
of
them.
I
have
noticed
on
some
of
the
detail
that
I've
been
able
to
see
in
the
reports
are,
unfortunately,
what
I
think
are
some
of
our
unhoused
residents
getting
hit
by
vehicles,
and
so
I
just
wanted
to
state
out
loud.
F
F
My
last
point,
I
swear
about
seniors,
so
I
was
part
of
the
county's
senior
agenda,
which
was
a
year-long
comprehensive
plan,
County
plan
a
process
to
develop
a
plan
around
County,
Senior
Services,
so
one
I
think
they'd
be
a
good
partner
for
the
city.
But
too
one
of
the
things
wanted
addressing
anything
seniors
is
that
that's
I
mean
what
is
a
senior
right
anybody
over
a
certain
age.
So
it's
a
broad
group
of
people
that
have
within
that
a
variety
of
different
needs
and
modalities.
F
One
of
the
things
I
learned
I
actually
had
to
move
in
to
be
a
full-time
caregiver
to
my
mother
for
a
couple
of
years
and
as
her
mobility
decreased,
her
reliance
on
the
car
increased,
and
so
that
was
kind
of
an
interesting
experience,
and
so
I
would
just
recommend
that,
as
we
move
forward
on
the
task
force
or
including
those
kind
of
perspectives
that
we
make
a
little
bit
of
room
and
not
have
as
many
assumptions
about
the
needs
of
seniors,
because
there's
a
lot
more
to
that
than
we
think.
Thank
you.
S
Did
just
in
terms
of
kind
of
collecting
all
the
feedback
the
staff
has
received
today
in
the
direction
from
the
committee
and
the
memorandum
from
councillor
Morales
I
think
what
the
team
is
going
to
do
is
kind
of
take
that
and
incorporate
it
and
bring
it
back
to
the
full
council
in
the
new
year
and
that
will
coincide
as
we
get
the
budget
process
going,
because
I
think
the
teams
are
going
to
look
at
what
they
have,
but
also
what
they're
going
to
need.
I,
don't
think
this.
S
The
whole
action
plan
is
anywhere
near
funded,
but
they'll
look
at
what
the
revenue
projections
are
going
into
the
budget
process
and
that
information
would
be
incorporated
into
the
plan
that
the
full
counts
would
see
what
needs
to
be
referred.
The
budget
process,
what
can
be
accommodated
with
the
resources
that
exist
within
the
department?
So
that's
that's.
How
I'd
anticipate
we'd
bring
this
back
and
kind
of
on
the
fly
here?
John
and
Dave.
Does
that
sound
like
an
approach?
So
then
the
council
get
this
in
the
new
year.
That's.
S
A
S
Correct
I
would
imagine
the
the
staff
will
begin
moving
on
the
things
that
they're
kind
of
within
their
current
kind
of
level
of
activity,
but
kind
of
forming
the
task
force,
allocating
resources
to
different
units,
getting
the
funding
to
do
the
the
marketing
campaign.
That's
was
talked
about
significantly
I
think
those
things
need
to
be
assessed,
what
can
be
handle
within
the
existing
budgets
and
what
will
need
additional
resources,
and
that
would
be
identified
at
that
point
in
time.
Okay,.
S
And
and
what
the
plan
also
has
in
it
is
that
the
staff
would
come
back
to
the
committee
two
times
a
year,
but
through
the
task
force,
the
kind
of
the
full
data
review
would
happen
four
times
a
year.
So
it's
actually
kind
of
more
kind
of
communication
and
work
on
this
than
was
previously
suggested
in
May
when,
when
this
item
was
kind
of
set
up,
if
you
will
right.
A
I
appreciate
that
one
thing
that
was
discussed
by
some
of
the
the
community
members
and
I
do
want
to
thank
the
community
for
for
coming
out
and
for
recognizing
the
gravity
of
this
situation
and
the
need
for
us
all
be
part
of
the
solution.
One
of
the
one
of
the
things
that
was
brought
up
was
how
how
the
community
will
be
represented
on
the
task
force
and
whether
there
will
be
representatives
from
nearby
the
priority
safety
corridors
or
people
who
have
been
impacted
by
pedestrian,
either
fatalities
or
injuries.
H
Well,
the
the
way
we're
envisioning
the
task
force
now
is
really
more.
The
the
department's
agencies
and
organizations
that
are
really
involved
in
development
and
implementation
of
safety
and
health,
health
related
impacts
of
vision,
zero
program.
When
we
went
what
comes
out
of
that
task,
force
of
actual
concrete
implementation
ideas,
whether
it
be
education
or
whether
it
be
real
projects
that
we're
going
to
be
putting
into
areas,
then
I
think
that's
when
the
the
involvement
and
and
community
engagement
for
those
types
of
groups
would
really
kick
into
gear.
H
In
terms
of
how
they're
going
to
be
part
of
development
of
what
that
project
is.
But
the
task
force
is
really
going
to
be
driving
data
and
decision
and
programmatic
actions
that
we
want
to
have
the
technical
people
working
on
that
are
in
those
agencies.
So
that's
the
idea
with
that
task
force
right
now
that.
A
Makes
sense
and
I
appreciate
the
data
different
driven
approach,
I
think
that
helps
us
to
focus
our
efforts
and
our
dollars
where
they
can
do
the
most
good
and
make
the
biggest
impact
so
I
I
appreciate
that
and
I
support
that
and
I
think
that's
really
the
reason
for
the
data
analytics
tool.
It's
not
it's
not
to
spend
money
that
we
could
be
spending
elsewhere.
It's
really
just
make
sure
that
whatever
dollars
were
spending
we're
spending
in
the
place
where
it
can
make
the
biggest
impact
and
and
decrease
the
greatest
number
of
of
KS
is.
A
The
other
thing
I
want
to
comment
is
about
the
the
citywide
outreach
and
engagement
and
education
strategy.
I
think
I
just
want
to
say
that
I
think
it's
important
to
use
not
just
billboards
and
buses
and
traditional
modes
of
advertising,
but
I
think
and
Jim
and
I
talked
about
this
in
my
briefing
last
week.
A
What
we,
what
we've
learned
is
that
there
there
are
many
different
avenues
for
social
media
and
they're
they're,
almost
segmented
by
age,
and
so
that's
one
of
the
things
I
just
want
to
throw
out
there
is
that
even
seniors
are
using
Facebook
and
they're.
Actually
ages.
40
and
up
are
are
the
biggest
group
of
users
on
Facebook
and
then
you've
got
Twitter,
which
is
a
slightly
younger
group
and
Instagram,
which
is
a
younger
group
and
then
even
younger
than
that.
A
But
there
are
that's
right
there
on
tik-tok,
very
good,
so
so
using
all
of
the
forms
of
social
media
that
are
available
to
us
and
advertising
on
them
is
a
really
good
way
to
get
a
lot
of
eyes
on
our
campaigns,
whatever
they
may
be,
and
we
can.
We
can
basically
almost
segment
them
by
age
by
the
different
social
media
platform.
So
that's
something
I
just
want
to
throw
out
there
for,
for
the
consultant.
I
do
think
getting
going
with
a
consultant.
A
The
other
thing
I
wanted
to
talk
about
and
the
someone
members
the
public
mentioned
it
talking
about
measurable
goals.
So
what
can
we
do
with
our
action
plan
versus
our
unconstrained?
The
unconstraint
is
basically
what
would
it
take
to
get
to
zero?
But
what
is
our
action
plan?
How
far
is
that
going
to
get
us
and
have
the
task
force?
Actually
not
just
look
at
KS
eyes,
but
what
are
what
are
our
goals
and
are
we
getting
there
and
what
can
we
do
in
a
year
in
two
years?
And
how
far
can
we?
A
How
far
can
we
get
towards
zero?
Well
we're
working
on
our
unconstrained
plan
and
then
the
other
thing
is
more.
The
last
thing
is
kind
of
more
specific
and
I
think
this
question
is
for
Jessie
someone
mentioned
the
curtain
or
light
rail
station
lighting
and
the
fact
that
there
have
been
two
pedestrian
fatalities
in
the
same
area.
I
Can
attempt
to
this
is
that
locations
like
that
are
really
complicated,
because
that
is
a
outside
to
VTA
area.
It's
under
a
highway.
It's
on
a
city
street.
It's
an
issue
of
wayfinding.
It's
an
issue
of
lighting.
It's
an
issue
of
clarity
of
marking.
It's
like
there's,
there's
so
much
complexity
and
location
like
that,
but
I
don't
want
to
make
it
sound
like
that
makes
it
like
something.
We
can't
do.
A
Thank
you
and
then
that
kind
of
leads
I
just
had
a
question
about
that
lighting.
More
generally,
we
and
it's
because
it
came
up
this
weekend.
I
was
in
one
of
the
neighborhoods
in
my
district
that
doesn't
have
any
streetlights
and
they're
just
residential
neighborhoods,
but
they
don't
have
any
street
lights
for
whatever
reason
going
back
many
years
in
history.
Do
we
have
a
plan?
I
know
we're
replacing
all
of
our
existing
street
lights
with
LEDs.
A
H
Yeah
well,
both
of
us.
We
do
not
have
a
plan
for
that,
but
I
think
it
goes
with.
What
we
want
to
do
is
actually
we
have
a
lot
of
areas
that
don't
have
sidewalks
well,
we.
What
we
do
want
to
do
this
next
year
is
start
this
pedestrian
plan
for
the
city.
That
are
certain
a
couple
of
gather
funds
for
that.
H
That
would
include
what
do
we
have
to
do
to
to
add
sidewalks
that
are
not
in
neighborhoods
right
now,
connect
up
gaps,
and
then
it
that
includes
potentially
lighting
those
areas
that
are
unlit
unfortunate.
A
lot
of
these
areas
are
came
in
when
the
city
incorporated
county
pockets.
That
came
without
those
things,
so
we
don't
currently
have
a
plan,
but
maybe
Jim
has
a
larger
yeah.
S
We
don't
what
we
do
is
we
keep
a
request
list,
so
there
are
numerous
neighborhoods
that
have
either
no
lighting
or
inadequate
lighting
and
Public
Works
keeps
that
list.
But
given
the
realities
of
funding
in
our
translation
traffic
capital
program,
we've
not
been
able
to
move
on
that,
just
maintaining
what
we
have
and
addressing
kind
of
you
know,
the
critical
issues
has
been
the
folks.
The
funding,
so
there
just
has
not
been
the
funding
to
do
that
and
probably
it
starts
with,
like
John,
said,
a
pedestrian
priority
plan
and
assessing
kind
of
what
it
take.
S
A
Well,
while
we're
on
this
subject
of
lack
of
sidewalks
I
know
both
West
San,
Jose
and
East,
San
Jose
have
areas
just
because
of
where
I've
been
and
where
I've
lived
in
the
city
that
that
don't
have
sidewalks,
because
they
were
incorporated
at
a
time
when
I
guess.
We
had
already
built
our
sidewalks
and
county
hadn't,
but
do
we
have
a
comprehensive
list
of
which
areas
do
and
don't
have
sidewalks
and
which
areas
do
and
don't
have
streetlights
yeah.
S
I
would
say
we
definitely
have
information
about
that.
Do
we
have
every
street
document
and
I'm
not
sure
of
that,
but
certainly
we
know
which
areas
came
into
the
city
and
I
think
we
have
a
pretty
good
handle
on
where
we
lack
sufficient,
sidewalks
and
lighting.
So
I
think
we
have
a
pretty
good
handle
on
it.
Do
we
have
every
street
charted
in
our
GIS
system?
I,
don't
know
about
that.
John.
H
S
H
A
Well,
I
think
it's
a
good
start
to
get
it
get.
It
mapped
out
which
I
know
where
we've
been
kind
of
systematically
doing
it
with
different
parts
when
starting
with
I
think
we
mapped
out
all
the
public
works.
It
has
done
a
lot
of
mapping
in
the
last
few
years.
So
I
appreciate
that
all
right,
any
other
comments
from
my
colleagues
all
right
then
on
it.
Councilmember
paralysis,
motion
all
in
favor
and
that
motion
carries
and
that
will
be
cross
reference
to
the
full
council
in
January.
T
T
Good
afternoon
Davis
and
council
committee
members
I'm
Rachel
Roberts
deputy
director,
with
code
enforcement
and
I'm
here
with
my
colleagues,
Jennifer
Chang
Deputy
Director
of
Finance
and
Captain
David
Santos
with
the
San
Jose
Police
Department,
and
we're
here
today
to
present
to
you.
The
status
report
on
the
city
generated
tow
services
delivery
model,
so
in
January,
2019,
City,
Council
accepted
the
city
auditors,
audit
of
towing
services,
as
well
as
administration's
response
to
address
all
17
audit
recommendations.
T
City
Council
also
directed
staff
to
return
to
T
and
E
in
the
fall
of
2019,
with
a
proposed
tow
service
delivery
model
and
provide
a
status
report
on
the
vehicle
abatement.
Audit
Council
also
directed
staff
to
consider
various
factors
in
the
development
of
the
new
model,
such
as
accessibility
of
the
tow
yards
for
our
customers
and
securing
a
heavy-duty
vehicle
tow
operator
for
larger
vehicles
such
as
rvs,
so
taking
into
account
so
taking
into
account
input
from
City
Council
and
the
audit
recommendations.
T
The
history
of
the
tow
services
in
San
Jose,
as
well
as
the
current
challenges
in
providing
our
tow
services
staff,
identified
three
guiding
principles
to
drive
the
development
of
the
new
model,
one
to
develop
a
service
delivery
model
that
is
responsive
to
the
neighborhood
residents
and
customers,
two
to
ensure
that
the
model
is
financially
feasible
and
sustainable
for
tow
operators
and
three
to
develop
a
modernized
and
efficient
system
of
operation
for
the
city.
That
also
limits
the
financial
impact
to
the
city,
budget
and
resources.
T
So,
following
the
January
City
Council
meeting
staff
got
to
work
and
develop
the
to
audit
work
plan
and
also
the
multi
department
working
group
which
included
representatives
from
code
enforcement,
finance,
City,
Attorney's
office,
the
San
Jose
Police,
Department
d-o-t
and
the
city
manager's
office.
The
working
group
had
made
significant
progress
or
the
past
10
months
and
accomplishing
the
work
plan
goals.
T
Staff
conducted
research
through
benchmarking
of
11
jurisdictions
throughout
California,
including
San
Diego
San,
Francisco,
Los
Angeles
and
the
California
Highway
Patrol
to
evaluate
the
elements
of
these
other
cities,
tow
service
delivery
models,
so
we've
also
provided
as
attachment
in
the
report.
The
highlights
from
the
findings
of
that
research
and
the
preliminary
staff
conclusions
of
each
of
those
key
elements
that
we
evaluated
staff
also
released
two
contingency
requests
for
proposals
to
attempt
to
secure
a
backup,
tow
operator
to
address
tow
refusals
in
the
interim.
However,
we
did
not
receive
any
bids
on
either
of
those.
T
T
So
one
of
the
key
challenges
that
staff
has
encountered
in
developing
this
new
service
delivery
model
has
been
finding
the
balance
between
the
contest,
context
and
conditions
with
which
the
current
tow
system
is
operating
and
the
guiding
principles
that
we
have
we're
working
to
try
and
achieve
through
this
process.
So
currently,
the
tow
providers
are
experiencing
reduction
in
claimed
vehicles,
rising,
tow
and
disposal
costs
and
increase
in
our
veto
requests
among
other
key
factors.
T
Sorry,
okay
staff
has
also
gained
some
key
insights
from
the
development
of
this
new
model,
from
results
of
the
contingency
RFP
and
the
feedback
we
received
from
the
tow
industry.
Staff
has
learned
that
continued
C
backup
to
E
is
very
costly
and
not
viable
for
the
tow
operators.
Under
the
current
system.
We've
also
learned
that
technology
and
software
is
central
to
reliable
data,
performance,
tracking
and
reporting
and
the
automation
of
processes,
and
that
a
balanced
and
sustainable
financial
model
is
vile.
T
So,
as
depicted
on
this
diagram
before
you
I'll
quickly
go
over
each
of
these
sections
so
that
we're
looking
at
the
technology
and
software
based
platform,
because
we
believe
it
would
be
provide
the
much
needed
automation
of
our
tow
process
from
to--to
the
release
of
the
vehicle
it
provide
for
process.
Streamlining
would
improve
our
data
tracking
and
our
performance
monitoring,
and
it
would
provide
a
web-based
user
interface
that
could
be
used
by
the
city
and
operators
alike.
T
Utilizing
a
third-party
administrator
would
provide
management
and
oversight,
coordinate
the
efforts
of
the
contracted.
Tow
providers
provide
a
24/7
customer
support
and
a
customer
website
where
customers
would
be
able
to
track
and
find
their
vehicles
as
well
as
pay
fees,
and
it
would
also
provide
the
city
with
regular
reporting
and
billing
and
invoicing
that
we
don't
currently
have
electronically.
T
It
financially
balanced
and
sustainable
model
will
provide
for
cost
fully
cost
recovery,
administrative
fees,
a
viable
reimbursement
program
when
it
comes
to
reimbursing
for
the
junk
vehicles
and
disposal
costs
and
proper
contract
compensation
fees
that
can
be
supported
by
data
and
then
the
modified
contract
terms
and
performance
standards.
We
are
looking
to
do
modified
contract
terms
and
performance
standards
with
existing
six
operators,
which
would
provide
first
write
of
a
refusal
to
those
six
tow
operators
that
are
in
good
standing.
T
So
staff
is
recommending
that
we
implement
this
framework
through
a
pilot,
a
pilot
program
with
a
contracted
third-party
administrator
that
will
also
provide
a
full-service
technology
platform
at
the
core
of
the
model.
The
pilot
program
would
allow
the
city,
the
environment
and
the
flexibility
to
test
and
refine
the
proposed
model
in
partnership
with
a
third-party
administrator
and
exist
and
tow
operators
under
modified
service
agreements
with
technology
in
place.
T
The
pilot
would
also
allow
the
city
to
automate
workflows
and
processes
such
as
dispatching
gained
efficiency
and
service
deliveries
in
the
near
term,
such
as
improved
response
times
and
generate
dashboards
and
reports
that
are
much
needed.
It
also,
as
I
mentioned
previously,
allow
us
to
conduct
the
billing
and
invoicing
electronically
and
gathered
gather
their
data
on
true
program,
performance
and
service
delivery
costs
to
inform
the
sustainable
fee
structure
and
width.
Under
this
pilot
program,
the
city
would
continue
to
test
refine
and
improve
the
proposed
model,
as
we
move
through
each
phase
of
the
pilot.
T
So
staff
proposes
that
the
pilot
be
implemented
in
three
phases
over
the
timelines,
as
proposed
on
the
slide
and
I'd
like
to
note
that
these
phases
do
overlap
and
would
span
between
November
of
this
year
in
September
of
next
year.
So
the
first
phase
would
be
the
review
and
the
evaluation
of
all
the
fees,
costs
and
budget
related
to
the
tow
system
to
determine
the
appropriate
level
and
balance
of
fees
and
the
costs
between
the
city,
the
operators,
the
third-party
administrators
and
the
customers,
and
this
phase
is
already
underway.
T
The
second
is
the
development
and
issuance
of
RFP
in
the
word
of
contract
to
the
third-party
administrator
software
company.
As
part
of
this
phase,
we
recommend
that
our
staff
recommends
we
report
back
to
T&E
in
February,
with
the
results
of
the
full
financial
analysis,
as
that
will
come
from
phase
one,
as
well
as
the
artifice
or
excusing
the
RFP
scope
and
the
feedback
from
the
stakeholders
prior
to
the
release
of
the
RFP.
T
So,
in
summary,
we
wanted
to
provide
you
with
some
key
takeaways
for
your
consideration.
The
framework
has
been
designed
to
achieve
the
balance
between
the
service
model
and
the
industry
challenges
and
guiding
principles
contracting
with
the
third
party
administrator
software
company
allows
the
city
to
retain
and
improve
city
oversight,
well
also
setting
contract
performance
standards
for
the
provider,
the
tech
and
software
provider
and
tow
operators.
It
streamlines
the
process
and
gains
efficiency
through
automated
service
delivery.
T
A
full
evaluation
and
analysis
of
fees,
costs
and
budget
is
necessary
to
develop
a
financially
feasible
and
sustainable
model
for
all
and
continuing
outreach
with
operators
and
software
companies
will
continue
to
provide
valuable
insights
and
inform
the
model.
How
many
of
the
tow
service
agreements
will
bring
more
accountability,
equity
performance
and
service
delivery
model
improvements
and
implementing
the
pilot
will
allow
the
city
to
test
the
model,
gather
and
evaluate
data
track
performance
and
make
meaningful
improvements.
T
So
with
that
staff
is
recommending
that
the
tne
committee
accept
our
status
report
on
the
development
of
the
new
tow
services
model
and
direct
staff
to
continue
to
refine
the
service
model
and
pilot
program
approach
and
return
to
Taney
in
February
2020
with
the
final
plan
for
implementation,
and
that
concludes
our
report.
Thank.
K
Afternoon,
madam
chair
members
of
the
committee,
I'm
Geri,
Stratus
and
I
represent
the
six
total
contractors
in
San
Jose.
So
thank
you
for
letting
us
speak
tonight
today.
First,
off
the
last
six
to
eight
months,
we've
been
working
very
diligently
with
your
very
qualified
staff.
I
want
to
thank
Jim
and
Rachel,
taking
the
time
to
meet
with
all
the
tow
contractors
going
through
the
18
items
that
were
identified
in
the
audit
and
couldn't
couldn't
be
working
any
better
we're
in
complete
agreement
and
the
staffs
recommendation.
K
What
we
would
like,
based
on
the
letter
that
you
received
from
our
counsel,
former
Mayor
Chuck
Reed,
two
items
that
we
think
we
can
move
forward
on
quickly.
One
is
the
the
software
technology
that
both
staff
and
the
tours
want
to
implement
as
soon
as
possible.
It's
very
important.
It
will
make
a
difference,
and
the
sooner
we
can
get
that
done.
The
better
and
number
two
the
tow
contract
needs
to
be
financially
viable.
It
is
not
right,
now,
financially
viable.
K
Four
of
the
six
total
contractors
may
be
out
of
business
by
the
end
of
the
year.
That's
the
situation
we're
dealing
with.
If
we
can
work
and
get
an
amendment
to
work
on
those
two
items,
implementing
the
software
technology
and
providing
financial
relief,
we've
suggested
and
staff
is
I.
Think
considering
it
a
simple
pass-through
of
the
$59
fee.
The
city
would
continue
getting
it,
but
we
would
be
able
to
pass
that
through
to
the
consumer,
that's
already
paying
the
tow
fee.
That
would
provide
immediate
relief.
K
M
Good
afternoon,
thank
you
for
the
opportunity
to
speak
today,
I'd
like
to
start
by
thanking
staff,
Jim
and
Rachel.
Again,
they've
done
a
lot
of
work,
I
mean
they
have
really.
It's
I
can't
even
tell
you
how
much
work
they
had
to
put
into
this
and
to
try
to
understand
the
industry
on
top
of
it
with
the
work
they
did
so
definitely
kudos
to
them,
and
we
are
all
in
agreement.
M
They
have
worked
with
us
really
well
and
hurt
us,
and
they
genuinely
heard
what
was
going
on
with
the
industry
and
wanted
to
learn
more,
and
we
really
appreciate
that.
We
look
forward
to
working
with
them
in
the
upcoming
months
to
solve
all
the
audit
recommendations
that
came
forth
and
all
the
tow
companies
definitely
feel
that
we
can
come
to
an
agreement
and
make
this
system
back
where
it
was
several
years
ago.
M
Being
basically
the
model
for
the
country,
I
mean
our
system
was
absolutely
the
best
and
I
believe
it
still
is
and
can
be
with
just
a
little
bit
of
work.
What
we're
asking
for
today
is
to
implement
the
software
program
through
Auto
return
to
help
us
get
quicker,
dispatching
immediate
dispatching
to
our
trucks
and
again
much
better
record-keeping,
easy
data
to
that.
We
can
act
upon
to
improve
our
systems
and
and
actually
give
the
officer
out
there
in
a
field
that's
requesting
to
tow
the
opportunity
to
see
the
tow
truck
on
his.
M
You
know
on
as
a
computer
and
have
direct
communication
to
quicken
the
response
time,
as
well
as
see
when
the
drivers
stuck
in
five
o'clock.
Traffic
like
we
all
have
been.
But
second
thing
we
like
to
ask
is
that
we
could
charge
the
$59
administrative
fee
to
the
vehicles
that
do
get
picked
up
so
that
we
can
recoup
some
of
our
costs
back.
M
You
know
not
all
the
cars
get
picked
up,
it's
you
know
well
below
50%,
but
that
will
help
us
in
the
interim,
while
we're
working
with
staff
because
financially
right
now,
it's
we're
just
having
a
hard
time
a
really
hard
time
and
I.
Don't
know
that
we're
going
to
be
able
to
survive
this
process
financially.
So
thank
you
for
your
opportunity
and
thank
you.
Staff
really
appreciate
everything
you've
done.
Thank.
P
P
The
situation
that
that
you
know
that
that
everyone
is
faced
with
here,
I
very
supportive
of
the
recommendations
that
the
teams
made.
We
were
down
here
on
the
15th
and
had
our
opportunity
to
meet
face
to
face
with
the
team
to
talk
through
our
RFI
response
and
to
you
know,
give
our
perspective
on
things,
and
we
appreciate
that
opportunity
at
this
point.
You
know
we're
just
hopeful
that
at
some
point
in
the
future,
we
could
play
a
role
in
helping
the
city
staff.
P
A
P
P
We're
kind
of
struggling
with
our
disposal
costs
they've
increased
over
the
last
year
and
while
we've
got
pilots
and
such
to
kind
of
help,
us
out
our
needs
are
currently
outstripping
that.
So
that's
what
the
purpose
of
the
pass
through
would
be
for
us.
There's
also
an
issue
of
a
need
for
data
and
a
system
that
is
centralized
that
can
collect.
All
of
this
data
can
help
answer
some
of
these
questions
and
help
perform
something
that's
permanent
and
long-standing
for
a
future
program.
We
really
need
some
financial
relief
and
we
also
feel
like
the
contractors.
P
E
Well,
just
the
two
issues
that
I
was
dealing
with
with
towing
and
I
have
a
homeless
person
that
lives
on
Stockton.
That
I
have
been
trying
to
support
and
she
had
two
vehicles
towed
over
by
the
valley
medical.
So
the
issue
that
I'm
trying
to
address
with
counsel
and
this
issue
of
towing
is
that
she
had
the
the
vehicle
towed
twice
and
then
she
tried
to
get
it
out
of
the
DMV.
E
Her
money
got
stolen
things
like
that
and
so
I
I'm
just
suggesting
maybe
a
solution,
because
it
was
brought
to
my
attention
that
she
had
her
her
vehicle
towed
twice
at
the
DMV
that
when
homeless,
people
are
living
in
their
vehicles
that
we
look
at
that.
You
know
that
we
can
make
an
adjustment
about
that
that
maybe
they
could
tell
that
somebody's
living
in
there
I
mean
might
not
be
appropriate
to
this
topic,
but
I
just
wanted
to
bring
that
up
so
that
you
would
maybe
be
sensitive
to
when
people
are
living
in
their
vehicles.
E
And
then
we
make
some
accommodation
to
that
issue
in
regards
to
the
towing
process.
So
that
was
that
and
then
the
other
issue
was
there
was
a
on
my
street
on
Villa.
They
were
repaving
so
when
they
were
repaving
the
street
I
they
they
started
blowing
their
horn.
So
loud
these
trucks
that
were
gonna
start
paving
the
horns.
Blowing
I
mean
it
was
like
almost
like.
E
You
thought
it
was
World
War
three,
the
way
they
were
blowing
their
horns
to
let
everybody
know
to
get
their
cars
off
of
the
street
because
they
were
gonna,
but
they
had
put
out
the
signs
that
it
was
gonna
be
towed
and
you
know
they'd.
Let
everybody
know
that
they
had
to
get
off
the
streets,
but
because
people
weren't
following
the
rules
they
had
to
go
down
our
street
blowing.
The
horns
like
it
was
World
War
three
and
you
know
that's
wrong,
so
I
would
like
to
I
like
I
was
saying
to
the
drivers.
E
A
B
Hi
I
wanted
to
speak
about
what
Tessa
was
speaking
about
at
first
here
today
with
with
tow
people
here
and
with
yourselves
here.
You
know
it's
been
talked
about
here.
You
know
fairly
often
that
you
know
there
needs
to
be
some
good
homeless
policies
for
for
people
when
the
things
are
towed
and
I
hope
you're
working
on
that
with
the
tow
companies,
and
you
know
for
ways
for
people
to
be
able
to
get
their
belongings
back
and
just
a
good
system.
B
For
that,
and
it's
been
a
bit
disorganized
and
not
fully
structured,
has
been
my
understanding.
I
know
that
Palo
Alto
and
Mountain
View
have
developed
really
good
systems
in
that
regard,
and
I
very
much
suggest
you
look
into
those
ideas
and
it's
really
nice
stuff
and
I
guess
you
know
just
making
a
good
community
experience,
for
everyone
is
the
most
important
goal
here
and
for
everybody
everybody
to
get
their
stuff
when
they
need
it
is,
is
important
and
just
to
have
a
good
dialogue
and
conversation
about
that
is
important
too.
So,
thank
you
and
I.
F
F
The
fact
that
the
city
we're
willing
to
put
up
our
own
land
for
this
effort
and
I
guess
what's
missing
for
me-
is
the
accountability.
So
if
we
as
a
city,
are
willing
to
make
some
concessions,
we're
willing
to
put
up
our
own
land,
where
is
the
accountability
built
into
these
contracts
so
that
items
get
towed
when
we
ask
them
to
be
towed
so
who
wants?
That?
Is
that
a
Jim
question
all.
S
Right
I'll
go
ahead
and
start
yeah.
Why
don't
I
do
that?
It
counts
right.
Your
point
is
well-taken
and
I.
Think
the
negotiations
that
we're
talking
about
engaging
with
the
companies
that
want
to
be
part
of
the
solution
is
to
establish
very
clear
accountability
provisions
in
the
agreements.
We
would
build
upon
some
of
what
we
have
today,
but
certainly
take
it
to
another
level.
The
technology
system
would
give
us
clarity
on
precisely
where
we're
at
on
performance.
S
So
we
know
that
we
have
a
fair
system
that
the
companies
can
be
able
to
be
responsive
and
meet
the
performance
requirements
and
then
upgrade
the
contracts
to
be
able
to
kind
of
meet
the
performance
expectations
of
our
community
and
our
city.
So
clearly,
I
think
we
have
to
have
contracts
that
are
more
specific.
More
precise
have
clear
accountability
but
I
think
there's
some
balancing
within
the
system
to
really
have
the
level
of
investment
and
resource
in
the
system
to
make
it
viable
to
respond
as
consistently
as
we
need
to
come
to
respond.
Because.
S
That's
correct:
that's
what
we
laid
out
with
the
audit
kind
of
implementation
plan.
What
we're
envisioning
is
developing
the
RFP
between
now
and
February,
and
if
this
committee
gives
the
staff
that
go
ahead
in
February,
we
would
immediately
issue
the
RFP
for
the
technology
platform
and
a
third
party
administrator.
S
So
the
committee
will
see
our
recommended
approach
to
fees,
what
we're
seeing
in
terms
of
costs
and
if
we
implement
the
system
what
it
means
for
the
city's
budget
as
we
move
into
the
budget
process,
you
might
remember
councilor
Esparza
in
November.
Excuse
me
in
January
of
last
year,
when
the
audit
came
front
of
Council,
we
had
a
total
tow
fee
cost
of
about
five
hundred
ninety
dollars
and
there
was
direction
from
council
morenas
councilmember
yeah.
S
That
that
suggested,
we
look.
Is
there
a
way
to
make
some
adjustments
that
we've
brought
that
fee
down
to
four
hundred
and
thirty-seven
dollars,
but
I
believe
there
is
probably
some
room
in
there
to
address
some
of
the
technology
needs
and
the
other
needs
within
the
program
to
really
make
it
sustainable
and
viable
over
the
long
term.
So
we
clearly
responded
to
that
piece
of
the
direction,
but
given
that
we've
reduced
the
fee,
you
know
some.
You.
P
S
Hundred
and
about
$50
I
think
we're
gonna
need
to
look
at
that
and
see.
Is
there
some
capacity
to
be
able
to
invest
more
effectively
in
the
system
to
to
know
what's
happening
on
every
toe,
to
improve
the
efficiency,
the
dispatch
system
and
to
make
sure
every
vehicles
towed
and
stored?
That
should
be
so
I
think
there's
there's
a
lot
in
this
service
model.
That's
going
to
require
investment
and
accountability
on
kind
of
every
part
of
the
system.
The
city
is
going
to
need
to
do
it.
S
F
I
hope
we
get
there
too
right
where
every
car
that's
supposed
to
be
towed,
gets
towed,
and
then
the
owners
have
a
chance
to
go
and
get
their
vehicle
right,
where
all
parties
have
that
accountability.
I
just
see
that
we're.
Actually
you
know
all
those
fees
were
collected
for
so
long.
Yet
these
processes
are
old,
they're
dated
I'm,
you
were
referenced,
I
think
handwritten
forms
right.
So
here
all
these
fees
were
being
collected.
F
Yet
those
investments
in
that
system
we're
not
being
made
prior
to
city
staff,
really
kind
of
going
in
there
and
issuing
RFPs
and
really
kind
of
digging
deep
into
that
we're
being
asked
as
a
city
we're
providing
land
one
of
the
things.
That
is
a
must
for
me
again
in
district
7,
we
have
a
lot
of
blown
out
cars.
We
have
a
lot
of
blown
out
RVs
we're
tow
truck
operators
are
refusing
to
tow
them.
F
F
Santa
Clara
maintains
a
separate
rotation
and
has
a
very
high
reimbursement
rate
that
I'm
not
sure
we
want
to
go
to,
but
but
for
me
this
is
a
must
getting
to
a
point
where
we
develop
a
system
where
we
as
a
city
or
being
asked
to
make
a
string
of
concessions
and
investments
that
this
must
be
included
in
this.
Otherwise
I
do
not
see
supporting
a
deeper
investment
I.
F
S
I
guess
I
would
add
to
that
to
what
Roger
said
is
I
think
we
need
to
go
into
the
the
negotiation.
If
the
committee
gives
us
this
direction
with
a
very
clear
understanding,
we
need
performance
and
we
need
accountability,
and
we
will
also
have
to
figure
out
what
are
the
right
investments
to
make
sure
that
can
consistently
happen,
that
we
aren't
back
in
front
of
this
committee
in
two
or
three
years
from
now.
You
know
with
with
a
partial
fix
and.
G
S
So
we're
really
trying
to
think
long
term.
How
do
we
get
the
industry
in
a
healthy
place
and
how
do
we
apply
kind
of
modern
technology
approaches
to
this
system
as
well,
so
I
think
we
can
take
everything
that
you've
outlined
as
a
must
and
priority,
and
have
that
be
a
central
part
of
what
we're
moving
forward
with
and
negotiating
I.
S
Think
that
that's
kind
of
at
the
center
of
what
we're
trying
to
do
in
the
principles
that
we
laid
out
certainly
responsive
service
delivery,
was
the
first
kind
of
principle
that
we
established
when
we
were
putting
this
service
model
together.
You
saw
that
with
the
three
different
elements
that
was
the
first
one
we
put
up
there.
F
Two
more
things:
I
have
Sims
metal.
In
my
districts,
they
were
working
with
another
company
on
a
pilot,
RV's
I'm,
happy
to
connect
them
with
the
team
to
see
if
they
can
be
of
assistance.
The
second
thing
I
wanted,
or
the
last
thing
that
I'll
bring
up,
is
around
the
locations.
I
noticed
in
reading
the
reports
that
some
of
the
models
that
were
looked
at
were
other
cities
where
it
could
be
within
city
jurisdictions
or
close
to
city
boundaries.
F
San
Jose
is
180
square
miles,
we're
big
or
spread
out,
and
the
reason
the
original
model
was
put
in
place
is
because
it
was
so
hard
for
people
to
get
to
collect
their
car,
that
it
was
creating
a
lot
of
problems
and
I.
Just
don't
want
to
lose
sight
of
that
that
we're
really
spread
out,
and
we
also
have
people
who
have
their
cars
towed.
They
have
a
responsibility,
but
let's
not
make
it
impossible
for
them
to
meet
their
responsibilities.
That's
it.
Thank
you.
G
Thank
You
staff
you
mentioned
in
regards
to
coming
back
I,
believe
it
was
February
right
to
this
committee
with
a
recommendation
on
what
say
what
would
include
a
updated
fee
model.
Is
that
correct?
So
in
regards
to
the
letter
from
opposite
Carly
on
the
$59
it's
being
suggested
to
be
passed
through?
Is
that
something
that
you're
going
to
be
considering
and
bring
back
in
that
discussion
in
February.
T
G
Think
you
know
how
I
guess:
I
don't
know
if
that
the
issues
maybe
but
it
sounds
like
there's
four
tow
operators
that
are
potentially
gonna
go
out
of
business
if
something
doesn't
change
quickly.
So
what
are
the
opportunities
to
be
able
to
implement
something
but
not
make
it
permanent
ongoing?
Knowing
that
we
will
come
up
with
a
more
comprehensive
update
in
February,
but
something
like
it
passed
through
for
this
week,
so.
T
Currently,
the
contract
compensation
fee
is
set
as
part
of
their
agreements,
so
at
a
minimum
we
would
have
to
amend
the
agreement,
but
in
addition
to
that,
a
pass-through
fee
could
be
considered
a
tax
and
it
would
have
to
be
you
know,
rather
than
a
fee
for
service.
So
we
would
have
to
look
at
the
legality
of
that
because
any
time
you
you
know
pass
on
a
fee
to
a
customer,
we
we
have
to
make
sure
we're
doing
that
appropriately.
G
S
B
G
S
The
Rachel
you
put
up
the
slide
that
shows
the
timing
of
implementation.
I
think
that
would
be
helpful
if
you
could
go
back
a
few
slides
going
back,
so
council
are
80.
What
we're
suggesting
here
is
you
can
see
we.
These
are
concurrent
processes.
We
aren't
going
to
do
phase
one
then
phase.
Two
then
phase
three
we're
prepared
to
go
into
negotiations
with
the
tow
operators
now
and
see.
If
there's
any
low-hanging
fruit,
we
don't
want
them
to
go
out
of
business
either.
S
We
recognize
that
you
know,
and
that's
part
of
the
staff
recommendation
is-
is
to
give
the
companies
that
really
want
to
be
part
of
the
solution.
The
first
right
of
refusal
to
continue
with
us
and
we
want
to
sit
down
with
them
kind
of
right
away
and
see.
Is
there
low-hanging
fruit
that
can
help
sustain
them?
You
know
the
contract
fee
is
one
example,
but
our
attorney's
office
has
rightly
so.
It
has
to
be
a
legitimate
cost
recovery
fee
to
be
able
to
be
adopted
by
counsel.
S
Otherwise,
you've
got
to
go
to
the
voters
to
be
able
to
do
it
so
that
research
is
happening
by
the
attorney's
office,
but
we're
going
to
see
what
we
can
do
kind
of
in
the
meantime,
to
figure
that
out.
If
we
can't
pass
it
through.
There
is
an
obvious
impact
to
the
city
budget
as
well,
so
we've
we've
estimated
revenues
and
built
the
current
city
budget
on
that
$59
contract
for
you
coming
to
the
city.
S
So
any
adjustment
that
we
can't
pass
through
will
be
a
direct
impact
of
the
general
fund,
and
you
know
the
council
would
have
to
consider
that.
So
we
would
expect
to
anything
that
we
find
in
the
first
part
of
our
negotiations,
that
is
low-hanging
fruit
and
can
help
sustain
them
and
city
staff
feels
it's
a
reasonable
adjustment.
We
would
consider
bringing
that
sooner,
but
we
would
expect
to
bring
back
in
at
the
February
transportation
environment
committee.
S
G
S
Or
if
the
attorneys
come
back
and
said
you
have
this
legal
path
forward
and
in
our
you
know,
initial
or
immediate
conversation
of
the
tow
companies.
You
know
we
see
an
urgent
need
to
do
that.
We
would
we
wouldn't
not
come
back
to
the
council
if
we
saw
a
path
to
do
something
that
we
think
made
sense.
If
we
don't
see
that
it
would
be
February.
Okay,.
S
We
could,
but
it
would
be
to
the
full
City
Council,
and
it
would
because
we
think
these
adjustments
are
needed
to
the
to
the
agreements
themselves.
I'm
not
saying
we
would
get
there,
but
we'll,
certainly
in
good
faith
meet
with
the
companies
to
see
does
something
make
sense.
That's
in
the
best
interest
of
again
the
residents
city
and
the
tow
companies
Thank
You.
Q
Thank
You,
chair
so
I
know.
I
was
one
of
the
the
folks
who
was
really
concerned
about
our
residents
over
pain
and
when
I
sat
down
with
you,
Jim
I
really
understood
how
this
this
very
complex
system
is
beyond.
You
know.
It
involves
different
different
departments
and
different
amendments
are
improvements
to
systems,
one
of
which
we
we
worked
on,
which
was
the
police
department
in
fine
tuning.
Then
that's
how
the
residents
were
allowed
or
given
a
reduction
in
those
fees
so
I.
Q
Q
That
that
is
just
a
prime
area
for
folks
to
if
it's
not
a
you,
know
those
big
rigs,
it's
those
RVs
that
are
coming
by
and
just
plopping
themselves
there
or
our
our
parks
and
so
I
think
these
tow
companies
have
their
role.
It
has
slightly
changed
with
with
the
times
you
know,
I
think
the
tokens
and
I'm
sorry
I'm
good
to
say
this,
but
you're
as
popular.
Q
What
it
comes
down
to
I
want
to
understand
just
a
little
bit
about
how
that
would
work
and
why
it
has
to
go
through
the
attorneys
to
figure
this
piece
out.
If,
if
it's
part
of,
if
we're
changing
this
and
the
system
is
no
longer
that
we're
not
burdened
by
this
system
and
the
system
is
going
to
be
created
to
have
this
third-party
consultant
take
care
of
all
of
this
administrative
responsibility.
Why
is
it
that
we
continue
to
have
a
role
with
the
$59
fee?.
S
G
S
S
S
Would
have
to
figure
out
our
city
costs
associated
with
performing
that
particular
service?
That's
what
we
would
need
to
do.
There
are
a
number
of
fees
like
the
dispatch
fee
and
the
tow
release
fee.
We
went
through
and
identified
the
city
work
and
costs
associated
with
it,
and
the
council
has
adopted
that
in
the
fees
and
charges
document
the
one
that
was
reduced,
that
you
identified
last
year,
we
went
through
and
reevaluated
it
and
reduced
the
costs
associated
with
it
and
we're
able
to
charge
a
lower
fee.
The.
K
S
Fee
is
not
the
same
type
of
fee.
It's
just
paid
directly
by
the
tow
companies
to
the
city,
essentially
for
the
privilege
of
having
exclusive
access
to
do
all
the
towing.
Nobody
else
can
go
and
tell
these
vehicles.
There
are
the
only
ones
that
have
the
right
and
the
access
to
tow
those
vehicles.
So
we
have
some
work
to
do
legally
and
programmatically
to
figure
out
what
is
the
right
fee
and
cost
structure
associated
with
the
program
and
that's
what
we're
prepared
to
kind
of
do
in
detail
now.
Councilmember,
okay,.
S
J
Q
Q
It
so,
if
Jerry,
if
you
could
come
down
and
answer
a
question
for
me,
because
it
sounds
like
what
staff
is
recommending
is,
is
within
what
I
think
you
said,
the
two
items
that
you
were
looking
for,
one
of
which
was
the
software
technology.
The
other
is
the
adjustment
of
the
contract
pass-through
of
the
59.
It
is
this
I
guess
I'm
wondering
is
it's
not
and
you've
actually
said,
really
great
things
about
our
staff,
which
I
agree,
they've
been
doing
some
really
great
work.
R
K
Staff
is
recommended
and
we
think
they've
done
a
great
job,
so
there's
really
no
disagreement
other
than
the
timing
because
of
the
significant
impact
to
the
tours
right
now,
they're
losing
money
every
month.
So
we're
really
literally
trying
to
see
what
we
can
do
to
improve
that
situation.
The
software
technology,
we
think,
is
an
easy
one.
Staffs
recommendation
we
agree
with,
but
it
won't
be
implemented
to
an
RFP,
goes
forward,
starting
in
July
and
that's
out
quite
a
ways:
John
Pendleton
who's.
Here
with
auto-return,
we
can
implement
a
lot
of
the
software
technology
right
now.
E
E
K
You
know
staff
has
said
they
would
look
at
that
and
we're
suggesting
we
do
that.
We
do
that
now.
The
the
$59
fee
is
is
more
difficult,
but
we're
not
suggesting
the
city
not
be
not
get
the
$59
fee.
We're
simply
saying
that
the
consumer
that's
being
charged
right
now.
A
feed
to
get
their
car
towed
would
actually
pay
for
that,
rather
than
to
tour.
That
would
provide
immediate
relief.
We
think
we
can
do
that
with
an
amendment.
S
Maybe
they
need
provide
some
clarification,
I
guess:
House
staff
is
seeing
that
on
the
technology
side,
we
very
much
think
the
city
ought
to
be
the
one
to
purchase
the
technology
platform,
and
you
have
that.
Firstly,
regardless
of
who
the
tow
companies
are
today
or
a
year
from
now
or
two
years
from
now.
We
think
it's
a
it's
a
City
technology
platform
that
we
should
have
and.
E
G
S
B
S
S
That's
providing
good
service
to
many
cities
across
the
country,
but
we
do
think
it's
something
the
city
ought
to
retain
oversight,
because
we
don't
know
who
the
tow
companies
are
going
to
be
kind
of
year
after
year,
and
it's
something
that
the
city
really
needs
to
understand
and
have
oversight
and
control
over,
and
we
think
it
ought
to
be
done
competitively
and
and
let
any
company
that
can
provide
that
type
of
technology
or
service
be
able
to
do
that.
We
understand
they're
concerned
about
timing.
S
We
laid
out
for
the
council
when
the
audit
was
approved
in
January.
This
was
about
the
amount
of
time
it
would
take
and
I
think
we're
kind
of
following
that
work
plan
pretty
closely
so
I,
don't
think,
there's
a
lot
of
disagreement.
There's
there's
a
few
nuances
here
where
we're
at
on
that
one.
So
that's
the
we
do.
We
do
agree
with
the
tow
companies
that
that's
a
fee
that
should
be
passed
on.
S
We
there's
absolute
reasons
for
cost
recovery,
so
we
think
that's
a
legal
cost
recovery
fee
that
can
be
passed
on
to
those
claiming
their
vehicles.
We
think
that's
a
good
investment
so
on
that
on
that
point
we
definitely
do
agree,
but
we
think
it's
something
the
city
ought
to
do
through
our
kind
of
professional
procurement
process
on
the
$59
fee.
That's
something
where
again
we
have
to
figure
out.
S
Is
it
legal
to
do
that
as
a
pass-through
cost
recovery
fee,
or
does
it
need
to
be
restructured
in
some
way
and
there's
a
city
budget
implication
to
it
as
well,
so
we're
prepared
to
sit
down
with
it
with
the
tow
companies
negotiate
with
them
and
try
and
figure
out
what
type
of
relief
valves
could
be
maybe
put
in
place
sooner
rather
than
later
to
sustain
them.
While
we
try
and
put
the
new
model
the
new
pilot
program
fully
in
place,
if
that
makes
sense,
councillor
I
know
a.
Q
Lot
of
details
in
there
yeah
no
I
get
that
I'm.
What
I'm
concerned?
Here's
where
I'm
coming
from,
if
you're,
not
work,
if
the
tow
companies
aren't
working,
that
means
that
our
RVs
are
not
getting
removed
from
my
neighborhoods
is
what
an
ultimate
it
comes
down
to
because
that's
the
issue
that's
been
happening
lately.
So
that's
my
concern,
my
and
one
of
the
reasons
why
I
would
want
you
to
expedite
this,
but
it
sounds
like
you
have
some
kind
of
strategy
to
to
relieve
them
or
the
tow
companies.
Q
S
All
I
would
say
we
have
a
willingness
to
sit
down
to
see
if
we
can
come
to
agreement
on
them.
I
don't
have
sitting
here
today,
I
know
it's
this
fee
or
this
item
I
think
we
generally
know
some
of
the
things
that
we're
going
to
look
at
you
know
all
the
staff
members
have
a
number
of
things
that
we'd
be
prepared
to
look
at
I
can't
sit
here
today
and
say:
I
know
it's
these
three
and
it
shows.
S
Q
Glad
to
hear
that
you
know
I'll
move
the
staff
report
and
I'll
accepted
and
and
include
that,
so
that
so
that
the
tow
companies
and
and
staff
can
continue
to
negotiate
on
those
finer
details.
I,
it
doesn't
sound
like
you
know
the
your
were
there
yet,
but
the
discussions
are
can
be
ongoing
correct.
So
the
the
other
item,
which
is
the
$59
item,
is
something
that
must
go
through
this
process
of
legal
review.
Q
So
it's
I,
don't
know
what
else
we
could
do
to
make
sure
that
the
tow
companies
continue
to
provide
the
services
that
we
need.
So
so
with
that
I
mean
I,
I'm
gonna,
move
the
staff
report
and
and
also
include
to
have
some
first
staff
to
continue
to
negotiate
with
the
group
of
towing
companies
to
find
some
relief
in
in
the
transition
period.
M
That
might
also
work
because
it's
you
know
fifty
five,
forty
five
forty
sixty.
If
perhaps
we
can
get
an
interim
recommendation
to
not
pay
the
$59
fee
to
the
city
on
the
cars
that
aren't
claimed.
You
know
all
the
vehicles
that
get
picked
up
will
remit
our
$59
fee,
like
we
have
been
as
well
as
the
vehicles
that
aren't
being
picked
up.
They
go
to
the
junkyard
for
$80
or
$100
or
whatever
that
we
not
pay
the
$59
fee
on
those
for.
S
B
S
Fully
appreciate
the
challenges
that
the
tow
companies
are
operating
under
I
definitely
want
them
to
continue.
Providing
the
service
to
us.
I
think
we
need
to
sit
down
very
soon
and
kind
of
go
through
what
opportunities
are
there?
Is
it
that
fee?
You
know?
Is
it
something
else,
and
then
we
as
staff
have
to
put
that
in
context
for
the
council,
we
recommend
reducing
or
eliminating
some
type
of
compensation
that
tow
companies
pay
to
the
city.
You're
gonna
have
a
corresponding
budget
impact,
no.
J
S
S
F
S
And
I
and
I
guess
I
would
do
this
just
kind
of
in
full
transparency.
In
the
event
we
don't
feel
like
we
achieve.
You
know
a
mutually
agreeable
interim
solution.
We'd,
probably
let
this
committee
and
you
know,
through
an
informant
information
memorandum
or
something
that
effect
I
won't.
You
know,
leave
this
unconcluded
until
February.
If
we
get
to
a
place
where
I
we
as
staff,
don't
feel
like,
we
have
a
recommendation
to
make
we'd,
let
you
know
I'm
hoping
that
won't
be
the
case,
we'll
go
into
it
in
good
faith,
but
I
also
want
the.
S
P
P
S
Depends
on
what
type
of
fee
it
is
and
what
is
the
basis
of
charge
in
the
fee?
For
what
cost
is
that
fee
offsetting?
That's
the
key.
Certainly
it
can
be
passed
on
to
insurance
companies,
but
regardless
of
who
pays
it,
the
city's
kind
of
legal
authority
to
charge
fees
is
based
upon
us
incurring
a
cost.
F
A
You're
welcome
I
concurred.
Thank
you
staff
for
all
the
work
you've
done
and
thank
you
towing
companies
for
what
you
do.
We
have
regular
toes
in
my
neighborhood
and
if
you
guys
weren't
around
it,
wouldn't
look
as
nice
as
it
does
so.
I
appreciate
that
on
councilmember
awarenesses
motion,
all
in
favor.
F
O
Conservation
easement
in
uet
on
a
parcel
south
of
the
blossom
in
Cal
train
station,
which,
as
far
as
I'm
concerned
I
marked
it
six
years
ago,
as
a
location
for
seamoth
and
you're
gonna
ask
well
why
can't
we
put
seamoth
and
Capitol
Expressway
some
way
around
it
and
you've
got
to
understand
the
country
in
business
plain
whereby
we're
gonna
have
at
least
twice,
if
not
four
times
as
much
traffic
going
down
to
Blossom
Hill,
as
we
can
have
going
down
to
zero.
So
now,
let's
suppose
that
we
actually
use
that
parcel.
O
Let
me
explain
to
you
very
in
the
last
minute
how
the
train
movements
work.
The
train
stops
up.
Blossom
Hill
carries
on
to
that
location,
which
is
near
the
Metcalf
and
Energy
Center.
At
some
point,
I'll
turn
around
I'll
come
back
to
a
bus.
A
meal
you've
turned
the
train
around
once
now.
Let's
suppose
that
you
move
seamoth
to
somewhere
in
the
Capital
Area,
you
are
going
to
replicate
the
exact
same
problem.
You've
had
with
seamoth
where
it
is
right.
Now
the
Train
is
going
to
go
down
to
Blossom
Hill
you're
gonna
turn
it
around.
O
It's
gonna
go
back
to
Capitol
empty
from
Capitol.
You're
gonna
have
to
turn
it
around.
It's
gonna
go
back
to
empty
again
to
blossom
Hill
and
then
you're
gonna
have
to
turn
it
around
to
eventually,
you
know,
send
it
and
get
back
into
service.
You've
turned
the
train
around
three
times.
Instead
of
once,
you've
got
the
cost
issue,
because
crews
are
costing
$200
an
hour.
It
takes
minami,
15
mins
turn
around
you
blow
him
every
time.
O
E
Sitting
back
to
this
point
about
accountability,
which
I
appreciate
in
your
issues
with
the
towing
accountability,
but
we
have
this
major
issue,
which
is
climate
change
and
everything
every
department
needs
to
look
at
climate
change,
and
so
when
we
are
looking
at
the
division,
zero
just
to
bring
closure
to
those
issues,
because
if
I
look
at
the
budget
of
what's
happening
with
your,
your
suggestions
in
terms
of
education
and
police
research
has
shown,
and
other
countries
have
proven
it's
in
the
infrastructure
and
you're
not
looking
at
that.
It
really
needs
to
be
in
the
infrastructure.
E
We.
We
cannot
educate
people
to
be
less
selfish
and
less
self
involved
and
speed
being
important.
And
all
these
things
we
have
to
create
the
infrastructure.
That's
what
other
countries
have
shown
us
and
we
have
to
put
the
money
towards
that
and
in
our
climate
change
issue,
which
this
also
goes
along
with,
when
you
speed
at
100
miles
an
hour
you're
using
a
lot
of
gas.
E
So
we
need
to
really
look
at
that
and
focus
on
climate
change
through
infrastructure
adjustments
and
then
the
other
issue,
of
course,
is
accountability
in
terms
of
issues
that
are
being
addressed
and
when
things
happen,
how
things
get
resolved
and
we're
not
doing
that.
So
I
have
this
letter
today
that
I
brought
to
you
that
I
want
to
say
about
getting
back
to
us
about
issues,
and
this
is
what
we're
needing
to
have
happen.
So
I
want
to
submit
this
into
the
record
and
have
some
accountability
happen
about
when
we
communicate
with
our
council.
E
When
we
even
come
to
City
Council,
there
should
be
a
feedback
loop
that
the
issues
that
we
are
addressing
it
should
be
written
down
there.
You
take
notes-
and
you
get
back
to
us
about
this
and
that
same
thing
when
we
send
letters
to
Council
that
don't
get
ignored
or
we
send
letters
to
do
tea
or
communicate
with
do
tea.
We
need
accountability
and
I'm.
Really
that's
where
I
were
in
the
world,
hurt
with
vision,
zero,
because
there
is
no
accountability
and
that's
why
we
need
to
really
deal
with
our
infrastructure
and
accountability.
Thank
you.
B
Hi
I
wanted
to
speak
in
my
remaining
time.
It's
winners
coming
on
there's
an
important
City
Council
meeting
tomorrow
on
housing
issues,
and
it's
been
almost
a
year
now,
since
the
Google
vote,
so
I
wanted
to
speak
a
few
words
at
this
time.
That's
kind
of
important
to
me.
Over
the
past
five
years,
I've
tried
to
better
learn
the
public
and
community
process
and
to
contribute
to
important
ideas
developing
in
San
Jose
and
across
the
country
at
this
time.
I'm.
B
B
The
local
community
democratic
process
in
simple,
positive
and
good
terms,
I
feel
there
can
be
a
simple
joy
and
much
respect
for
the
past
present
and
future
for
anyone
who
participates
in
the
public
process
overall,
with
my
mumbly
and
bubbly
mumbly
and
bumbly
demeanor.
Thank
you
for
your
patience
with
myself
and
as
I
have
tried
to
work
as
I've
tried
to
work
with
a
learning
curve
meant
to
be
positive
over
the
past
few
of
past
five
years,
but
to
respect
a
local
democratic
process.
B
There
can
be
a
humble
that
can
be
humble
and
open
for
everyone
please
consider
for
here
and
for
the
community.
Listening
at
home,
I
still
have
a
few
remaining
things.
I
wish
I
still
have
some
things
to
say
in
the
future
upcoming
subjects
I
want
to
talk
about
include
the
future
of
5g,
the
San
Jose
sunshine,
Ordinance
of
2007,
expanded
role
with
CIA
CIA
officer,
how
measure
T
public
oversight
in
different
areas.