Council Public Safety Committee - Regular Meeting

K.

Good evening, everybody. Welcome to City Hall. This is the council public safety committee meeting. It is 05:30PM, and it's Wednesday, 12/03/2025. And I'd like to call the meeting to order. And if miss right? Okay. Miss can please take

our role. Council member Rush. Present. Council

member Bonilla?

He's running late.

And mayor Sweeney.

Present. Thank you.

Thank you.

Next is public comments. This is reserved for anybody in the public that would like to make a public comment on an item that is not on the agenda. Is there anybody online that would like to make a public comment? Sandra, is there anybody going in?

So we quick. I probably don't even need the microphone. I'm TJ. When they were concerned, Susan, I just wanted to thank you very much for yours and Miriam Lenz's efforts to get the this meeting agendized on as an email. Good. Finally. But I I just received it the other day. So just wanna thank you.

It just took a year, but yeah.

But we didn't. Got it.

I'm so glad. I'm like, my god. I opened that. Now just got it.

So, basically, it's working fast. It's basically what

you said.

This fast. Okay. Thank you. And and much credit goes to staff. So thank you very much for that. Okay. So I'd like to close public comment and move on to approval of minutes. And we do have quorum, so I think we could do minutes.

Sure. I'll move the minutes.

Moved by council member mayor pro tem Roach, seconded by mayor Salinas. And if there are no objections, it will unanimously pass. Thank you. Moving on to reports and action items. First is, fire chief, our fire chief's report, chief Hamrin.

And before he gets, started, I'd like to, officially welcome him, in his new role as the new fire chief. Wanted to congratulate him and, you know, welcome to, I don't know, the the big the big kids table. I don't know I don't know what this table is referred to, but you have certainly been with the city for a long time. You have filled almost every position in the fire department, and it is by not accident that you are in this position. And I have been speaking to some of your colleagues and of course some of the rank and file in the department and they're all very happy that you that you were the one that was appointed, and we're all very happy.

So congratulations and welcome aboard.

Yeah. Thank you, man. Yeah. Good evening. Jump right in to the chief report. Good. In the past, we've talked a lot about response times on more of a, you know, 10,000 foot level. We're doing a lot of analysis right now with our standards cover

Going to the cloud. Perfect. I bet you know what to do. I'm hoping you'll be here tomorrow.

So just wanna give you a little bit of a preview of some of the analysis that we're doing right now and where we're kinda headed as far as really breaking down from more of just what our total response times are, but really into what's contributing to that, breaking it apart. And just in the future, when we get our standard covered, we'll break it down more by district, by shift, by time of day so we can really identify where the to improve our response times, which is key as far as keeping fire small. We're getting EMS personnel to the scene, but you can have a more positive outcome. So the first line on top is for measuring is the turnout time, which is literally the time from the tone station to when they're out to the call. A lot on the right column is really the interest standard we're looking at is the 92 percentile, which eliminates, you know, on both ends of the spectrum.

You have calls where they're already down district. They just press and route instantly. Reloading so much to those calls. There's not much we can do about that. But we're the ones where, you know, they're out training and it takes a little bit longer. We look at the the large volume of calls, what's our performance. So fiftieth percentile, so the average of our calls were were at one minute to go from time of calls out the door. You know, a ninetieth percentile, two minutes is kind of the benchmark industry standard. We're under that. We also break it down and look at it, daytime versus nighttime with the expectation that you should be able to get out the bar faster as well during daytime with different metrics as well.

Travel time, this is one that's a little bit more outside of our control, but it's something really important for us to monitor as traffic and congestion and, you know, work. It's good that the economy is doing well, but that slows down our responses. It's good that we're doing traffic calming for pedestrians, but that does, in some areas, slow down our responses. We'll So keep an eye on that to make sure that we're hitting those metrics. In five minutes, ninety ninety percentiles are pulled there, so we're really close to that.

Dispatch to arrival, that's combining the turnout time and on scene time. So from alert to on scene, 06:30, and then the total response is from the minute they receive the 911 call to us being on scene. 08:30 is is around industry standard right now. So we we have it set as a community. I'm waiting for the standard cover document to do the assessment, but I would expect that's probably gonna be what gets set for us as far as our expectation.

Eight thirty, 90% final poll response time of call to that door. Just knowing that majority of the time, we're well after that. But there are times when we get multiple calls in the same district or the engine's coming from one end of the district to the other that you just not get it. You're not gonna get, like, the five minute dumping. Next slide.

The next thing, just real quick, is, it gets asked a lot. So for this year right now, breakdown of our calls, the majority are, you know, as, you know, people are working throughout the day, the afternoon, there's majority. There is less calls at night. However, one key factor there is those are typically they are more severe calls. Those are when we get notified late, fires get started, and people don't get noticed as much.

They're definitely less of them, but they're more demanding calls when we get them. On the right is our call breakdown. Typically, in the range of 75 to 80% is usually EMS and traffic accidents. They get lumped together in this assessment, and then fires around 5% and false alarms like that. So pretty much trending on everywhere consistently with everywhere we've been the last several years in our annual assessment. So no noticeable change there. Next slide. This is noticeable change for us. One of the things we could look at are, you know, our critical risk assessment for our city. Obviously, we're on a fault.

Being prepared for, you know, an earthquake or seeing an earthquake is a challenge for us. And for us, it's kind of been a and so there's an opportunity for improvement in the last several years. I think we've taken some giant steps forward. The reality is a regional large event like that. We're gonna be by ourselves for an extended period of time. There is a large mutual aid program. There are FEMA teams throughout the nation. We have members part of it. I'm part of it, which really helps us in our training level and our training for our staff. We have a lot of very highly trained staff that have done this while around the country doing it.

The challenge is it takes them a while to get out the door and get that team in their city. So for us, for twenty four hours, we have to be somewhat self sufficient and at least have that mentality if something significant happened. Because our neighbors that we usually get from mutual aid are, you know, ones that come from San Leandro. It's a massive earthquake on the earthquake on the Harewood Fault all the way to Maleo. They're having the same problems.

Nothing's gonna come here except for LA and Sacramento, and you're looking at twelve, twenty four hours. And then it's a regional event. Everyone's gonna be meeting. So this fills a huge gap for us, and kinda goes through, you know, some of the capabilities we've improved over the years, is that FEMA training that we've been through, the training center, and then we have a whole bunch of rescue specialists. And now we have the tools to get to the scene and do the, next slide. And then since I have an audience, I just wanted to announce a couple of things that are coming up. I just wanna thank Tom at Hayward Road. We're continuing to expand on our smoke detector program. We're successful in the past. We're bringing it back. The main thing is that anybody in

the city, know, if they need

a smoke detector, we'll provide it for them. We see a need, we're gonna be proactive and provide it for them. Just contact our administrative offices or your local fire station. The advantage on these smoke detectors, they'll they'll not replace your battery smoke detectors. So we can put it in and be confident that it will be functional for ten years, which is going back to that early discovery, much more positive life outcomes and small fires.

And then communication, we'll be advertising this through social media in the city as soon as we are fully up and running. I just wanna thank the rotary and the pipe fitters for their generous donation. All these smoke detectors are donated. We're just providing service of putting it inside people's homes. And the last one is we're open enrollment right now for CERT, our community emergency response team, starting for our winter session. So those dates are on there. That's us or, click straight from our website. We're a website. Click right on that and register. It's it's a well attended and very enthusiastic program right now.

So definitely encourage people to participate. One thing, and we'll talk more about it later in the emergency management, because we're preparing for significant large events, community involvement is essential. So this is one of those programs that we need. We need community and neighborhood leaders to be a part of it.

Great. Questions? Before we go to questions, I wanted to open up for public comment first to see if there's any public comment. No? Okay. Seeing none.

Thank you. Thank you for your first support, Chi. So on the on the times, you know, the response times, obviously, we're doing really great. And that's an average. Right? It's, like, on average, we're beating that 80% by a few minutes. Right? Like, our average response. So it's

It's our average is maybe less than that. So that's 90% of our calls are under that threshold. Okay. So there's also on that slide. If you go back to that slide, there's also on there the fiftieth percentile. So half of our calls are less than the number on the left.

I see. But we're in between there. Like, we're 90% of the time, we're in between those.

We we don't generally look at average because it's Oh, okay. It done. Okay. A lot of times during the day, we're gonna have a fire engine that's out in district. Yeah. The call comes in, they press the button immediately, and they're not saying thirty seconds. So if we look at average, it it it doesn't really encompass, how long it takes to get out of the station to drive to the spot for the rest of the time. And that's really what we that's what we're trying to measure. Okay.

And you know, so then going to sort of you know, you were saying on the pie chart one that it's about 5% are are fire calls at this point. The rest is medical. Or not medical. The rest is false alarms and medical.

There's it's false alarm, hazard materials, service calls. We get a decent amount of service calls, about 10%.

Because I was just curious, you know, over time since and I think you made the point in the past that, you know, because fire codes are so much better now that there you don't have as many fires potentially in the past because building codes are better.

Think that that helps contribute to it. I think the the smoke detector is a great example. Mhmm. We catch a lot. And if you look this, you know, we'll get roughly two fires a day. Mhmm. If we're doing a good job on the community risk reduction side and we're putting smoke detectors in every home Yeah. We're catching small fires on the kitchen stove that aren't displaced in the residence that don't cause any life safety hazards that we're catching early. We get less of the very large fires based on really good response times and early learning. Okay. That's what we're trying to focus on.

Okay. Yeah. I was just telling, like, oh, you know, over time, if, like, that has changed and it's more medical, does this sort of, like, best practices and response time, has that changed over time with it being, you know, like I said, 75% medical versus fire? Because I can see if someone's having a heart attack, that response time is minutes. Right? And then if a fire is starting, that is obviously, critical, but as long as everyone gets out it. I'm just wondering if over time, how the best practices numbers changed.

Yeah. The when you look at, like, the curve of, like, a fire from an incident stage to a full growth of the house, The time frames of that from a comparing those same time frames to a medical patient that has a heart attack, giving them early care and administer CPR early or getting them to a a you know, somewhere in the same row as to get, you know, definitive care or a trauma activation for traffic acts on the freeway. Mhmm. All those outcomes are better if we're getting them if we're getting on the scene, getting them off the scene to the ER, or getting water in the fire when it's small. So it almost

So they kinda act together. Okay.

It really works together. Yeah. You know, trying to keep positive outcomes both for, you know, property destruction, but also life safety.

Okay. Yeah. That makes sense. Thank you for using that. And then the other one I wanted to say about the battery the smoke detector. So is that now the sort of, like, just market strat? Everyone, like, everyone's going to these nonbattery smoke detectors? So there is a battery there.

It's just a like, the battery in there sealed so we're we activate them when we put them

in. Mhmm.

And then they last ten years. Okay. The the challenge with smoke detectors, they're highly effective when they work. I think all of us grew up at a time where, you know, you don't have a nine volt in your house and that you you you stop the noise, but maybe you don't you need to forget about it. We're all busy. The nice thing about these is we know that bedroom's got something to alert them for the next ten years.

Yeah. No. It's great. I this happened the other night. I was somewhere else. My husband wasn't home. The kids are calling me because the smoke detector was beeping. I didn't know whether it was going off or whether the battery was dead. So they were like, well, I don't see any fires, so they they took out the battery. You know? Yep. That's not been replaced because we keep forgetting to get an angle. So I appreciate the the ten year solution.

When we first did the program the first go around, we got batteries, and we got ten year. And after installing a few, you have the mental thing in life. Why don't we just replace it with a ten year? And let me know when you're safe for the next ten years versus we all know what happens. They get taken down or broken. And Yeah. It's it's much better.

Hanging off the roof. Like, if we have the ceiling, we gotta fix it. Anyway, thank you. And then the third program, I always have wanted to do it, so I'll look at the schedule. I've always wanted to get a handle on that. So thank you. Thanks, chief.

Thank you, chief, and congratulations on your recent promotion. We're all excited for you, and the community is very lucky to have you with the

help of the fire department.

Just wondering, seventy five percent of the calls are medical, does that have any sort of implications around the number of people that are potentially on an engine that need to respond to that medical call? Like, more long term as a staffing strategy. I'm just wondering. Because I think don't we have, like, three people on an engine now?

Yeah. And I think if you were designing a system that was just for EMS, 100%, you would put two people on a on an apparatus, but our system's a combination system. So if you take, say, engine seven, you replace engine seven with a two person per piece of equipment. Now you have the one of those two fires a day in District 7, and you're not gonna have water on that fire for at least a period of time. So it the the reason why the fire service got involved, like, pre fire service being in EMS, those fire stations were there because there's a definitive need for the fire problem and the, you know, the traffic accident problem or the rescue problem.

Because they're already there is why we started to get more and more involved in the fire service in EMS so that eliminating it, you're creating a significant increase in risk for the community for the fireball.

So there that's a dual purse purpose piece of equipment. Yeah. Because I was just thinking, like, I mean, there would still be two that arrive on scene immediately versus three, and then another agent can enroll. I mean, I don't know. I was just thinking if there I mean, and and maybe there's not, but I was just thinking, you know, kind of more long term with the implications around the budget and how we maintain high levels of community safety, but potentially rethink how.

So with with what that allows us to do is there's the operator that drives there and then also operates the pump. So while they're operating the pump, the captain, the firefighter, take the line inside. And and for OSHA rules, sending one person inside is not allowed. It should be an OSHA violation right off the bat. But also, it's not effective for getting the line going through to the house. So for us to operate, NFPA standards actually for people on a rate, and there's a whole bunch of studies out on how that's more effective than having three people. Two people would be fairly catastrophic to ours, our ability to serve

that we've been able to maintain. Yeah.

And, I mean, it makes total sense just thinking about 75% of the calls being medical. You know? So, I mean, it but I I totally get to this equation that you you have to weigh. And then related to the CERT programs, I'm really excited to see those. What languages are they offered in besides English?

We we've offered them in Spanish and English historically. I think we try and group them together with with this the Spanish and English. I think the last couple has been English. Got it. So

maybe we can kinda think about how we expand that, especially considering the, you know, the community dynamics at Hayward. And then the other thing is maybe looking at the locations that the classes are offered because I know sometimes people may not want to come to city hall or city hall could be intimidating for, you know, parts of the community who we really want to be trained. So maybe there's ways of expanding to more community based locations for the training as well.

Yeah. And we we've had them we're trying to set up community hubs, and we've had success with that with doing it through organizations already established and coming to them, delivering it in that community. It's something we'd like to do more of. So it was it was really successful. Perfect. Thanks so much. Keep up the good work.

Yeah. You did with glad tidings. Right? Yeah. Yeah.

You mentioned something just a moment ago around, you know, response times, and there doesn't seem to be response times. And there doesn't seem to be a big deal or a big impact with some of the road diets that we're putting that we're building out there. We're getting a lot of emails, of course, in neighborhoods. Some folks are not you know, they're not happy that, you know, they're, you know, bike lanes and the the roads were were shortening. But these and, of course, they're right now, they're only experimental.

They're not permanent. But I'm just curious. Have have you you know, are we experiencing any negative impact with the road diets that we're implementing out there in relation to fire trucks responding to calls? Or

Yeah. I I haven't seen anything in the data that would indicate that. But I think the decisions that we're making, we're collaborating on those and definitely are asking, like, hey. What do you think about this? And and I think if we can make deliberate decisions and we have so far. If we can we can accomplish both. I have heard of other jurisdictions where it's been sole focus on traffic calming to the point it's slowing traffic down that there are companies that can't get to the scenes that they used to all the time. I haven't seen that here here, though.

So, you know, I I was, the other night, it was, it was late in the evening, probably around 09:30. I was coming down Hayward Boulevard, and I took Orchard. And, you know, it was 09:30 in the evening. I was behind a a stream of cars, and I felt that immediately traffic was slowing down as we were going into Orchard and right into the neighborhood there. So, I mean, traffic was going at a a rather fast clip until we went underneath, and then it just you can see the cars, you know, slowing down. So, anyways, that was good. Okay. No. That's that's all I have. Any any other questions? No. You're good.

No? Okay.

So we will move on to item number two, which is the police report.

This is an oral report. Thank you very much. Good evening to the committee and to the community. Happy to deliver a report with the police department, and we're gonna be sharing some information from September 1 through October 31 of this year. So that's gonna be fully documented in this slide.

So this slide is representative of our prime statistics. Again, that's version of our prime statistics, so hopefully, it's a little bit readable for everybody. The items that are highlighted again are areas where we've shown a reduction in these particular prime categories for this time period. When we compare it to the same time period from last year, I will say that this is pretty consistent. If you look at a three hundred and sixty five day snapshot of our crime data, you're gonna see similar reductions to these crime categories across the board, which is a good thing.

Again, I'll highlight that I think it's representative not only of the good work that staff is doing in the field and responding to the sense, but it's a byproduct of some of the technology solutions that this council has approved for our use. It's been a game changer in terms of solubility. A lot of our theft related rhymes rhymes were very, very prolific, not just here in the Bay Area, but across the state of California that led to a lot of public conversations. We're seeing some of the drops in those. And I think that's also because of the regional collaboration as we're dealing with these issues.

Next slide, please. Further crime data. Crimes against persons were up 11% against property were down, crimes against society were up 1%. The top five reported crimes, you can see on the left hand side of the slide, they are pretty consistent. We haven't seen a lot of change there since we've been having these meetings, and I think that's true for all our communities as well.

Some of the prime trends, we had ration burglaries at HUSD properties. We do have somewhere between five, and we're hoping to bring those to a close soon. We also have experienced folks using apps to set up sale items, maybe for people to show up with their money, making purchase. When they show up with the item, we're seeing folks robbing. So one of the things that we try to tell people, we've pushed this out in in years past to the community is if you're gonna make a sale based on an app or based on Facebook or something like that, do it in a public public place, come in from a parking lot of police department.

We have cameras and staff on-site and far less likely to experience anything like this if you're sitting in front of a a, you know, government facility. And then we have seen elderly victims being targeted with online scams to steal money. I will share a personal story on this one. When my grandfather was alive, he had a phone call from someone who deported to be me. And this person told my grandfather, hey. It's Brian. I've been arrested. I need bail money and to wire it to this. He freaked out and called me. And I said, well, I'm I'm actually at work.

But those are the types of things that people are asking for money or asking for money to be wired over the cell phone, over an app. I get text messages on my phone all the time with a link to click on. Be very, very wary of those types of communications because I think that there's a strong possibility that it's either a phishing attempt or somebody attempting to scam somebody out of money. Next slide, please. This is just a snapshot of the firearms that we confiscated.

In this time frame, 36 of them, five of them were privately made firearms, commonly referred to as ghost guns, and the other 31 commercially made. Next slide, please. This is a slide that is representative of our calls for service at our schools, a total of 239. Again, consistent with previous reports, most of them in our high schools. We have glass Glassbrook Elementary and some of the properties around there experienced some thefts.

And we work with the school district not only to identify those involved, but bring that to a resolution. And then we had some robbery and assault reports involving some folk students in high school. We're collaborating. We're addressing that issue. We're working with HUS team to make sure that folks are informed and educated.

We're working school administration to address that again. A lot of these issues that we experience on our campuses are student versus student issues. And a lot of times, you know, these are handled administratively through the school administration. Next slide, please. For our youth and family services bureau update for this time period, again, we do a lot of school based prevention and intervention based on that work because we are embedded on several school sites.

We reached 564 individuals through 02/2017 different activities. The focus areas are listed there on the left hand side of the slide. And thirty nine students receive more intensive individual group interventions. On the far right, you'll see office based family counseling. That's the on-site counseling that happens with our clinicians and our therapists.

Then the diversion work, we receive grant funding every year from probation and from the prevention network to divert kids away from the justice system and to provide them with life skills. And so a 143 youth and families were served. The referral services are listed there. And, great collaboration with this program, the school district, probation department, and then again with our staff. Next slide, please.

We do have some heart program updates to share. I I mentioned this last night during the council meeting, but there are two arms of that program that are up and running. And that's the Hayward Mobile evaluation team. This is the team of a trained police officer and a county behavioral health clinician. They respond to a 156 calls for service during this time frame, and the top three call types are listed there.

Again, this is the the two person team that is responsible for responding to people who are in crisis. Right? And then the link folks are the ones that do the case management and some of the follow-up follow-up services, including connecting people to mental health and service providers. So they had a 118 calls for service. There were a 126 referrals received, a 160 individuals served.

And if you look on the right hand side of the slide, you'll see the referral sources and we've had a great partnership with the fire department. With this part of the program, I know that, you know, their staff encounter people who are in need of all the time and experience some some referrals from fire companies. I won't I'm not gonna go through everything on this slide. It is a summarized version of all the work that was done during this time period, but we do value community outreach, and we try to do it in a variety of different ways. You see them listed here.

Oh, I'm sorry. This is the next slide. There we go. Youth and school engagement, neighborhood and community partnerships, business and organizational collaboration, community events, public safety education, and problem solving, quality of lifestyle. This is primarily the work of our district operations, the folks that work in our unit. You can see them in the picture there. They are all over the city, and not only they're in part of the ambassadors for public safety and the police department, but they're the ones that are the kind of tip of spear of community policing efforts. And so we're very, very proud of what they are doing. Next slide, please. The last slide, our staffing update.

We have 20 sworn staff vacancies right now. You can see the breakdown there listed underneath it. I will say that we have a medical retirement going to effect today. We have supervisor sergeant retiring in two weeks. We have another medical retirement coming up at the end of the month. So this this number is literally changing every week or every other week. 17 professional staff vacancies. We had a resignation in the comm center this week. So it went from nine to 10. You see the percentage of our workforce that's unavailable, and that includes not only the vacancies, but folks that are on injury or are in training.

We are even in the midst of, you know, our financial situation continuously recruiting. It doesn't necessarily mean that we're bringing all these people in the building. We are managing who's coming in and who's going, and that's an ongoing effort. But we do have 12 trainees in the academy who were hired some time ago. I think five of them were scheduled to graduate in two weeks. And then we have a lateral candidate, seven trainees that are in the hiring process. Typically, based on the data of those eight people, probably because of them in the process. So and that is the conclusion of my report coming to take questions. Thank you.

Thank you.

Shall we keep it? Sure. Thank you. Thank you too. Mhmm.

Related to the top five crimes that are reported, like the theft vandalism symbols, are those concentrated in a particular area in the city, or are they kinda just all across the city?

They're they're VAL one. They're SHOE one as well. And what we do with our Peregrine software platform is, you know, our staff has the ability to go in and really do you zero down on certain areas to see where kind of the hotspots are. They can pull up the cluster map that will show, you know, if there are trends. Right? A lot of times, these types of crimes move, but there is no single area in the city that would say, excuse me, Got

it. And then related to the high schools and our responses, it seems like if this data is over a month period, and school is in session, like, twenty days in a month roughly, that we're kind of showing up at schools almost on a daily basis, at least the high schools. Right? It's a two month period, and this also includes

it's all responses in a twenty four hour period, if that makes sense. So if an alarm goes off in the middle of the night, if there's somebody reported to be on campus in the middle of the night and school's not necessarily in session, when we pull data, it'll include that information too. So this isn't necessarily officers responding to these school sites I see. During school to deal with the school related issue. It could be, you know, a neighborhood issue or another issue that ends up on school property, and that's the address listed when the 911

call comes in. That makes sense. That does make sense. And then related to Tennyson Hyatt and the work that patrol is doing, you know, to collaborate with the community to address the assault and robbery issues, what kind of collaboration is occurring to make sure that people understand the risk and sort of how to deal with it?

So my understanding that I believe there's some been some messaging that is on the store on on that, which we stopped. But one one of the things that we do is we work we do have a sergeant who is he has a a full time job in our investigations division, but as an ancillary duty, he is the point of contact and liaison with the school district. And so most of the issues that are experienced with this particular bullet point are after school events. And I think presence has shown to be a deterrent, so it's not uncommon. Law patrol officers have discretionary time, you know, making sure that their own their kids are being used to school at least close by and visible.

You know, we have done things like, you know, parked in a marked car in front of school during specific time periods just as in turn. And in the investigations division, they do you know, there's a robbery unit in invest investigations that does all the following on those types of cases. So there's a there's a a handoff that happens from patrol to our investigators when we have these incidents happen.

Got it. Because, you know, that's such a busy corridor for students between Harter Elementary, Tennyson High, and then Cesar Chavez right there on

the corner.

So busy space. And then I also appreciated the data, you know, related to the calls for service for the vet and the what was the other heart link link program? It really shows that there's, like, you know, high demand for these services, a 156 calls to deal with crises within our community that required a clinician and an officer is really showing that there's a need to continue these services. So I'm happy that there's these services to meet those needs in such a responsive way.

Yeah. And I appreciate that. You have staff. They're they're doing great work, and I think what we're looking to do is to you know, as we have conversations about, you know, staffing over time and where to put priorities given some of our limitations. We're trying to make sure that this remains, not only because there's a community benefit that you can see just based on the data, but, you know, the the field staff, they love having this resource.

Right? You know, even if there's a call for service that doesn't start out as somebody in crisis that we get called to the scene and they encounter somebody in crisis and this unit is on, they can call in there to, you know, take the lead on on dealing with those types of issues. So it's been a great resource for us, and the partnership with the county has been great. I mean, that's a huge benefit to the city, you know, MOE with them. It cost nothing It costs nothing for us. They're they're here working with us because they value the partnership and, you know, it's all the county's done. Yeah. I mean,

I I think it's such a great model because it's like getting the people the care that they need when they need it, how they need it Right. At the time that they need it. Right. So it's a pretty effective model. And then my my last comment slash question will be, can you maybe next report share a slide or two on the animal shelter and kind of just what's going on there? Because it would be good to sort of track the, you know, operations and making sure that everything is maintaining at high quality. So thanks so much, chief Gregory. My pleasure. Thank you.

Thank you. Yes. Thank you. It is it's always good to see the crime, you know, stats because we're not so fucked off. And and looking back on prior years, I mean, are we about because, you know, for example, crimes against persons were, you know, a matter of eight, eight, right, which, I mean, there's a lot when you're talking about. But it's there's not doesn't seem to be huge swings, I guess, is what I'm saying.

Yeah. And a lot of it you know, I mean, there's there's an element of unpredictability with all this stuff. Right? It would be really helpful from a response and prevention standpoint to know when things were gonna happen. But, you know, we'll get clusters in a certain area on occasion.

But, yeah, it it is good. And I will say, we used to have on our website a link that would take you to an app called the prime mapping that has been replaced. And trying to remember, Laura, maybe you can go with the name, if you don't mind. On our website, there's a there's a link to an interactive platform with the community you can go to now. Again, where you can drill down into specific area, geographic areas of the city and see what's going on, you know, almost in real time. There's always a a lag comes with on data.

And that's on the website? It is on our website. You can find it the website.

There's a link to it. We'll get you the name of it. Okay. Right here. But for folks that are interested in doing that that work on their own, that that is available now So

Great. And then, you know, just looking at is this just a snapshot in time? Like, that's the two month period in 2024 versus the two month period to okay. Yeah. Because I was thinking, I know I first of I believe we've had more than one house. Right? But, obviously, this year.

Yeah. Yeah.

Okay. Okay. And then on the the heart program side, it is really interesting because of us having to halt the fire department's version of the what was it? H Mihoo. Thank you. Mihoo. I think that there has been a kind of a communication, you know, lag to the public because I think that they have this idea because we've all spoken to them. We had to cancel the heart program. And kind of understanding that in some ways, this was a larger part of the heart heart program in doing this work and getting people services and stuff. So I I think, right, to talk about the heart program umbrella, it really is still in absolute you know, it's still working.

We're working with the county. So I think I I think maybe we all need to do a better job of, you know, not promoting the fact that we had to cancel the HEART program on the fire side, but the program itself is still up and running.

Absolutely. And I would submit that, you know, fire is very a part of the this work. Yeah. Right. Even still. In the field. We're still in communication on a consistent basis. We have a good partnership. You know? And and you can even see the the data since part of referrals.

You know, they're referring people to case management and mental health services. So, you know, I think you in in many ways, if you go around the country, we're unique in that. The other thing I wanna highlight with the event, you know, we started this as as I mentioned last night, pilot program has now kind of been in place for several years. I was at a meeting with all the county chiefs last year, and I was asked a question about this program as it relates to the police component of it because people heard about it, and they said, well, how do you measure success? The HNAT in its entirety of being in existence has been, I think, involved in one use abortions in.

You can see here on 56 calls for service in a two month period. Studies have shown that, you know, people who are in acute crisis suffering from a mental health issue, there's a higher probability that they will become involved in police use of force incidents. So having a clinician and especially trained officer respond to those things has really completely almost made that outcome nonexistent. We're very, very proud of it.

Yeah. No. That's awesome. And I would assume sort of looking at the city holistically as far as emergency response, like, if this team is able to show up and and do the welfare check and get them the services they need, then the fire department, when the VA was there, isn't called out to do that because the now it's a critical medical incident, right, because a clinician has shown up.

So

it seems like, holistically, when you look at the whole city, there's still a savings happening even if we've lost the the well, I guess it was like an ambulance, right, with the fire department.

Yeah. And I think, you know, I think we're in that time period. We're making tough decisions. Yeah. And we we went back to the origins of the program. I think last time we talked about being a pilot program. Yeah. And one of the main goals was being able to respond to the flu crisis in a way that's a better option. Yeah. I think the the HMAT, you know, what it's doing, the chief was saying, fills that objective. Yeah. Okay. Whereas the the Mihoo is you know, there isn't the DA escalation training or for, unfortunately, that wasn't used, of course, I mean, who can handle that situation?

Yeah.

Okay. So when we back and looked at, you know, one, meeting that objective, and then two, the LinkedIn as in providing people long term care to change their situation in life, realize that of the three tiers of the system, unfortunately, you know, the Mihoo is the one that isn't directly responsible for the main two goals of the program. Okay. So and if we preserved the main two and managed to save some money for the budget crisis that we're dealing with.

Yeah. I mean, I think that's really helpful. And, again, I think we all need to sort of realize that and, you know, kind of stop talking that the program is gone. Right? Just that it's a lesson piece of it. So thank you, yeah, for all that. Yeah. And I think going forward, as we've mentioned last night, like, obviously, I wanna make sure we're capturing that in the bar as an actual program and the budget going forward. So it's not just being, you know, staffed by by salary savings or or over time. So that if if if we're gonna decide this is a value for the city and I think we're saying that, how do we start incorporating that in the structural budget so that it's not an afterthought on salary savings or over time?

And on on that piece, you know, for the HMAT, the goal is to get a dedicated officer to do that work. Okay. Somebody's specially trained. And I think we can do that, you know, under our existing structure while stopping stabilizes a little bit. And the link piece of it, you know, those are the counselors that are out in the field with the clinicians that work in house. You know, that's gonna that's gonna take some fiscal strategy to

to Well, let's keep organic. You know? Because I wanna make sure we don't lose that or or drop it off, but also just be realistic about how it is fitting into the overall budget.

Absolutely. And we're constantly, you know, scanning for opportunities for funding, grant funding. Okay. We're having conversations with some of our service providers. Doctor. Is a long time. Okay.

Yeah. And with the county, right, I mean, know we're always looking in the county, but but, you know, they, you know, they do mental health services is a big part of measure w. It's my understanding. Yeah. Okay. And then the other thing I was gonna ask was okay. On the community, the outreach part, I obviously understand why it's so important that we're doing the community outreach for the whole community, right, for education to make sure people, you know, aware aware of all the services we provide. But I think we've talked a little bit in the past about how much of community outreach is being used by overtime. Like, I just wanna make sure as far as an overtime management strategy, just wanna you know, that however many officers are out there that they're that they're dedicated for that duty that day.

Yeah. So a lot of it, it depends on the event. It depends on the time of day. You have to write there is a combination. So what we try to do, what we have tried to do is to make sure that we're using people that either want on duty or who can flex their schedules to be able to make it an on duty event. Right? That's not always possible, especially when you look at things that happen on weekends. And so they're they're, you know, in the interest of managing over time, we are gonna have to scale on some level moving forward. And even now, you know, with staffing, we just have we have so many requests for our presence at some of these things that we just, you know, unfortunately, wanna say yes or we have to say no. But that is a consideration that we are we are monitoring, you know, again, depending on the event.

So for example, I gotta ask why we had so many people at the downtown street festivals. Right? There is a community engagement element to it, but there's also there's also security element to it. Right? So they're they're they're playing that dual role, and a lot of people that are down there are not only our district operations folks, which is a regular workday for them, but our patrol folks that stop by, you know, when we walk around too. Because they're on duty. That depends. Yeah. Okay.

Well, thank you. I mean, I just say, yeah, I just need to keep working on that one knowing that That's good. The issue that we're all in. Okay. You. Thanks so much, Steve.

Thanks. You know, if can we go back to the graph of just the Thank you. With the crime, the statistics, or the the yeah. That one. I you know, I just wanted to sort of highlight a couple of things.

One, you know, I mean, there's a lot of green, which means there's a you know, that we're down double digits in some of these in some of these areas. I know that there's been there's been a lot of discussion and, you know, a lot of buzz around social media, around auto burglaries or or auto break ins and stuff. And, you know, I was looking at that residential the residential burglary. You know, it do we know what particular neighborhoods is or do we, you know, do we have other hotspots that, you know, that we need to alert a particular neighborhood about?

No. There's not a concentration that is relevant per se, and and I know it shows a 23% increase, but it's literally an increase of four just based on the total number that happened in this time frame. So, you know, that always has to be taken into consideration too. It's not uncommon for those types of crimes, both auto burglary and residential burglary, you know, to to pick up, especially during, you know, this time of year as we move into the holiday season. So I just wanna put that on post radar.

I know there was a a of road that we streamed in the neighborhood not far from actually the police department that was featured on the news. You know, we ended up getting hit up about that. That is an active investigation that we're making, seeing progress on. So, hopefully, we'll be able to share a resolution of that soon, but yeah. No no periods to be paying close attention to.

Yep. No. I mean, I'm just, you know, I'm just pointing out, you know, we're we're down in almost every category, with the exception of, you know, residential and, and, I mean, crimes against property. I mean, that seems to be a lot of the the the you know, social media traffic seems to be crimes against property right now. And, you know, if you were to, you know, if you were to believe what you saw on some of these platforms, you know, you would think that the city was going to hell in a handbasket.

But in fact, you know, we're doing pretty good. At least we're tracking pretty good. But okay. Can you skip to the next? Let's see. That's good. Yeah. Go to the next one. Go to the next one. You know, this is pretty interesting. It's the sort of an observation. You know, I'm trying to think about you know, I had to frame a question. You know, these 30 are there any big sort of takeaways from these 31, you know, confiscations? I mean, are they traffic stops? Are they, you know I mean, how are these guns being collected?

Where are the vehicles? Are majority of these are are being referred on traffic stops.

Yeah. Of course.

And officers are stopping cars for vehicle code violations, whether that's a moving violation or equipment violation, and they're observing, you know, something that allows them to do a probable cause search and then recovering these guns on traffic stops primarily. We did have during this time frame, we did have while shooting. That video was shared publicly a few weeks ago where officers responded to a person with a gun. The that person fired on officers, and we're very, very fortunate that, that was injured. That was a commercially made fire that was covered in that case.

K. And then go to the next slide. Okay. Go to the next slide. Okay. Next. And next. So a a couple of things. I just wanted to make a couple of comments about community outreach and engagement. I you know, I understand there's, you know, there's a lot of talk right now amongst the council around, you know, staffing this and, you know, overtime, and and I get all that.

And that, you know, of course, we're being mindful of that, and we're we're thinking those through. I know you are. You're thinking that through too. I just wanted to also mention that this this right here, I think, is absolutely important. This right here, although expensive, I think it we we get every bang for our buck on this. And the the team that you have I'm just looking at the, you know, the picture there. The the folks that you have there, they're they're wonderful. I mean, they're they're great community ambassadors. They're, you know, they're great liaisons between the the department and the community. They're multilingual.

They're multicultural. They're, you know, multiethnic, multiracial. I mean, just it it they when I look at you know, when you go to an event and you look in the tent, they really do mirror the the neighborhood or the community. And I just wanted to say, you know, yes, we're mindful of how much it costs. Yes.

We're mindful of of, you know, of of, you know, the the impact on the budget. Absolutely. And I don't wanna let go of that. But I I just wanna let you know that, you know, from the airport to the downtown street parties to, you know, to, you know, the the the the caravan to the national night out. I mean, what this team does right here, I think, absolutely, absolutely is critical.

And this is the work that builds the relationship between the our neighborhoods and the police department, hands down, full stop. And the reason why I say that is because my next comment is I wanted just to acknowledge you, acknowledge your command staff, and and your officers, especially today around all of the ICE events. You and your command staff, your captains have been very clear about the city's sanctuary city ordinance. You guys have supported it. And and I'm gonna and I can tell you based on conversations I've had in the community and just, you know, people who I talk to all the time in and around town, they're very supportive of that.

They're very appreciative of that. And it's not only the police department. It's also the fire department. They trust when they when they call 911, they trust that number. And even when they call 293-7000, they trust that number, and they know that when they call us, they'll get a response.

And and that's why that right there is important because the community outreach stuff is tightly coupled with our support of our neighborhoods, particularly today when we talk about, undocumented families and kids, in our neighborhood. So, I just wanted to acknowledge that. Also, I did go to, I think the last since the last meeting, I forget if I mentioned this at the last meeting. I don't know if it was it at the last was it before the last meeting or after the last meeting? Went to the went to the graduation.

I think that was I don't know if you mentioned it, so go ahead.

Yeah. Anyways, I just wanted to I just wanted to acknowledge that, you know, I did go to the graduation academy graduation at in Livermore. And, you know, one a couple of the takeaways of my observations of the graduation is the entire academy and and I know there were there were officers there from different agencies that were represented there. But the entire academy that graduated that afternoon or that morning, multi ethnic, multilingual, just diverse. Diverse in experiences from the Bay Area, diverse in experiences in the state of California.

I you know, it was absolutely it was it was it was wonderful to see what the Alameda County Sheriff's Department were turning out into new recruits, new candidates, and, you know, there were some laterals in there and and so forth, but that was absolutely impressive. But most importantly, the what was it? The 12 or the how many officers were headed to Hayward coming to Hayward?

Yeah. I think we had it was nine or 10.

Nine the the nine officers that were coming to Hayward, multilingual, multicultural. I mean, just the the you know, it just you know, your work, the department's work in recruiting officers that mirror the city is, you know, is is absolutely impressive. And that was one of the biggest takeaways I took from there, and I just wanted to acknowledge that. And it goes without saying, I think I said this when Volmer was here. The last graduation I went to I forget where was that.

Where it was here, wasn't it? Here. Yeah. It was here. The fire department, the last class, the last academy that yes. It was here. The last academy that you guys brought on just, again, the your your recruitment efforts on recruiting candidates and and hiring them that mirror the city qualified, confident, skilled, and simultaneously marrying the city, I think, is out is absolutely impressive. So I just wanted to say thank you for your work on that. I know we've been talking about that for a long time, so we're we're here. We've arrived.

So Thank you. I wanted to appreciate that. Moving to you. Okay. If there are no did I open it for public comment?

No. No. But I just wanted to go back to the dashboard. It's called the crime data dashboard on our website under divisions. If you go to the investigation division, there's a section called crime data dashboard. And if

Crime data dashboard for people in question. Sorry. Don't have

to mute the microphone. If you go to the March 2025 presentations for this committee, there is instructions on how to use the dashboard

Okay. And the report. Great.

Great. Okay. So let me stop there. I'll open up for public comment. Do we have any public comment online? Do we have any public comment in the room?

I was just. Oh, I have to do the mics. Oh my gosh. I have

to push the button.

Yeah. Yeah.

Mhmm. I just think it'd be a little interesting to hear any updates on stats with Regis. We spoke about that at the last meeting. And then was also curious about side shows. Have those really reduced a lot? It seems like it has. And I'm wondering if that's Bay Wide or just Hayward Wide. I still hear the someone had said it was a motorcycle club way down on Winton. Sounds like cars to me, but they're still out there doing all that stuff. But it seems far enough away, and they seem to keep it down that way. So just curious about that.

On the sideshow piece, I'll answer that now. We participate in a collaborative effort with a number of county HCs, including county CHP, Sailing Under PE, on specific days of the week throughout the course of the year based on intelligence where we pool resources to address site survey issues. And that's not only here in the city or but some, you know, our neighbor and jurisdictions that also participate, and we've seen an impact there. Most of the street racing and sideshow issues that we experience are out in the industrial area. There was one actually, there was one intersection of Blackhawk is out in the industrial area where we were chronically having those issues.

And we actually worked with city staff to engineer something in the intersection that prevented that from happening there. So

White

It's not White South. Yeah. White South. They aren't gone by any stretch. We have no the city of Oakland is still dealing with them consistently on the weekends. And we're here doing what we can given our resources. We're actually the good thing about the relationships that we have in the county is we'll command fire folks for the same and pull our resources to address regional challenges, and that's one. I don't have data to share on St. Regis. I will say that our staff is meeting with their staff on a monthly basis to, you know, strategize around potential challenges and issues and also address those that we're aware of.

Think I we've seen a drop in some of the culture service there, but don't have that specific day of the show tonight because it wasn't wasn't a item. Yep.

Thanks. Oh, can I to that point, maybe going forward, you know, once it is fully operational at St? Regis, if you could just add that to one of your data points, and then that way it'll allow us to ask questions about it and talk about it and community can ask about it. Because Absolutely. I do think, you know, just knowing that they had security issues and things like that, I think, you know, being able to have that in the report will just open that open that up. Sure. Thank you.

Also, just a a quick update on St. After the meeting that we had the last meeting we had, clearly, there were issues talked about St. Regis. Chief Matthews, myself, the city attorney, the interim city manager met with the director or the executive director of of the BAC's attorney, the the the clinical the the the head of the clinic the the clinical side of the of the operation. Anyways, we met with him here at City Hall, and we we outlined the the two or the three areas that we were most concerned about.

One being contract compliance. There were some areas that they weren't compliant with, and I think we articulated those in the meeting. We made you know, we pressed upon them that we are monitoring that, and and we urged them to be compliant immediately. Secondly, we discussed security, and we urged them with very strong language to change their security system whether it you know, because what they had right now was clearly inadequate. So we so they know that we know about it.

And and we also talked about kinda related to the contract compliance issue, but which was the program.

The drop in part?

Yeah. And the drop in the drop in part. And we urge you know, it was the first meeting and but we, I think, we got our point across very clearly. The fact that we had the city attorney in the room and they had their attorney in the room, you know, we, I mean, we didn't tell them as directly as this, but we basically told them I mean, the the the the message in the room was we were aware of these issues and the fact that we had the attorneys in the room that, if we needed to make it a bigger deal, we could make it a bigger deal. And so, anyways, I'm not meeting with them as often as the chief police is meeting with them, but it was a good meeting.

And the the nice thing the the the takeaway of the meeting, the meeting thing, I walked away with the cell phone number of the director of BACS.

Mhmm.

So now if I need something, I can call her directly and and talk to her. So anyway, so that's the same agent.

Great. Thank you.

Okay. So I will close public comment, and thank you, chief. Appreciate that. Next, we'll move on to item number four, which is update on police building, and this is all our report.

Yeah. I apologize. I think the agenda said we're gonna do PowerPoint. That was the original intent. We have not yet received a final report from the consulting group that we're working because, you know, there's been a handful of days that happened last few weeks to finalize that.

But I just wanna kinda touch on on where we're at. So as you recall, we went to council, I think, in the last year. We're very, very early stages of this year to request authorization to go down the path of doing a site and a needs assessment for a safety center, recognizing that the site that we're currently in is outdated and inaccurate in terms of size. And so that will commence here on Fairy Tail. And they hope to have a report here to share by the end of the year.

We looked at two specific sites, the Old City Center City Center wall site, which if you include the parking structures, is around, give or take, six acres. And then we looked at the old California National Guard site out on West Linton, looked at about 8.1, 8.2 portion of that footprint as potential future sites for a new state of our public safety center. So that work has been revolving on the consulting group that we've worked with. They've been on-site. Now we're looking at our current facility, but they looked at both base sites.

They met with almost probably everybody in building and had some conversations, I think, with folks in the city organization as well as community and really try to identify not only current needs, but what future need needs might look like in a way of space and technology, some of those things. So we're anticipating a report by the end of the month. The they are doing a cost estimate associated with that without, you know, getting too much into the leads. I think the the the price tag is consistent with what folks have heard before, and that's somewhere in the $2,250,000,000 range. We looked at not only an essential needs building, but an upgraded facility for the environmental training.

We looked at an upgraded facility for the animal shelter. We looked at an upgraded facility for this poor building being able to store evidence, things like that. So all of that is gonna be included in this report recognizing, you know, obviously, that we have some physical challenges that we're gonna address, but the information will be there. A pathway forward, you know, becomes identified. Think the city staff that have been working on this project are committed to that to see, you know, what about before it looks like.

I will give a shout out to Alex and Mary and his team. They've great partners in that work. I've learned a lot just about the delivery methods and how all this stuff happens, you know, the potential funding streams or mechanisms for projects like this. And so it's been a great learning experience. I am, you know, always gonna remain optimistic that we'll identify a path before, whether, you know, that's being able to, you know, complete the entire project all the time or whether or not we have to phase it, what that looks like.

And so those are ongoing conversations that we're to answer any questions that Great. Folks have about them. Great.

Well, it sounds like there's gonna be a report forthcoming. Right? So I'll wait on right. Till we look at that.

And Yeah. I apologize. We we were originally open now. Come on, like, again, November.

Yeah. No. Mean, that's gotta wait till, yeah, to see what they what they expressed up to say. And, you know Yep. Yep. Just wanted to give you

that very, very brief update. Great.

Thank you.

Thank you. I just had two comments. One would be when we see the report, can we maybe see two or three options at scale? Like, you know, okay. Cool.

Like like, the maybe the three the $250,000,000 option and maybe, like, a 100 and you know, just a couple of different things that play with the scale of it. And then I would also be interested in that phase d you know, phase build of it because, you know, like, you know, it's gonna be hard for us to come up with all that money at once, but I would like to see some kind of progress. You know? So if we can kind of see what a phased approach would look like and then what a phased financing model can look like. And then with the different options around scale and design, I think, you know, like you said, I remain optimistic and hopeful too.

Yeah. Absolutely. I've learned that, I don't know, there's about 15 or 20 different delivery mechanisms and funding mechanisms, including what they call triple p, public private partnership, right, where you have an investment firm that comes and they build something on their dime, city, you know, government agency rents it back over time. So there's a lot of different options to play with and look at, certainly make sure that everybody's aware of what those are. Alex and his team are already the experts in that particular area, but we did, in our last meeting, ask for kind of that phased approach where we do a first phase, you know, with essential needs and then, you know, the nice to have.

So the things that we could make regional assets that could be revenue generators, you know, those types of things, you know, in outlining years or in outlining phases. We are, you know, in preliminary stages of conversations with smaller educational institutions about partnerships. So, you know, there's a lot of options to explore this. This is a very preliminary step in in a in a big big project. Excellent. Thank you. Thanks. Thank you. The

I remember I was interviewed by a group of consultants about about the jail and jail size, all that. Will those will that information be incorporated in this final report? Yeah.

So we had an assessment done of the communication center. We provided the consulting firm with with that report. We had a jail assessment. We provided them with that report. So they have all that background information and data. I thought there was a lot of it we shared. I know that the comp center specifically, there's some things that we would like to build out from our capacity standpoint to be able to do emergency medical dispatching and some of those things. And so that is ultimately the goal. Anything that we build will certainly be able to accommodate that stuff. And then, you know, in a perfect world where money is not an option, you know, doing some of the things that we're doing around the heart program.

Right? You know, we we could scale some of the, you know, mental health services that we're providing through the, you know, our youth and family services bureau. All that will be taken into consideration, you know, ultimately, to get to the stage for our design. Okay. Good.

Thank you. I will go to public comment. Is there anybody online in public anybody in the room I can make?

So, of course Green is good. Turn it off.

Of course, we we wanna be helpful too. We our group, of course, as you know, we've been trying to push for this for a long time. But I also know you know, this was all discussed back in, what, 2015. There was a whole discussion. I think there was even a, you know, contractor.

They they they they had plans and all this. And then I think at that time, it was between the library and the station. Those were the two things. And since then, a lot of water under that bridge and a lot of other projects have come up. So I guess the open room is, you know, when when do you conceive of this happening knowing too that our k one, you know, our k one and measure c funds now have also been borrowed from?

Is it realistic to say this may happen in five years, ten years? Is it is it out of realm of possibility altogether? Will there then down the line be another assessment full assessment because things change over time and, you know, and and costs go up. And so I guess that's more of my comment than question, but just stating it. Thank you.

Thank you.

And I I just wanna be clear so that we're very precise about this. K one has not started, and we have not borrowed k one at all. And and so we are currently in discussion about c measure c. And as of today, we have not borrowed or we have not taken action with measure c funds. So I just wanted to clarify that. But point taken. Thank you. So thank you, chief. I will close. Say one more thing. Oh, go ahead.

The song? Oh, that song. It's the opposite of city council. So, yeah, this project, as TJ mentioned, we've been discussing this. It's been on my website for almost a decade now.

I'm trying to get this police building accomplished for the police. But I was wondering if we could save money because the price keeps going up every year. It's like it was 90 some million, then it's 140, and then now it's 250,000,000. So as long as we keep delaying, it keeps going up. So I wonder if we could do some cost savings of using the old police building as maybe a dispatch center, the old police building, and then have also having our our having the pets there and and other programs there as well and saving money.

And maybe having another site, the old the Hayward Hospital site behind Weiner Central. That's a big open space that's close to downtown. I mean, you could use that just for the police. So different options. So thanks. Thank you.

Any more public comment? Seeing none, I will close public comment and then close this item and then move on to, the next item, which is, item number five, which is arson incidents and response. In this I believe this will go to is this oh. Back to the cheek. Back to the cheek.

The other cheek. Thank

you very much. We you'll be appreciative that this is a motion like presentation. One slide and the other one's question's on. But we we did get requests to talk about arson incidents, and this really stems from kind of a rash of arson incidents at least that we experienced in downtown area about a year or so ago. And so the time frame that we're looking at here is November '23 through October '24 versus November '24 through October 25.

So as you can see on on the data slide, we've seen reductions kind of across all of these categories. Arson's calls for calls for service were down 6%. Arson cases were down 11%. Arson arrests were down 22. The downtown go ahead to the next slide.

The downtown arson data, this is January 2024 through December 2024 versus this current calendar year to date. There were 13 arson cases in 2024. Most of those were attributed to members of the outhouse population after investigations were completed. We had multiple fires that were tied back to the same person. We did make in a very short period of time five arrests, five different individuals that were arrested.

And there were other cases that were very, very similar in terms of kind of MO, probably started by the same person, but didn't get Paula to to make an arrest and prosecute on those particular cases. So this calendar year, we've only had two in the downtown area, which is great. And total down down 85%, meaning, per 2025, 2024. I will say that when we made our arrests, we were in a different position from a criminal justice standpoint here in town. There there was a different DA that was seen at that time, and I think all five of these folks were were were on hold for very long.

So just sharing that bit bit of information to you. And that's really kind of the update. Know that there was a lot of concern about what was going on downtown and why. And we had some businesses that we're already familiar with that were, you know, victims of some of these incidents. And so happy to say that we were able to solve many of

those. Nice.

Thank you.

Thanks, mayor.

Thank you, chief. My my only question, I appreciate this report. So arson is that's, like, when someone intentionally starts fire to try to do, like, destructive damage or something. Yeah. I see. Yep. Like, as as delineated from, like, a homeless encampment catching on fire that then sparks a neighboring business on fire. Well, there's

you know, it's not uncommon, especially, you know, when it's weather gets colder. Right? Encampment fires happen, whether it's for cooking, whether for. Right? You know, there's there's a negligence element to that that could become criminal if it spreads and creates a lot of property damage. But, you know, for the crime category, arson is very intentionally set fire. Okay. Thank you. You've been good.

Thanks. What I think we also talked about maybe it was in here, but maybe it was offline somewhere. But about fires along the tracks, especially down by Mission Hills, because I know a lot of the people at Twin Bridges were concerned about that. Is that part of the report, or is that on BART or what is it?

It's part

of this report, but I can answer questions about it. I think you have down in that area, you have the Union Pacific Railway Trust, which, you know, go all the way through the county. That's a challenge. It doesn't matter. We certainly have it here in our city.

Same

with Albuquerque County jurisdiction, same city. There are encampments. They go up and down the railroad tracks, and that is Union Pacific property. They have their own independent police department. I think they they have an officer that works from, like, Reading to Monterey or something like that. So often, cities are left to respond. Right.

So someone to if I just call 911, then then oh, here

we We department or have to respond to Yeah. Okay. Where they come in is, you know, if it is a chemical related or if there's a safety hazard present that falls within our kind of our matrix, Technically, they're the ones that are responsible for cleanup. And I know that's been a challenge in a couple of different areas of the city where you have city behavior properties surrounding a piece of property that belongs to another jurisdiction like Barton, Union City, etcetera. So that that those are challenging situations. But, you know, if a fire happens, these guys are responsible.

Seriously. I was yeah. Because remember, was about a year ago, however, those townhouse areas where that and there were significant fires that potentially risked the actual homes over there. So and in those situations, are if that if it's that sort of extreme thing, are they responsive? Do we get reimbursement from them? And if it's haywire fire that responds and cleans up.

So the simple answer is probably not. The there was a there was a period of time where we were going back and forth with Union Pacific and obviously attorney's office because there were these issues that were popping up. We were trying to be preventative. They basically gave us a cease and desist and says they offer property. And then we said, well, then handle your business.

So there was this back and forth. I know that in certain cases where significant safety issues are present, we now have the ability to work, you know, with maintenance services with the fire department and with our service providers, you know, to go out and clear areas that present a clear danger to a neighborhood. We had one. I was on a community meeting for a couple hours. I'm listening to some residents that expressed some legitimate concerns because they had, like, a tree or something like that that went out with a camping fire. It's now it's been a couple a year and a half or so, but we do have the ability to go address the address those Okay. Very specific. Okay.

Alright. Thanks. And then the last thing is, you know, some of the arsons that you were talking about downtown were against the the brick Planned Parenthood building. Were those the ones resolved, and we find out who was doing that? Because that seemed intentional at the time, not just to keep keep yourself on fire.

I think we did. We made the arrest in that case. I know we had one at the tower shop. Okay. Strong. Oh, right. Yeah. Right. So one of the cases, I think they actually stopped a guy who was leaving the scene. Actually, that, you know, fuel canister.

That is was the. Yeah. Okay. So very, very intentional. Okay. Thank you. Thanks for that part.

Okay. Open up for public comment. Open up for public comment. Is there anybody online with public comment? Is anybody in the room with public comment? Seeing none, I will close public comment and move on to item number six, which is emergency management plan overview.

Alright. Let's go to the second slide. Come across a little jumbled just like last it's alright. So the slides are basically broken down into pre event activities that we're working on for community risk reduction and then post event, how our plan to respond should there be an a disaster in the area. So one of the one of the areas that we really focus on in California as a whole and also in the in the Greater East Bay region has been wildland risk reduction, where we can take some direct action to start to risk reduce the risk ahead of the event or what you might hear, like, left of boom type preventative, techniques.

So with that, we'll continue our residential chipping program. We put a whole bunch of grants out this summer to secure funding for, home hardening as well as, you know, area protection for different neighborhoods that are in high risk areas. And then we're working very hard on the education side to really focus on Zone 0, which I know we've talked about in the past year. It's a there is a major battle there at the state level of what truly is Zone 0. And I think, you know, when you got to see some of that, there is a a lot of scientific analysis of what the best case scenario around your home is, and then there's a what's a more suitable aesthetic argument, and there's there'll be some blending there.

I would say the the scientific what provides the house the most protection is definitely nothing combustible within the first five feet. We have a legitimate challenge there where we haven't been building houses that way for, you know, decades.

So there's a lot of

work in how do you, you know, how do you slowly migrate the community to a more so self self sustaining, something that can resist a wildlife fire on a severe day. So we're working on that. As far as new construction, the recent code adoption definitely self helps move us in the direction. So we're at least not building houses that are primed that we have to come back and fix later. It's just the existing houses that we have some work to do.

Next slide. The other thing we're really working on is recognizing that these are community events. We're doing a lot of attention into the after action reviews that are coming out of Southern California. Obviously, Hawaii is out out there in Paradise. How we communicate with the public of keeping them informed of the current situation and making sure that they know the places to go to get good information anytime of the event.

We're getting much better at that. There's still work to be done. I think, you know, we've talked in previous meetings about the improvements we've seen since Paradise that, you know, Incense Valley. There were some challenges down Southern California, but there also were a ton of successes. And there some of the communication plans that some of the departments did down there, I think, paid some huge dividends that, unfortunately, you don't see the wins. Mhmm. But statistically, you look at, you know, as as rapid moving that the situation was. Years ago, there there we could assume there would have been a higher loss of life. Their communication plan was much better. So with us, we've also done a lot of examination of when our you know, through our our media strategy that we're working on, when people are listening.

We found out last year that when they're listening is when there are significant fires burning in the state. They're looking at our site. They're reading what we're saying. So we're really trying to not just put out in summer random days when it's red flag day and there's a major fire in the state. That's when we're saying, hey. Sign up for AC alert. Log in to Genesys Protect. Know your zone. Have your pre preplan bag, and that having a more deliberate, hopefully, more effective way because what will need to happen is an educated public. And then for we could say right of note will be the next slide.

So when we do have something, we're really this year, this is our EOC training. Basically, we have training plan for the next six months or so, starting off with a DOC refresher, which is just how we communicate inside our EOC, making sure everyone understands the basics. We've been exercising this the last several years. We got some really good operational experience during our COVID response. So we're we're really starting this year to ramp it up a little bit, do it some more tabletops, operation section, planning, logistics.

I know, councils expects requested an election elected officers training. One reason that's not a schedule yet because we haven't coordinated with your guys' busy schedules, but we will have elected officials training. And then culminating in June, we wanna we've done this several times. It's a whole regional event across the East Bay working with the county. Everybody does a a simulated event, and then all that training from before, we used put it into play in our EOC.

So that's our current plan for our EOC training. And the the basis of this is it's it's instant command training that is applicable for whatever the emergency may be, whether it's COVID, whether it's a cyber attack, whether it's an earthquake, whether it's a wildland fire. Everyone understands how to adapt to that incident and what their role is in that system. The next slide. And I talked a little bit about this just based on our sign up right now, sort of program, and really trying to get out and and expand our capacity and use our, you know, our force multipliers in the community.

Because and I think one of our emergency managers always talking about on any given day, we have 10 engines and two fire trucks, and that's and and that's it. So we can't handle every single thing should a significant regional event happen. So we're relying on neighborhoods being able to be as resilient as possible and be able to limit the calls for service that we have to provide. We've had a lot of enrollment. They've been the last several iterations of the training have been full.

There's you know, and and from our, you know, our cert provider PIO, there is incredible enthusiasm. The community is absolutely willing to do more and look and they come up with a ton of ideas, and they're willing to show up and help out. So we're just continuing that program. We're looking for more resiliency hub partners to bring it to the community like we talked about before. But the last year, this has been a very successful program for us, and we're gonna continue that. And I think that's the end of report.

Nice. Can you go back

can you go back a

couple go back to the first one and see. Oh, I was looking at the fences. You know, the I I I think last time you had said, you know, building fences, not necessarily wooden fences, but, you know, metal gate fences like that. And as you were as you were saying that, now I'm looking at it. Yeah. I don't know I don't know how comfortable I am with that because, you know, the fence, you know, the part of that is to, like, be secluded in your backyard. Now you're gonna look at your neighbor's backyard. But, anyway, I'm sure it's safer. But Yeah. And and I think,

you know, with this information first started coming off in paradise, know, necessity is another invention. At that time, you would just see fences like that. The because it's a regional problem across the entire Western United States, industry is starting to catch up, and there are options that are privacy options. Don't break those fences.

Yeah.

Yeah. Yeah. No. That's all. Okay. Questions?

No. Actually, no. I just really you know, one thing one thing I wanted to say as I was listening to all this is that, you know, in these times when we're all sort of agonizing over the budget, like, it is, yeah, really important for us all to recognize that there's still a huge bulk of the budget that is being used and doing this amazing work and trying to keep the community safe. And, you know, it's a really good reminder while we're bemoaning what it is that we're gonna potentially lose. I'm really glad to see this and that, you know, that what is being spent is being used, right, in every way that it was intended to. And I just appreciate the report reminding us of all the good work that's happening out there. So thank you.

Thank you, Mary. Thank you, chief,

for the report. I I also agree. It's great to see all of the good work that's happening. You know, as I think about this slide and kind of just earthquakes in general, it would be good to, you know, just continue to do whatever we can do around coordinated risk communications and a risk reduction plan for the community because I'm not sure that we really understand the implications and the risk that we're all living with. And doing so in a way that obviously doesn't scare people, but that motivates people to take action, I think, is gonna be really important.

And there's so much data around, you know, fire predictions and earthquake predictions that is scientific that we can use to really help start educating our community to be really informed about things that we can do, and perhaps that will motivate continued sustained engagement in the CERT program that that we have. And and then and then the other thing that I would say is it's great to see the training plan that we're doing within the city. I think that that's fantastic. I do agree that we're gonna have to find a way to schedule council and the management training before the June exercise. Because if nothing else, that June exercise could be the training for council.

They can all come and watch and observe and see how things actually happen as a training opportunity. Because I'm not sure that many of us have seen an EOC in action and the complexities and all of that and understanding that there is a very specific place for elected officials to play, and it's not walking into the EOC when it's live trying to boss things around or to change direction. Right? So I think that that training is is gonna be really important to occur before the June training or before the June regional exercise or coupled with that exercise as another level of training for the elected officials.

Yeah. Unfortunately, the chart that I do see how it's at the bottom now. It looks like it's coming after. Our intent is to have it before. That's great. But that's yeah. Absolutely. Yeah. For the same point, we would we would want to train before and then have an operational rep Yeah. To prepare us for the future.

Totally. I mean and and even knowing what elected officials, like, even even public information training. You know, like, because I can totally see there being a disaster, the media calling an elected official, that elected official saying stuff, and that's totally breaking the protocol, the train you know? And I and I actually see it happening when we have other disasters regionally, and maybe they're smaller things. Like, I'm not gonna call out any communities, but you can see how elected officials sometimes get in front of the official message, and that can create issues that we should be trained not to do.

Okay. Then the other thing that I would say is as we think about okay. So I'd love the training for the city. Now I'm thinking about training for the community in a way that we can leverage other events that are currently happening. So I would literally love to see us think start thinking about it now.

What do we do for the great shakeout in October to really leverage this community involvement and to put Hayward on the map for what it is we're doing to double down on our preparedness considering we have one of the largest fault risk in the country right under us. Right? So how do we partner with, you know, schools, and how do we bring these community groups together? And, you know, might we activate some of these community or resiliency hubs during the great shakeout and bring preparedness fairs or you know, I'm just thinking, like, really broad and bold about how we can start to set the example for what preparedness means in a very deeply rooted and seeded way within our community. So but thank you for all of your work and thinking behind us.

I appreciate it. Thank you. Okay. No problem.

Thank you. I will open up for public comment. Don't think there's public comment online. Is there any public comment in the room? Seeing none. Did you oh, seeing none, I will close public comment and move on to future agenda items. I put on here just just a couple things. I wanted to follow-up with what just talked about regarding animal shelter.

Makes sense.

But maybe, you know, could we get a report sort of report in January? Would January be too would that be too soon or just sort of a a state of the state of the animal shelter.

Yeah. We can do that. You talk about January?

Yeah. Yeah. Possibly. Okay. And yeah.

Because, you know, last night's conversation I mean, I don't wanna get too deep in this, but, you know, last night's conversation was it was it was troublesome. And I think primarily because I think a lot of a lot of the discussion last night public comment last night could have been avoided if if we if we really knew exactly what was going on. And they're just, you know, they're just seemed in public comment last night, there just seemed to be a lot of misinformation. And I think, you know, now we have a few weeks to let it marinate. We come back in January.

Let's talk about it, and and then we can get a move on. The other thing I wanted to, oh, thank you. The other issue I wanted to address was, I've been getting a lot of emails around, weeks part. And I know, there's been, you know, efforts between hard hard rangers and police department to clear the park over there. And I was you know, it'd be nice to have a report regarding what's going on at Weeks Park. It doesn't have to be in January, but it's maybe in March

or January. But, anyway, I

just wanted to sort of put that as you sort of look at the topics for the agenda. And then maybe in March sometime, it gives us a good three months. I'm sure the the police building report will be in. Maybe do a sort of a deep dive in March and look at, you know, feasibility. You know, maybe we bring in Alex and Mary in that one and sort of just do a really deep dive in that in that. Sure. A good idea.

You

know? So, anyways, that's what I have.

I don't think it's as long as we get St. Regis on.

Oh, St. Regis.

You know, have that be ongoing reporting.

Yeah. I think, just the previous slide. Yep. Yes.

Yeah.

Made your hand to my PowerPoint.

Know what

I meant.

Writing slide here.

Five slides. Five slides. As long as it's in five lines.

Okay. Alright. Thank you. Appreciate that. Okay. I will move on to committee questions and discussion. Seeing none, task force member announcements, annuals and girls. Just wanted to remind everybody, this Saturday is the city of Hayward will launch the holidays. So the tree will be there's a tree lighting ceremony at, I heard, 04:45 last night. Is that is that what it is?

That's I heard that too. We'll find that for sure.

So be here at 04:30 and, plan to go home at seven. The tree will be lit sometime in between. And so, yeah, that should be a lot of fun. And that is that. And then if there is no other business, media and attorney. Thank you.

Thank you. Thank you. Thank you, chiefs.