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A
All
right,
let's
call
the
community
health
and
safety
task
force
meeting
for
january
25th
2022.
To
order
can
we
have
a
roll
call,
please
somebody.
B
B
Yes,
greetings
everyone
and
welcome
if
we
can
get
a
roll
call
for
the
task
force.
B
C
B
Sorry,
I'm
trying
to
see
everybody
I've
got
presentations
popping
up
on
my
screen
here.
Emily
is
in
marcela
is
marcella
here.
D
A
Great
all
right,
so
we
have
a
number
of
presentations
tonight
from
city
staff.
So
I'd
like
to
welcome
all
city
staff.
That's
here
tonight,
director
ochoa.
Is
there
anything
you'd
like
to
say
before
we
get
started.
F
Thanks,
mr
chair
and
members
of
the
committee
for
having
us
here,
I
just
wanted
to
say
that
we
have
an
incredible
team
of
people,
so
I'm
going
to
do
my
best
not
to
talk
too
much
because
they
have
a
lot
to
say
about
all
the
good
work.
They've
been
doing.
F
When
we
address
our
social
determinants
of
health
and
reasons
that
people
are
finding
themselves
engaged
in
the
gift
in
the
justice
system
or
in
er
visits,
even
we,
the
theory
of
the
case,
is
that
we
will
put
less
stress
on
our
public
safety
first
responders.
That
said,
they
have
had
to
retool,
and
you
know,
respond
in
very
creative
and
innovative
ways
across
many
decades.
F
You
know
from
the
fire
department
becoming
a
paramedic
having
a
paramedic
service
to
the
police
department,
addressing
domestic
violence
in
partnership
with
solace
or
sexual
assault.
So
there
are
a
lot
of
examples
of
how
public
safety
has
tried
to
take
on
some
of
the
social
ills
on
the
front
end.
But
I
think
what's
exciting
about
having
us
all
in
one
department
at
this
point
is
that
we
can
properly
invest
in
relieving
the
burden
really
on
on
the
police
on
the
fire
department.
F
By
introducing
these
new
service
lines,
if
you
will
and
more
importantly,
that
members
of
our
community
who
are
suffering
crises,
mental
health,
substance,
use
disorder
and
other
crises
get
the
appropriate
response,
they
need
so
with
that
I'll.
Just
turn
it
over
to
chief
joy
and
chief
moya
to
talk
a
little
bit
more
about
their
perspective
and
that
they
can
introduce
the
team
director.
F
Thanks
for
the
question
chief
cotto
has
put
together
a
presentation
that
follows
that
order
and
I
think
it's
a
natural
progression,
so
we
can
stand
for
questions
at
the
end
of
it.
I
think
that
may
relate
to
all
of
those
things,
but
I
think
might
be
the
best
way
to
take
us
through
it.
Thank.
A
You
welcome
chief
joy.
G
There
councillor
rivera
memphis
committee
nice
to
meet
you
all.
I
think
I've
met
and
spoken
to
a
number
of
you
in
a
var
variety
of
capacities
throughout
my
career
here
but
yeah.
I
know
I'm
happy
to
be
here
happy
to
be
a
part
of
this
program
and
part
of
the
the
larger
community
health
and
safety
department.
G
I
think
chief
mercado
has
put
together
a
great
presentation.
I
think
it's
it's
a
it's
been
a
great
experience
for
us
and
the
police
department
to
work
with
the
fire
department
and
the
larger
health
and
safety
department
and
trying
to
find
better
ways
and
better
solutions
to
some
of
the
issues
that
are
affecting
our
community.
G
I
keep
saying
over
and
over
again
to
a
number
of
folks
and
director
cho,
and
I
just
got
off
another
interview
saying
that,
with
a
lot
of
the
things
that
we're
seeing
are
larger
than
what
the
police
department
can
or
should
handle,
and
there
are
a
number
of
larger,
broader
issues
that
are
affecting
our
community,
that
you
can't
and
shouldn't
try
to
arrest
your
way
out
of
and
so
being
involved
in
these
types
of
programs
and
and
working
with
these
folks
and
other
community
members
yeah.
A
Thank
you
chief,
thank
you
for
being
here,
chief
moya,.
H
Thank
you.
Thank
you
all
councilor
rivera
members
of
the
committee.
Thank
you.
I
was
part
of
this
as
an
assistant
chief
and
now
that
I
am
the
chief,
I
am
able
to
move
it
forward.
I
want
to
thank
the
team.
Most
of
them
are
in
this
room
with
us
today.
I
want
to
thank
them
all
without
them.
This
wouldn't
be
possible.
I'd
really
like
to
thank
chief
mercado.
H
He
I
lean
on
him
a
lot
in
these
areas
and
he's
really
instrumental
in
helping
me
move
the
department
forward
in
a
positive
direction
and
move
in
ways
the
fire
department
hasn't
thought
of
you
know
in
the
past
in
a
long
time,
so
I
don't
want
to
take
any
more
time.
We
have
a
lot
of
stuff
that
we
would
like
to
share
with
you
all.
So
we
I
want
to
let
chief
mercado
speak
and
then
we
will
stand
for
questions
after
whatever
you
community
members
have
for
us.
A
Thank
you
chief
moya
appreciate
the
introduction
we're
on
our
first
presentation
with
mobile
integrated
health
office.
So
if
we
can,
I
believe
chief,
my
father
was
gonna.
Do
that.
I
Okay,
are
you
guys
seeing
seeing
the
presentation,
okay.
A
F
I
think,
chief,
if
you
go
to
slide,
show
you
might
be
able
to
show
it
in
the
form
they
can
see
it
better.
How's
that.
I
Well,
we're
still
seeing
yeah
I'm
on
slideshow
view,
so
I'm
not
sure
why.
J
I
So
sorry
about
the
technical
difficulties
it
looks
like
now,
I'm
on
slide
two.
I
So,
thank
you
good
evening.
A
little
bit
background
about
me.
My
name
is
andres
mercado,
I'm
a
battalion
chief
rank
with
a
fire
department.
I
oversee
the
mobile,
integrated
health
office
or
mijo.
I'm
really
thankful
for
your
invitation
to
share
I'd,
be
able
to
tune
in
to
summer
meetings
in
the
past
and
I'm
really
glad
to
have
a
good,
committed
people.
Looking
at
issues,
a
little
bit
of
background
about
me
went
to
santa
fe.
High
walked
out
as
a
senior
got.
I
My
ged
at
the
community
college
then
got
my
associates
at
the
community
college
and
a
bachelor's
at
unm,
as
I
did
that
part
time.
So
I
was
working
with
santa
fe
county
fire
department
and
then
I
got
a
master's
at
st
john's
college.
So
all
here
in
new
mexico,
I
started
with
the
santa
fe
county
fire
department
in
1999,
so
it's
21
years
ago
and
I've
been
in
the
fire
service
ever
since
I
live
here
in
the
city.
I
live
in
district
two
married
with
two
young
kids.
I
This
is
my
community,
I'm
originally.
I
was
born
in
puerto
rico,
but
I
consider
santa
fe
my
home
and
in
my
community
and
I'm
just
really
thankful
to
have
the
privilege
to
work
for
the
city
and
to
serve
my
city.
I
want
to
make
two
acknowledgements
before
we
start.
I
First,
I
want
to
acknowledge
that
we
are
on
native
land,
it's
a
complicated
history,
but
these
are
the
lands
of
the
tetsuko
pueblo
and
other
indigenous
groups,
and
I
also
want
to
take
a
moment
just
to
acknowledge
the
mijo
staff
that
are
here
tonight
and
I
hope
that
you
have
an
opportunity
to
hear
directly
from
them
during
the
question
and
answer
period.
I
I
My
point
of
view
of
what
we're
going
to
discuss
tonight
is
informed
by
my
experience
as
in
the
fire
ems
side.
So
when
I
speak
about
law
enforcement
issues,
just
please
keep
in
mind
that
it's
really
from
a
limited
experience
of
a
really
complicated
profession
and
we're
going
to
talk
a
lot
of
system
stuff
and
theoretical.
So
I
just
want
to
start
by
grounding
this
in
a
real
example.
So
it
was
a
residence
with
multiple
calls
to
police
ems
and
and
sometimes
both
so
just
to
give
you
a
snapshot.
I
There
was
16
calls
there.
In
two
weeks
the
initiating
encounter
was
mom
called
9-1-1
to
try
and
get
a
mental
evaluation
for
her
son.
She
reported
delusions
and
paranoia
about
the
neighbors
conspiring
against
him
on
the
way
to
the
call
the
crew
talked
with
family
members
and
got
some
of
the
backstory
and
here's
essentially
the
narrative,
I'm
going
to
read
this.
I
I
I
We
will
follow
up
tomorrow
morning
to
try
and
connect
with
mental
health
services,
currently
reports
that
he
only
takes
certain
medication
trials
home
to
sleep
and
is
completely
over
otherwise
for
the
last
two
months.
So
this
is
a
client
in
his
40s
who
has
had
a
good
life,
but
in
the
last
years
he's
become
paranoid
and
delusional.
His
family
tells
the
aru
that
they
just
want
him
back
and
that
they
used
to
live
a
good
life
with
him,
and
now
he
is
not
able
to
enjoy
life
with
them.
I
Client
would
call
the
police
complaining
that
the
neighbors
were
conspiring
against
him
and
she
would
call
dispatch
and
ask
them
to
counsel,
because
it
was
her
son
who
was
making
up
stories
and
please
not
send
anybody.
Aru
and
case
management
became
began
to
make
both
proactive
and
911
response
contact.
The
client
was
introduced
to
crisis
triage
center.
That's
the
folks
funded
by
the
county
lasalla
and
the
mobile
credits
response
team
I'll
refer
to
them
as
ctc
for
christ's
triage
center.
I
So
to
the
ctc
staff
who
began
to
assist
the
effort.
Aru
and
ctc
staff
began
to
get
a
better
idea
of
the
severity
of
the
situation
as
they
worked
with
client
and
his
mother.
Due
to
escalating
paranoia
and
homicidal
threats,
providers
wrote
a
certificate
for
evaluation
and
client
was
transported
to
christus
ctc
staff
and
nih
clinical
supervisor,
alt
communicated
with
the
hospital
and
provided
key
supportive
documentation
and
the
client
was
admitted
to
the
bhu.
That's
the
behavioral
health
unit
at
the
hospital
client
remain
in
the
bhu
due
to
increasing
homicidal
ideation
for
about
30
days.
I
That's
unusual
to
have
someone
in
dhu
for
that
long
client
was
discharged
with
the
treatment
plan
requiring
him
to
be
in
contact
with
the
ctc
staff.
I
Klein
then
spent
a
few
very
cold
on
the
street
and
was
transported
back
to
the
hospital
due
to
a
medical
concern
on
hospital
client
continued
to
play
homicidal
ideation
and
was
readmitted
to
the
hospital.
The
client
stabilized
after
10
days
on
the
inpatient
side
and
was
discharged
on
psychiatric
medications
to
a
shelter
where
he
has
remained
for
the
past
month,
or
so.
He
is
engaged
with
his
mental
health
provider
and
is
seeking
employment.
Klein
has
been
able
to
begin
the
process
of
rebuilding
a
relationship
with
his
family.
I
So
this
is
just
one
one
example
of
the
ability
to
to
connect
folks
with
resources
and
see
a
person
sort
of
through
the
system
that
that
documentation,
that
that
amount
of
background
that
the
crew
was
able
to
provide
for
crysta's
likely
led
to
to
that
long
stay
which
is
oftentimes
necessary
in
in
its
it's
only
only
able
to
get
it
once
in
a
very
long
while
so
that's
just
a
concrete
example,
so
sort
of
a
50
000
view
of
50
000
foot
view
of
public
safety
between
the
police
department,
the
fire
department,
city
of
santa
fe,
public
safety
personnel.
I
As
you
can
see,
there
have
a
combined
have
combined
about
116
000
encounters
with
the
community
every
year.
These
calls,
as
you
all,
probably
are
aware
of
come
into
the
dispatch
center.
The
dispatch.
K
B
I
Fireside
or
or
both
in
some
cases,
I
could
probably
get
educate
an
education
from
the
task
force
members
about
the
history
of
policing
in
this
country,
but
they
were
essentially
established
to
manage
criminal
activity.
Fire
brigades,
on
the
other
hand,
were
established
to
battle
structure,
fires,
yeah
ems
agencies
came
along
much
later
in
the
60s,
and
that
was
sort
of
the
medical
skills
that
were
learned
in
vietnam
were
deployed
systematically
across
the
country
to
assist
with
what
can
only
be
described
as
carnage.
That
was
happening
on
the
american
freeway.
I
So
you
were
more
likely
to
survive
a
traumatic
injury
on
the
battlefield
in
vietnam,
then
on
american
freeway,
so
they
wanted
to
bring
that
back
to
the
united
states.
So
it's
really
focused
on
on
on
on
traumatic
injuries.
Traumatic
injuries,
however,
decreased
as
a
portion
of
911
calls
over
time,
and
now
the
leading
drivers
are
illness
and
unmet
health
needs
in
the
community,
so
you're,
now
more
likely
to
find
empties
and
paramedics
in
people's
homes,
homeless,
shelters
and
street
corners
than
than
in
a
major.
I
You
know
the
wreckage
of
a
motor
vehicle
accident
on
a
freeway
and
the
the
training.
As
with
many
industries,
training
has
lagged
behind
and
a
look
at
a
police
or
fire
academy
syllabus
from
across
the
country
probably
doesn't
look
radically
different
from
training
programs
decades
ago,
and
you
know,
although
some
departments
offer
training
that
is
rooted
in
modern
day,
challenges
such
as
behavioral,
health,
initial
and
and
the
ongoing
training
remain
fairly
traditional.
I
So
a
quote
from
pd
officer,
I'm
sorry,
captain
matt
champlin
was
that,
although
police
officers
are
taught
how
to
navigate
an
interaction
with
an
individual
mental
health
crisis,
the
navigation
to
available
services
and
follow-up
is
a
critical
component
that
is
not
within
a
police
officer's
wheelhouse.
Yet
that's
often
exactly
what
they
and
firefighters
are
being
called
to
do
as
far
as
deployment
models,
there's
all
sorts
of
configurations
in
different
parts
of
the
country
and
different
locales.
I
So
I'll
just
stick
to
the
city
of
santa
fe,
santa
fe
pd
deploys
in
single
officer
police
cars.
It
varies
on
the
day,
so
they
have
dynamic
staffing
maps
on
call
volume.
The
fire
department
is
what's
known
as
single
tier
fire
department,
so
there's
no
private
ems,
the
fire
department,
the
ems
is
delivered
through
the
fire
department
and
that's
delivered
through
seven
paramedic
ambulances,
fire
trucks,
so
the
ambulances
have
two
emts
on
them.
One
of
them
at
least,
is
at
the
paramedic
level.
I
Those
are
staffed
in
a
static
model,
so
that
does
not
vary
with
call
volume.
24,
7
365.
same
thing
with
fire
trucks.
We
have
three
personnel
infrequently
for
on
on
seven
fire
trucks.
That
includes
the
crash
rescue
truck
out
at
the
airport,
and
that
also
is
static,
staffing,
24,
7
365..
I
We
have
one
aru
unit,
that's
40
hours
a
week,
so
just
for
comparison's
sake.
I
just
want
to
put
it
out
there
that
when
one
ambulance
is
not
the
same
as
one
aru
one
ambulance,
because
it's
24
7
365
is
8760
hours
of
availability
and
one
aru
is
2080
hours.
It's
40
hours
a
week
and
there's
other
specialty
units
that
that
are
deployed,
but
I'm
just
going
to
sort
of
stick
to
the
to
the
general
ones.
Dispositions
are
largely
based
on
policy.
You
know
this
is
a
really
large
system.
I
That's
been
deployed
and
the
most
well-worn
paths
are
jail
and
the
emergency
key
performance
indicators
for
public
safety,
most
of
them
revolve
around
call
volume,
response,
type
or
a
call
type
and
crime
statistics,
and
I'm
sorry
response
time
so
call
volume,
response,
time,
call
type
and
crime
statistics,
and
these
really
weren't
designed
how
well
we're
doing
with
these
116
16
000
encounters
per
year.
Only
to
understand
how
many
calls
did
you
have,
what
type
of
calls
were
they
and
how
did
you
get
there?
I
So
measuring
and
understanding
the
value
in
public
safety
is
is
a
task
for
every
member
of
the
community
and
I'm
sorry
for
every
community
across
across
the
country
and
we're
definitely
no
exception,
but
I'm
not
here
to
present
sort
of
on
the
status
quo
as
much
as,
but
I
want
to
lay
that
out
as
background.
I
know
that
the
task
was
looking
a
lot
of
these
issues
in
much
more
detail.
I
So
hopefully,
hopefully
this
is
a
helpful
background.
I
Okay,
so
mijo
the
integrated
health
office,
so.
H
I
Late
2014,
I
think
this
mayor
cost
was
was
leaving
office
chief
luxembourg
councillor,
other
members
of
the
council
passed
resolution,
2015-1,
which
directed
the
fire
department
to
establish
a
community
protection
initiative
to
sort
of
understand
the
opportunities
and
and
challenges
so
that
that
has
passed.
I
A
vision
has
passed
along
to
to
now
mayor
webber,
chief
babcock
and
chief
brian
moya,
and
some
of
the
questions
that
were
asked
were:
can
we
identify
people
with
the
likelihood
of
suffering,
an
emergency
and
being
somewhere
else,
training
to
improve
the
outcome
or
reduce
the
harm,
and
also
how
well
our
supply
matched
to
the
demand?
Are
we
missing
opportunities
to
improve
health
and
safety
outcomes?
I
The
training
that
our
staff
receive
is
still
evolving,
but
right
now,
sort
of
the
core
curriculum
is
about
12
hours
of
initial
initial
general
operations,
training,
including
safety,
24
hours
of
crisis,
intervention,
training,
10
hours
of
motivational,
interviewing
six
hours
of
suicide
prevention,
and
then
two
hours
of
each
of
the
following
trauma,
informed
care,
human
trafficking,
nami
and
then
there's
a
lot
of
on-the-job
training,
sort
of
ongoing
training.
I
We
have
a
couple
other
modules
that
we're
gonna
bring
on
in
this
next
group
and
that's
a
dementia
care
training,
two
hours
of
that
and
transgender
cultural
fluency
from
the
transgender
resource
center
of
new
mexico.
I
So
the
deployment
model
for
miho
is
for
case
management,
they're
in
cars
and
suvs
they're,
essentially
a
day
shift
it's
business
hours.
The
case
manager
typically
moves
around
as
a
single
person
in
in
their
vehicle.
Infrequently
we
double
up,
if
that
makes
sense,
either
clinically
or
for
safety
reasons.
The
aru
is
always
staffed
by
two
people
and
in
the
office
we
have
a
total
staff
of
11
and
we
have
one
more
on
the
way.
So
we
have
four
case
managers.
I
A
few
of
them
are
on
this
call
a
case
manager
supervisor.
Let's
see
I
just
wanna
quickly
in
who
we
have
on
this
call
so
matt,
martin,
selena
ortega,
raymond
espinoza
and
sonia
bertola
is
unable
to
join
us
today,
but
those
are
ours.
Adam
lord
is
our
case
management
supervisor.
We
have
three
very
experienced
paramedics
trauma,
socie,
william
brunson
and
jesse
flores.
We
have
a
behavioral
health
director,
a
licensed
social
worker,
that's
nicole,
vault
who's.
I
I
De-Escalation,
harm
reduction
interventions,
some
minor
medical
and
first
aid
care,
a
lot
of
report,
building
connection
to
new
services
and
reconnection
to
to
existing
providers
working
very
closely
with
the
crisis
trigger
center
lasala
and
doing
handoffs
to
the
mobile
credit
response
team
work
very
closely
with
with
the
shelters,
interfaith
sanis,
consuelos
place,
etc.
I
I
So
the
kpi's
key
performance
indicators,
data
management,
so
number
of
clients
served
referrals
and
services
provided
closure
types,
referral
sources
and
and
more
and
we've
had
a
lot
of
iterations.
This
is
probably
common
with
with
any
startup
just
to
give
you
an
idea.
I
I've
moved
offices
five
times
in
as
many
years
so
we've
had
to
change
software
systems
a
couple
of
times
and
we've
really
gotten
a
much
better
understanding
of
the
challenges
of
gathering
quantitative
data,
collection
and
program,
evaluation,
we're
now
actually
in
the
development
phase
of
yet
another
software
system
and
we're
moving
all
of
the
ems,
mobile,
integrated
health,
fire
prevention
and
fire
suppression,
documentation
onto
one
single
unified
platform,
and
that's
really
going
to
help
us
with
longitudinal
understanding
of
the
community
that
I'll
talk
about
in
a
little
bit.
I
So
one
challenge
is:
we
don't
have
any
data
to
compare
ourselves
to
unless
we
stick
to
call
volumes
and
response
times.
So
it's
driven
us
to
question
what
sort
of
metrics
we
want
to
track
for
police
and
fire
neons
activity,
and
it's
it's
one
of
those
things
that
it's
really
a
paradigm
shift.
I
Instead
of
so,
for
example,
I've
heard
so
many
times,
police
chiefs
be
questioned
about
what
what
kind
of
community
policing
programs
do
you
have,
and
instead
of
asking
an
agency
to
come
up
with
a
community
policing,
community
ems
or
community
firefighting
program,
it's
it's
really
asking
us
to
have
an
entirely
just
a
sort
of
a
whole
agency
approach.
Have
the
entire
agency
really
lean
into
community
service
accountability,
community
building
being
open
being
intellectually
curious,
so
kpis
are
sort
of
in
development
and
in
in
evolution
so
to
wrap
this
up.
I
The
me
mijo
is
really
the
umbrella
group
that
handles
case
management
and
alternative
response
for
public
safety.
So
with
that
I'll
I'll
move
to
case
management
and
then
after
that,
we'll
we'll
move
into
into
response.
I
Key
performance
indicators.
Thank
you.
The
data
points
that
that
one
tracks
to
sort
of
understand
what
performance
is
is
like.
I
Thank
you
yes
case
management
functions.
Why?
Why
do
we
do
this
back
in
2014?
So
again,
back
to
the
early
days
when
we
were
sort
of
working
with
chief
flitzenberg
and
he
directed
us
to
start
looking
at
some
of
the
information,
we
noticed
that
those
who
fall
through
the
safety
net,
those
who
fall
through
the
cracks
they
end
up
on
gurneys
and
police
cars
at
a
disproportionately
high
rate.
I
So
to
give
you
an
example
of
that
point,
three
percent
of
the
city's
census
population,
so
that
doesn't
take
into
account
the
million
room
nights
workforce
that
commutes
from
outside
of
the
city.
I
Three
percent
of
the
city's
census
population
made
up
eighteen
percent
of
santa
fe
fire
department's
ems
calls
and
that's
a
significant
under
report,
because
we
don't
get
names
often
on
on
on
on
some
of
these
individuals,
so
they're
sort
of
termed
high
utilizers
and
in
this
population
a
lot
of
mental
illness,
homelessness,
alcoholism,
senior
issues
and
sometimes
all
these
are
combined
and
co-occurring.
Making
it
really
complicated
and
the
revolving
door
phenomenon
is,
is
one
that
really
leads
to
poor
outcomes
for
patients.
I
It
leads
to
burnout
for
providers
and
extremely
expensive
and
uncoordinated
care.
I
think
that's
sort
of
a
truism
now
that
most
people
understand
so
we
asked
ourselves
if
our
mission
is
to
protect
life
safety
and
we
have
access
to
the
most
vulnerable
populations.
That
faith
can
probably
remember.
I
remember
we
had
a
long
list
of
anyone
who
had
called
991
several
times
and
we
went
down
that
list
and
called
people
and
tried
to
make
contact,
and
I
don't
know
how
many
times
we
were
told.
Oh,
she
died.
Oh,
he
died.
I
So
if
we
had
this
list
of
the
most
vulnerable
populations,
you
didn't
want
to
be
on
that
list.
Why
not
act
so?
Prevention
is
also
sort
of
in
our
dna
with
fire
prevention.
It's
been
going
on
for
decades,
so
we
just
extended
that
to
all
of
our
calls.
Instead
of
limiting
ourselves
to
preventing
fires
and
protecting
protecting
property
protecting
buildings
really
just
how
do
we?
How
do
we
think
about
that
in
a
human
context?
I
Maybe
we
thought
it
could
lead
to
better
outcomes,
a
little
less
vocational
frustration
and
maybe
even
more
fiscally
responsible
systems.
So
we
visited
these
folks.
We
called
them,
we
visited
them
at
home,
we
consulted
with
community
partners,
particularly
social
workers.
The
folks
at
community
health
at
chris,
st
vincent's
hospital,
were
super
instrumental
in
sort
of
informing
how
we
were
thinking
about
this
southwest
care
center
was
an
early
funder
and
strong
supporter
presbyterian
medical
services,
santa
fe
county's
community
services
department.
Actually,
director
of
cho
was
with
santa
county
community
services
department,
then.
I
So
all
these
were
just
partners
that
were
helping
us
work
our
way
through
these
issues,
and
we
we
quickly
realized
that
often
the
mo
the
people
who
have
the
most
need
also
have
the
most
obstacles
to
receiving
those
services,
especially
when
those
services
are
offered
in
brick
and
mortar
settings,
so
transportation
having
a
phone
having
access
to
a
shower
a
refrigerator
for
your
medications,
mental
clarity,
food,
etc,
really,
sort
of
things
that
a
lot
of
us
take
for
granted
and
really
basic
needs,
and
we
also
noted
that
there
was
a
huge
gap
in
street-based
case
management
and
outreach.
I
So
we
concentrated
on
a
small
but
mighty
outreach
case.
Management
team
to
hit
the
streets
and
leed
is
is
formerly
known
as
lead.
Rebranded
thrive
was
a
let
me
actually.
Let
me
just
talk
a
little
bit
about
the
the
service
itself,
so
we
identify
people
by
searching
electronic
patient
care
records.
So
that's
our
911
database.
We
look
for
overdoses,
we
look
for
mental
health
issues
and
especially
when
either
one
of
those
are
are
tied.
In
with
a
concerning
pattern
of
9-1-1
utilization.
I
We
also
refer
receive
referrals
from
our
front
emts
or
paramedics
from
santa
fe
police
department
officers
and
if
our
front
line
emts
and
police
officers
are
looking
for
them,
they
are
a
perf
in
a
perfect
position
to
be
eyes
and
ears
for
these
sorts
of
issues.
I
Some
of
them
have
gotten
very
well
attuned
at
identifying
risk
and
referring
through
the
systems
that
we
have,
but
there's
still
a
lot
of
untapped
potential
and
the
sorts
of
referrals
that
we're
seeing
from
from
the
field
senior
issues,
isolation,
hoarding
mobility
issues
with
activities
of
daily
living,
adult
protective
services,
that
sort
of
thing,
mental
health
issues,
social
service
needs
and
just
general
connection
to
to
resources.
So
when
we
identify
somebody,
you
know
we
have
limited
capacity
each
case
manager.
I
We
have
four,
has
a
caseload
of
approximately
20
clients
at
any
given
time,
and
it's
it's
really
a
challenging
task
to
determine
who
will
get
enrolled
in
services,
but
it's
often
time
a
very
rich
conversation
that
happens
constantly,
as
just
as
new
clients
are
identified.
Where
we're
you
know
trying
to
trying
to
make
those
decisions
of
when
to
close
people
out
when
to
when
to
include
people
and
and
just
workload
in
general.
I
The
service
is
really,
as
I
think,
faith
reminds
me
of
a
eisenhower
quote,
I
think
or
eisenhower
principle.
This
work
is
extremely
important,
so
it's
not
urgent.
These
are
non-emergency
encounters.
This
is
slower
work
for
more
urgent
needs.
I
We
have
the
aru
and
we'll
discuss
that
in
another
slide,
but
you
know
we
we
do
about
anywhere
from
one
to
many
contacts
per
week
per
client
and
we
offer
connection
and
coordination
services
and
we
really
try
to
center
all
that
in
the
clients,
self-determination
and
and
we
we
just
focus
on
risk
reduction.
So
this
is
an
abstinence
program.
This
isn't
a
disciplinarian
program
of
telling
people
what
they
need
to
do,
and
food
clothing,
shelter,
connection
to
resources
and
services,
which
is
getting
ids.
I
Those
are
the
sorts
of
things
that
we
try
to
engage
people
with
and
connect
people
with
and
try
and
get
them
to
a
level
of
stability
where
they
can
actually
then
engage
with
other
service
providers,
so
we
can
hand
them
off
because
because
of
our
limited
capacity-
and
you
know,
we
never
intended
to
become
a
case
management
agency-
really
more
of
a
navigation
sort
of
identifying
people
and
handing
them
off
to
the
right
level
of
care.
So
the
way
we
close
people-
ideally,
we
are
handing
them
off
to
another
provider.
I
Once
they've
reached
the
level
of
stability
that
they
can
make
it
to
a
brick-and-mortar
place,
keep
appointments
et
cetera.
Sometimes
just
the
client
has
stabilized
enough
that,
even
if
they're
not
connected
to
other
services,
they're
stable
enough
that
they're
closed
out-
and
sometimes
we
lose
contact
with
them.
They
sort
of
fall
off
the
radar.
Sometimes
they
die.
I
Other
individuals
tell
us
they
don't
want
or
need
our
services,
so
we
may
close
those
folks
out,
but
we
monitor
them
closely
because
often
those
are
the
ones
who
need
the
most.
So
it's
just
because
we're
we
don't
have
someone
sort
of
on
our
active
caseload
doesn't
mean
we're
not
keeping
an
eye
on,
or
I
should
say
just
because
someone
says
they
don't
want.
Our
services
doesn't
necessarily
mean
that
we
go
away.
I
We
we're
respectful
of
their
space,
but
but
we
understand
that
sometimes
it
just
takes
a
little
longer
to
engage
with
them.
So
we
just
seek
opportunities
to
do
that
and
then
the
staffing
deployment
there.
I
mentioned
this
already
they're
in
cars
and
suvs
and
they're,
essentially
business
hours
and
and
they
work
under
the
support
of
our
behavioral
director,
nicole.
I
So,
as
I
mentioned,
thrive
is
falls
under
the
case
management
rubric.
If
looked
out
from
the
outside,
you
wouldn't
be
able
to
tell
the
difference
it's
exactly
the
same,
except
for
the
referral
source,
but
the
reason
why
thrive
and
lead
programs
exist,
and
this
straight
from
from
the
from
their
website,
says
the
goals
of
law
enforcement,
assisted
diversion
programs.
The
goal
of
law
enforcement
diversion
programs
is
to
improve
public
safety
and
public
order
and
reduce
unnecessary
justice
system
involvement
for
program
participants.
I
So
that's
exactly
that's
absolutely
in
line
with
what
we
are
doing
since
you
know
researching
since
2014,
even
though
we
were
not
involved
in
lead
when
it
came
to
santa
fe,
so
a
little
history
about
lead
and
thrive
pre-mijo,
so
that's
20
2014
to
2019..
I
So
it
was
a
group
of
stakeholders
that
included
the
the
d.a
santa
fe
pd,
the
law
office
of
the
public
defender
new
mexico,
criminal
defense,
lawyers,
association,
the
drug
policy
alliance,
a
community
member
with
lived
experience,
and
I
may
be
missing
one
or
two.
I
know
senator
county
was
involved
in
that
they
were
organized
into
something
called
the
pcc.
The
policy
authority
committee
and
and
that
organization
was
done
by
a
dedicated
program
manager.
The
funding
for
that
program
was,
it
was
a
braided
funding
stream.
I
There
was
a
sizable
grant
that
paid
for
the
program
manager,
discretionary
spending,
evaluation
and
a
few
other
things.
Now.
The
city
funded
the
case
management
piece
that
was
through
an
rfp
out
out
of
csd
and
lifelink
was
the
contracted
case
management
provider,
and
then
you
know
if
it
was
late,
2018
or
maybe
early
2019
lifeline
decided
not
to
pursue
a
renewal
of
their
contract.
When
that
happened,
niho
was
approached
by
the
pcc.
I
We
I
I
knew
that
lead
existed
and
went
to
a
couple
meetings,
but
we
were
not
formally
a
part
of
that,
but
we
were
approached
because
we
were
already
doing
case
management
for
public
safety
involved
individuals.
We
were
a
little
unsure
about
the
future
of
the
program.
With
the
grant
sun
setting,
there
was
a
grant
from
the
open
societies
foundation,
but
the
services
were
absolutely
in
line
with
our
philosophy
so
agreed.
We
we
started
taking
pd
referrals.
I
We
also
received
the
money
that
the
city
was
paying
lifelink,
which
is
which
was
250
000
a
year.
We
use
that
to
hire
two
case
managers
and
an
admin
assistant
when
the
grant
ran
out.
None
of
the
stakeholders
funded
the
program
manager
position,
so
the
program
itself,
the
organization
that
pcc
dwindled
and
essentially
sort
of
faded
into
the
background.
Now
the
case
managers
that
we
hired
have
had
an
absolutely
full
case
load
since
they
started
back
in
2019.
I
zero
vacancy
rate
now
so
since
2019
at
present,
again,
we
had
low
referral
volume
from
the
police
department,
so
we
started
using
our
911
data
to
fill
those
case
managers
case
loads
with
the
very
people.
The
program
was
aimed
to
serve,
and
I
remember
a
meeting
with
a
city
manager,
litzenberg
and,
and
then
director,
ochoa
and
chief
babcock
about
this
saying.
You
know
we're
we're
not
in
a
position
to
tell
the
police
department
what
to
do
or
to
manage
their
workflows.
I
We
are
happy
to
take
their
calls.
I'm
sorry
they're
referrals,
but
if
no
referrals
are
coming
their
way,
we're
not
going
to
have
our
case
managers
sitting
on
their
hands.
We
will
fill
their
caseloads.
That
was
understood,
so
that's
what
we've
done
since
then.
Our
case
management
team
has
taken
on
hundreds
of
public
safety
involved
individuals
and
offered
the
connections
to
these
social,
mental,
health
and
substance
use
resources
in
the
community
and
they've
housed
previously
homeless.
I
Folks,
they've
cleared
warrants,
attended
medical
problems,
assisted
with
requiring
benefits
connected
to
resources
around
behavioral
health
and
all
sorts
of
other
things.
The
way
folks
are
identified
for
the
thrive
program
is
a
police
officer
can
either
during
an
encounter
where
there's
gonna
be
an
arrest,
can
choose
to
divert
that
individual
into
treatment
or
into
case
management,
or
they
can
identify
someone
that
they
just
know
from
the
community
who
they
know
is
having
issues
and
they
can
do
so.
That
would
be
a
social
referral
ladder.
I
The
former
is
a
arrest
diversion.
They
send
us
an
email,
they
call
us
on
the
phone
and
a
couple
times,
they've
actually
called
us
out
on
the
radio
to
show
up
on
scene
and
it's
interesting.
The
referrals
that
we
have
gotten
have
been
overwhelmingly
for
individuals
that
our
team
has
already
identified
and
engaged
with.
So
just.
I
Amount
of
overlap
that
we
have
and
the
the
richness
in
identifying
people
through
our
data,
it's
a
it's
a
good
radar
and
even
though
we've
kept
the
case
managers
busy
constantly,
we
have
never
turned
down
a
referral
from
pd,
so
the
service
and
the
closure,
it's
the
same
as
the
case
management.
The
previous
slide.
The
only
difference
on
the
closure
is
that
theoretically,
pe
or
the
da
could
pull
someone
from
thrive
for
non-compliance.
I
We
would
continue
to
serve
them.
We
wouldn't
we
wouldn't
kick
them
off.
Just
you
know
they
just
wouldn't
have
a
little
thrive
check
mark
next
to
next
learning
and
the
integration
of
case
management.
Again,
it's
fully
integrated
from
the
outside.
I
You
wouldn't
be
able
to
even
see
the
difference
chief
joy,
maybe
you
want
to
jump
in
for
a
minute
here
and
just
add
a
little
bit
about
sort
of
the
mindset
around
thrive
and
how
the
aru
fits
into
arrest,
aversions
and
social
referrals,
and
that
will
take
us
right
into
the
into
the
response
slide.
G
Sure
yeah,
let
me
hold
on
one
second,
all
right-
everyone
here:
okay,
all
right,
okay,
yeah!
So
I
took
over
as
deputy
chief
of
operations
in
2019
prior
to
that
I
spent
much
of
my
command
career
in
criminal
investigations,
and
I
had
some
on
and
off
interactions
with
the
municipal
drug
task
force.
Part
of
that
I
was
involved
on
and
off
with
lead
in
various
capacities.
G
From
my
once
I
took
over
his
dc
of
operations,
I've
always
been
an
advocate
of
lead
or
thrive
in
whatever
form
it.
It
has
taken.
What
I
think
is
good
now,
I
think.
As
far
as
my
people
and
the
police
department,
the
the
mindset
is,
is
there
I
think
everyone
is
understanding
again
kind
of
like
what
I
referenced
earlier:
addiction
and
and
behavioral
health.
G
G
I
think
the
the
mindset
is
there
again
with
aru
what
I
I
like
and
I've
been
advocating
for
is
so
the
disconnect
I
think
is,
is
not
so
much
now
with
the
officers
is
of
like
is
this
someone
that
can
be
referred
into
services,
it's
a
more
so
a
matter
of
where
can
I
get
that
hand
off?
How
can
I
make
that
handoff
and
I
think,
incorporating
thrive
into
aru,
assuming
when,
knowing
that
they
have
the
capacity
to
handle
it?
It
allows
for
that
immediate,
warm
handoff
from
the
officer
to
thrive.
G
G
The
the
charges,
criminal
charges,
diversion
aspect
of
it
is
how
we
can
best
kind
of
work
that
and
monitor
the
case
management
on
the
pd
side
and
where
that
case
management
should
be
held,
whereas
in
in
lead,
not
I'm
gonna,
try
not
to
ramble
too
much,
but
whereas
historically
with
lead
and
emily
koltenbach
can
speak,
probably
better
than
to
it
than
I
can
and
monica
alt,
but
the
charges
would
be
filed
and
those
child.
G
Those
charges
would
would
hang
out
on
the
d.a
side
until
it
was
either
decided
that,
through
the
case
management
that
the
person
was
not
in
compliance
with
the
the
requirements
that
leed
was
was
holding
them
to
or
or
wherever
they
were,
and
so
there
was
a
lot
of
maybe
a
disconnect
between
whether
or
not
those
charges
were
still
being
held
onto
or
whether
or
not
the
person
was
in
compliance
in
total
and
then
they
the
charges
were
absolved.
G
Whereas
when
we're
trying
to
kind
of
revive
thrive,
keep
saying,
I
think
we're
going
to
try
to
keep
the
case
management
side
of
it
as
far
as
the
diversion
on
on
the
pd
side
and
have
more
interaction
and
involvement
with
how
people
are
complying
and
participating
in
the
program.
So
yeah
rambling
at
you.
Sorry.
I
No
perfect
that
that's
that's
helpful.
Thank
you
and
yeah.
These
things
seem
to.
We
haven't
teased
it
out
exactly
how
yet,
but
they
seem
to
be
on
converging
paths.
I
So
that's
a
good
lead
into
response
and
the
alternative
response
unit.
So
two
things
sort
of
converged,
so
we
had
on.
On
the
miho
side,
there
had
been
for
quite
some
time,
we've
been
interested
in
bringing
this
longitudinal
care
that
we
have
developed
to
the
scene
of
9-1-1
calls
our
con
our
the
case
with
the
clients
that
we're
working
with
are
so
heavily
involved
with
9-1-1
that
it
seemed
so
like
an
obvious
place
for
us
to
interact
with
them
and
at
the
same
time,
this
is
according
to
captain
chaplin
again.
I
The
nationwide
conversation
that
began
primarily
in
2020
was
focused
on
evaluating
what
police
officers
respond
to,
and
a
specific
calls
for
service
could
benefit
from
a
more
service
type
response
rather
than
a
criminal
justice
type
response.
I
So
the
way
we
identify
responses
or
calls
for
service
is,
the
crew
is
cruising
around
in
in
the
unit
they
have
a
computer
screen
up
that
computer
screen
has
police
and
fire
all
the
all.
The
active
police
and
fire
calls
so
they
read
the
cat
info,
they
consider
scene
safety
issues.
The
call
type
call
details
the
person's
involved
location.
They
gather
further
background,
so
that
may
be
calling
another
case
manager
who's
actively
working
with
a
person
or
that
may
be
calling
mom
like
in
that
first
example
calling
the
family
getting
some
background
and
route.
I
I'm
calling
the
principal
that
called
in
the
welfare
check,
calling
whoever
it
may
be
wherever
we
can
get
information
the
business
owner,
whoever
to
really
try
and
get
as
clear
of
a
picture
as
possible
and
then
and
then
they
self-dispatch
when
they
self-dispatch
they
can
either
tie
themselves
onto
the
full
on
response
that
could
be,
you
know
the
entire
public
safety
parade,
or
that
could
be
just
a
police
officer
response,
so
they
can
either
tie
themselves
to
that
response.
I
If
they,
if
they
decide
that's
appropriate
or
they
can
respond
in
lua,
so
cancel
specific
units
and
modify
the
response,
and
so
the
the
once
they
get
on
scene
again,
the
the
dispositions
are
are
similar.
I
So
it's
alternate
transfer
destinations
to
places
like
lasalla
interfaith
saint
elizabeth,
consuelo
is
a
residence
another
place,
another
part
of
town
and
providing
that
sort
of
at
home
or
street
level
care,
de-escalation,
harm
reduction
connection
services,
reconnection
with
existing
services,
small
items
like
food,
clothing,
narcan,
etc,
and
you
know
just
really
built
on
trying
to
handle
that
encounter,
but
also
handling
that
encounter
with
a
view
to
not
just
as
again
I'm
gonna
quote
faith
a
bunch
today.
I
She
has
said
that
in
the
past
you
know
a
way
that
she
looked
at
or
maybe
that
we
collectively
look
at
patients
when
we're
on
the
ambulance
is
how
does
his
patient
fit
into
my
shift
and
the
paradigm
shifting
or
cares?
How
do
we
fit
into
this
person's
life?
So
the
that
encounter
is
not
just
about
that
encounter.
I
It's
also
about
building
report,
gathering
further
information,
trying
to
understand
that
person's
situation
by
their
social
connections
or
their
resources
to
try
and
make
sure
that
we
leverage
that
as
much
as
possible
to
help
those
folks
self-actualizing,
whatever
goals
they
may
have
that
are
contributing
to
their
health
and
lungs.
I
So
the
the
integration
to
case
management,
the
aru,
is
essentially
a
referral
referral
generator.
We
can
hardly
keep
up
so
our
model
right
now
is
three
case
managers
per
unit.
One
is
actually
in
the
unit
physically
on
the
unit
and
then
two
case
managers
are
working
a
case
load
that
you
know
so
handling
the
referrals
that
come
in
the
case
doesn't
matter.
I
I
don't
think
it
would
matter
to
you
guys
it's
complicated,
but
they
rotate
through
through
those
roles,
but
the
case
managers
have
when
they're
not
on
the
aru
they're
working
on
those
proactive
non-emergency
visits
to
the
house
or
the
street
or
wherever
the
person
is
so
then
the
case
meant
so
the
aru
creates
referrals,
but
also
the
case
management
side
generates
a
lot
of
information
and
builds
a
record
so
that
so
it's
really
a
symbiotic
relationship
between
case
management
and
response
activities.
I
The
deployment
of
that
and
the
staffing
of
that
is
right.
Now
we
have
one
case
manager
and
one
medic
paramedic
on
an
suv
with
the
support,
as
I
mentioned,
of
the
two
case:
managers,
the
behavioral
health
director,
a
case
manager
supervisor
in
the
entire
office
really,
and
they
operate
monday
to
friday
from
8
am
to
6
pm.
I
So
I
was
asked
to
prepare
something
on
what's
working
and
I
think
there
are
a
lot
of
things
that
are
working.
The
911
system
and
the
interactions
with
community
members
on
the
streets
and
in
their
living
rooms
really
allows
for
this
little
window
into
people's
lives.
That's
that's
unique.
These
interactions
are
unplanned
they're
on
all
sorts
of
terms.
They
can
be
extremely
raw,
but
they
are
very
real.
You
get
to
know
people
you
get
to
know
their
strengths.
I
You
get
to
know
their
skills,
you
need
to
get
to
know
their
challenges
and
their
traumas
and
we're
in
a
unique
position
because
we're
embedded
in
the
system
the
data
piece
just
the
access
to
this.
It's
a
mine
field.
The
911
data,
is
what
makes
this
all
possible
it's.
What
a
lot
allows
to
identify
some
of
the
most
vulnerable
individuals
in
our
community.
I
I
could
spout
out
all
sorts
of
high-profile
events
in
the
community
front,
page
articles
and
but
I
can't
well,
I
I
could,
but
I
won't
because
of
hipaa
reasons,
but
it's
it's
interesting
how
much
of
a
just,
how
vulnerable
these
folks
are,
and
violence
and
and
unfortunate
accidents.
So
this
data
really
allows
for
these
longitudinal
records
or
stories
that
I've
mentioned
a
few
times
to
emerge.
I
The
fire
department
data
has
been
available
to
us
for
some
time
since
2014,
but
now
we're
just
starting
to
interact
with
pd
data
and
I'd,
be
I
think
that
there's
just
a
ton
of
potential
there,
the
experience,
so
the
skills
that
we
pick
up
as
first
responders
are
another
enormous
strength
and
our
case
managers
are
really
starting
to
pick
these
up
so
developing
the
confidence
and
the
skills
to
navigate
just
the
scene
dynamics.
It's
the
unpredictability
of
being
out
on
the
street.
I
Everything
from
dogs
and
kids
to
crowds
and
traffic
is
really
really
critical
to
this
sort
of
work.
The
positioning
so
I've
heard
of
teens
that
do
follow
up
with
vulnerable
populations
through
their
police
department
and
my
hat's
off
to
them.
They
likely
have
the
best
intentions
in
the
world,
but
having
the
officer
who
arrested
your
uncle
sitting
in
your
living
room,
offering
you
help,
may
not
be
the
best
mod.
We
find
that
people
are
pretty
open
to
check
in
by
a
paramedic
and
then
when
they
meet
our
case
matters.
I
They
really
just
open
up
and
feel
at
ease,
and
this
is
sort
of
exemplified
this
dynamic.
By
the
time
we
had
the
time
we
had
a
pd
officer
on
the
unit.
Also
mariah
gonzalez
is
extremely
professional
and
self-aware,
and
even
with
that,
some
people
will
get
triggered.
They
would
just
tense
up,
get
nervous
and
just
asking
that
she
leave
and
she
spent
a
bunch
of
time
just
sitting
in
the
suv
just
waiting,
and
you
know
so.
I
This
positioning,
the
fire
department
is
generally
liked
by
the
community
and
that's
throughout,
even
even
with
these
populations
partnerships.
So
the
partnership
with
pd
has
been
absolutely
key.
I
We've
learned
all
sorts
of
things
about
the
difficult
jobs
they're
tasked
with
and
typically
the
calls
they
at
least
want
to
deal
with
are
the
ones
we
most
were
most
eager
to
take
so
partnerships
also
with
lasalla
the
shelters
christ
church
has
given
us
these
one
gallon
ziploc
bags,
they're
called
h2o
bags
and
they're
full
of
hygiene
supplies
of
food,
and
that's
super
valuable
and
just
being
able
to
make
connections
and
meet
some
people's
really
really
basic
needs
and
quorum
formally
svh
support.
I
I
may
or
may
not
know
of
them,
but
they're
they're,
a
large
funder
in
town
and
they're
really
committed
to
being
part
of
some
of
these
community
health
issues.
They
we
have
a
grant
with
them
and
that
allows
us
to
well.
The
community
found
santa
fe
community
foundation,
who's
a
fiscal
sponsor
to
buy
these
prepaid
cards,
and
then
they
just
gift
them
to
us.
I
So
we
can
use
these
essentially
as
flex
spending
to
buy
a
client
a
meal
buy
someone
a
cup
of
hot
cup
of
coffee
on
a
really
cold
day,
so
we
can
sort
of
just
have
a
conversation
with
them
and
dig
in
a
little
bit
when
they're
like
no
I'm
fine.
I
don't
need
anything
well.
How
about
a
cup
of
coffee,
okay,
sure
I'll?
Take
that
all
right,
let's
sit
down
and
have
a
cup
of
coffee,
and
now
we
can
start
talking.
So
that's
been
invaluable
and
I
really
really
want
to
thank
them.
I
If
anyone
here
knows
christ,
church,
folks
or
any
quorum
folks,
please
send
them
a
big
thank
you
from
us
and
I
just
want
to
call
them
out
every
time
that
I
can
leadership
at
police
and
fire
as
well
as
director
of
coachella,
who
really
look
at
our
calls
and
they
see
116
000
calls
that
we
need
to
manage
as
a
team.
That's
been
key
chief
slitzenberg,
babcock
and
now
moya,
mayor
gonzalez
and
now
mayor,
webber,
the
city
council
and
really
you
all.
I
The
members
of
this
task
force
were
involved
in
these
conversations
and
making
decisions
about
and
just
like,
being
creative
about
what
we
want.
Our
city
mat
to
how
we
wanted
to
manage
the
the
the
community,
health
and
safety
needs
of
the
community.
You
know
all
these
groups,
all
these
leaders
see
the
needs
of
evolving
and
I
guess
are
brave
enough
to
answer
that
call
and
just
really
that's
sort
of
also
part
of
the
win
in
our
sales.
I
So
thank
you
to
everyone
on
this
task
force
and,
lastly,
I
think
realistic
expectations.
I've
talked
to
a
lot
of
departments,
we've
gone
to
national
conferences
and
we
have
departments
that
are
trying
to
do
chf
prevention,
follow-up
and
readmission,
stuff
and
senior
falls,
and
they
get
a
grant
and
they
have
to
do
all
this
reporting
stuff.
And
it's
just
you
know
a
lot
of
them
go
down.
They
don't
have
hard
funding,
they
they
have
a
hard
time
tracking
data,
as
I
mentioned.
I
A
lot
of
these
are
startups
they're,
just
trying
to
figure
it
out
by
the
time
they
figured
it
out.
They've
lost
their
funding,
so
really
realistic
expectations,
as
I
mentioned
in
the
kpi
sections.
If,
if
we
want
to
know
if
something
is
working
better
than
the
status
quo,
then
we
need
to
develop
good,
consistent
comparison
tools.
There's
there's
no
other
way
to
do
that.
I
E
I
Asked
to
have
a
slide
on
on
some
of
the
edges
in
growth
and
sort
of
some
of
the
challenges,
so
police
and
fire
ems
models.
I
They
haven't
changed
much
since
the
internet
was
invented,
that's
a
long
time
for
things
to
remain
mainly
static
and
there
are
a
lot
of
people
that
are
taking
an
interest
in
how
their
communities
structure,
public
safety,
but
really-
and
I
think
you
guys
in
some
of
the
early
meetings
like
I
heard
this
frustration,
these
systems
and
institutions
they're
largely
a
mystery
and
difficult
to
penetrate,
and
so
it's
really
difficult
to
perform
any
sort
of
assessment.
Swot
assessment,
strengths,
weakness,
opportunities
and
threats
and
really
get
into
the
get
into
the
meat
of
it.
I
I
Another
thing
that
the
the
just
improvement
of
the
social
determinants
of
health
in
2015
I
told
councillor
boucher
that
my
obsession
was
to
put
myself
out
of
a
job.
I'd
love
to
live
in
a
community
where
calling
911
is
a
rare
occurrence
where
you
don't
hear
sirens
where
you
don't
have
an
issue
with
what
whatever
we
have
30
vacancies
are
in
the
police
department.
Doesn't
matter
not
a
big
deal,
we
don't
have.
We
don't
have
the
need.
We
don't
need
to
open
a
new
fire
station.
We
don't
have
the
need.
I
I
know
that's
pie
in
the
sky,
but
if
we
wanted
to
address
those
things-
and
I
know
that
the
governing
body
and
many
people
in
this
community
are
working
on
these
things,
but
the
social
determinants
of
health,
improving
economic
stability,
education,
access
and
quality
health
care
access
and
quality,
having
healthy,
neighborhoods
in
a
built
environment,
improving
social
and
community
connections,
those
sort
that
sort
of
work
would
put
me
out
of
it
would
help
put
me
out
of
a
job,
and
so
I
think,
that's
an
area
where
you
know
there's
still
a
lot
of
opportunity,
a
lot
of
challenges,
system
capacity,
so
the
services
that
we're
talking
about
fall
under
the
case
management
and
response
that
falls
under
the
healthcare
access
and
quality
area
of
the
social
determinants,
but
we're
only
one
small
part
of
that.
I
So
we
need
improvements
in
all
these
areas.
The
healthcare
field,
as
we
see
it,
is
mostly
in
need
of
resources
that
are
dealing
with
behavioral
health
and
senior
issues,
and
then
change
management
change
isn't
always
easy,
but
it
doesn't
necessarily
need
to
be
painful.
I
think
the
real
solutions
would
address
both
community
issues
and
staff
issues.
So
burnout,
recruitment
and
retention,
vocational
frustration
that
sort
of
thing.
I
In
conclusion,
I
know
this
has
been
long
and
I
sorry
I
don't
have
a
time
clock
and
I
should
have
so
excuse
me
for
that.
But
this
is
just
a
really
an
overview
of
what
we've
just
discussed
so
having
a
deliberate
design
for
desired
outcomes.
The
use
of
public
safety
data
to
identify
those
most
vulnerable
individuals
working
together
to
not
none
of
us
is
smarter
than
all
of
us.
I
Reducing
overall
costs,
it's
extremely
expensive
to
run
community
health
and
safety
response
programs.
The
way
we're
running
them
right
now.
It's
unsustainable,
I
would
say,
forget
just
the
city
coffers,
even
unfunded
pension
liabilities,
and
then
really
I
mean
the
one
of
the
most
important
parts
of
this
vision
is
increased
opportunities.
I
I
understand
that's
a
gaping
hole
and
that's
a
big
problem,
but
even
on
the
fire
department
side,
we
have
big
challenges,
recruiting
and
retaining
paramedics
who
are
doing
a
lot
of
this
work,
but
maybe
don't
have
the
right
tools
or
or
the
right
support
for
it.
So
you
know
so
one
of
the
things
that
I.
I
L
I
People
to
get
to
that
point,
so
if
you
all,
I
know
I'm
probably
way
over
time.
I
had
some
case
studies,
some
examples
that
I
would
share,
but
maybe
the
best
thing
is
to
just
jump
into.
A
All
right,
I
think,
let's
start
with
question
and
or
questions
if
there's
anyone
on
the
committee
that
has
any
questions
for
bc.
C
A
C
Hi,
I
do
have
a
couple
questions.
Thank
you,
but
first
I
want
to
thank
everyone
who's
here
and
thank
chief
mercado
and
all
the
aru
team
members.
I
know
you
all
have
worked
for
a
very
long
time
and
been
on
the
sharp
end
of
success
for
these
teams,
and
I
hear
really
great
things
about
the
work
you're
doing
so.
I
know
we
on
the
task
force
and
the
community.
Thank
you
and
for
as
hard
as
you
were
for
this
success
and
chief
mercado,
you
can
answer
other
team
members,
but
I
know
it's.
C
You
know
it's
been
a
learning
curve
for
the
departments
and
I
wouldn't
be
conscientious
of
how
I
ask
this,
but
you've
talked
kind
of
a
broad
challenges,
but
I'm
wondering
if
there's
any
kind
of
challenges
internally
with
the
departments
and
their
understanding
of
arus
and
commitments
to
them
and
kind
of
what
factors
you
see
you
need
for
for
these
arus
to
continue
to
succeed
and
be
utilized.
I
Yeah
remember
members
of
the
task
force.
I
appreciate
the
question
and
I
think
maybe
the
biggest
challenge
internally
I
mean
so.
First
of
all,
when
I
say
oh
the
national
level,
at
the
national
level,
I
I
seriously
mean
it.
These
really
are
big
industry
changes
and
I
think
maybe
the
biggest
challenge
is
balancing
the
fact
that
you
still
need
to
operate
a
department.
You
still
need
to.
You
have
cbas
in
place.
I
You
have
sort
of
expectations,
you
have
culture,
you
have
people
that
are
strongly
tied
to
their
sense
of
what
they
do
for
a
living
and
why
they're
there
and
and
then
you
have
this
new
sort
of
disruptive
thing-
that's
unclear,
and
and
even
if
you
wanted
to
stand
that
up
and
suddenly
scale
it
up
you're
having
to
juggle
those
two
things.
I
You
can't
just
switch
from
one
machine
to
the
next.
You
have
to
have
a
transition
and
and
that's
challenging
change
management
is
complex.
I
can
tell
you
that,
okay,
first
of
all,
with
extreme
ownership,
which
is
something
that
I'm
trying
to
get
a
lot
of
the
challenges,
have
been
myself.
You
know
trying
to
push
this
faster
than
it
would
run
and
running
up
against
people
that
weren't
ready
making
this
personal
and
saying.
Why
aren't
we
doing
this
and
come
on?
This
is
obvious
we
should
so.
I
I
would
say
that
those
maybe
pointing
a
finger
at
myself
and
then
also
pointing
a
finger
at
the
department.
It's
first
of
all
sort
of
my
personality.
I
really
pushed
hard
early
on,
and
I
think
that
that
was
maybe
a
little
counterproductive,
but
also
it's
just
a
you
know.
I
think
that's
more
of
a
question
for
for
the
chiefs
and
for
director,
ochoa
and
chief
joy
and
people
that
have
been
in
those
positions
where
they
have
to
juggle
those
two
things.
I've
never
had
to
do
that.
I
I've
had
enough
cover
to
say,
go,
do
good
work
figure
out
what
you
need.
Tell
me
what
resources
you
need
we'll
try
to
resource
you.
So
I've
lived
a
fairly
sheltered
life
and
I
it's
hard
for
me.
I
mean
I
could
finger
point
all
day
long,
but
that's
not,
I
don't
think
that's
very
productive,
but
so
I'll,
let
like
directorate,
show
us.
F
Thanks,
first
of
all,
thank
you
so
much,
I'm
just
an
incredible
presentation
and
all
the
work
of
the
team
and
all
of
the
pioneering
that
you've
done.
Since
my
since
I
met
you
in
my
role
at
the
county,
we
were
having
these
conversations
about.
You
know
how
to
increase
access
high
utilizers,
all
this
stuff
and
you've
been.
You
know
an
incredible
leader
in
this
realm.
So
I
just
want
to
thank
you
for
all
of
that.
F
Remember
russ
and
I
think
the
question's
a
great
one
and
I'll
just
take
a
stab
at
it
from
my
point
of
view,
and
I
want
to
pass
it
to
chief
moya
and
chief
joy.
You
know
I'm
not
a
very
hierarchical
kind
of
gal
and
when
I
got
put
in
this
position
of
being
the
director
of
the
new
community
health
and
safety
task
force,
I
said
to
myself,
thank
god
for
this
hierarchy,
because
it
really
actually
allows
us
to
do
quite
a
lot
right.
F
Let's
make
it
happen,
and
then
he
brought
it
down
and
the
way
that
chief
moya
and
chief
joy
have
adopted
it,
not
only
because
of
the
hierarchy,
because
it's
obviously
the
right
thing
to
do
and
to
get
to
it's
just
been
useful,
and
what
I
I'm
trying
to
get
at
is
that
the
embedding
into
the
existing
and
the
hard
wiring
of
this
program
into
the
way
the
fire
department
works
or
the
way
the
police
department
works
has
been
powerful.
And
I
think
is
why
it's
proving
effective
and
I'm
chief
moya.
F
Maybe
you
could
talk
about
how
you
rolled
out
with
chief
babcock
and
now
yourself,
this
new
service
line
for
the
rest
of
the
fire
department.
H
Oh
yeah,
thank
you,
counselor
rivera,
remember
asking
yes!
So
it's
it's
a
very
big
balancing
act.
I've
been
with
the
fire
department
for
20
years.
I
was
there
when
we
tried
to
run
out
the
first
unit.
Health
one
helped
six
and
it
was
not
taken
well.
So
when
me
and
chief
mercado
revamped
it
and
I
became
ac2,
we
said
we're.
Gonna
sell
it
as
a
santa
fe
fire
department,
and
that
is
something
that
I
have
proven
forward.
H
Moving
forward,
we're
one
department
we
are
trying
to
do
the
best
we
can
for
the
community
bottom
line.
It
doesn't
matter
who
goes
to
what,
as
long
as
that
person
at
the
end
of
the
line,
calling
9-1-1
is
getting
the
right
services.
That
is
what
we're
striving
for
and
it
has
been
challenging.
There
has
been
a
lot
of
people
that
have
pushed
against
me
and
we
have
had
to
say
it's
it's
moving
forward.
You
have
to
get
on
board,
we
will
have
community.
You
know
we'll
talk
about
it
for
three
months.
H
We
met
every
week
and
I
said
if
anybody
is
having
a
problem
with
this
unit
is
having
you
know
both
sides.
If
the
aru's
not
running
right
or
if
the
field's
not
cooperating
right,
we
need
to
squash
it,
and
I
think
that
was
something
that
I
envisioned
early
and
I've
continued
to
do
that,
where
the
rumors
need
to
stop
the
santa
fe
fire
department
had
in
the
past
had
a
lot
of
stuff
where
we
would
never
squash
things.
H
We
would
just
let
them
you
know
fester
and
they
would
get
bigger
and
bigger
and
rumor
meal,
and
that
is
something
I've
tried
to
avoid.
Is
we
need
to
squash
these?
We
need
to
say
there
is
a
problem.
Okay,
let's
address
it
me
and
mercado
would
have
many
conversations
late
at
night.
The
unit
ran
this
call
and
it
was
not
ticking
well
and
we
immediately
addressed
it.
We
immediately
took
action
and
we
didn't
say
it's:
okay,
let's
just
put
it
on
the
back
burner,
and
that
is
something
that
I'm
trying
to
move
forward
with.
H
Is
we
have
to
put
these
problems
in
front
of
us?
It
might
be
hard
to
deal
with
them.
It
might
be
a
problem,
you
know
having
those
conversations,
but
we
need
to
be
adults.
We
need
to
move
forward
and
we
need
to
say
this
is
something
that's
moving
in
a
direction
and
it
is
a
good
direction
and
it's
helping
the
community
at
the
end
of
the
day,
and
I
think
that
is
something
that
me
and
chief
joy.
H
I
I,
I
don't
think
we've
had
a
better
relationship
and
this
counselor
can
change
my
mind
of
pd
and
fire
chiefs
me
and
him
talk
once
a
month
or
once
a
week
at
least
so
it
is
something
that
we've
you
know
gained
that
relationship
where,
if
I
need
to
vent
to
him
or
I
need
to
ask
him
a
question
that
he's
seen,
that
is
something
that
we're
starting
to
see
is
we're
one
department,
police
and
fire
working
together
to
try
to
solve
a
common
goal,
and
I
think
that's
what
we're
trying
to
get
at
chief
joy.
G
Sure
and
members
of
the
task
force
we're
trying
not
to
be
too
long-winded
again.
Sorry,
it's
a
habit
of
mine
I've.
I've
been,
I
can
go
on
and
on
about
about
my
thoughts
of
of
public
safety
and
the
evolution
of
public
safety
over
the
years,
and
just
during
my
time
with
the
department
and
thoughts
on
law
enforcement
and
as
a
as
a
social
science,
all
the
fun
things
but
specific
to
aru.
L
G
We
we
didn't
take
somebody
else's
program
and
try
to
make
it
a
cookie
cutter
thing
where
we're
trying
to
make
it
fit
here
and
work
here.
These
started
with
meetings
between
within
our
departments
respectively
in
the
community
health
and
safety
department,
all
of
us
getting
together
and
having
conversations
about
what
we
have
all
been
seeing
over
the
years
and
how
we
can
what
what
what
are
some
better
ways.
G
We
can
do
this
from
the
police
department
side,
my
folks,
I'm
pretty
transparent
with
and
easy
to
read
with
regard
to
kind
of
these
topics
where
I'll
approach
it
with
this,
can
we
say
that
what
we've
been
doing
has
been
working,
and
that
was
my
approach
with
with
lead
and
with
thrive
and
with
this
program
as
well
and,
generally
speaking,
the
answer
is
going
to
be
no
and
say:
okay.
Well,
why
and
and
how
can
we?
How
can
we
make
that
better
and
so
the
things
that
we've
been
seeing
with
air?
U
I've!
G
I've
heard
nothing
but
positive
feedback
from
my
folks
and
I
go
back
and
kind
of
bounce
around
again
a
little
bit
because
what
I've
heard
over
the
years,
not
necessarily
from
folks
in
the
community
but
more
nationally,
speaking
with
regard
to
the
types
of
calls
that
law
enforcement
respond
to
and
the
the
kind
of
outcry
of
saying,
well,
police
shouldn't
be
going
to
x,
type
of
call,
and
my
response
to
that
is,
generally
speaking,
I
agree
with
you
and
the
reason
why
the
police
go
is
because
there
historically
has
been
no
one
else
to
go
to
these
types
of
calls,
and
so
where
I
am
a
very
strong
advocate
of
making
sure,
to
the
extent
that
we
can.
G
We
should
not
and
don't
want
to
be
criminalizing
mental
health
right,
and
so
I
think
it's
something
everyone
can
agree
on,
and
so
but
again
it
was
9-1-1.
This
is
what
I'm
seeing
I'm
I'm
I'm
a
person
on
the
street
and
I'm
witnessing
this
criminal
behavior.
Well,
it's
it's
presenting
as
criminal
behavior.
But
when
you
go
beyond
that,
it's
a
behavioral
health
issue
or
a
mental
health
issue,
and
so
I
I'm
I'm
a
big
advocate
of
this
and
I'm
hoping
we
can
expand
it
and
and
hopefully
get
these
folks
again.
G
We
we've
seen
positive
progress.
I've
received
nothing
but
positive
feedback
and
I
think
we're
going
in
the
right
direction
and
I
don't
want
to
speak
for
for
chief
mercado
and
he
can
correct
me
if
I'm
wrong,
but
if
from
what
I've
understood,
I
think
he's
been
reached
out
to
or
some
of
the
folks
in
the
program
have
been
reached
out
to
from
other
agencies
or
other
parts
of
the
state.
C
Great
and
I
I
appreciate
all
three
of
your
leadership
on
this
and
the
answer
to
your
question
and
one
thing
that
I
really
appreciate
that
chief
mercato
talked
about
with
burnout
and
really
preventing
burnout
and
that's
something
I
think
we
as
a
task
force
want
to
be
aware
of
both
the
police
department
and
fire
department,
but
also
these
aru
teams,
because
they
are
working
with
high.
C
U
lies
in
patient,
you
know
high
utilizers,
you
talk
about
mental
health
issues
and
I'm
wondering
if
there's
parity
for
the
members
of
the
aru
teams,
with
both
the
fire
department,
members
and
police
department
members
in
terms
of
like
joining
the
union
having
health
insurance,
which
I
think
is
a
big
concern
retirement.
F
So
remember:
raskin
chairs
lots
in
your
question
I'll
start
with
the
burnout
issues,
the
support
for
that
you
know
I
also
in
answer
to
the
last
question.
It
should
be
recognized
that
santa
fe
public
safety
has
been
very
forward
in
making
sure
that
every
sworn
officer
in
the
police
department
has
crisis
intervention,
training,
renewable
renewal
of
that,
as
well
as
access
to
critical
incident,
debrief
and
support
mental
health
support
through
a
contracted
service.
Last
year
we
added
that
crisis
intervention
training
tailored
to
the
fire
department.
F
Folks,
I
actually
sat
in
on
that
training
with
them
and
learned
of
the
deep
need
they
have
for
you
know
more
resources
around
critical
and
debrief
and
longer
term
support,
so
we
instituted
that
this
year,
where
that's
being
provided
to
the
fire
department,
as
in
the
same
way
that
it
has
been
to
the
police
department,
in
terms
of
you
know,
benefits
and
and
access
to
long-term
retirement,
etc.
F
All
of
the
members
of
the
aru
are
union
employees
in
the
city,
not
not
union
employees,
so
they
don't
have
the
same
access
as
the
public
safety
staff.
At
this
time
we
did
have
an
interesting
conversation
with
the
albuquerque
team,
and
you
know
they're
advocating
for
some
changes
to
that
at
the
state
level
to
see.
If
that's
something
that
can
be
addressed
where
you
know.
B
F
Folks
are
another
kind
of
public
safety
responder.
Could
there
be
a
special
union
for
them
or
a
special
way
for
them
to
get
long-term
supports,
and
I
think
that's
very
nascent
at
this
point.
I
don't
know
chief
mercato,
it
looks
like
you
want
to
add
something.
F
I
The
the
level
so
the
level
of
risk
is
something
that
councilor
juveda
has
brought
up
in
the
past,
and
it's
it's
real.
You
can't
have
a
first
responder
who
doesn't
take
on
a
certain
amount
of
risk,
doing
they're
triaging
they're
working
with
the
police
department.
They
have
training,
they
have
equipment,
they
have
some
contingency
plans,
but
but
they
are
first
responders,
that's
what
they
are
and
so
acs
is
looking
at
it.
I
think
it
would
be.
It
would
behoove
the
city
to
start.
I
If
we
want
to
build
out
a
force
and
we
want
to
be
able
to
recruit,
I
think
it
only
makes
sense.
Not
only
is
it
a
risk
of
being
injured
in
some
freak
accident,
but
also
just
the
the
the
challenge
of
working
a
10-hour
shift
with
severely
mentally
ill
individuals
who
are
hallucinating
are
covered
in
feces
bed.
Bugs
I
mean
we
are
interacting
with
the
most
challenging
individuals
in
the
city
for
the
most
part,
so
I
think
the
the
the
level
of
risk
they're
responding
they've
been
first
on
on
a
on
a
trauma.
I
I
They
crawled
in
through
windows
to
get
someone
who
was
who
had
missed
several
days
of
dialysis
and
was
on
the
precipice
of
death,
so
they
are
truly
first
responders.
They
are
operating
in
that
environment
and
I
think
it's
something
that's
very
strange
to
me.
So
I
won't
answer
for
the
union.
I
There
are
positions
that
the
union
has
chosen
to
not
represent
and
I'm
going
to
just
put
it
lightly
at
that,
but
we
have
in
one
vehicle
an
ems
captain
who's
covered
by
the
union,
who
has
25
year,
20-year
retirement
et
cetera,
et
cetera,
et
cetera,
union
benefits
and
right
next
to
that
person
a
case
manager,
who's
doing
the
same
job.
Who
has
a
different
situation.
So
I
think
what
director
ochoa
is
pointing
to
absolutely
critical.
I
I
think
that's
an
area
that
if
we
want
to
grow,
that's
that's,
there's
a
lot
of
opportunity
there
to
understand
what
sort
of
employees
are
these?
What
sort
of
protections
do
they
have,
which
are
the
benefits
that
they
have?
What
sort
of
training
do
they
have
right
now,
they're
having
we
can't
even
buy
them
uniforms.
F
Everything
I'll
also
add
to
that
sort
of
interject
undress
that
that
said,
I
mean
you
know.
We
all
want
to
sort
of
run
before
we
like
walk
these
jobs
as
city
jobs
with
benefit
packages
are
far
more
attractive
to
case
managers
than
many
jobs
in
our
community,
with
non-profits
paying
much
less,
and
so
these
are,
you
know.
Well
supported.
Are
I
want
to
give
a
shout
out
to
our
amazing
behavioral
health
director,
nicole
alt,
the
licensed
clinical
social
worker,
who
runs
the
team,
the
kind
of
support
that
she
provides?
F
The
case
managers
is,
you
know,
really
excellent,
high
nicole,
and
so
a
lot
of
people
want
to
work
for
this
team
and
then
with
adam
lord
joining
as
a
supervisor.
His
reputation
in
the
community
is
really
stellar.
This
is
a
this
is
a
great
job
for
a
case
manager.
If
I
can
speak
for
you
guys
for
your
case
managers,
if
you
can,
if
you,
if
you
disagree,
call
me
later,
but
what
we're
hearing
is
that
this
is
a
really
good
working
environment
for
them.
M
Sorry,
I
thought
I
did
hi
councillor
rivera.
Thank
you
to
everybody.
I
just
wanted
to
say
that
I
feel
really
privileged
to
be
able
to
give
this
kind
of
support
and
supervision
and
oversight
to
an
amazing
team
of
people.
I
I've
worked
as
a
social
worker
for
a
while
now
and
I
and
very
rarely
did
people
get
the
level
of
support
and
everything
that
would
that
we
provide
in
our
office.
M
You
know,
and
bringing
on
adam
is
a
huge
benefit,
so
I
feel
really
privileged
to
be
able
to
give
this
kind
of
support
to
to
people
who
are
providing
services
to
the
most
vulnerable
of
our
community,
so
that
is
rare,
and
if
we
can
continue
to
build
that
out,
I
think
that's
something
for
our
city
to
be
extremely
proud
of,
and
I
think
the
more
that
we
add
the
more
if
we
can
continue
this
same
structure
and
add
to
that
that
will
be
extremely
beneficial
in
terms
of
retaining
great
employees
and
keeping
people
from
burning
out
and
providing
really
great
and
informational
training
and
inspiring
training.
C
Addition
just
one
more
quick
question.
Thank
you
for
those
answers.
We
really
appreciate
it.
One
of
our
mandates
is
to
look
at
race
and
ethnicity,
and
I'm
just
asking
the
aru
members
and
chiefs.
If
there's
anything,
you
want
the
task
force
to
think
about
or
be
aware
of,
both
in
terms
of
race
and
ethnicity,
of
the
clients
you
see
or
the
task
force
itself.
If
there's
anything,
you
want
us
to
to
ponder.
I
C
Chief,
I'm
not
being
specific,
I
just
I'm
creating
the
opportunity.
There's
anything.
You
all
want
us
to
be
aware
of
in
terms
of
those
issues
to
share
that
with
us,
because
you
guys
are
on
the
front
lines
so
both
within
the
department,
if
there's
any
kind
of
race
and
equity
issues
you
see,
are
with
the
task
force
or
with
the
clients
themselves
that
you
want
us
to
be
aware
of.
I
I
think
internally,
the
you
know,
the
chief
babcock
appointed
a
diversity
committee
task
force
group,
not
sure,
and
I'm
not
not
exactly
sure
where
that
is,
but
I
think
maybe
I
know
that
they've
been
doing
some
work.
I
haven't
remained
very
connected
to
that
work.
I'm
not
sure
exactly
what's
happening,
but
I
think
that
maybe
not
they
would
probably
be
in
a
better
position
to
speak
to
that.
I
As
far
as
our
our
clients,
you
know
there
was
one
thing
that
we
did
notice
when
we
were
providing
a
report,
a
lead,
a
thrive,
lead
report.
It
was
interesting
that
sort
of
the
the
racial
makeup
of
the
referrals
seemed
to
trend
in
one
non-representative
direction.
So
but
honestly,
just
like
with
our
kpis,
we
haven't
really
had
the
bandwidth
to
get
in
there
and
really
dig
into
these
things.
We're
busy
just
trying
to
help
help
as
many
people
as
we
can
so
I'll,
see
you
before.
F
Remember
asking
if
I
may
have
a
thought
on
that,
which
is
just
that
I
mean
team
itself
is
very
reflective
of
the
community
that
we're
serving
in
terms
of
ethnicity
and
gender.
So
I
think,
although
you
didn't
mention
gender,
I
would
say
that
we've
got
we're
getting.
This
is
a
way
to
have
to
get
more
women
in
the
fire
department.
I'll
just
say
it
that
way
right,
because
you
know
we
have
more
case
managers
who
are
female
than
than
in
other
parts
of
the
department.
F
So
it's
it's
that's
an
exciting
trend.
I
think
that
we
are
lucky
in
santa
fe
that
all
of
our
public
safety
team
reflects
the
ethnicity
and
the
ethnic
makeup
in
the
racial
makeup
of
our
community,
and
I
think
that
actually
has
gone
a
long
way
to
making
santa
fe
different
from
any
of
the
other
communities
that
we
hear
about
in
the
news,
especially
in
terms
of
police
difficulties.
So
it's
not
a
magic
wand,
but
it's
an
important
way
in
which
we
maintain
equity
and
how
people
are
getting
responded
to.
F
But
we
do
collect
data
on
on
race
and
ethnicity,
and
you
know
when
we
have
more
capacity
to
analyze
that
I
think
that'll
be
an
important
thing
to
look
at
as
well.
A
All
right
any
other
questions.
We
still
have
one
more
presentation
regarding
legislative
updates,
so
marcelo
you
had
a
handout.
L
I
am
trying
to
put
my
hand
up,
but
emily
put
her
hand
up.
First,
I
just
have
a
follow-up
question.
A
L
Well,
two
questions:
one
is
a
follow-up
to
that
and-
and
I
have
also
served
on
the
immigration
committee-
and
we
had
requested
on
the
immigration
committee-
information
about
the
number
of
police
officers
who
are
able
to
do
their
work
in
spanish.
If
there's
incentive
pay
for
spanish
speakers-
and
so
question
is
just
about
language
access
in
general,
for
the
aru
and-
and
maybe
you
don't
run
into
a
lot
of
folks
who
are
only
monolingual
spanish
speakers-
maybe
you
have
a
really
strong
language
access
component.
L
Could
you
speak
to
that
and
then
I
have
another
question
about
a
community
engagement
process
that
we're
about
to
undertake,
with,
hopefully
the
unm
center
for
social
research,
but
I'll
get
to
that
question
right
after
the
language
access.
K
I
I
know
that
there
are
bilingual
incentives,
the
city
there's
nothing
special
for
the
aru
and
them
non-being
union
members
also
limits
limit
some
of
that,
but
you
know
we
have
at
least
on
a
language
from
a
language
perspective
from
a
gender
perspective
from
a
racial
perspective.
I
The
aru
and
mobile
integrated
health
health
office
is,
I
think,
a
very
diverse
group
and
I
think
we're
unique
in
that
way.
L
Do
you
keep
track
of
it,
and
it
may
just
be
that
you
that
you
don't
of
of
the
number
of
calls
that
require
interpretation
or
clearly
you
have
a
nice
bilingual
team?
J
It
is
a
field
on
okay,
it
is
a
field
on
our
patient
care
reports.
So
it's
tracked
on
our
911
encounters
through
the
ambulance,
so
that
16
000
calls
a
year
it's
tracked,
and
it
would
also
so
it
would
be
searchable.
We
could
also
do
a
natural
language
search
to
capture
when
it
was
talked
about
in
the
narrative
as
an
obstacle
to
care.
L
Okay,
yeah,
I'm
just
curious
to
see,
I
mean
the
immigrant
community
is
it
continues
to
grow
in
santa
fe.
We
saw
that
with
the
latest
census
data
and
so
just
trying
to
make
see
if
we're
kind
of
keeping
up
and
if
we're
seeing
a
consummate
growth
in
calls
and
and
referrals.
L
The
only
other
question
that
I
have-
and
this
is
sort
of
a
broader
question
for
for
anyone
for
the
chief
and
we
are
as
a
task
force
going
to
work
with
dr
gabe
sanchez
from
unm
center
for
social,
social
research
and
a
few
of
us
are
helping
him
put
sort
of
together
a
just
a
set
of
community
engagement
activities
for
the
at-large
community,
so
not
necessarily
law
enforcement
or
people
in
the
fire
department,
or
even
practitioners
in
in
general,
but
really
just
community
folks
right
so
folks
in
the
community,
who
are
people
of
color
young
people,
people
who
are
often
heard
and.
G
L
Just
wondering
if
there's
any
feedback
because
clearly
you're
getting
feedback
which
sounds
positive
from
clients
and
from
people
in
the
community
that
you
interact
with,
but
is
there
anything
that
we
should
keep
in
mind?
This
kind
of
is,
is
like
annie's
question
a
little
bit
that
when
we're
putting
together
those
questions,
what
kind
of
feedback
would
you
want
from
the
broader
community
about
the
aru
and
the
work
that
you're
doing
that
you
might
not
be
able
to
get
directly
from
clients
just
trying
to
get
advice
as
we
proceed
with
this
community
engagement
process.
F
We
get
a
lot
of
calls
around.
How
do
I
get
the
aru
like?
How
do
I
access
the
ru
for
my
neighbor
for
somebody
on
the
street,
and
so
it's
really
actually
goes
back
to
sort
of
our
dispatch
system
in
our
ecc
and
how
that
might
be
better
connected
as
well
as
just
capacity.
You
know
twenty
two
thousand
eighty
hours
of
it's
not
where
it
needs
to
be
in
terms
of
the
community
being
able
to
ask
for
the
aru.
F
So
I'm
not
really
sure
I'm
not
really
answering
the
question
very
clearly,
but
I
think
it
you
know
people
have
they
read
about
the
are
you
in
the
paper
and
they're
like
well,
where
how
can
I
get
that
and
so
maybe
just
having
them
understand,
aru
having
racc,
maybe
understanding
what
they?
How
they
want
to
think
about.
Aru
is
are
two
areas
that
I'd
like
to
know
more
about.
A
O
Well,
just
to
kind
of
answer
that
question
a
little
bit
is
that
frequently,
if
aru's
requested
through
dispatch,
we'll
we're
scanning
all
the
calls
and
we'll
see
that
in
the
narrative
that
they're
requesting
aru
and
for
the
most
part,
it
seems
like
the
police
will
leave
those
up
on
the
screen
for
us
and
we
will
respond
to
those
when
we're
available
and
some
of
the
dispatchers
have.
O
You
know
getting
gotten
quite
used
to
dealing
with
us
and
we'll
call
call
us
out
on
the
radio
to
ask
us
to
respond
to
a
certain
call
if
it
sounds
like
something
that
is
non-violent
and
seems
like
it
would
be
a
good
call
for
us.
So
the
the
more
time
goes
in.
That
relationship
builds
the
more.
A
All
right,
emily
you're
andreas
did
you
want
to
add
to
that,
if
not
emily.
I
Yeah
and
that
community
engagement
process
I
mean,
I
think
it
would
be
interesting
to
understand
people
who
were
previously
concerned
about
engaging
with
public
safety
in
their
time
of
need.
If
this
is
changing
their
attitude,
you
know
their
attitude
changes
at
all
and
they're
more
willing
to
to
call
for
help
when
they
really
need
it.
N
You
actually
marcella
asked
one
of
them,
so
I'm
so
glad
to
bring
up
the
community
involvement,
because
I
think
it's
really
important.
First
of
all,
thank
you
so
much
for
the
presentation.
It's
so
great
to
see
all
of
you.
I've
worked
with
many
of
you
in
different
iterations
thinking
about
you
know,
as
chief
joy
mentioned,
from
the
municipal
drug
strategy
work.
I
think
this
was
actually
one
of
the
recommendations
because
it
was
already
sort
of
in
process
or
been
envisioned.
So
it's
really
exciting
to
see.
N
What's
happened
over
the
last
couple
years,
I
think
also
just
to
commend
the
city.
The
city
continues
to
lead
nationally
in
these
really
innovative
sort
of
responses,
and
you
know,
as
we
look
at
different
models
around
the
country,
it's
hard
to
find
comparative
models,
and
I
think
you
know
so
as
director
ochoa
mentioned
sort
of
the
we've
already
sort
of
started
leading
and
where
can
that
go,
and
so
I'm
excited
to
think
about
like
how
this
task
force
can
support.
N
You
know
the
continuing
iterations
of
this
model,
and
so
one
of
my
questions
really
relates
to
those
key
performance
indicators
that
and,
as
you
mentioned
as
being
really
important
to
start
looking
at
comparative
data
and
one
of
the
things
that
our
group
is
very
interested
in
is
looking
and
and
maybe
you're
tracking
this
or
you
know,
I
know
it
hasn't
been
enough
time,
but
looking
at
sort
of
the
calls
before
and
the
calls
after
and
what
changes
one
in
the
nature
of
calls.
N
Have
we
seen
a
change
in
the
response
like
who
actually
responds
and
tracking
it
by
type
of
call-
and
I
know
it's
complex
because
sometimes
the
type
of
call
doesn't
quite
explain
what's
going
on
once,
you
know
the
unit's
there,
but
you
know
from
I'm
particularly
interested
in
my
work
with
the
lead
and
thrive
was
to
reduce
people's
engagement
with
the
criminal
legal
system,
if
possible,
because
of
the
disruption
and
the
harms
that
sometimes
this
the
system
can
place
on
someone
who's
really
vulnerable
right.
N
Support
themselves
right
in
being
a
good
citizen,
so
I'm
wondering
if
you're
going
to
be
tracking
salon
question,
but
the
data
about
like
reduced
arrests
because
of
aru
or
the
types
of
calls.
So
that's
one
question
and
then
the
second
really
brief
question
is
around
or
are
also
hoping
that
our
case
managers
also
our
peers
or
people
who
have
been
personally
impacted
by
the
types
of
calls.
I
see
nationally
that
being
really
a
very
successful
model,
and
I
know
that
you're
already
starting
to
build
that.
N
F
Emily
I,
if
I
could
take
that
we
need
to
do
an
evaluation
of
the
team
of
the
unit
in
order
to
grow
it
properly
in
order
to
continue
growing
intentionally.
It's
the
data
questions
the
before
and
after
super
complicated
for
multiple
reasons.
I
won't
take
time
tonight
talking
about,
but
the
team
is
tracking
data.
We
have
data
that
we
can
share,
but
it's
not
really
easy
to
compare
that
data,
as
chief
mercato
said
to
your
second
question
I'll.
F
Let
anybody
else
on
the
team
answer
that
as
well
around
peers.
I
just
wanted
to
mention
that
the
mobile
hygiene
unit
street
outreach
team
that
we
will
be
hiring
to
do
outreach
to
unsheltered
people
will
be
a
very
good
compliment
to
the
aru
team.
F
We
definitely
would
look
to
hire
peers
within
that
team
and
I
think
they
can
work
very
closely
together
as
well.
We
also
really
need
to
look
at
you
know
dispositions
within
the
community,
our
partners
at
lasalla,
new
mexico
solutions,
all
of
the
groups
that
are
talking
about
the
importance
of
pure
peers
in
the
field
and
how
to
really
build
that
workforce
up,
invest
in
that
workforce,
perhaps
with
arpa
funding
and
other
potentials.
F
So
I'm
looking
at
a
comprehensive
new
investment
proposal
that
would
help
us
address
some
of
the
gaps
in
behavioral
health
and
I
think
peers
are
really
important,
whether
they
are
on
this
unit
or
not,
I
think
sometimes
they
are
and
sometimes
they're
not,
and
that
that's
okay,
too,
I
don't
know
if
anybody
from
the
team
wants
to
add.
P
Sure
I
am
a
certified
peer
support
worker
I
have
been
for
about
five
years
or
so
I'm
also
a
veteran.
So
I-
and
so
I
can
relate
to
a
lot
of
our
clients
in
those
aspects.
So
I
I
feel
like
I
do
bring
that
to
the
table,
but
I
also
would
love
to
see
that
more
integrated
into
the
work
that
we're
doing.
P
I
And
if
I
could
just
add
to
that,
I
think
that
yeah,
we
would
love
to
have
have
more
peers
and
you
know
not
to
diminish
sort
of
the
experience
of
peers.
But
I
I
strongly
feel
that
we're
all
we're
all
in
this.
You
know
with
some
sort
of
with
our
all
of
our
own
issues
and
and
our
own
histories-
and
you
know,
mental
health
is
really
sort
of
a
continuum
and
and
there's
all
sorts
of
addiction
out
there
very
highly
functioning
people
with
very
significant
addition
addictions.
I
But
I
think
that
one
of
the
so
matt
martin
has
also
has
taken
some
training
on
supervising
peers
and
something.
I
think
that
maybe,
as
we
consider
the
workforce
for
this
and
how
to
scale
this
up-
and
maybe
this
part
of
the
evaluation
is
understanding
what
those
job
descriptions
should
be
and
do
we
have
those
tuned
in
correctly
now,
do
we
maybe
want
to
have
an
opportunity
for
people
like
in
the
fire
department?
Do
we
want?
I
You
know
if
we
expect
everyone
to
be
a
paramedic,
we're
going
to
be
limiting
our
pool,
but
if
we
sort
of
have
the
understanding
that
we
can
train
people
to
do
some
of
this
stuff,
then
it
opens
up
the
pool
and
I
would
love
to
see
more
people
in
recovery
that
are
working
with
us
and
with
all
sorts
of
backgrounds.
So
I
think
that
that's
you
know
this.
This
evaluation
that
director
ochoa's
mentioning,
maybe
that's
something
that
can
that
we
can
really
explore
just
so.
How
do
we
build
a
workforce.
N
Yeah,
though
I
really
appreciate
it
and
just
one
tiny
comment,
I'm
excited
to
sort
of
see
the
evolution
of
sort
of
thrive,
2.0
as
it's
merged
into
aru,
and
so
looking
forward
to
hearing
more
about
that
to
see
you
know,
are
we
seeing
increased
in
increases
in
referrals
in
that
model
than
we
did
in
the
previous
model,
and
are
we
diverting
people
out
of
that
arrest
situation?
E
I
have
one
question
and
first
I
want
to
thank
everybody.
That's
been
so
articulate
in
presenting.
We
talked
about
some
of
your
team
speaking
in
spanish,
which
is
beautiful,
but
I
want
to
ask
a
question
and
then
I
want
to
make
a
comment.
E
So
my
question
is:
we
are
in
the
state
of
new
mexico,
the
only
city
that
has
a
deaf
school
and
I
am
curious
as
to
how
many
of
your
staff
members
can
sign
can
use
sign
language
and
then
my
second
thing
is:
I
want
to
make
a
quick
comment
to
paul
joy,
paul.
I
had
the
beautiful
opportunity
of
working
with
you
before
and
you
have
been
a
pleasure
not
only
to
work
with,
but
to
be
a
human
being.
E
That
cares
so
deeply
about
our
kids
and
our
community,
and
I
just
want
to
give
you
a
shout
out
and
everybody
else,
but
I
I
do
want
to
ask:
do
you
have
people
on
your
staff
that
can
sign,
and
I
actually
know
that
one
of
the
police
officers,
her
name
is
gabby.
E
She
was
in
one
of
my
sign
classes
and
she's,
a
police
officer,
so
I
know
she.
She
knows
basic
sign
language
and
I'm
curious
as
to
if
the
city
pays
those
employees
if
they
get
a
a
little
bit
of
a
stipend
or
whatever
you
call
it
for
for
that
as
well.
So
that's
my
question
and
thank
you
again
for
everyone,
your
your
willingness
to
be
here
and
be
present
mentally
physically
and
emotionally.
So
thanks.
G
B
G
And
and
all
the
things
that
we've
been
we've
been
dealing
with,
so
so
thank
you
for
that,
so
actually
dc
valdez
and
I
have
been
working
with
some
folks
to
contract
with
specifically
to
be
more
interactive
and
and
have
some
folks
who
are
on
on
standby
force
and
on
call
for
us
to
help
us
out
with
interacting
with
community
members
who
are
who
are
deaf
or
hard
of
hearing.
I
I'll
have
to
double
check
on
the
on
the
union
incentive
pay
for
sign
language.
G
I
don't
think
that's
included,
but
we're
in
negotiations.
Now.
I
think
that's
something
we
can.
We
can
discuss
and
yeah
gabby's
great,
so
good
call.
I
I
know
felina
was
just
showing
me
how
to
say
have
a
good
weekend,
but
I
don't
know
if
that's
like.
If
that's
all
she
knows.
I
know
that
on
the
ambulance
before
we,
you
know
when
we
need
to
communicate
with
folks
that
are
hard
of
hearing
use,
pen
and
paper
or
any
other
method
available,
but
I'm
actually
looking
at
the
rules
right
now.
D
I
have
a
lot
of
questions,
but
we
don't
really
have
time
tonight
and
I
just
wanted
to
thank
each
of
you
for
taking
the
time
to
join
us
tonight
and
whether
you
were
able
to
speak
or
not,
I'm
just
looking
at
raymond
and
adam
and
faith
and
phil
and
mr
brunson,
and
who
else
am
I
missing?
D
I
just
appreciate
you
all
taking
the
time
matt
felina
nicole,
I
just
there's
a
lot
of
pieces
to
make
this
work,
and
I
appreciate
your
commitment
to
it
and
the
just
curiosity
and
the
ability
and
willingness
to
to
make
this
work,
because
I
think
we
we
have
a
lot
of
potential,
and
so
I
just
wanted
to
to
mention
that,
and
I
was
disappointed,
though
you
said
one
aru.
H
Counselor,
I
can
speak
to
that
question.
We
have
one
unit
up
and
running
right
now,
the
second
unit
we
are
trying.
We
were
able
to
hire
one
case
manager
and
the
other
two
are
not
able
to
get
through
the
screening
of
through
hr.
So
we
are
still
trying
to
get
enough
support
staff.
So
we
do
not
want
to
start
the
second
unit
and
then
fail.
So
we
are
trying
to
build
the
base
and
work
forward.
So
me
and
chief
marcos.
H
Our
plan
was
to
get
it
up
in
april,
but
with
only
hiring
one
more
case
manager.
That
would
only
lead
us
to
five,
so
we
are
still
trying
to
fix
before
we
just
start
sprinting
a
little
faster,
so
we
have
funded
for
two
aru
units
at
this
time.
So
that
is
where
we
stand
right
now.
So
we
have
air
unit
one
working
five
days
a
week
and
we
are
trying
to
get
to
as
fast
as
we
can.
D
G
Sorry
because
I
just
wanted
to
follow
up
it's
the
new
state
of
mexico
commission
for
deaf
and
hard
of
hearing
persons
that
we've
been
working
with,
and
so
they've
also
offered
to
help
us
out
with
training
our
staff
and
and
working
at
an
mou
so
still
wanted
to
follow
up
on
that
for
mary
louise.
Thank
you.
A
Thank
you
chief
joy
appreciate
that
I
had
a
question
because
chief
mercado
mentioned
it
and
I've
been
critical
of
really
safety
and
having
pdd
respond,
and
I
understand
100
I've
been
there
that
you
know.
Sometimes
people
don't
always
respond
well
to
a
police
officer
being
there.
But
really
I
want
to
ask
mr
brunson,
because
I.
O
Yes,
actually,
I
I
feel,
because
we
have
the
choice,
whether
to
take
a
call
or
not.
I
do
feel
I
do
feel
quite
safe
a
lot
of
times,
there's
a
lot
of
legwork.
That
goes
into
a
response,
rather
than
just
taking
the
response,
and
you
know
just
running
with
it
a
lot
of
times
we're
calling
the
caller
we're
looking
up
their
name
in
our
history
to
see
what
sort
of
interactions
we've
had
with
them
before
and
a
lot
of
times
prior
to
getting
asking
the
police
or
the
dispatcher
to
send
the
res.
O
The
response
from
the
police
over
to
the
aru,
we'll
actually
drive
by
in
the
truck
and
just
sort
of
you
know,
because
a
lot
of
these
incidents
that
we
respond
to
the
welfare
checks
and
the
disorderly
conducts
it's
usually
somebody
on
the
side
of
the
road
or
something
like
that,
and
you
know
we'll
drive
by
and
sort
of
have
an
idea.
O
But
if
there's
any
question,
if
there's
a
safety
concern,
we
won't
go
or
what
I
will
do
sometimes
is
I'll
just
put
in
the
cad
notes
that
aru
is
available
to
respond
and
we're
waiting
for
a
police
officer
response
and
we'll
be
responding
with
the
police
rather
than
on
our
own.
A
Are
you
keeping
track
of
those
calls,
or
maybe
you
have
to
wait
until
police
are
available
to
help
you
guys
out.
O
We
we
are,
what
I'll
do
is
I'll
actually
put
in
the
notes,
and
usually
just
kind
of
listen
in
and
wait
for
the
police
to
res
that
are
responding
to
kind
of
call
us
on
the
radio.
But
we
are
keeping
track
of
the.
I
guess
you
let
andreas
answer
that
question
of
when
we,
when
we
go
with
police
or
when
we
go
by
ourselves.
I
We
are
keeping
track
and
I'm
sorry
the
presentation
was
long
enough.
So
that's
why
I
didn't
add
the
data
slides,
we'll
present
those
to
quality
of
life.
I
think
soon
and,
as
director
of
said,
we're
happy.
This
information
is
out
there.
We've
been
presented
to
public
safety
and
happy
to
share
that,
so
we
are
keeping
track
of
any
notable
safety
events,
we're
keeping
track
of
how
many
times
we've
responded
with
pd
without
pd
have
been
able
to
cancel
pd.
I
I
have
been
able
to
clear
pd
earlier
than
they
maybe
normally
would
have
cleared.
We
don't
keep
track
of
how
many
times
we're
sort
of
waiting
around
for
pd,
because
we
we
don't
there's
enough-
calls
that,
as
as
captain
brunson
mentioned,
you
can
put
in
a
note-
and
just
say
you
know
we're
available
for
this
call.
We
sort
of
have
a
little
bit
of
background.
We've
talked
to
mom
on
the
phone
and
we're
monitoring
the
call,
and
then,
if
pdf,
whenever
pdf
we're
not
pushing
them
to
go,
take
calls
they're
busy
enough.
I
So
we're
not
really
asking
them
to
do
anything
but
adding
those
notes
and
then,
as
as
it's
appropriate
sort
of
interjecting
ourselves
when
when
it
is
appropriate
and
and
just
if
it's
not
appropriate,
there's
there's
plenty
of
calls
out
there.
So
we'll
just
go
fishing
in
another
hole.
A
I
Well,
it's
not
so
much
refusing
to
go
on
the
call.
It's
just
screening,
whether
you're
going
on
the
call
or
not
because
you're
not
being
dispatched,
so
we're
not
turning
down
any
calls.
So
they
look
at
every
single
call
on
the
pdq,
so
you
could
say
that
every
single
call
that
they
didn't
go
on
as
they
call
it.
You
know
either
they
were
busy
or
they
determined
it.
Just
wasn't
appropriate
for
them.
I
Again,
the
aru
is
not
turning
down
calls
because
we're
not
being
dispatched,
but
let's
say
in
the
event
that
the
dispatcher
said
aru.
We
we
want
you
to
respond
on.
This
call
they'd
be
more
requesting,
but
those
calls
are
on
the
queue
for
pd
and
fire
or
both
pt
or
fire
or
both.
So
it
just
gets
a
normal
response.
I
You
know
obviously
there's
2080
hours
versus,
I
think
it's
120
000
hours
of
fire
apparatus,
availability,
fire
and
ambulances
so
and
those
20
80
hours,
that's
most
of
the
time
they're
committed.
So
most
calls
in
the
911
system.
Right
now
are
being
handled
by
police
by
patrol
units,
ambulances
and
fire
trucks.
So
that's
we're
not
changing
anything
about
that.
I
If
there's
a
call
that
they
are
you
it's
it's
it's
a
saturday
or
it's
seven
o'clock
at
night
or
it's
six
o'clock
in
the
morning
or
they're
busy
on
another
call.
It
doesn't
change
the
workflow
whatsoever
for
pd
or
fire.
A
All
right,
just
one
quick
comment
about
the
retirement
for
case
managers
and
potentially
being
on
the
fire
plan
versus
the
municipal
plan.
I
guess,
but
that
that's
all
state
right
that
has
nothing
to
do
with
the
city
or
with
how
we
do
things.
I
mean
that
has
to
be
changed
at
the
state
level.
Is
that
correct
director
ochoa.
A
And
then
just
one
last
thing
about
you
know
you
talked
about
burnout
and
I
get
it.
I
was
there
at
one
point
in
my
career
and
thankfully
was
able
to
promote
and
move
on,
but
I
hope
is
I
I
believe
now
we're
limited
in
the
hours
and
the
days
that
we
are
responding
to
certain
things
and
and
as
that
increases
and
potentially
becomes
a
24-hour
response.
A
Since
mental
health
issues
come
at
all
times
of
the
day
and
night,
I
hope
we're
looking
into
how
we
address
burnout
sooner
than
later,
because
you're
right
you're
dealing
with
with
really
difficult
patience
and
difficult
situations,
so
I
hope
we're
looking
forward
into
how
we
deal
with
burnout
as
we
move
forward.
A
Who
is
part
of
the
aru
response
and
hopefully
you'll
understand
a
little
bit
more
after
that,
but
chief
joy?
Does
she
respond
in
traditional
police
uniform
or
is
she
dressed
down?
I
guess
for
lack
of
a
better,
better
response
to
the
question
or
a
different
way
to
ask
the
question:
is
she
does
she
look.
G
Not
a
good
right,
counselor,
river,
sorry,
yeah,
so
she's
not
dressed
in
the
same
kind
of
uniform.
You
see
me
in
she's,
dressed
down
and
a
polo
she's
got
some
bdus
on,
but
she's
not
too
terribly
hard
to
identify
that
she's,
still
a
police
officer,
but
she's
not
not
dressed
up
in
all
the
all
the
all
the
fun
stuff
like.
I
am.
A
J
Thank
you.
I
just
wanted
to
know.
You
did
mention
the
24-hour
nature
of
the
incidents
and
there
it
gets
really
slow
in
the
middle
of
the
night.
But
just
since,
since
we've
been
talking,
there
have
been
nine
calls
at
the
air
you
probably
could
have
taken
just
based
on
the
cat
and
one
internal
field,
referral
from
a
paramedic
who
was
out
on
a
call
with
a
behavioral
health
patient
and
set
the
flag
to
the
case
management
team
that
this
patient
needs
follow-up
tomorrow.
So
for
some
context
in
terms
of
contemporaneous
reference,
yeah.
A
Thank
you.
Thank
you,
miss
applewhite,
or
are
you
captain
now
or
lieutenant
or
paramedic
appleway.
B
Q
So
I
just
wanted
to
thank
everybody,
and
I
really
appreciated
everything
that
everyone
had
to
say.
A
A
All
right:
well,
let's
move
on.
We
have
a
quick
legislative
update
from,
I
believe,
emily.
N
Q
So
we're
gonna
sail
through
this.
I
think
what
I
want
to
just
start
off
with
is
that
there's
still
some
time
for
there
to
be
the
introduction
of
some
legislation.
There
are
several
pieces
of
criminal
legal
reform
on
all
from
all
ends
of
the
spectrum
that
are
being
introduced.
Q
Please
take
a
look
at
the
list
in
your
in
your
email.
If
you
have
additional
questions
reach
out
to
me
or
emily,
I
probably
can't
speak
to
every
single
bill
and
what's
going
on
with
it,
but
we
tried
to
organize
it
a
little
bit,
so
I
think
I'll,
just
I'll
just
start
with
the
the
way
that
we
organized
it.
We
have
several
bills
that
are
bills
that
create
new
crimes
that
can
already
be
prosecuted
under
current
law.
Q
So
they're
sentencing
enhancements
for
a
variety
of
different
things
already
existing
some
of
these
bills,
for
example,
brandishing
a
firearm.
They
want
to
take
that
from
three
years
to
five
years
and
there's
several
other
bills
which
we
won't
completely
get
into,
because
we
now
we
have
one
minute,
there's
also
some
bills
that
both
create
new
crimes
and
enhance
enhanced
penalties.
So
they
do
both
of
those
things.
One
of
them
is
a
governor-backed
bill
and
that's
house
bill
68.
Q
It
was
actually
up
in
committee
during
right
before
we
came
onto
this
call
and
it
looks
like
it
got
rolled
when
a
bill
gets
rolled.
It
usually
means
there's
some
sort
of
problem
so
we'll
see
when
that
gets
if
it
gets
reassigned
or
if
it
doesn't
there's
bills
and
resolutions
that
alter
pre-trial
detention.
Q
This
has
been
in
the
news
a
lot,
I'm
not
sure
people
heard
about
it.
We
could
have
a
robust
discussion,
but
there's
actually
three
bills
and
one
resolution
that
addresses
this
particular
issue.
One
of
them
is
backed
by
the
governor
and
that's
house
bill
5..
She
had
a
press
conference.
There's
been
a
lot
of
news
about
it.
We
also
have
several
bills
that
meet
the
new
mexico
safe
coalition
standard.
Q
The
new
mexico,
safe
coalition,
is
a
coalition
that
both
emily
and
I
are
also
a
part
of.
There
are
several
other
organizations
that
are
part
of
it
also,
and
I'm
going
to
kick
that
off
to
emily
briefly,
just
to
talk
about
what
the
new
mexico
safe
standard
is
and
a
quick
listing
of
the
bills
that
meet
that
standard
and
again
we
can
we're
happy
to
go
into
this
in
more
detail
if
we
have
more
time
at
a
later
date,.
N
It's
about
30,
plus
organ
community
based
organizations,
and
we
were
formed
originally
to
think
about
how
we
can
re-envision
our
public
safety
world
from
a
policy
perspective,
so
that
we're
really
addressing
some
of
the
underlying
issues
around
health
and
economic
instability
and
other
housing
issues.
And
so
it's
a
really
it's
a
very
holistic
sort
of
approach
to
public
safety.
N
We
have
a
litmus
test,
so
we
don't
take
a
position
one
way
or
the
other
on
a
piece
of
legislation,
but
we
will
provide
our
lawmakers
with
a
rundown
of
like
actually
with
a
grade.
What
are
some
of
the
strengths
and
weaknesses?
What
does
some
of
the
evidence
say?
So
what
is
our
litmus
test?
It
stands
for
safe,
so
the
first
one
is:
is
it
safe
safe
for
our
community?
N
So
if
we
look
at
a
piece
of
legislation,
as
I
mentioned
earlier-
that
we
often
you
know,
the
best
thing
is
to
keep
people
out
of
the
criminal
legal
system,
and
so
that's
one
of
the
things
we
look
at
when
we're
grading
that
legislation
sort
of
is
it
investing
in
proven
strategies
that
keep
our
communities
safe?
N
The
a
stands
for
apolitical
because
we
know
oftentimes
legislation
is
introduced
for
political
reasons,
and
so
we
look
at
that
about
whether
this
is
really
about
political
gain
or
fear
or
tough
on
crime,
when
it
doesn't
actually
have
evidence-based
outcomes
fiscally
responsible.
So
really
important
to
look
at
you
know:
are
we
spending
money
on
a
public
safety
measure
that
really
has
good
outcomes
or
not
oftentimes?
N
Some
of
these
public
safety
measures
don't
increase
safety,
and
so
we
look
at
the
fiscal
impact
and
then
is
it
evidence-based,
so
the
bills
that
so
far
we
have
graded
and
you
can
go
to
nmsafe.org
and
you
can
actually
look
at
our
report
cards.
What
we're
looking
at
this
year,
what
some
of
the
issues
from
the
past
hb
81,
the
fines
and
fees
and
monique
will
be
sharing
more
about
that
she's.
The
expert
on
that
there's
a
bill
to
allow
for
drug
checking,
equipment
and
supplies.
N
Currently
it's
still
considered
paraphernalia,
and
so
this
would
take
it
out
of
the
the
controlled
substance
act
for
those
you
know
for
whether
it's
fentanyl
or
other
adulterants
in
our
drug
supply.
That's
actually
a
governor's
bill.
The
sb
29
is
looking
at
medical
and
geriatric
parole
procedures
because
we
know
there
are
many
people
in
our
prisons
and
jails
who
are
older
and
have
been
there
a
really
long
time
and
are
no
longer
a
threat
to
public
safety
and
then
senate
bill
43,
which
I
think
is
also
governor's
bills
that
right
monica.
N
Q
Q
So
that's
really
all
this
bill
does,
but
it's
re
it's.
It's
received
a
lot
of
opposition,
but
it's
looking
a
lot
better.
As
of
recently
it's
it's
been
an
interesting
thing
to
watch.
The
advocates
really
push.
I
have
community
groups,
push
push
the
governor
and
other
and
others
on
this
issue.
Q
There's
probably
there
was
one
other
bill
that
I
really
wanted
to
highlight
for
everybody
just
because
I
think
it's
relevant
to
some
of
the
work
that
we're
doing,
and
I
thought
since
I
guess
we
just
have
fire
now,
but
police
and
fire
might
be
interested
in
this,
which
is
hb
96,
which
is
the
violence,
intervention
program
fund
and
creation.
Q
It's
a
new
mexico
sentencing
commission
bill
which
the
fines
and
fees
bill
is
also
a
new
mexico
sentencing
commission
bill,
but
what
it
does
is
it
creates
a
fund
and
also
has
an
application
process,
etc
where
cities
and
cities
and
counties
can
actually
apply
for
this
fund
under
and
the
the
bill
goes
into
well
sort
of
a
litany
of
criteria
that
you
need
so
that
you
can
get
this
money
to
apply
it
to
some
of
the
more
interesting
programming
that
different
cities
are
doing
to
combat
crime.
So
I
know
we're
already.
Q
Five
minutes
over
we'd
be
happy
to
discuss
all
of
these
bills
at
more
length
and
we're
we're
very
we're
very
capable
of
doing
that.
But
we
want
to
be
respectful
of
everybody's
time.
N
Q
And
also
specifically
for
the
fines
and
fees
bill,
and
I
would
assume
also
for
for
the
drug
checking
bill
if
people
have
an
interest
in
these
goods
and
they
want
to
ask
questions
and
maybe
they're
available,
to
make
public
comment
in
support
of
the
bill.
Please
reach
out
to
us
because
we'd
love
to
chat
with
you
more
and
we'd
love
your
support.
I'd
also
like
to
highlight
that
matthew,
martin
is
on
the
new
mexico
advisory
board
for
fines
and
fees.
So
he's
he's
a
member
and
we're
so
happy
that
he's
part
of
it.
Q
N
I
will
do
a
plug
then,
now
that
you
did
it
tomorrow
morning
and
house,
health
and
human
services
committee.
The
drug
checking
bill
will
be
heard.
I
think
it's
third
on
the
agenda.
So
if
anyone
wants
to
log
on,
you
can
make
public
comment
and
support
it
and
I
think
it'll
be
moving
fairly
quickly
through.
So
thanks.
Q
Great,
I'm
I'm
sure
that
there's
others
that
are
working
on
other
other
bills
that
that
may
want
to
do
that
also.
A
D
D
We
can
definitely
send
that
out
if
you're
interested,
if
you
can
just
let
us
know
any
of
the
city
staff
that
is
interested
in
that,
and
then
I
think
in
the
next
meeting,
depending
on
when
we
have
it
to
actually
have
time
for
follow
up
on
these
and
to
give
you
all
time,
not
just
five
minutes.
D
So,
if
you
want
to,
I
mean,
I
think
it's
a
lot
to
just
navigate
through
the
legislative
session,
but
to
like
also
track
these,
and
let
us
know
how
things
are
going
in
in
proceeding
or
not
proceeding
would
be,
I
think,
helpful
and
just
to
honor
your
time.
So
thank
you
for
putting
that
together.
I'm
sorry
that
we
ran
out
of
time.
D
We
should
have
known
better
because-
and
actually
I
thank
you
chief
mercado,
because
there's
a
lot
of
components
to
that-
we
should
have
known
that
there
was
three
pieces
to
this-
that
we're
gonna
take
a
lot
of
time.
So
maybe
we
could
just
yeah
time
better
allocate
our
time
better.
A
I
think
it
was
fun
we're
not
that
we're
not
that
far
over
and
it
was
a
great
presentation
and
great
questions
and
I
think
we're
all
good
so
appreciate
it.
But
I
do
I
do
agree
with
councilwoman
video
that
valedia.
Maybe
we
can
allocate
some
time
for
legislative
updates
at
the
next
meeting
and
maybe
give
them
a
little
more
time
than
they
had
tonight,
but
appreciate
the
the
handouts
and
the
email
early
on.
So
that
was
great
working
group
communications.
A
D
Do
for
policies
and
practices
we're
close
to
finalizing
our
questions
that
we
will
be
providing
for
staff
in
the
different
areas
that
we've
been
focusing
on,
so
we're
finalizing
that
and
they'll
be
going
out
this
week
to
staff
their
requests
for
information.
D
So
if
any
of
you
that
are
not
on
that
working
group
want
to
see
them
and
actually
thinking
about
it.
Maybe
you
have
more
questions
to
add
to
our
current
list
of
questions.
So
if
you
want
us
to
send
that
to
you
once
we
finalize
it
to
see,
if
you
want
to
add
anything
to
the
list
related
to
those
topic
areas,
please
let
me
know
if
you
want
it
well,
maybe
we
should
just
send
it
out.
I
think,
if
you
think,
annie
and
bruce
if
it
would
be
helpful
to
get
more
feedback.
A
Sounds
good
anything
else.
Cultural
women
via
vietnam.
Q
I
just
wanted
to
add
one
thing
that
I
really
appreciated
that
came
up
recently
in
a
lfc
report
that
I
think
could
be
really
useful
for
some
of
the
work
that
we're
doing,
but
this
just
sort
of
reiterates
that
which
is
they
go?
They
have
a
section
on
victim
and
community
needs
and
the
legislative
finance
committee
that
puts
out
you
know
these
huge
compilations
reviews
of
programming
budget
requests.
Q
Meeting
victim
needs
can
therefore
address
both
the
consequences
of
crime
and
one
of
its
root
causes,
and
I
just
want
to
share
that
and
say
that
there's
so
much
good
stuff
in
this
report
that
we
can
use
for
other
things
and
to
celebrate
what
what
andres
has
been
able
to
do
too
by
providing
all
of
these
services
so
andres,
nicole,
the
city,
the
but
providing
services
to
people
that
really
need
it
and
people
that
are
both
victims
and
alleged.
You
know
potentially
alleged
perpetrators
of
of
crime.
A
Oh,
my
gosh
all
right
anybody
else,
all
right,
any
oh
without
our
next
meeting
is
tuesday
february,
8th
with
that
we
are
adjourned.
Thank
you
all
appreciate
you
all.
I
know
we
went
over,
but
thank
you
all.