Council Public Safety Committee - Regular Meeting

Okay.

Okay.

Good evening, everybody. Today is Wednesday, 09/24/2025. It is 05:34PM. This is the council public safety committee meeting. And while he is not logged on and logged on yet, he is logging on briefly. I just got a. So, councilor, everybody is is is running late. So, okay. Let's see. I do have a a special some special language here before I call.

Well, call me in order, but council member Bunyan is not on yet. But before we begin, I will note that for the record that this evening's meeting is being conducted pursuant to government code section five four nine five three, which permits participation by teleconference. The agenda for this meeting was posted at the teleconference location, and the teleconference location is is accessible to the public. Members of the public have the opportunity to address the committee at the teleconference location as required by law. Councilmember Bonilla junior is participating from the teleconference location at Hilton Chicago 720 South Michigan Avenue, Chicago, Illinois 60605.

Let the record reflect that a quorum of the members present within the city of Hayward and council member Bonilla will participate fully in today's meeting, including discussion and voting as needed.

He he's online. He's raised his hand. Excellent.

Thank you. Welcome, council member Bonilla. And Can

guys see me?

I we don't see you, but but we're looking at this we're looking at the the slides, but we're you're good. We

hear you.

We see you. Okay.

Cool. And then, Dikas, if you can please table.

Mayor Sweeney?

Present.

Council member Roche? Present. Council member Bunia?

Yes, sir.

Great. We have four. Next, public comments. This is reserved for, anybody who would like to make a public comment on something that is on the agenda or not on the agenda. Is there anybody in the public, that would like to make a public comment? Yeah. Go right ahead.

Forget president. Thank you. Good evening, everybody. TJ with the Oregon concerned citizens. I just wanted I know I'm being, of course, but I wanted to say again, you don't get notice of the public safety committee meetings. And I've signed on to a lot of different emails, but we still don't get them. And my understanding is I think we're supposed to get, like, one week advance notice. It just would be helpful for our diapers and, you know, for the general public. I think there's a lot of things that come up here that would be really important for them to know. And the other thing is in the minutes.

So I was here in the May meeting with my colleague, Tom. And, you know, I noticed the minutes from this meeting, there's there's nothing really substantive. So it's hard to even share unless you've watched the whole video. It's hard to share what came up in the meeting, which you know, what was discussed because it just says Tom spoke or DJ spoke or so I don't know if it that's something that can be addressed or if I go ahead and ask that, but that's my that's my final shift. Yeah.

And I'm all there. The the the meeting should be announced regularly.

I I don't know who's

who sends those out. Do we know who who who announces the meeting? I mean, that's kinda strange that this is the only meeting that does get any requested it.

Yeah. We don't get

any Yeah. Well, it's Well, let me we'll figure we'll we'll find

out till the next time

because I I don't know why

Yeah. I mean, who's the, like, consistent staffer too? Is it Mary?

Because all the other I mean, I get post I I mean, I know I get them. Yeah. They don't They're

they're not married, I guess. Maybe. Yeah. They I Maybe it's not. It's weird. Doesn't Okay. We will

The notices are in the city of Hayward meeting website. That's where I found the link for today's website in the agenda. So I'm not sure when it gets posted, but I know it's there now.

It was there as of Friday.

Yeah. Okay. Right. Okay. Alright. We will we will work on that.

And, know, we have a lot of future ahead of us. Thank you. Okay. Thank you. And thank you for your patience. Okay. And so I have no more public comment, and so I will close the public comment, and I will move on to the approval of minutes.

Can I just say one thing here? Mhmm. About the minutes, it's actually TJ said they signed on one of my other regional boards. They moved to, I guess, the more substantive minutes or, like, summary minutes, and then everyone's moving to these really abbreviated minutes. And so I don't know why. I don't know. It's like was like it it it's just supposed to be, like, a pointer to the video, but I agree with you that the video is too long to watch if you wanna find something meaningful. So so I I mean, I'll always ask about that part of it because

I like I said, I

just this just came up in another committee, a regional committee. Don't know if that's, like, some trend.

And I should also say that this has been an ongoing discussion for many, many years as to what kind of minutes. Apparently, there's different types of minutes to take. And I know if if I you know, I would stand corrected, but I believe some time ago, I'm talking, like, several years ago, there was a long internal conversation about how much it how much time it took staff to go back, listen to the whole meeting, and then and then take minutes. I'm not dismissing what your request is, but if we can maybe what we can do is look at the minutes and and maybe provide a little bit more just a little bit more substantive.

It goes in your archives.

Yeah. And and so forth.

But find it.

But I I think it is worth talking about. And and, you know, and different different bodies, I know, take different meetings or take different minutes. So, anyway, well, let me let

me see what we can do. Okay.

But you're right.

But, meanwhile, I will move to a group of minutes.

Moved by council member Roach.

Happy to second.

Seconded by council member Bomiya. And then if there's no objections, it will unanimously pass. Thank you. Moving on to action item reports and action items. Before I proceed, I wanna announce that there is a change on the agenda. HPD and HFD collaboration will become our third action item, then the agenda will resume. So I will and I believe it is item number six that will be bumped up to actually, it's not third, but it'll be bumped up to four,

and then we'll come back to that. And

then so with that said, I'd like to proceed with item number two, which is the chief police chief's report. And I just wanted to remind everybody on the committee that, you know, don't wanna rush everybody, but, you know, if if we can have a a good hard stop at seven, that would

be great or earlier. Alrighty. K. Alright. Good evening, mayor. Good evening, council member Roach and council member Bonilla. Thank you for allowing me to present tonight. Happy to present our update for this particular meeting. The time period that we're reporting on is May through August of this year, and we'll go ahead and move to the when you're already there. This is our crime reporting slide.

I'm not gonna go through the entire thing. We did condense it for your request, but I wanna highlight that everything in brain is a reduction, and we're seeing that almost across the board right now, not only for this reporting period, but going back, you know, the last three hundred and sixty five days. And we've made some significant strides in certain areas. I wanna highlight motor vehicle theft, which this reporting period is down almost 58%. And the same is true for larceny from vehicles, is down almost 40% or actually just slightly over 40%.

Contributing factors, I I think technology is a big piece of that. We've talked about that before with the the camera technology that the council has approved on our behalf. I think that, you know, we've had some changes over in philosophy and charging at the DA's office, and I and I I think the primary reason for the impacts that we're seeing is some pretty outstanding investigative and proactive work from the staff. So happy to report on that. I will say that three hundred sixty five day trend, for motor vehicle theft, again, is almost 50%.

So we're seeing that pretty consistently right now, which is huge. Next slide, please. Again, crime data. So for the last year over year period, we are up in crimes against person about a little over 11%, crimes against property way down over 31%, and crimes against society, you know, standard drug possession, things like that, where there are no victims per se. We're a little over 5%.

Our top five reported crimes really haven't changed, although we've seen some significant reductions as I mentioned. And then some of the crime trends that we wanna highlight, we've had several cases where females have had their gold necklaces stolen from their necks and swapped by fake gold necklaces. In theory or essentially what's happened is that females are contacted and somebody says, hey. Try this on. This would look really good.

They'll put a necklace over somebody's neck, and then they'll rip both of them off. I will say that gold is a hot commodity right now. We're seeing that play out in some of the major robberies that have been featured in the news around the Bay Area. Jewelry stores, knock on wood, we haven't had that happen here, but gold is high value right now, and so it's being targeted. Facebook Marketplace is being used to set up robberies.

Oftentimes, these are deals that seem pretty good to be true when people show up with cash in public places, and they're being robbed. And, again, elderly victims are being targeted online scams to steal money a lot of times. They'll be contacted by individuals who are actually not even in The United States, and they're told that they owe a fine or they owe a fee for some reason, and they're they're paying money online for those. So just wanna make the community aware of that. Next slide, please.

This is just a representative slide of firearms that we've seized during this period. As you can see, about a 140 of them, 19 of them have been privately made or what we call ghost guns, and the rest are commercially made. Next slide, please. This next slide represents our call for services at schools during this time period, a total of 335. You know, some of the trends, we had a a subject water on campus went to middle school after committing a property crime.

Fortunately, he was detained without incident and arrested. We did have multiple burglaries that happened at Glassbrook Elementary. We were able to identify some students as being involved in that, and that is an ongoing investigation. But no other significant cases likely because, you know, it's been summertime and a lot of the campuses are not are not at least for this reporting period. Next slide, please. Some of our YFSB updates. Again, are involved in school based prevention and early intervention. We reached six eighty nine individuals through two twenty two activities. The focus areas are listed there. We serve a total of nine twenty two youth families and school staff.

And then we've served a 111 youth and families through our office based family counseling and diversion. And of the referral sources, law enforcement is the one that is the highest. So a lot of our staff and that's the benefit of having that group embedded in our facility is that there is a direct handoff there, especially in in cases where you have a young person who offends, but, you know, doesn't need to go to jail, we can connect them with some counseling services and some family services to to support them on the pathway, away from the justice system. That's the ultimate goal. Next slide, please.

Heart program updates for the HMED and for the LINK team. As you can see, they've been very, very busy again. Our referral sources primarily are HPD. I'm happy to say that other city departments and our fire partners also conduct referrals particularly to our link group. Again, that HMED has shown a significant it's been instrumental in avoiding use of worst cases.

I think since its inception, and that's been a couple of years, probably three years now, think there's more than verbal abuse of force involving folks assigned to that. Again, that's the group that is a specially trained police officer with a county behavioral health clinician. They're partnered up. Next slide, please. Is kind of a busy slide, so I'm not gonna go through it, and then we'll take suggestions on how to make this a little bit better.

But just wanna highlight some of the good work that's being done by our district operations unit. Are kind of tip of the spear for community engagement. And so three areas of focus that they spend time on for that community engagement, outreach to our unhoused community and some of the abatement enforcement efforts there, and then proactive crime prevention, you know, to train crime prevention specialists who go around community and offer suggestions for avoiding victimization through whether it's through environmental design, providing information about crime trends, public safety announcements, etcetera. We do have upcoming events in October and November. I won't go through all of those, but we do advertise those on our website, social media sites.

So I encourage the community to check those, for ways to engage with us, and we're always open to suggestions on ways to to do that differently or do that in different spaces or do it better. So please, for the community and for you all from the committee, let us know how we can do better at that. And then for traffic, we'll go through all this, but we do have a downtown here with traffic safety initiative. And in the three months in this reporting period, we issued over a 100 citations specifically in the downtown area, and that doesn't encapsulate every, every traffic stop or enforcement effort. We don't always try to take a a traffic stop.

And next slide, please. This is the last slide that I'll touch on. This is our staffing update. We have 24 sworn staff vacancies, although we are processing people as you can see down on the right hand side. Happy to report that a couple of weeks ago, we had nine individuals graduate the police academy. They're off and running their field training program starting next week. We have 18 vacancies on the professional staff side. Most of those are in the communication center. We do have challenges, recruiting there. So if folks know somebody that wanna be a part of an incredible team that services both the police department and the fire department and really, really is the first first responder.

Right? The first point of contact for people who are in crisis. They do incredibly difficult work, and so folks know of somebody who would be good at that. Feed them to us, please. And then just for a grand scope of things, you know, we have 25% of our sworn workforce that's currently unavailable, and that's due to scheduled time off, FMLA injuries, military leave, things like that. And that is the end of my update, and I'm happy to answer any questions that you have. Thank you. We'll get to

the questions. Let's see. Let's see. Councilmember Bonilla, do you have any questions?

Sure. I'll I'll be brief, mayor. Thank you so much for the report, chief. Just two quick questions. The first one is around, how are we making the community aware of some of these crime trends and how to be, you know, cautious or more aware of them. Like, you know, the the necklace example and then the Facebook example. Just seems like there's a great opportunity for more public education around those things.

Absolutely. This is one of the forms that we discuss those trends, but I think there's an opportunity to your point to continue to get better to to do public safety announcements through our social media platforms. I will say that our community engagement officer is on leave. She she just had a baby, which we're very happy for her. And and we'll look to pick that up when she returns. I think we can we can get better at at doing some of that, especially with some of these ongoing unfolding crime trends. Thank you for that feedback.

Thank you for that response. And then my last question is just around staffing. It's a two part question. The first part is, are of these vacancies, are any of them impacted by the current freeze? And then secondly, is 25% of the workforce being, you know, the sworn workforce being unavailable? Where does that stack up against, I guess, other benchmarks of agencies? Because I just think about, you know, sort of the compounding effect of having 25 of your sworn officers not available and then what that does to overtime and having to get those positions filled. And just wondering is that, you know, high or is that sort of on par or what's your sort of, you know, perspective of that?

So I'll I'll answer that one first. I think it's consistent with what other organizations are experiencing. That number has been as high as 40% for us. So we've seen a decrease and I think that's because we've been able to recover from an overall staffing perspective compared to where we were a few years ago. But we meet monthly with the county chiefs group.

The captains are all sitting behind me. They meet monthly with the Alameda County Commanders group, and this is not unique to the city of Hayward. This is pretty consistent. You know, the the percentages is are gonna fluctuate based on each individual agency, but we're all in the same ballpark, I think, with dealing with the same issues. On the 24 sworn staff vacancies, we are having biweekly vacancy management meetings as a city team.

So HR finance and members of the police department, we're jumping on meetings to talk through this because the reality is that this changes for us almost on a daily basis. Right? We have nine people graduate to police academy. We've got, you know, a lieutenant and potentially two sergeants who are gonna retire before the end of the year. We have an officer who's announced that he's retiring on October 4.

So there's this constant ebb and flow of people in the organization. So we we are mindful of the positions that we intend to defer for the entirety of the year, but we also know that there's a constant change. And as people come and go, we are continually recruiting to make sure that we're able to bring people into the organization as people leave. Again, it takes, you know, from the hiring process to the academy to field training, you're looking at about a sixteen to eighteen month time frame before somebody's operational on their own. And so we have to keep up those efforts to get people in the building.

Thank thank you, chief. Thank you, mayor. Thank you, councilor. You asked a couple of questions, so thank you. Thank you for the reports. Yeah. It's always interesting to get the new updated numbers. I just you know, if you're thinking about some of the crimes being down with some shanks, just anecdotally, when I go into the stores, I ask, you know, how's it going? And just today, I was talking to the security guy, Ross, when he goes there. Because I think early on, they did see a lot of that, and I was asking him.

He said he's he said it's down. He didn't really explain why, but he said, you know, he just thinks because there's just more eyes on. And I don't there he thinks a lot of the theft is they're professional now more and more. And so people that do so you don't see as much of the kind of, like, you know, inexperienced, you know, people coming in, but you have more professional. They know what they can and can't get. And so he said that makes it overall, like, down and that kind of stuff. So that was interesting. And then same thing with the there's the manager at CVS on Mission Boulevard. I talked to him all the time because they've had a lot of they've had a lot of death. And he said he doesn't know why, but it's down as well. So anecdotally, I'm I'm hearing that out there.

Yeah. And I think in addition to the things that I mentioned, you know, there have been legislative changes that have been more on the accountability side. Right? I know that some of the stuff related, you know, dollar amounts and some of the things like that, even conversations that we're having with folks in the county and the DA's office about, you know, chronic offenders. Right? You know? I think there there's a different approach that's being taken to all of it as a whole. And and the good thing about having a strong county network between law enforcement agencies is that, you know, we share information with each other. So, you know, these people aren't just coming to Hayward. They're going to San Leandro and going to beach and all these other places too. So

Yeah. It's lot of factors. Stuff. Yeah. It's different. Yeah. True. And then the other thing I wanted to say about the elderly victims and fraud, I think I went into the way do see it really late. A lot of what we see coming in are people that are victims of really sophisticated, the right international fraud. And, you know, it's really sad because usually, I think, by the time they come in, there's no covering the money.

But I think that we're seeing more and more senior housing coming into Hayward. And I because I know there are a lot of different people do, this elderly fraud victim education. They're usually held somewhere at a senior center or at a hall, those kind of places. I do think now that we have more and more senior housing coming in, we should be going out to the senior centers and talk to them where they're at because it's often hard for them to get there. Because even people that are potentially incapacitated at home, they can still answer a phone call and give them information.

And they're so sophisticated now at how they're what they know about people and their grandkids and all these things. So, yeah, just interesting. Like, just whatever we can do to keep educating that out in the out in the community, which is great.

I think you can follow-up. Yeah.

Great. Thank you. And then, yeah, and I like Chancellor Benny's point too about some of the specific things like Facebook Marketplace and, like, the gold necklaces. Because I have seen these crimes, people talking about it on Nextdoor for somebody. And I don't even know if there

are people that are driving around offering gold necklaces.

I don't know what, like, how but it's like somebody will show up in a car offering necklaces, and I'm not sure why people are engaging that way. But maybe people who do sort of market in gold jewelry kind of have little side communities that they do this with. So I'm not sure how they're, you know, ending up in that scenario. We are incarcerated enough.

And then it's yeah. It's the chain gets ripped, and then they're they're gone.

And is that somebody randomly saying, I've got a gold necklace to sell you. Let me show you. Then somebody engages. Yeah. I mean, that right. It sounds so foreign to me, but I but I've seen it.

And I think that the you know, from a victim profile, I think Yep. Usually by themselves.

Yep. Yeah. So another yeah. It'd be great when when she gets back to engagement specialist comes back to get that you know, get some of those public announcements out there. And then on the HEARD program, I'm really I'm glad to hear that's still working. But I was wondering how that how is it affecting you now that the BU is offline? How is that like, does that affect what you're doing out there with

I mean, holistically, from a program perspective, you know, sure, it does. But I think, you know, the the HMET, they're in many ways are kind of self sufficient because that's the acute mental health crisis kind of response group. And so a lot of what they respond to is either via dispatch or via an officer request, right, in the field. And they're they're running Monday through Friday, and they make a lot of referrals to the link group. But the fire department, even though, you know, he's on pause, they're an incredible partner too in making referrals to the link LINK group.

These are their counselors who have the ability to go spend time and do more case management and more direct connection to other county and community based organization services.

Can you give me an example of where so where is the missing thing now that the meeting is not online? Like, what what what literally is not happening because that's not available?

I'd say one of the biggest things is we're I haven't seen numbers yet, but, anecdotally, I know we are transporting more people that we would not have transported to places like the ER. Whereas when we had the Mihoo, we were able to get them to a more appropriate resource in a more timely fashion. To me, I think that's the biggest thing was it it helped us have boots on the ground in the field, building relationships with folks and who knew the resources, where to go, how to get them there. We were working towards a plan and the ability to maybe even get them out further out as transport them to other jurisdictions out of county, that kind of stuff.

But So is that I mean, in that scenario so, you know, we we canceled it because, you know, finances. Right? It was being staffed by overtime, which is costing us money. But having enough line, is it costing us more money sort of, or is it just a different location that we're sending them to?

It's not costing the city more money. Overall, system wide, I would say it's probably Okay. Going up a little bit more with them going to places like the emergency room. Okay.

So it's customer info. Right. Had anything I've him. That's the answer. Yeah. Well, that's that's machine shareable. Right. Yeah. One task per staff. It's it's less.

Because a lot of times now, we're relying upon the county ambulance contractors to do the transport, and they're coming from who knows where. So it's a little bit different.

And not only that, it also increases it takes ambulances off of the street that are available to respond to other calls.

As

the ER gets more impacted, then the ambulances have to stay at the hospital longer waiting to offload their patient to the hospital, which in turn means there are fewer ambulances available for longer periods of time, and it's just kind of a cascade. Yeah. Okay. I mean, I

know we're right now, we're dealing with the we're on the police report, but, yeah, it would be good to hear later because I know the one thing we talked about how, like, you you were at least keeping that in the sort of assessment of looking at the overall department going forward. So that wasn't completely jumped. Okay. Thank you. Then And oh, and then as far as the events, I just wanted to thank you. You know, there have been some really good events. It looks like the one at Buffalo Bills, the Pizza with Cup was really successful. And I wanted to thank your team also for doing the one that comes from Andrea and I organized that Straw Hat Pizza. It wasn't very well attended, but but it was really interesting. And I think the few people were there really got something out of it. So thank you for you and your team on that one. And let's see. I think that's it. And then Ray asked my questions about the the staffing issue. So thank you for the report.

Thank you. A lot of pizza.

Yeah. That was a good turnout. Nice. Yeah.

Yeah. Saw So the the report, I

think there's a good good showing of people there too.

Great. Okay. Thank you. I will open this up for public comment. Any public comment on this item?

Seeing none, I will close public comment, and I will move on to fire chief's report.

Thank you, Mara. I will start off by saying I will go rapidly for you. Four grants that we have applied for during the time frame that we're looking at, one was the assistant to firefighters grant, and then we're looking for money to help fund paramedic program that we talked about last night. Fire prevention and safety grant, we're looking at for money to do a community wildfire protection plan that's up in the the foothills. Fire safe council, looking for money to do canyon abatement in the canyon off of Highland Boulevard.

And then the last one is a Cal OES grant looking for home hardening, things like screens and gutter guards, that kind of stuff, things to start moving people towards Zone 0. Mutual Lane, we had been to one, two, three, four, six different mutual aid fires in the time frame that we were looking at. We ranged from forest service fires to state fires up in the Siskiyou, down in San Luis Obispo. So we were all over. Looks like we had one that was out couple that were out for sixteen days, eleven days, and thirteen days sending either an engine strike team leader.

And for the first time, we sent our water tender, which I was kind of interested in seeing how that would work out because with the water tender, we're we're not going primarily to send people as firefighting force, but as a support resource. And we sent two staff. It was two people, and they get reimbursed. We get reimbursed for their pay from the state. But the state is paying a rental fee for that water tender, and it's they were paying us $2,800 a day for sixteen days.

So it ends up being a potentially a pretty good deal for us and money that we can use to buy other equipment like, you know, hose and that kind of stuff down the road. So I I thought that was a good deal because, hopefully, it give us a

little bit of budget relief down the road.

Succession plan. There was a closed promotional announcement for the fire chief position. It was posted a couple weeks ago, I believe it was. We have four candidates in the department who do qualify, and it closes October 2. Hazmat response program update post Russell City power plant incident.

There was work that was started to form up and create a hazardous materials response team in the higher in the Hayward fire department. As we started working towards that, we did order a specialized vehicle. And as we were moving forward, looking at the training, the cost of everything, we looked at that as being roughly of half million dollars annually to run that program. We were able to make a call to the vendor and ask them to this is the second since

we're already

talking about the Mihoo. Second time I've had to make a tough decision and pull the plug on a program, and they allowed us to cancel our order for that hazmat rig. And we were able to put one of our fire engines in that place in line, So we aren't we're actually gonna get a fire engine sooner than we need sooner than we were, and we're saving the money overall roughly 1 and a half million dollars for that vehicle that we will not be purchasing now. And as I said, it would have had we put this program in place cost us $5,000,000 $51,000,000 annually. We're not gonna use that cost.

The reason or the reason I came to that conclusion with working with staff is that the number of incidents that that would respond to are typically fairly low. We're looking at two to five per year. We do currently call mutual aid from either Alto or Oakland or Fremont. They come in, and they can do that work. Our crews go up, make an assessment, determine the needs, and if we need those extra resources, we make that call right away.

And we just felt in the time times that we're in, that was, a prudent move to make. So I wanted to make sure that you're aware of that. And then I wanna end on a a positive note with, our smoke detector program is getting ready to start ramping up in partnership with Rotary and Hayward. They provide money so that we can buy smoke detectors, put them on we have a cash with them that we'll hold here. And then on the website, residents will have the ability to sign up to get it, make an appointment, and then one of our fire companies will come in and install the smoke detector all free of charge due to the generosity of Rotary Club.

Another way that we can make that happen too is every one of our engines will have smoke detectors on board. And if they are at a call or a scene and they hear a smoke detector beeping, you know, that kind of thing, or somebody doesn't have one and it comes up in conversation, they can install one right there before they leave. We will start putting out the notifications for that and messaging that in the near future. So that's it

for my reports. Very cool.

Councilmember Bonilla, any questions?

Thank you, mayor. I just wanted to thank the fire chief for his leadership regionally and probably even broader than that in earthquake and wildfire preparedness. And just thank him and the fire department for their leadership in their recent regional summit that was hosted by the California Country Earthquake Alliance at City Hall in Hayward. It was just, you know, great to see the excellent work that the fire department is doing to build community resilience and community preparedness in across our entire community and also kind of what they're doing in the seismic space to continue to lead in, you know, the space of seismic retrofitting and making sure that, you know, structural, you know, resiliency of our buildings is at the forefront of, you know, how we make sure our city is prepared. So just wanted to, you know, publicly thank him for that, and thank you mayor for your support of that regional summit as well.

Two quick questions. First is reimbursement for mutual aid. I get, you know, county mutual aid. We really don't do reimbursement for it, but I know when the, you know, crews go out on these, you know, multi day deployments, there's, you know, mutual there's some reimbursement. How long does that reimbursement take to come in? Because it's been my experience getting reimbursement in the hospital sector that it can take, you know, a year or two or sometimes longer. Just wondering kind of what what your perspective is from from the fire lens and kind of in relationship to our budget.

Usually between six months to a

year that we get it.

Got it. And then, love your idea around smoke detectors. I'm I'm even wondering in in some of our, you know, more low income communities, particularly in South Hayward, You know, is is there a way to even be more visible with that program? Like, you know, get in street fairs, partner with community organizations, partner with, you know, churches or other nonprofits that, you know, really serve that part of the community to because, you know, I I feel like that's where we're gonna get the biggest bang for our buck as it relates to, you know, these smoke detectors and, you know, being put and placed in ways that really create more equity for how it is we're creating safety within our community.

The person running the program is our public information officer, and I will, make sure that I discuss with him that actual concern and make sure that we try and do some of that targeted outreach.

Oh, thank you so much. And then my final question kind of goes to council member Rosh's points around the the the Mihoo being, you know, kind of the impact of that closure. So is the way is is is my understanding that, you know, the Mihoo was able to sort of transport people to places in which they, you know, there was placement and there were services that were aligned with, you know, what what the needs were of person being served. And and now it's just sort of, I guess, more broadly being directed to the ERs?

A lot of times, yes. And talking to a member that Amy can can add to this as as needed. But I think the team has got a van now that they can do some transporting of patients. But prior to that, we were the only the me who was the only method of getting patients to some of those places. For example, taking them to Castro Valley at the South County Parish when they would have some of the events where they would have the medical health trailer that was there or the shower vehicle that was there.

Just taking them different places within the county to help them get the resources they needed. I remember there was one woman we helped get some documentation and and flights, you know, to get back home to family. I don't I don't know where she was. Maybe in Georgia, I think, where she she had family that we were able to contact and and figure out a way to help get her home. And so it's it was just extra help to get people where they needed to go to get the process started and get the help they needed at the appropriate time.

Yeah. I

I councilmember, this is Amy Colib, the community service community service team. I would also add, I think one of the gaps now is the the medical care that the needed team provided. So transport continues to be a big challenge just getting people who are unsheltered anywhere, like, to the Social Security office. Like, like, that is still a big barrier, and I think that what a gap that me who was filling was that, like, getting them medically okay to then go to detox so that they're not, like, dealing with whatever wound they need cared for that's getting infected, and they can go to detox and come play that type of thing. So that is a gap that a community paramedic could address.

Yeah. That makes total sense, and thank you so much for adding that. So when when we when we, you know, decided to close this, how much how much savings are we getting from this? Because it seems like you know? I mean and I I hope that we're gonna reevaluate it, especially based off of what doctor Kolblum just said. But what what what savings are we getting from this?

Our estimated savings at the time when I made the decision to pull the pull the program and put it on hold was 1,200,000.0 in years, what what we were looking at. We haven't I don't think we've had it offline long enough to really have a strong sense of whether we're realizing that or not, but that was our estimate.

Thank you so much for that. Those are all of my questions. I just I guess my last comment would be I just encourage us to sort of reevaluate when the time is right and then figure out how we prioritize what sort of needs to be done. Because I know that we're in budget straits right now, but, you know, we also have a several $100,000,000 budget. So figuring out sort of what's above the line or what's below the line, think, is gonna be important. So doing an evaluation of this when the time is right and then bringing that forward, I really look forward to that.

We do too.

Thank you.

Keep up the good work. Thank you, mayor.

Okay. Thank you. And then council member Rook.

Thank you. And thank you, for the report. Is that is that a Hayward picture?

Yes. It is. That's the Hayward Hotel in the background, and that was one of the original fire companies that were there. And that's that picture was actually if you drive by Station 1, that's the one the picture that's carved Oh, okay. Above the bell.

Alright. Back with hats. Bring back hats. Oh, shit. We I have one of those. Alright. Thank you. Okay. Let's see. Yeah. So thank you for the superintendent the grants you're going after because, obviously, that's gonna become really important. You know, we had this discussion last night about the paramedic program. And, yeah, if there are opportunities for grants for that specific program, you know, thank you for the work that you're doing to try to bring that in because it'll I mean, it's you know, you know, it's that's gonna make anything easier. And then, you know, on home hardening, I think I I was gonna send it to you, Brian. But there was some recent study that came out that basically said it was the did you read that article was, like, the best way to, you know, guarantee your home?

It's about the study agency Berkeley?

Yes. Yes. No.

I mean,

it was basically saying that that is the sort of number one way to try to save your home is home hardening. Yeah. Whatever we can do to keep up that kind of education, I think, is gonna be really important for, you know, our friends in the hills. And I'm so glad to hear about this. So you said with the fire chief hosting, that was an internal what did you call it? A close?

Yeah. Internal close promotion. Okay. It's with we had enough qualified candidates within the department that the decision

was made to keep it in. Yeah. Great. Okay. I'm good. Glad that that's happening. And then on the hazmat response, you know, I I really appreciate being so discerning about whether this is the right time to do that or not because, you know, on one hand, if you know, I I do wonder about things like, you know, huge data centers coming into our city. Like, what will that do? And that's the kind of team I think we'd wanna respond to some of that, especially with the ancillary like, the they're basically, like, mini power plants, I think, right, that are gonna be that are gonna be next to these data centers. But but it sounds like you made a calculation that obviously is appreciated because this time to sort of add a new program like that that's gonna cost you said a half 1,000,000 a year and then 1,000,001 half to even buy the truck.

Right? This but it's a truck. So so it sounds like that was the right call even though I'm so sorry to hear it because I think, you know, our city will become more and more, you know you know, I don't tech I don't know, technically meeting something like that. So but it sounds like it was the right call. So, you know, thanks for evaluating that that way. And then on the smoke detector program, you know, one thing you know, it used to be that that you were there was this sort of, like, call to replace your battery every year, but my understanding now is it's not battery anymore. Just replace the whole thing. Is that right?

Yeah. The technology now with the smoke detectors, the majority of people out and see that the battery is internal, not replaceable Oh, okay. Rechargeable, and it's a ten year lifetime.

Okay.

So and then once it starts chirping, then you gotta buy a new one. It's not you know, change the battery. Okay.

And then on that one, I mean, that's another, like, PR thing. Right? The fire department's done a great job of getting out, you know, updates like this, and I think that's a really good way to remind people to replace them. And then and, yeah, to council member of any point, yeah, whatever we can do to, you know, get those into help and set really need them and can't afford to get up gone by anyone. I think it's gonna be really critical. Yeah. I think that's it. But thank you for the report. Yeah.

Are the are the are the smoke detectors also carbon dioxide detectors too?

That is not what we were planning on purchasing because those are gonna be quite a bit more expensive. But if we can have a discussion with with Rotary, our our donors, then if that's the direction we wanna go, we're What

is the what is the price difference? Is like

No. I'll stop talking about you.

There's no when I was looking at them in the they they definitely is low worth to have both.

But Were they just cost prohibitive or were they I'll totally I'll tell you what, if you can give me a if you can give me a a unit price and see what we can do with bulk, I'll, you know, put in a good word.

We'll be we chief Henry Young will be visiting Rotary Club on Monday to talk about the program.

Oh, okay. Maybe can talk about

that. Yeah. Good.

Good. Alright.

Let the green

work for the

good thing.

Yeah. One one last question about the zone zero. At the last mayor's conference, Albany County mayor's conference, Oakland City Council member, Rama Chandran, talked about there is a and I might have the the the title incorrect, but there's a zone zero like, there's a JPA, like a zone zero commission or zone zero something. I forget the exact name. And and, basically, she was sort of pitching it to us and asking and making it attractive that all cities should sort of join this JPA.

And I was just curious. Have you heard have you heard about it? And, you know, have you sort of thought about is it worth participating? Or, you know, just curious about that. I didn't ask the question while I was there, but I just you know, when he talked But

I did. I will ask chief Andrew if he knows the name of of any group like that. But I will say that the Alameda County fire chiefs, excuse me, have been talking about this for a while, and we know that it is potentially going to be challenging in some areas to get these kind of ordinances passed, how we're gonna get people to comply because it is gonna be expensive. But we have been working to all be on the same page and require the same thing because we all share the area of fire that starts here. It could spread easily, you know, to Union City and wherever else.

Right? I mean, we're all so close, and neighbors are wind driven with fires. You know? So we've been talking together to try and pool our resources and have a shared message in each of our communities. So do you know the name of that coalition? No. There.

Oh, okay. I'll I'll look into it. Yeah.

Yeah. I'll think of it. But, anyways but yeah. Okay. Good. I appreciate that. Alright. I will now move on to public comment. Is there any public comment regarding fire department? And I don't think there's anyone online. There is no public comment in the room. So I will close this item, and I'll move on to item number six, the new item number four, which is item number six, the collaborative efforts in public safety. And I'm sure you will collaboratively present that. Mhmm. That was true.

So chief Matthews and I were both talking before the meeting here about how when we each of us was in our perspective early stages of our career academies and and talking to the old souls when we were coming in. It was really stressed that we were each other's partners in public safety. There was not any kind of animosity posed or anything along those lines, and and we were encouraged to build relationships with the police officers out on the street because there was gonna be a time we needed them and they needed us. And that has to me always been the case. And in the multiple departments I've seen and been around, including the one that I came from before I was in Hayward, that kind of relationship was not stressed and was not there.

And I'm excited to kinda show you how that really correlates into us working together in the field. So I don't know if

you have anything on that. No. He's spot on. That was great to me when I came to the organization in 1999. It was like, you know, we we take care of each other. And I think that's been true at least based on my experience throughout the course of my career. And and it it doesn't exist everywhere at all. So what we wanted to highlight, I think, were some of the daily operational things that we do together. Some of it, we've already touched on. Some of it, we haven't, but we have in the past.

So we'll kinda go through this quickly so that we can get to your questions. But the dispatch center, as you know, we share a a comm center. They dispatch for both PD and fire. Everybody in the room there is cross trained, and we did an assessment a few years ago to look for ways to improve the services that we provide the community through the dispatch center. We're still working towards that.

I know that among the goals that we have include emergency medical dispatching. Again, a lot of that is staffing dependent, and I know that we provided an update in in on our staffing in the center. But those are all goals that we are collectively going to work full towards, obviously, being mindful of, you know, our current financial situation, etcetera. But I think that we are on the same page with ways to improve that center so that we provide a better better service to members of our community. I was do you have anything to add? Feel free.

Yeah. Just on the dispatch center and the the teamwork and the comradery and whatever, we just the the local online just had its charity golf tournament the other day, and the staff who was working the booth selling raffle tickets and check ins and all that stuff were our fire dispatchers volunteering their time in an effort to raise money for the community working with with us. So, I mean, that could the the bond is there. It it it extends across, and so I just wanted to point that out. As far as the heart program goes, you know how that was initiated.

We work together to bring that out. And just one thing, like, we just had a meeting the other day on a patient who is a we work up an abuser of the 911 system, we're trying to find a way to deal with that patient to to have them not call so much. And for the first time, we had somebody that we could call because we had that relationship. Now I I had Jackie from Youth and Family Services sit in on our meeting to discuss it from a behavioral health point of view of of how we can work with this patient as we're looking for a, you know, way to help out in the long run and and change the habits. And then as far as drone usage goes, we were actually had money set aside to purchase drones for a drone program with the fire department, and we're able to say, you know what?

Can we collaborate with with you in PD for the for the drone program? And just not too long ago, we had a fire on B Street, and an officer pulled up and offered up, hey. Would a drone help you out on this this scene? And they were able to fly up and get up there and get a look at the roof before we had a ladder up on the on the on the building yet. So they would also help with things like looking for people who are lost, know, searches, that kind of stuff, wildland fires, trying to find hotspots, that kind of thing.

Next slide, please. This is one of the put ways where I think we've really kind of shined and grown together as organizations. Many years ago, I won't say how many, but when I was new to city hall probably over ten years ago, Captain Deplich and I kinda tag teamed teaching here staff here in in city hall on how to respond to our first active shooter drill. So we worked together to put on a program of how to respond and set up a drill to where we actually had people in, and we was here, and then we did an actual active shooter drill. And from then, we just continued to grow that program, work together, and it's become an annual training that we do every year so that we now when we have a command center, you know, for an EOC for this type of event when we train, we know each other.

We know what to expect from each other. Fire department knows what police is gonna do, and police knows what what fire is gonna try and do. Right? It's just it works really well together. And so I'll leave it at that and then hand it over.

Yeah. So in the recent past, we formalized a tactical medic program. It's something that both police and fire staff have been working on for a couple of years, and that is the integration of fire medic staff with our tactical team, our SWAT team. So when critical incidents happen and we get called out to respond, having a medical element in close proximity, again, to the point that Eric just made about the computer training, you know, we know each other, we train together. It greatly reduces the time that it takes to get somebody medical attention if something bad happens.

Right? And that that's not just for our staff, but it's for members of the public. Fortunately, when our tactical team gets called out, you know, we're well into the 90% of, you know, peaceful resolution, and I think that's a credit to the de escalation training and our crisis negotiation staff that resolve these things, you know, without any application of force. But in in the event that something tragic happens, whether it's to a community member or staff, we have fire medics in close proximity with their equipment to be able to to render aid. And I I one of the things that we've done as well because, you know, they're in the hot zone.

We purchased police protective gear for them. They have come to training so that they understand how, you know, weapon systems work if an officer goes down in full attack gear, you know, with a weapon. You know, how do you render it safe? How do you, you know, get access to some of it and be able to treat them all that stuff on you? It's all stuff that we have to that we have to talk about, that we have to train on. So that program really has been a game changer in terms of our ability to get medical aid, not only to PD, but to to community members starting

to click. It's been a really good partnership. Goal Eagle drill is a regional EOC exercise that we coordinate with the state EOC all the way down to our county and and us. And we just held the last one at our new training facility, which is also our new EOC, and that included staff from the entire city, but also predominantly staff from our dispatch staff and then police staff working together in the EOC. So next slide, please.

And this is the last one, last slide here. But the joint leadership class is something that I personally have talked to a number of different officers out in the street, and they mentioned how good of a an idea it was and the results that they got from the class. And I 'm gonna hand that over to chief Hammering to speak on this one.

Yeah. The credit for the joint leadership class really long since some leadership in PE. Lieutenant Wagner pointed in once he reached out to me some years back with the goal of, you know, being able to prepare people for the job they're gonna be in versus preparing them after they've already been in for a while, mainly for their sergeants and our first line company officers and our captains. And the fire chief just said, we just had a company officer academy recently, and the person teaching him was something that had been through that class a few years ago. And it's, like, it's one of the best class he's been through.

And really what you know, not only the training that goes through it, but just the the being able to sit down and, you know, break bread, have a conversation. And a lot of stuff that you've seen of, you know, the improvement of the tactical program comes from having, you know, special response unit people sitting there next to, you know, a fire captain and be like, hey. How do we make this better?

And then I think,

you know, we you know, especially when I point in, I was saying we built a bridge that is showing, you know, fruit right away and operational, you know, to the field. And and people know people first name, like, how do we solve these problems better? And what the chief said earlier, training officers while we're on the county deal with active shooter. People are dealing with challenges they have and friction between apartments in our city that we don't have. We have a complete luxury. And a lot of that, I think, comes back from, you know, things like this where PD reached out and said, how do we do this better?

And then the last on here is I wanted to put something in as a goal for a little bit down the road, something that'll happen after I'm no longer here. But a centralized evacuation drill in the Hanger Hills, I think, would be something that would be very valuable to the community, but also to both the fire and police departments. It's something we have talked about, but actually doing a drill in the future would be pretty good. So just wanna leave with that operational deal, and a quick thank you to all our PD brothers and sisters. We love each other and love to give each other a hard time too.

I don't want to give any false pretenses there. There's a lot of joking that goes around too.

Well, yeah. If we weren't joking with each other, that means we don't like each other. So Exactly. No. It's been a great partnership. And, you know, we've got the next generation of leaders who are coming into our buildings now, and and that's something that we're committed to making sure it continues. Because, you know, if you're silent, you really do a disservice to your community. You gotta think with them and making sure that we're, you know, lockstep moving forward.

Yeah. Yeah. Great. Thank you. I will I think the last couple of times, I started with councilmember Bonilla.

Pardon me. You can

Oh, okay. Councilmember Bonilla.

I just appreciate the ongoing partnership. It's just really an example of how world class the city of Hayward is when it comes to public safety. So it's clear that we're stronger when we're together, and the examples that you guys have set in terms of working together to really strengthen public safety across our community is pretty remarkable. So thank you for this update.

Thank you. Council member Wood?

Thank you. Yes. I didn't even know half of what you were doing. So thank you, you guys, especially the tactical medical pro medic programs. It sounds like that's really paying off. And then, yeah, just to have collaboration be so seamless when when it really happens, I think, is a great idea. Yeah. And the Hill's evacuation drill up. And, you know, I just think, you know, we've talked a lot about Hill's and just having watched what was the past scene of paradise fires. Anyway, the dog's out.

Right? That that became really apparent that kind of getting on hills quickly was really difficult. And so I think that kind of exercise might be really beneficial to my neighbors on the hills. I did wanna and then the drone program, thank you, you know, for I mean, that's the kind of, you know, climate savings. I think that's gonna help all of us both because it sounds like that is doable, right, with the police department to be helping out. And because if you have a fire like that, does does a police officer usually arrive on the scene like that anyway?

We we

I'm not necessarily a jump.

The support role. Yeah. Okay. There have been times where, you know, they're involved in addressing, you know, the challenges associated with the fire. We're on on the periphery, controlling traffic, evacuating structures that are nearby, and those types of things. Mhmm. But it just makes a lot of sense. We have them in the field all the time. It's what they're for, and there's a complete to the chief's point, there's a total application for what they do because it's gonna make their staff safe and more effective in being able to find where the problems are.

Great. I'm really glad to hear that collaboration is happening. So thank you. The the last question I had was just going back to the heart program again because, you know, you can see that sort of, like, figure a thing, you know, like, really part of the aid is sort of missing now on one hand. And then just going back to the the point about now, you know, we're still transporting to the hospital. And is that because I think it's what you said, I think it was So now if somebody's sort of dehydrated and needs to get to a local place to get, I don't know, some some shelter and some hydration, that's not happening. And now we wait till they're in emergency. And so now you have to respond and get get them to a hospital. Is that kind of what's happening? So it's not just that it's a JAN system, but it's also, like, people are more acute before they get that kind of bug now. Is that right?

Potentially. Yeah. And it's just, again, having the EMS team there, and they can do an evaluation Mhmm. Right on the spot and and clear them without having a fire engine having to be there, you know, for Yeah. A lot of times, they wouldn't even have to show up, or we could release them really quickly, and it just cleared resources much faster. I think that was kind of because we have that capability. Yeah. And just one last thing for that. I haven't had discussions since with with the link team, and, you know, we're they're very interested in bringing it back. We still are.

I think we're gonna look at really kind of how what the best staffing model is, I think, is gonna be the biggest key piece to it. And I I think it would be really nice if we go back to kinda what we were originally thinking is having one community paramedic teamed up with a mental health professional working off that same unit, and it would be really cool if that mental health professional had an EMT license. You know? Although, we're getting really in the weeds and and kinda creative on it. They're just, like, trying to make it into the work and how we're gonna be able to do that most cost effectively.

And so we have not let it go. Yeah. That's right. It's not going to be. There aren't too many people who who spend a lot of time on it and and are invested in it, and the community does benefit from it. It's just

Well, and it also sounds like the county would benefit from it. Right? I mean, if these if the hospitals that are, you know, taking burden of patients that are now in a more acute situation. So it sounds like that, you know, you know, hopefully, we can keep, you know, talking to the county about about or, you know, regionally, like, how I mean, if it's gonna save the system, the entire system money, then, you know, everyone sort has a mutual interest in it. And then just on the PD side with the sorry. I didn't know you wanna go quickly. But, you know, the the the you know, HVAC rate, I mean, that one the funding model for that miss my understanding, is salary saving. Right? So if there was a world where every all the positions were full, then actually, we would need a different funding source for that. Is that right?

Not necessarily. If we had full staffing, we would have the capacity to assign that person to that role as, like, their primary duty assignment. Okay. Okay. People people have the training, but they they rotate through that position as they're as they're working. In a perfect world, you have somebody who that's their full time job. That's, I think, ultimately the goal. Okay. But right now, we're we're absorbing it, you know, just through our normal day to day operational process. It won't cost anything else.

Okay. Thank you. Yeah. Thank you. I was really happy to hear about the collaboration that's happening. Thank you.

Thank you. I I you know, also, I would assume, you know, that the the MEHU model, it's a good model. And I think, you know, I'm I'm assuming that your team both of your teams are always scanning along with doctor Cole Bloom, always scanning the the the landscape for, you know, funding opportunities, RFPs. I mean, I'm sure, you know, it's there. And so whatever we can augment or connect funding to, I'm sure you guys will jump into action.

We just wanna yeah. So good. Okay. Let me, close this item, go to public comment. Anybody have a public comment about collaboration between the fire and police department, Seeing that online, seeing that in the room. I will close this item, and then I will move on to item number four, which is the St. Regis Center update. And I believe since doctor Cole Bloom is in the room

Yeah. I I can read through some slides real quick. A lot of the topic points that are gonna be on these slides are coming from Doctor. Kolbloom, so I appreciate her being here because, she is the expert on the St. Regis Village project. But just wanted to share if you could go to the data data report. So third slide, I think. Next one. Just wanted to share share some brief data points based on, you know, police department calls for service. That's a question that we get fairly regularly.

How often are we going to the facility? So we've had 35 police calls for service since 02/14/2025, which averages out to be about one week. And the next bullet point are examples of some of the things that we've been called there for. So mental health evaluation, check disturbances. We do have a a brandishing, a weapon call for service.

And this only includes calls for service that are at the facility itself, and it doesn't include calls for service that are generated by clients who might be outside. I know that we've had a couple of those as well. And if we look for fire calls for service, they have none to date at this facility. Next slide, please. So from a timeline perspective, in terms of housing clients and operations, right now, are 40 units of interim housing that are open.

70 units of interim housing that are scheduled to open by the 2025, and then the remaining interim units and navigation centers scheduled to open in February 2026. Substance abuse residential medical respite detox capacity, again, opening later in 2026. Anything on that, Amy, that you wanna add?

Yeah. I learned just a couple days ago that the nav center opening will probably push to March just because of construction timing. And they had to move one program to one place and one to the other. But they are on track to open the permanent supportive housing, the lottery for people to get those seats in October with hopefully people in occupancy by December.

This October. And

that's permanent support policy. So that means that it's like people's it's like the Depot Road Community Apartments. It's people where people will live. That that's their permanent

home. Yeah.

And that there is a large portion of folks set aside for people with medical fragility.

Thank you.

I have a button on my back. Thank you.

Next slide, please. So I wanna talk about some of the staff responses to security incidents that we found there. I touched on the brandishing of a weapon. There was a client who, came to possess a screwdriver and was having a mental health episode. We got called out and we're able to successfully deescalate that.

So that was addressed with no issues. However, it highlighted some of the security concerns that we've been in ongoing conversations with, and I have deputy chief here that was kind of the tip of the spear from the police department in those conversations. And I know Amy and her team meet with Vax on a regular basis to address these. One of the things that we learned was that, you know, in the evening hours, there was a lone employee that was on-site, female employee with about 37 or 39 clients, which seemed to be inadequate, and then there was no security on-site. And we found out that the security company that they contract with was only making very periodic passing checks.

I know that I don't know if wanna touch on the conversations about about security of the site? Because I know that's an ongoing conversation we've been having. I'll let captain or the deputy chief update that. Yeah. Right after that incident,

we reached out to the the box staff, Michael Lim. He's the VP of regional programs. Shared the incident and some of the concerns we have from the the PD standpoint. So from that that initial meeting, we now meet on a monthly basis, myself and his team. And it's just kind of a monthly checkup and to go over some the incidents that have occurred in the prior months.

But to achieve Matthew's point, that's one of the areas that we've continued to stress and just and ask for updates as far as their security plan and and how they how they have been evolving. So there have been improvements there, far as their their security company, and it seems like they've improved the time at the location, but they're still working through some some of those logistics of the security.

May I add one thing to that? We have now the the one program that's operating there right now, the inner housing program, is managed by the county. And on a staff level, we're meeting with county staff, and we have access to that contract. And they can see where it backs us out of compliance on the security stuff, and we've made sure that the county is aware. And we expressed really clearly to the county and our expectation is the county enforce what's in the contract there. So what deputy Douglas was talking about, I I hope that the county is now we flagged it for them. We told them about the evidence, and my hope is that they are gonna actually enforce the clauses in the contract around security.

Thank you. Moving through the slide again, this is all additional conversations that have happened around that issues. City manager Alman was involved in a conversation setting some expectations, and then we met with supervisor Marquez and her team to discuss some of these concerns to Amy's point. Next slide, please. Again, continuing on this topic, city staff has conducted direct outreach.

We have monthly meetings. We are to the last bullet point tracking calls for service data over time. I think that's gonna give us a snapshot of, impact to city services. Again, you know, as facilities are stood up, and we experienced this with the assessment center, Depending on how they're run, depending on the training level of their staff, depending on security, all of those things, that has a direct impact on our ability to respond to other things in the field. We're in a facility all the time.

We don't have the capacity to do other things that the community expects us to and that we wanna do for the purpose of public safety. And so that's an ongoing balance that we're mindful of, and part of the reason why we're having all of these conversations now in the front end before that site becomes fully operational. Next slide. And I can let you know, I don't know, Amy, do you wanna touch on this? Because this is your wheelhouse here.

Yeah. So we, as you know, did one community listening session recently. We had done lots of community outreach prior to that, but we did another one. And in response to that, it's clear we need to do additional follow-up. I think one of our learnings from that we've several learnings around, like, being direct and concise in our responses and working with Vax to make sure that the information is clear and quick.

But also, the way we're framing the state of the project that it is it is happening. And there's not it's not like a we need your upfront input before it happens. It is a it is happening. So we're sharing information about what is going there to make sure people aren't making assumptions about what's gonna happen at that site. And then we can make it really clear, these are your communication pathways if you have concerns. This is the way we're preparing for those concerns, and this is as things move forward if you if there are issues, how you notify the city and the county about those issues. And so we're gonna be doing more direct engagement with businesses through DHIA in the chamber. And we've already engaged the chamber. We rendered the GRPC. Did I take that one right?

But the businesses came to that community meeting and took up a lot of the q and a.

So we're gonna try and do

some more targeted work with them, and then we'll do another kind of more community wide. And both of those will be before the end of the calendar year. With county staff in attendance, that was a gap also with the last one. We didn't have the county there, and they're managing every contract at Regis except for the Nap Center, which is ours. So they need to be in that conversation, Tim. And

that's it. The the one thing that we are trying to work on is a way to measure impact outside of the facility. It's easy to measure the amount of times and for, you know, the reasons that we go to the facility itself. But, you know, how do we measure what's going on when when people are outside of the facilities? Because it's it's a, you know, it is a navigation center, there are people do have the opportunity to come and go. And so we're we're working with our staff to brainstorm around that. I know that we have the capacity from a data standpoint, technology standpoint, to be able to do, you know, kind of a narrative search. So if somebody tells staff member, you know, I'm a resident, that can be captured. So we wanna we wanna do what we can to try to really understand impact so we can be responsive. And that's all we have.

We'll open it up for questions.

Thank you. Councilmember Roche.

Thank you. Yeah. Thank you for that. I mean, I know I've been sort of involved in being at these meetings and everything. And and yeah. So, obviously, really disappointed here that the that they're not meeting the security plan for the contract, and I'm glad we're having monthly meetings. But at some point, what is our ability to say you cannot move people in until you meet the security plan? Because if they're not meeting it now and there is not full time security, they're like, to meet back,

like, what does the contract say about security? 20% and on-site.

Yeah. I mean, so that that's a huge problem, especially given some of the incidents we've had already. So what is do we know, like, what is our ability to say, like, from the city's permitting per like, to say, you cannot move anyone else in until you're meeting the contract, and would the county need help us on that?

I don't know the answer to that from, like, a city, like, code compliance, which I think is what you're getting at. Yeah. Chief.

I don't know the answer to that. And and it might be a a question for, you know, our city legal team. Okay. I don't know that we have the ability to force anything, you know, as it relates to a county contract itself. Mhmm. There might be other things really in the county. There might be other tools that the city has, but, yeah, we are in a position where we're kinda relying on the county to manage their own contract with BACS. Right?

Yeah.

That didn't happen in the case of the assessment center, which is why the city

Yeah. I mean, that's what I was like. If that's gonna be our avenue, it's to sue the county because they're not they're not in, you know, complying with their contracts like that because then it's a burden on the PD. And so that I think just they need to know ahead of time that this is how serious we are about that being played.

I think the other piece, not to be too Pollyanna about this, but I I don't think that Bax was planning to open this portion of the program so soon. I think that it's coming from state money, county saying you gotta open it ASAP because the state is telling the county that this program needs to be open. And so it is a short term problem, a 100%. They they're the security problem right now is an issue. And as they bring on the subsequent programs, the permanent supportive opens in a couple of months, NAV Center comes in, and then those subsequent substance use in medical respite, then they will have more folks on-site, and I think we'll be more likely to comply with the security requirements.

I fully plan on our next meeting with the county to say, like, what what's the update with security? And I think DC Techblich will also ask that question when he needs the facts. It's a question we're asking every single time. Okay. But I don't know the answer to your question about the city's stability. Once the nav center is there, we are absolutely one of the reasons we got that contract from the county is so we could mirror the language so that we're holding them to the same standards. And so when the nav center opens in March, if the security is at twenty four seven on-site, then we do have some leverage of, like, you're out of compliance. We can't pay you that kind of thing. But right now, I mean,

are we talking about 70 beds could be open here? 70 rooms could be opening in October for the supportive housing. Right? Yeah. With that potential

But that's permitted supportive housing with on-site staff and medical staff. Like, there will be But then but, mean, that would be that would

be 40 plus the other. Right? So that and we don't know for sure that their plan is twenty four seven security. Right? Because so if they still if they're still not in compliance even after we've exposed that this is an issue, that's not a HR record, I guess, what I'm worried about.

I think we'll talk to our city attorney's office to see what our Yeah. Okay. What we have, what resources we have.

I mean, I think I think at some at some point, they will be able to weigh in whether it's a a letter directing the county's attention to the contract and the lack of the fact that it's not being followed. You know what I mean? I think

Yeah. Because, mean, I think similar to what's better. Some point, you know, and then it's a burden on our resources. And so then we need compensation for the burden on our resources also. And so, you know, like, whatever that incident increases because of this because they have lack of security. So, yeah, I mean, I just would well, let's continue to say how serious this serious this is. And then my other con question was, you know, during that public meeting that I went to, there so I was always understanding that there's no sort of light of the drop in opportunity because there was some wording that happened there that sounded like you could show up and drop into that twenty four hour detox program.

Yeah. They so the county received or the county in partnership with the box received funding from the state through prop one money, and that program now includes a detox center. And that is gonna be between four and eight beds, and it is technically drop in, like, the Cherry Hill. Cherry Hill. Is that right? Package pack. Yeah. Alright. That the difference being there are so few beds. So Vax is expecting everybody to call ahead and not just drop folks off. And it'll be available to the PE to drop folks off there. But I think the expectation, and correct me if I'm wrong. I think Mike has said this, is that you'd still be calling to say, I've got somebody. Can I bring them? So I guess my concern with

this is it's starting to feel like mission creep because, you know, originally, it was, oh, it's just a Slack down facility. Right? And now it's like, oh, it's actually sort of like a, you know, a place where people can live and come and go. And now it's like, actually, there's a drop in, and we were assured. I mean, the meetings that we have, we were assured there was no drop in. So I am concerned Mhmm. That that's now that feels like mission creep, but that

is Yeah. You know? I would say Concerning. To clarify from the start, it hasn't always been a locked facility. I think in back in 2023, the way that our fire city manager and staff really talked about this program was focused on the locked facility because it meant the people with the highest acuity of mental illness who were in new downtowns, we spent a lot of time talking about that part of the program. Mhmm. But it has always had interim housing permits for But it never had drop in. Yeah. The drop in part, that was new to us, I would say, in the last six months, and that is because of the funding source from the state. But I mean, I guess No.

Absolutely fine. Yeah. But I also funding source at this because we said no drop. Alright. You know, that wasn't Yeah.

And I think that it's and check me, PD, because you're the ones that are doing this work. I think that the drop in center is a win for Hayward. Because right now, there are very few detox beds, and they aren't Cherry Hill is by John Hourge. So I think that the other piece of this is that that detox center is part of a much bigger portfolio of things that are coming to Hayward. So, like, there's this drop in.

Folks can go if there's a bed available in the substance use residential, they can go straight from detox into a bed. And then if there's a bed available in their own housing, they can go straight to that. There's also for folks that need mental health care. La Familia is opening up a crisis stabilization unit and a crisis residential treatment. And then Saint Rose got money for walks, medical, acute psychiatric. So we've got there's a whole portfolio of stuff that's coming, and Regis is one piece of it. I mean, we were surprised by the drop in. I candidly am glad it's there. Okay. And we will work closely with Vax to make sure that the communication really is you have to call ahead.

And I would be looking to our colleagues at PD to check us, like, folks just standing outside trying to get in because if that's

the case stress. Yeah. If that's the

case, then we have to address how that's for the company. Yeah.

Staff is expressed to us is that, you know, this isn't just Yeah. Of course, if somebody contacts somebody, one of our staff contacts somebody and that's an option, that's great. But if people are coming here from other parts of the county and then walking out down

there Good.

My downtown, that's where the concern lies, I think. But

Absolutely. Yeah. We just had

a a recent company out in Pleasanton. Apologize for if I get the name wrong, but it's Horizon. I don't call them the second name. And they have the same type of capabilities. So they they met with our staff, our district command staff, and we've rolled that out to the police department for detox, and we've been taking a lot of people out there to avoid the jail when you're going to the hospitals. And it's it's it's been very successful, it continues to grow. So that's another resource that we have in the city as well as the other law enforcement agencies in our region.

Yeah. I mean, I don't I don't mind the fact that that resource will be there. It's the it's the concern I have of, oh, let's just drop them off there, and he'll get in line and see if you know? Because that that is clearly my concern. So especially because I think, you know, one way it was expressed in that meeting was that for residents internally, like, they could use this as a resource where, like, where where the and I I understand that. And but everything else was supposed to be a referral from the system in there. And so whatever we can do to clear this up so we don't have people, like, being dropped off and, you know, waiting in line there, like, I think that's my concern. You know, so close to.

I will tell you that our staff is very, very, very, very, very good about letting us know and their issues, especially with these types of facilities. And so I imagine if we start to see an influx of problems, we're gonna hear about it pretty quickly, and we have a good team to

Yeah. But, you know, my concern I, like, I hear that except my concern is just to stop it before it starts. Right? Like, once it starts, then it's really hard to undo that. I think we've seen that recently when yeah. That, like, to whatever we do to get the security in place, get this not be, you know, like, a line lineups. Because once it starts, undoing that is very hard, and then we just all get and we sort of accept the status the way it is. And

Well, I will say that using the assessment center as an example, once the city attorney got involved and started sending communications to them, even as the lawsuit was progressing Mhmm. They were making significant operational changes while that was happening. Do you know what I'm saying? Yeah. So if I think there's an opportunity for the city to jump on issues early

Yep.

By collaborating with the city attorney's office on some of these things that we're talking about.

Yeah. Yeah. And we now we thanks to supervisor Marquez. Our staff has a direct line to the behavioral health county staff because previously, we were only talking to the homeless staff and the county is siloed. So there's two different teams that are managing contracts at Regis for the county, and we now actually have a direct line to the behavioral health team. So on a staff to staff, we now have that. And then if that leverage doesn't work, exactly what she's saying. Yeah.

And I mean, I appreciate it. I know you have a topic because I know that was some of these things were a surprise to you. So I know that you were trying to work with it to do that and, you know, caught that the contract wasn't really being fulfilled on the security side. So, yeah, I mean, whatever everyone can do to sort of keep us to start this off in the right way and that security is there and all stuff like that is our best case of making sure this is a great partnership with with the community and the county. So thank you.

Okay. Before I call on councilmember Bunia, I need to excuse myself. I I have to be out of here by seven. I'm gonna turn it over to mayor pro tem Roach, and then there's only two items left on the agenda. So mayor pro tem.

Alright. Thank you. Council member Bavina, do have questions? Thank

you, mayor. I'll I'll be brief. I had very similar questions as to what council member Routes was asking. I was just, you know, wondering, but I think you've addressed the issues. You know, what if these security issues continue to escalate? You know, what's our path to resolution? And I do appreciate kind of the the collaborative and partnership approach that we're taking because at the end of the day, this is definitely gonna benefit, you know, Hayward residents and the Hayward community as well as, you know, kind of the broader county. And, you know, as we work and understand homelessness being a regional and a broader issue, it is important that we take, you know, regional collaborative approaches. And I think St. Regis is a good example of that.

So, you know, I think where we can continue to collaborate and to identify these issues and to, you know, put plans in place to remediate them, I think is, you know, best. I I don't necessarily wanna jump to, you know, the city attorney, you know, right away. He is obviously busy, and I think that there's ways that we could, you know, try this in a more collaborative and partnership based way. The other thing that I was wondering, doctor Kolbloom, is do we have any control over the services that are there besides the services that we contract out for the navigation center? Because, you know, as it relates to detox and drop in and interim just like I I appreciate all of the services and how wraparound those services are, you know, being provided.

But, you know, for an example, with the drop in or whatever other services, you know, backs decides to provide there or is contracted through the county or state or however to provide those services, what's their obligation to notify the city when new services are being offered or when there are services that are being changed?

My understanding is they don't have an obligation to notify.

I so.

I think they're they're good partners, and they do. But in terms of, like, I like, they are in compliance with the domain and the use there. So I I don't think unless they were to make a change that would take them out of compliance on, like, a land use perspective, I I don't think that they would have to. I I think they would let us know, but they're not obligated to.

Yeah. That that that makes sense to me too. Hopefully, you know, we continue this collaboration so that they do let us know when these changes are being made just so, you know, we could all, you know, work together to understand those services and what those service impacts, you know, mean. But, I do appreciate that. And then, basically, the the the city's primary retort if they're not meeting their compliance obligations is, you know, withholding payment for the navigation center services that we contract. But, you know, outside of, I guess, you know, getting the city attorney's office involved, that that that would be our stick. Right?

Yeah. The only skate that we have in the game right now money wise is would be the app center. There's gonna be a pass through of some HUD money for the capital, and we'll I'm gonna take a look at that contract to see what we can put in there, but it would be term limited. So

Sense. Alright. Thank you so much. Thanks for this update.

Thank you. Okay. Do you have any public comment on this issue?

I I Please. And I'm sorry to make your meeting long, but I have

to No. It's okay. I mean, I think it was the mayor that had it done. Like, I think we're we're fine. Right?

I mean, honestly. I'm I'm just venting here, but, you know, we we, our favorite concerned citizens, were involved with this as, you know, from the ground from the get go. And question and email came up on the agenda. And it's it's so upsetting because kinda like this is this is sort of what we predicted was going to happen. It's upsetting me just about that they just would treat their staff like that with those ratios.

That's that's ridiculous. And that they would put the the police having to respond to all these calls. I just wanted to get my input. I think part of it is that I think in that kind of setting, they don't really want armed security staff there. I got that vibe just from the meeting that we had at that public meeting that they just they will do everything up to that point, but they don't wanna they don't wanna intimidate their residents. They're there to get better. So I have a feeling that's probably what's partly behind that. It's still not right. And I just wanted to appreciate the transparency. This is the first that we've heard all this happening.

And then I just wanted to say on the public meeting that we had, if for the next meeting, I think it'd be helpful to set a time limit because I think that was done. And we had some kind of interesting people there that this just went way out in the left field, things that had nothing to do with Regis. So leave your time limit. Just a suggestion. Thank you. And thank you for having the meeting. We look forward to the next one. Thank you.

Thank you. Do we have anybody online? Okay. Okay. Thank you. Thank you, everyone. We'll close that, and, yeah, look forward to more updates to come on that one. Okay. Great. So let's move on to I think is it our last item, the assessment review?

Should be our last item. Okay. So and the document was provided. It's available on our website for members of the public. You know, we wanna be transparent with, you know, with the findings and recommendations are. And that's kind of what we wanted to talk through with you briefly tonight. And so, you know, we could take as much time or as little time as we want. I know that, you know, we're the past time here, but I'm happy to to go through the PowerPoint and say

Good. So

Yeah. No. I think the time limit was the mare's time limit. Okay. Perfect. And yours yours your time.

Alright. Next slide, please. So this was a voluntary assessment that we embarked on utilizing a firm that we're familiar with Jensen Hughes. This is the same firm that we contract with to conduct independent administrative investigations into fatal use of force incidents. They also go around the country and do these organizational assessments.

And even though we are an accredited agency through CALIA, you know, we have this body that we meet with. We have the city council. We do a lot of things take a a look at our operations and and identify ways to get better. We felt it was important to have a group of experts from around the country come into the the police department and take a look at our operations. So this is a voluntary endeavor really for the purpose of of making ourselves better.

So the goals were to conduct a staffing analysis and to examine data and make recommendations for organizational improvement, efficiency, effectiveness, and organizational health. We think that this document achieved that. The methodology, they took a look at everything. They came here. They spent about five days on-site. They went through all of our documentation policies, investigated data, calls for service data, protocols, and practices. They did a a number of interviews both internally and externally just to identify what we're doing well and reinforce that, and then where we can get better. Next slide, please. So the key findings, there were 12 of them. The ones in yellow are the ones I wanna highlight.

I think the employees take pride in the department and high expectation. They have high expectations for themselves and members is important to highlight. The fact that, we maintain strong partnerships to address homelessness and mental health response, I think that's evident. So what we talked about tonight, they did identify that we have an antiquated beat structure. The beat structure that we have in place now has been in place since I got hired 1999 and probably before that. So it's not data informed. I can't tell you how the geographic lines were drawn back in the day. And so it really warranted a look, and I'll talk a little bit about that as we we go through the recommendation piece. Next slide, please. Same with our patrol schedule.

It it is in the opinion of the evaluators, it exacerbates resource shortages. It's inefficient. There's high overtime usage, and it has an impact on employee wellness. What they heard in the building from our staff was they were burnt out on mandatory overtime. And it's one of the reasons why we've gone down the path now of kinda reimagining our patrol schedule, which I'll update you on here shortly.

And then we were ineffective in using technology and data to drive decision making, and I think we've made some progress there with some of the solutions that, the city council has authorized us, to bring on board. Next slide, please. So in terms of the recommendations, there were 18 total recommendations, 12 of them, we are currently working on, internally. So these are this is in addition to the strategic road maps map stuff, the day to day operations stuff. Again, this is, our effort, to really take the organization to the next level.

So, again, highlighted in yellow are the ones that I wanna talk about, you know, establishing an internal communication plan. One of the things that you hear when you ask staff how we're doing, I don't care whether it's a fire department or police department. You know, when you're running a twenty four seven operation, communication always becomes an issue. And so building out that communication plan, restructuring our beats, and having it be data informed, fostering a culture of data driven decision making. And I know captain Olsen has done a lot of work there in building out what, you know, we we want to call, you know, kind of the the real time information center.

That's a technology solution that will allow for people in the field to make timely decisions based on data. Formalizing a process for identifying and responding to emerging training needs. We're working on that. Next slide, please. Formalizing a recruitment a recruiting process, into a comprehensive strategy.

We did have a recruitment plan, several years ago that was pretty robust. For whatever reason, I got set on the shelf. We are revisiting that to make sure that, you know, we're we're casting a wide net to bring on talent, diversity, people who truly care about this community. Preferably from this community, we like to hire local. And then providing clear expectations to employees during discretionary time.

One of the things that the assessors found was that during downtime or time when people in the field are not assigned to a fall for service, there wasn't there wasn't specific expectations that were set with what they were supposed to do at that time. We talked about, you know, hey, you know, hotspots in your beat, getting out and meeting with community members, and I think all those things are important, but we've now expanded upon that and really created clear expectations in our patrol watch guidelines for what people are supposed to do at the time that they're not assigned to a call for service. Some of the recommendations that we have not started listed on this slide, It's not that we don't feel that they are important. One of the things that we did when the recommendations came out is the command staff and I, we met off-site, and we basically came up with a kind of a priority one, two, and three list based on what we thought we could accomplish and based on what we thought we had bandwidth in, you know, in in kind of that order of importance. And so these are all things that we hope to get to at some point, but, again, they are time consuming.

They take staff time away from being able to do other things, and so our goal is to get to these at some point. On the topic of patrol beat realignment and patrol schedule. So we have pulled data, and we are moving down the path of realigning our beat structure anticipated in January '26 when shift change happens. The goal is to align our beats with our voting districts. There's a natural overlay there that I think can be an effective way to deploy our resources.

Again, the the number of officers in each district is really gonna be dictated based on what the data tells us. So you may have three in one. You may have one in another. A lot of it's gonna depend on geography and call for service data. So that's coming. It's something that we are you know, it's something that we're gonna pilot. Right? And we're gonna try it. My goal as chief is to, you know, kinda create a culture of being flexible and adaptive. This is something that I think that we can look at every year and say, okay.

You know, we may not, you know, we may not need to move the lines, but, you know, if district one this year based on call volume, you know, needs three officers and we take a look at data on an ongoing basis, You know, maybe maybe next year it needs two or maybe next year it needs four. Do know what I'm saying? So constantly doing that work. And then I do wanna give a shout out to the command team, captain Olsen, maybe chief captain Javier, who's on vacation, I think, in Europe, and captain Lenteo, who's back here. They've done a ton of work in engaging with the POA internally to address the patrol schedule.

The patrol schedule is outlined in the MOU, so it's something that we don't have control over. We've done a lot of work internally to communicate the need to try something different based on what the data is telling us, based on the fact that we're running mandatory overtime all the time, based on the fact that we are in a position where we need a succession plan because we have anticipated retirements. We need to get people trained up and into specialty assignments to be able to close those experience gaps and make them prepared to take that formal leadership role in the organization when we're all gone. And so we're we're engaging in that work now. Happy to report that, you know, those efforts resulted in the POA voting to try a new patrol schedule that we kinda sat down and and hashed out together.

That vote just happened last week, and I think that we're looking at January 2026 for implementation there. Again, it's gonna be kind of a one year trial run. I anticipate that there are gonna be things that are gonna be great about it, and then there's gonna be things that we didn't anticipate that we're gonna have to tweak as we go. The commitment is to continue to sit down POA on an ongoing basis just to build out what works best for our ability to respond to community and what works best, you know, for staff. And so, that's kind of the balance point that we're looking to achieve.

So I wanted to highlight those two things and then, you know, open it up for questions. I know it's a it's kind of a there's a lot of information in that document. I encourage people to take a look at it. We're happy to answer questions about it, but those have really been the two areas of focus for us for the last, gosh, six months.

Thank you. Yeah. Remember leaving. I think that, you know, they would get an ugliness. Great. Thank you. Councilmember Benignan, do you wanna start?

Sure. Thank you so much for this update, and thank you for the report. There's certainly a lot in there. But, know, going to the recommendations, I guess, what was the methodology that was used to determine how you prioritized what to work on first?

Really, it was conversations that we had with our assessors, but it was more so an internal con conversation with the executive leadership at the police department. So the captains, deputy chief, and I you know, there are things that were recommended that require a lot of staff time, meaning, you know, things like engaging other labor groups. You know, the patrol schedule is one thing, but the community service officer, you know, recommendation, you know, there's a there's a whole meet confer process that have has to happen there as well. So for us, it was really kind of that balance between what do we have the capacity to do now, what do we have the capacity to do in a twelve month time frame, what do we have the capacity to do in an eighteen month time frame, and and what do we think are the most important things to work on. The patrol schedule, really, you know, mandatory overtime ain't good for two reasons.

It it impacts staff and, you know, in the current fiscal position that we're in as a city, you know, it's costly. You know, when people are when we're going out, you know, with one, two, three, you know, overtime bodies per patrol shift, you know, there's there's a significant financial impact. And so, you know, that's that's an example why that was prioritized.

That that makes sense. Because, you know, I was just sort of thinking about, like, if there was a lens for how we prioritized, you know, like, can you know, will this you know, maybe there's, like, you know will this result in, you know, increased safety? Will this result in cost savings? And then, you know, I guess, maybe there's a criteria that we can look at. And then and then say, you know, based off that criteria, you know, and it sounds like you guys sort of already have a criteria for how you've determined what to work on first.

But I think that that would just be helpful for us because, like, some of these things, you know, they're like, well, you know, change the ordinance because you have too many alarm calls or change your beat schedule or, you know, look at how you do whatever. So I think along with these recommendations and, you know, if it's if it doesn't go out to the public, maybe the council. But I would love to see sort of what is the action plan and what is that sort of tentative due date for for all of these things. And, you know, are we tracking to it? You know, is there something that we can do to help?

Is there something that the community can do to help? But, you know, and then as I and then as, you know, we sort as we start to introduce this sort of real time crime center, you know, just seeing how that reduces the for, you know, this manual work or then how we're able to, you know, redeploy officers or achieve some sort of cost savings. Because,

you

know, I I know this isn't a budget discussion, but it seems like everything in the city these days are. So, you know, just wanting to, you know, make sure that we're prioritizing where we can get the biggest bang for our buck and, you know, what the criteria is for that biggest bang. I'll, you know, leave up to you and, you know, your leadership to sort of determine, but it would just be useful to have, you know, a little bit more visibility into that. And then, like I said, the due dates and the action plans. And then my last comment is, you know, great work on the patrol schedule.

I know that that was a a heavy lift. But, you know, I think that that that just shows you know, goes to show what what, you know, you guys can do when you guys are working together and, you know, really kind of centering the the priorities of, you know, kind of public safety and and what we're doing. So thank you for getting us there. Hopefully, we can leverage that momentum to, you know, continue some of those harder and, you know, deeper discussions to continue to drive, you know, continued advancement in our police department. So thank you so much for this report.

Yeah. And and your your feedback is well taken. I think that, you know, we have a document that just is internal to the executive team that we're working off of, but we can probably work with our staff to get something that is a little bit more digestible, public facing that, you know, we can attach to the website with the the report so that folks can go in and look at what we're working on when we're at. I think we can probably do that. Thank you.

No problem. Thank you. That that sounds great. And and that's it. That those are my only comments. Thank you.

Thank you. Yeah. Thank you. I wanna, you know, thank you and your team for some because you said this was a voluntary assessment. So recognize that maybe there's some things that were antiquated that you needed to look at, and so it's like you got some great feedback on this. And I do wanna congratulate you and captain for the work that you did in trying to affect the patrol schedule. I know that was a big lift, so congratulations for for that work. And, you know, and I hope that this you know, I hope that, you know, the the good outweighs the bad and any changes over the next year. And and, yeah, definitely, the cost savings of taking away some of that mandatory overtime and and not just the cost of the mental health effect on officers for having to do that and be out on patrol in in an overturned capacity. I think it's gonna help all this.

Right? It's gonna help our bottom line, and it's gonna help, you know, I would assume more efficient policing in that scenario. So thank you. And then wait. Did you say the report that you are gonna make some make available so people can look at that report is available online right now?

I think it should be on the website.

Yes. It's available right now online. You can it's an attachment in the agenda.

Alright. Great. Thanks, customer. Yeah. And on the beach section, I that's so interesting. I I can see how that will be something you'll play with over time because, you know, as more housing comes online, you know, maybe that changes the sort of, you know, population in each one of our districts or, you know, once we all are in districts. Yeah. And then, you know, just some of the things that yeah. The discretionary time thing, I think that was so much similar. I learned about that originally. And I wanted I think you and I talked about this before, but that that was there a difference sort of pre and post COVID? Because during COVID, I think, especially if you had new officers coming in at that time, the the, you know, the routine would be, you know, kinda stay in your car, and you're not getting out. And so was that turning that missing afterwards? So remind people what that discussion time that it looked like before?

Yeah. It did. There was a you know? I mean, obviously, we still had to respond to call for service. We still had to contact people. But on the proactive side, you know, most agencies gave, you know, kind of that org stand alone. Right? Yeah. If it's something that you don't need to take immediate action on, we're we're trying to create these, you know, opportunities for distance so people don't get affected. So there was there was a, you know, that that learning curve, and those folks had to play some catch up. You know, not unlike, you know, kids in school and everything else that we experienced during that time. Yeah. We've got that. But

Yeah. Great. Yeah. So hopefully, maybe some of these changes will just change habits anyway. It was the schedules will change. Okay. And then, you know, my my lesson, just looking at some of the sort of future things is the community policing. Adam, I know you're putting that off now because it sounds like that's a resource issue anyway. Right? But is that something do you see that can be in the near future getting back to that?

Yeah. I I think so. You know, the recommendation, I believe, was to create a community policing plan. Mhmm. The philosophy has been embedded in the department going back to when I got hired here. And so, you know, we do talk routinely about creating those opportunities for positive engagement. You know, we all raised our hands, said we'd be there on your worst day, and that happens by nature of the work that we do. But Mhmm. You know, every contact is an opportunity. And I think that, you know, when we talk about building trust, building relationships with members of the community, you know, that's something that has been an expectation for for a long, long, long time.

And formalizing it in a plan, like I said, is a goal. But in terms of, you know, taking staff away from doing some new things and plugging them in to to build that out, you know, we're still gonna expect that that people are doing all of those things when they're in the field and as they do the work, but to have that actual plan, you know, in our opinion, the more pressing thing.

Yeah. No. I understand. Because is that the plan of the program that, like, the neighborhood watch program would have come under? Because, like, you know, I still get people talking about back in the day when there's neighborhoods.

Piece of it. Yeah. That's a piece of it. I mean, a lot of the community programs that are run out of district operations are, you know, in theory, community policing Yeah. Programs. Right? You know, talking with a cop and all of those things.

Okay. Alright. Well, thank you. Okay. Thank you, Madison. Thanks for the report. It's so interesting. And, yeah, great. You did a great job on making the big changes there. You. Okay. So do we need public comments on this item? No? Okay. Then we will close that item, and let's see. I think the last thing is the agenda planning. Right? Is that right? Okay. Great. I can't even see that. I need to start making distance to last student's meeting. I was in the back. Thank you. Councilor Arbania, do you have any agenda plans that you don't see in that you don't see on there that you would like to add?

No. I am just so happy to see that police overtime management, and I'm just very interested in that discussion. So thank you so much for bringing that forward.

Great.

I would I mean, you know, not I don't I don't even know if this is appropriate, but would would would it be fair to also ask for the same thing from fire?

Yeah. Well, I my understanding is and maybe I don't know if anyone's here, but my understanding is that is something they're starting. Does anyone know? Okay. Yes. Ray, let's do that. Thank you. Thank you. Yeah. Can we add that that fire a potential fire assessment plan? Because I think that

is something. Yeah. Like, fire over time management or kind of what equivalent to what the police department is doing. Thank you, chair

Yeah. Okay. Great. Yeah. And I I I'm fine with what's on there for now. I yeah. I think that's it. Thank you, everybody. I think we're any more comments from the community? Thank you both for being here and staying around. That's it then. I we will adjourn the meeting.

Thank

you so much.

Thank you. Thank you.