And I think the chair of the commissioner is slated to provide that overview.

Good afternoon.

So we've been looking forward to this meeting for a long time.

We finally have our recommendations.

So I what I provided for you in the packet is the slide deck.

There's a lot of material, so I'm gonna go pretty quickly so you can uh um you know go back and forth to it.

Okay, does the clerk have a slide deck because you have to make everything available to the public?

You you've got it.

Okay, I gave it to her, yeah.

Okay.

Oh, and you're gonna do this meeting.

Oh I thought Light was gonna do it.

Okay, okay.

Um, so just the order.

So on the left hand side, we had a feedback session.

I so we so much appreciated that you guys came to so many of the listening sessions, but the feedback session was quite different, and so you're gonna see some information on both the feet the listening sessions and the feedback where they um went into breakout rooms and then did a gallery walk.

So this is the because this this was the day everything was happening.

So y'all were at the women's thing and the no king's there was just a lot going on that day.

So I put that feedback information in there for the good of the order, and then you have the slide deck on the right hand side.

So I will get promoted here, and share my okay.

Okay, so continue to share.

So I'm gonna take you through sort of the beginning and end, and then have uh informing change and except exceptional community connections, our consultants.

So it's all gonna flow through the slide deck, and so I'll take you through it.

Uh, first, you know, I want to recognize that Jesse Burleson, uh commissioner out of D5 did pass away.

I I really do want to thank the um Board of Supervisors for so swiftly responding and signing the commendation.

We were able to present it to his widow.

Um a small group of commissioners went to the memorial service.

Uh so here's a photo of the we framed it up and we gave it to the family, and then we went to this event.

It actually was um part of the Alameda Public Library, so uh keeping it all in the family here.

So just wanted to acknowledge that we lost Jesse Burrows, and he was the commissioner instrumental in um representing the formerly incarcerated.

So it was really um his vision to have an event with that population, and he had it all set up, and so we were able to have the event and honor him.

And so I just wanted to um thank you all for the commendation and just have a brief moment of silence.

Okay, thank you.

Uh so the agenda, like um supervisor Mali said, the strategic overview, what our process was, the timeline for finishing the work, we'll have our consultant speak, then the vice chair will get up and share where the budget and resources are, and then we hope to get your um motion, a motion and action item.

So, of course, you know the mandate, the process we ended up having 22 listening uh and uh feedback session.

We may have one more, I'm not quite sure.

Uh we um so it was quite rigorous.

We really got going like January, February is like back to back to back.

We do we did land on some findings, and and the goal obviously is to deliver you guys a final um action plan.

Of course, uh you all passed the resolution, we set up the commission, and our uh we always do a land acknowledgement, and our um our vision was where African Americans and all county residents can thrive.

So, as you recall, we have the um the local, so Alameda County specific, where we are identifying um a process and a plan, then at the state level, we really did incorporate much of the um reparations task force report.

Then at the state level, we really did incorporate much of the reparations task force report.

They generated 1,100 page report, which is my understanding one of the premier reports in the whole country and is serving as a backbone for a lot of the reparations work throughout the country, but in particular in California.

And then we have the Macro View where we're using the UN five forms of reparation.

So we have quite the global all the way down to the local view.

Here are the five pillars.

We have when we have had our listening sessions, you all familiar that we told the community it's not just about compensation, but it's also about power, returning power, healing, thriving, and shaping their futures.

So we you know constantly socialize this with the community at the listening session and the feedback session.

So we also benefited back in the spring of 2025, which feels like so long ago.

Alisa Knight is a master's student.

She did end up getting her master's, but she did a keystone project with us about guidelines for creating a harms report.

I'll tick you through that because it does lay the framework of how we approached our work.

So in that report, it's a 61-page report.

It's in our ShareDrive if you want to have a look at it.

You start with some historical evidence, use the community lived experience, and hopefully it allows us to impact the legislative and the fiscal justification for the work.

Is that what it is is this evidentary baseline?

Um it's a history of historiography, historiography, yeah, of specific geographic harm.

So since we have 15 cities, each city is different.

So the harm report outlines that it also creates a justification for what budget targeting uh resources we're targeting, and then it's a living document, it's not static.

What the harm report is not uh is a generalized list of grievances, it's not a proposal for payout eligibility, it's not a timeline of the budget distribution, and it's definitely not a final set of recommendations.

So the harms report allows us to do these elements.

Also, the framework which we did, you know, airless and session as well, and we collected data.

So in this continuum of a living harm report, you'll see some of the recommendations will come from this guideline where we have specific parties that are harmed, timelines, um avoid conflating harms, some in-text citation.

So this sort of a framework of which we use the harms report.

And um on based on that framework as well, um, we did have an iterative report or process.

We created narrative, and we have the implementation part.

Uh so again, this harms report was very instrumental in guiding our work.

I'll just pause there.

Anything on the harms report?

Is that good?

Okay, level setting there.

So the community-driven engagement, uh, we hit all the districts.

Uh so we had nine months, we sort of started once we well, we had already started and we had our subcommittees, um, but once you all allocated some resources, it really helped accelerate the work.

So we did go to all five districts.

You'll see here we had the 22 events, six listening events, which we formally uh had commissioners present, and then pop-ups were um events with specific organizations throughout uh the different uh districts, and then we having two feedback.

We've had the in-person feedback, and we're about to have the virtual feedback.

Here's kind of a snapshot of how those events landed and when they landed.

It's not all 22, it's a little bit busy, but you can see here you know, we were at the libraries in general, and I and I really do have to acknowledge the library and all the support that that staff provided is was tremendous.

We could not have done this work without their support.

And there was three in one day.

And then we had three in one day.

Because we split, you know, we split staff.

Um we had, yeah, it was it was three different places that uh different people went to.

Um, and that was like the 20, the 14th.

Yeah, that's right, it was the 14th.

And so you can see D2 and D5 are well represented.

A lot of organizations, you know, turned out who have the interests we went to, and you can see how they're they're sort of aligned with where the interest was.

So, you know, um, if it was Pilgrim Church out in Castro Valley or the criminal justice, uh, where we partnered with UC Berkeley.

So we really went where the community had interest and where we had good connections.

Um, but you can see that we did represent um all five districts.

The one um pop-ups were uh different from the listening sessions in that they were focused on a particular theme and had strong community engagement and was open to all.

So that's how the Kanza came up, and then um our one of our commissioners, um, Brandon Sass did the um 51st annual Black History Um month event that they had there, and then Black Cultural Zone and the Black Joy Parade.

And I'll just lift up the Black Joy Parade.

Um our vice chair took the lead on that.

And thank you, uh uh Supervisor Miley for allowing us to take over your booth.

So we uh but we were right next to the library, so the library is giving away booth, uh giving away books and uh quite engaged with the community, and then they'd take our survey and then we tell them the work we were doing.

So we were there from eight in the morning until seven at night.

It was quite a long day, but we probably got two hundred or so surveys.

So it really helped us, and and they were long surveys, so people stood there and they took the surveys.

Um yeah, so it was great.

Um, but it was great being part of the community that day.

Um it was you know, it had rained the week before, we were so fearful it was gonna rain, but we got good weather, and it was just a wonderful turnout.

And then, like I said, we had the in-person feedback session that we just had um the past weekend, and we're about to have one this Saturday.

And this um allows you again to see how we mapped out the feedback because I think that that was the first time we revealed our recommendations.

So we had been talking and listening and listening and looking at data, but we had not shared what those recommendations would look like.

And it was um quite a validation to see folks engaged in the search in the specific topics and then give us their feedback, which we're still compiling.

Okay, let me stop there on sort of the community engagement part, see if there are questions.

Or just jump in.

I know you you all that we've been hanging out so much together.

Okay, so then the informing change.

So that's the community engagement part, and then we have the data part.

So I'll represent some of the Michael is here.

Come on, Michael.

So important changes our consultant.

He's gonna have two sections.

So they have been, why don't you just share your role and then I don't know if you've seen the slides, but because I've got to pull you back up for the other part too.

Okay, so am I moving forward on the slide?

If you want, all right, we can do it together, but just your role and how you've been supporting us.

Thank you, supervisors.

It's great to be here.

Um, thank you for this.

So we're informing change, we're uh evaluation and learning consulting firm here in Oakland over on 22nd.

Um, and we've we were involved in supporting um some of the data collection for the surveys, but the commissioners really drove a lot of that.

So our work was really to analyze, pull that together.

The data um that came out of just the listening sessions, um, online surveys, as well as just pulling together understanding and talking to the commissioners.

Um, so you'll see some of the the stuff reflected in what I'll be sharing here.

Um yeah, I haven't seen okay.

Great.

So these are these are the the results of the surveys that came in through both the listening sessions as well as the community-wide survey.

Um what we're representing here are around 285 survey respondents.

Um we now have over 400 surveys.

The results don't change that much compared to what you'll see here.

Um so real roughly 83 percent identify as black or African American.

Um you'll see most of the most of the respondents were women identified as women, so seven around 70 percent.

Um roughly 83%, though I think that actually is a little less um identify as directly as descendants of enslaved persons.

Um 83% do identify as black and African American, and most of the results that we have were concentrated in Oakland and Hayward area.

Uh a lot of people have been affected, um, especially around harassment around policing and well-being.

And remember, these are um majority of these are uh black women uh in the survey respondents, um, but 66% uh have been stopped, search or questioned by police, 58% report that county agencies um have directly damaged uh their emotional well-being.

Around 60 uh percent have had housing experiences, hard housing hardships, um, and 48% felt forced to move to the gentrification.

60 uh education and erasure, I think a big response that we got really was around culture and people feeling erasure, um uh exclusion based on cultural um factors, both in education as well as just uh socially within um Alameda County.

Um so these were a lot of the barriers that people were facing, a lot of the things that drew up drove uh what they responded to throughout the surveys.

Uh we also have a lot of qualitative information.

We won't be sharing all of that here, but a lot of the qualitative information supports and backs a lot of the recommendations that the commissioners have um come up with.

And as I'll share later, we'll be wrapping all of that stuff into the report.

Um we'll try and make the report as like user-friendly up front, but we'll want to include in an appendices all of the extra information and data that was collected in there.

Um a holistic vision.

So 85% demand that reparations focus on protecting and rebuilding historically black neighborhoods, schools, and institutions.

Um and I just want to emphasize that basically the vast majority of people felt strongly that reparations is needed.

Um we haven't looked across to see like the who chose at least one, but I think basically given our responses, I think everyone chose at least one sort of reparations uh feature that they would like to see uh taken care of.

Uh affordable housing was the most rated um education programs, like I said, the cultural aspects were really important to people, um, health care as well as some direct cash payments and especially supporting economic opportunity.

Um the I think the important thing to really realize is that people didn't see this as just uh either or like there's just one player who needs to be supporting the um reparations and restitution work.

I think everyone the majority really felt that the everyone needs to get involved, but they really wanted it at the community level, so community organizations, community residents, faith leaders, elected officials and county officials, people wanted them involved, but only when they would um accompany others.

And I think that'll be it for the data right now, and then I'll come I'll come back to talk a little bit about the um report itself.

Any questions around the data?

Can I just ask a clarifying question on the interactions with police?

I don't recall the question.

Was it just have you ever just one time or was it quantified like the frequency?

It wasn't frequency, it was like in your life.

Just has it happened.

Exactly.

Okay, thank you.

Okay.

Now we'll go to our social media.

So we also funded through the project.

Um the social media, this was the consultant Tassian who helped us uh really stand up what we helped promote out in the community.

So these were the five key points from that data.

I mean, we had significant growth, I think because we were sort of first time doing it, and so but we saw a significant jump at first, and then it continued to grow.

So we just if we continue to support that, um, those platforms, I think we can continue to get a really positive message out.

Uh 80% were engaged, meaning we we did have some paid accounts, but the majority of the people who came to our sites are our um media platforms were organic, meaning they found it themselves or their algorithms found it.

Um there was pretty on my screen.

I don't see anything on my screen.

Uh thank you.

Um and then there was there's particularly strong growth on Facebook and Instagram, so that's good to know.

Um we did not use X or Blue Sky or any other ones, so we did limit it, but that's where we saw a lot of the growth, and then the meaningful dialogue, meaning we didn't have a lot of negative content.

You know, people can get in those comments and they can really just tear things down.

And it wasn't very respectful in a space that so overall.

Real quickly, so Facebook, you can see the number of views.

Now understand we just stood this stuff up around October, uh, November was really started engaging.

You can see the ad impressions, we have 1100 followers who are doing good there.

This is just sort of the cadence, you know, it's sort of spikes in mid month.

I don't know why, but just so you can see that.

Um, and then the the in in type types of uh engagement, anything that was linked-based where you could click through and go someplace else.

It was 77% engagement at that level, and then obviously the photos, and and we had some reels.

Um one of the the most memorable reels for me was of um uh commissioner Burleson.

He spoke at our San Leandro, and we have a snippet, and um they were actually able to play it as memorial.

So capturing some of these moments are pretty uh significant for us.

And you can see um we have just a small group of followers, but we have a lot of non-followers who visit our site our Facebook site.

Again, excuse towards women, uh, as our survey shows as well.

Uh so um, I think that's helpful.

And then the age group, you can really see it sort of the 45 to 55, and then older and a little less on the younger.

So if we were to move the work forward, we could really make sure we reach out to that group.

Even though in our listening sessions we did, we engaged with EOYDC, and then we engage with Kingmakers who are both, you know, I don't think anybody was over 21 in any of that.

And then again, you can see the organic versus paid.

And then lastly on Facebook, you can see the reactions in terms of people, you know, sending an emoji or applause, stuff like that.

Then our Instagram account, we get a lot of views on Instagram, a lot of interactions, a lot of link and pass throughs.

You can see here we have the number of posts.

Most of the posts, mostly we posted versus stories or reels.

So we're doing quick posts.

We do tag a whole bunch of other stuff that's happening in the country.

If something is happening at Bruce's Beach or Evanston, you know, our Instagram really links to a lot of those things.

And then you can see in the survey.

So we have a digital survey and we did paper surveys as well.

But our digital survey got the most engagement, and all of that is organic.

But you can see there are how many views, and then we had a lot of interaction there.

Then our LinkedIn account, we started that a bit later, and it's you know, for in the professional space.

Um, and you and so we're um slowly building up um that space for engagement.

So it's our social our digital media.

Any questions there?

Okay, I will bring up our friends from ECC.

Hello, good afternoon, supervisors.

My name's Letitia Henderson, and I'm the principal consultant with Exceptional Community Connections.

We've had the honor and privilege of serving as the project managers and facilitators, thought partners with the Alameda County Reparations Commission.

Okay.

So essentially, we want to provide a snapshot of where the commission has had victories and where we're headed from a project management at a glance view.

So we have the three subcommittees currently who uh structurally provide the space for the commissioners to tackle the array of tasks that they have connected to the the end goal, the overall goal, and that is to produce the report with the recommendations to share before you all.

So those three subcommittees again are the admin and budget subcommittee, the community listening sessions are now community feedback sessions subcommittee, and then the data collection analysis and reporting subcommittee, affectionately known as DAR.

We have across the three subcommittees, um since January, um, the commissioners are to be commended for hitting the ground running.

We started out this year without a work plan in place for the next six months.

Um we gathered for a planning retreat.

Super Supervisor Marquez, you were there, also Supervisor Miley, thank you both for joining us.

And you all know that that was a pretty um, it was an intense meeting session, and but we walked out of there with a clear timeline and a work plan.

And so since that meeting, we have um strengthen alignment across the subcommittees, so we've tightened up communication lines that we have.

We have um with our team, we manage weekly um updates across each subcommittee.

We upload those reports in the share dry SharePoint so that any commissioner can access and read what's happening across the other subcommittees.

Um we launched a campaign to encourage the commissioners to get them excited about identifying their recommendations.

We made that time-bound and we cheered them on.

We had daily updates.

We have 10 um recommendations.

Here are the categories we're still missing.

Keep it up, keep it up.

And so, alas we landed in March with the commissioners identifying their recommendations, which is a major milestone, and on target.

You can see much of what Chair Gore has mentioned, and also our partners at informing change, that most of the work for March and moving forward is really focused on firming up the report, finalizing the budget, that budget versus actuals, the variances, and just ensuring that everything is right size, and then also gathering additional feedback from the community via the virtual feedback and the in-person feedback sessions, and ultimately keeping the community appris of the next steps and garnering that public will to support, in addition to your hopefully political will to support the recommendations included in the report.

So this is just again a snapshot of where we are.

Much work has gone into this.

We have a timeline as well.

When did you start supporting the commission?

Because you've done an incredible amount of work, but when did you start?

Thank you.

Well, we started last year in January with their retreat.

So about a year.

Yeah.

Yep.

Thank you.

And then we have the timeline.

So the timeline, everything highlighted in green.

We've completed to date, everything in the black represents the work that we have ahead of us.

So end all of this, it is safe to say that the commission is on target with this timeline.

We are on track to have the recommendations submitted by your meeting, whichever date you all decide.

And yeah, it's just been an honor and a pleasure to be a part of the process to be working in between all of the decision makers, the stakeholders, and again our commissioners who, with heroic spirit and commitment, even in the light of loss, multiple losses, still continue to show up and do this work and represent our community well.

So again, it's been an honor and a pleasure, and happy to entertain any other questions or turn it over to Chairgold.

Postpones.

Hello again.

Oh, I didn't introduce myself, Michael Arnold.

I'm the executive director with informing change.

Um I want to thank Letitia and her team at ECC for supporting us as we move this forward, but especially Terry Gore, the commissioners, um, and the library team.

I didn't get to mention that either because they were instrumental in getting a lot of the data put in, making sure we got the information as well as we did.

Um, and then my team has pulled together a lot of that data and information, and so you'll what you're seeing is really the work of us um pulling together all these different threads.

Um a lot of this isn't stuff that we're doing internally.

I will point out the stuff that we are doing, but a lot of it is really pulling from all the partners who have been working on this, as well as the um, like I said, the community that's been giving a lot of input into this.

Um so this is the outline as it currently stands for the report.

Um, the commissioners have seen this and weighed in on it.

Um, so I just want to lay out where what you can expect to see in this final report or this draft report.

So there will be um some sort of introductory letter, um, a forward uh with a land acknowledgement in it, um, then some layout of like what the action report is about.

And so so especially to clarify as you saw what Cherry Gore shared before was um aspects of a harm report, but this isn't a full harm report, this is really about the recommendations.

This is a step beyond a harm report.

Um, it's also not a data report, and so I want to raise that up when we go to some of the information that's in here because this is where I also would love if you have thoughts, if you want to weigh in on the amount of data, the amount of information, because you know there's a lot out there, right?

And so harm and repair, it's a complex system, a complex uh facets of different types of data.

And so we want to make sure that we're balancing and really lifting up the recommendations more than the data, but we also know that data is important to understand some of the recommendations as well.

Um, while the commissioners have thought of some of the data and information, um both from the personal and lived experience as well as from the community.

Um, we want to make sure that whoever reads the report understands it clearly as well, but that is not overwhelming for people.

So you don't have to answer a lot of this today, but I just want you to keep that in mind as you review uh the draft as we talk about this in the future as well.

So we'll be laying out what the commission was about, who the partners were, the vendors, all the supports that came into making this happen.

Cause again, this was a colossal effort from a lot of different people.

We'll also talk a little bit about, like I said before, we've talked to and interviewed the commissioners on their perspectives on being a part of this commission and what it takes to do this sort of work.

And so we're gonna also share that as a framing piece within that number two, um, talking about and setting up what this commission has been about and thinking about moving forward on it.

Um then we'll talk about how the process went for developing these recommendations, the frameworks as Chair Gore has shared already, um, some of the the data as you see, the the different community listening sessions.

So I think we might just lift up some of those beautiful slides that you have right there.

I was like, ooh, we gotta up our game.

Um so then, and then the commissioner process itself.

Uh, and then this is where a lot of the data will come in.

So this is background data.

My team has already looked at and collected a lot of information, a lot of it really drawing on what commissioners had already done before we even got on board.

They had already looked up and had um their own expertise of knowledge, background information.

And so we started with those threads and have dug further into additional data.

So we'll be sharing some secondary data, data on disparities, data on harm, data on even um things that have been tested that have been used, and especially things that are relevant to the recommendations that um the commissioners have come up with.

Um we'll talk about the examples, but we're really trying to take a sharp focus on Alameda County.

Um, we won't be taking a city by city focus because that could take forever, as you know, um, and everything looks different by every city.

Um and we're trying to we'll we'll we'll we'll touch on what the state has.

We figure the state task reforce report, all of that stuff, people can access that information.

So we'll just touch on it, but really we're trying to hone in just totally on Alameda County itself and some of the more district level as and cross-district aspects of this work.

Um, again, we already have so much information.

We're at 30 pages in the draft report, and we've put in the the existing recommendations that the commissioners have come up with, um, up to probably those first five we're really focusing on right now.

Um, and we're at 30 pages in about halfway through our input.

So this could be a long document.

We're gonna try and shorten it, streamline things, put things in dependencies.

But I think this is where, as you look at things and you have feedback where we can shorten it, what's really gonna speak to you, to the other supervisors as well as to your your constituents, would be really important to know.

Um, so then we'll have the recommendations and the action plan, really focusing on some of those short-term priorities and the information around that.

We will hearken back to it with with those um in order to not make them too dense of data, we'll hearken back to like oh, see uh content in section four, blah, blah, blah.

So people will have data to go back to if they want that.

But really, we see the recommendations as needing to be a standalone and really lifting up and raising those to the reader.

Um, and so that's really the layout that we will have for um the report.

Uh let me just stop here if there's any questions that you have around this layout or any thoughts you have or recommendations for us.

Um I believe is it okay, Chair?

I'm just jumping in.

Oh, yeah, yeah, go ahead.

Because I'm gonna go back to the beginning and ask my answer my question.

So go ahead.

Okay.

Um, in terms of collecting data relevant to Alameda County, do so.

Do we pull data from like AC Health from Santa Rita jail?

So basically all the internal data we have was um provided.

Okay.

Yeah, so all of that data, and oh, I just wanted to lift up it, and it's gonna be those survey data as well.

So all of that, the community data, the actual agency data, all the stuff.

But again, since there's so much data, it's really gonna be the stuff that's most related to the recommendations that are on the table.

Okay, okay.

All right, and again, this is just another form of the timeline.

So you listen seeing timelines all day.

So this is just one more form of our timeline, um, and just the the amount of work we've gone through since October.

Um, and and uh we will be having the report out to you by January, but of course the draft fleshed out and and the commissioner way commissioners weighing in early on, um, assume that there's gonna be some rounds and review and feedback, uh, but we're on target for that.

My name is Larry McClendon.

I have the honor of serving as a vice chair for the commission.

I want to take the opportunity to thank you both for entrusting the resources and funding with us, and we've been very good stewards of the dollars and the resources.

And everyone who's presented made it very easy for me to talk about the money because we've accomplished so much with the resources you've gathered.

Because they've been true partners to the commission in the work that we do.

And quite frankly, it's changed my perspective on what libraries can do.

You know, as a as a as an agency.

So I've been super impressed by that agency within the county, uh, their ability to uh not only manage the money but help us get the money out, uh, be good knowledge, like knowledge um engines of how to guide us through the government process to uh really deliver upon the mission.

Uh ECC has been incredible also.

I want to lift them up.

Uh as a commissioner, they've been our cheerleaders, they've been our therapists, they've been everything uh related.

So mediators, they've been a lot of stuff.

So I do hope, you know, as we uh get to the conclusion of all of this work that we look back at the case study of working with a nonprofit and the and and consultants and the library as a structure as good government practice to move things forward for community, um, including being stewards of good dollars.

So I'm gonna move through my slides now.

Oh, uh one more, I gotta thank all of our vendors, our social media vendors, website, uh our food vendors who gave us nourishment to get through the day.

Um, and so I do want to um, and then we eventually we're gonna do a shout out to all those vendors and kind of display everyone who contribute to the uh the work, listening sessions, feedback sessions, everything.

Um so my first slide, uh I want to just uh super high level uh you all entrusted 500,000 of the county's money with us.

Uh to date, we've actually spent uh 307.

There's it's gonna be a little bit more.

I got an invoice early today.

I was hoping to have all the numbers dialed in when I presented to you.

Uh, but the actual spend will be a little bit more than that.

Um but we've been very good stewards and and been very conservative.

Uh to date, we still have 192,247 and 48 cents left, which is 61% of the actual budget.

So we've been very good stewards of the dollars.

But one of the things I would identify on the record is that I think that we underestimated people's uh goodwill towards this effort, and things that we thought people would charge us more for, they didn't, uh, which is really good because they believed in the mission and opening their space, their their audience to us.

And so I also want to just kind of lift that up because a lot of our cost savings was because of how many people within this county actually believe about believe in what we're doing.

Um, so which is uh pretty amazing.

Our biggest spending buckets, I want to really break these out.

So our consultants, our project managers, the people who provide us technical support that I just mentioned earlier is one of our largest budgets uh spins to date.

Our communication design print, swag, website, the communication channels, and make sure that people know that this work is happening is our second bucket.

Um facilitation and community engagement is third, and the documentation and media is another.

And the last one is uh wellness, food, and participation support.

Uh, one of the things I always lift up, and uh we added a therapist to each of these sessions.

They were there for people when they're unpacking these uh very tough uh stories or experiences, and so we weave that into the entire process.

So these are our top buckets where we spent the most amount of money.

And now you'll see the budget shift to focus on uh giving informant change and ECC, the things that they need to really bring it home and really hit the the home run with the work that you've uh tasked us with.

Um again, I'm getting a little bit more granular, um, still high level, but the uh these are all the categories essentially what uh you all approved us to utilize the money for.

And so what you see here is uh what we budgeted for.

There's some numbers that is a little off.

We're gonna adjust that today at our full commission meeting so that uh by the end of today, when you see the budget, it will be it would be 100% on par with uh to the nickel.

Um but these are the major categories in which you said uh to the commission, hey, with this 500,000, we we bless you guys to spend money in these categories.

And so I wanted to show what we budgeted for, what our actuals are to date, and the variance between uh those.

And so again, I do want to remind uh you both on on the record is that we're still way under budget.

So even though you see a negative for a line item, we're not overspent.

We just need to modify, move money from one line item to another line item to bring it whole uh because there were some invoices that maybe came in a little higher.

We added uh maybe one or two photographers here and there.

So uh some of this stuff is uh if you see online item as a negative, we're not over budgeting anyway.

Uh we definitely have uh the space to uh fulfill all of those.

Um and then you see the usage uh on that last column.

Uh later on today at our full commission meeting, uh, we will be making those uh official formal budget uh adjustments.

Uh there will be an ear e increase to ECC and inform and change uh line item because uh we have we the commission, we've asked them for so much and they've risen to the uh the challenge and um and there's more time spent uh given that each of the commissioners have did their own outreach.

We've done a lot of stuff in uh both uh ECC and inform and change has been there to then uh evolve with us in our request.

So there's more time being spent in order to make the June deadline, but to make sure that we meet all of the the scope requirements that the board entrusted us to do.

Um and then the documentation media, we want to make sure that uh not only does community have something nice and clean uh to walk away with with the information that was collected, but you all as board of supervisors have those same documentations digitally and physical print.

So we're going to be spending a little bit money, more money on documentation and media, and then um and then we're gonna be redo uh reducing some of the areas that we didn't spend a lot of money in, and then the contingency was uh something that just kind of offset all of the other line items.

So we will be making the adjustments, even though you see uh maybe a negative budget line item, we're gonna fix that later on today.

Um, and then the library will be presenting the uh the difference between what we need for ECC uh in the near future.

Um and as we move forward and be good stewards of the dollars, these are the line items that we're gonna keep an eye on.

So these are the line items that um based on uh the scope of the events and uh above and beyond the listener sessions, the pop-up sessions, and so these are the line items that we're gonna start paying attention to uh and really keeping the eye on and make sure that they don't uh either go above and beyond the adjustments that we make tonight.

But as you see, uh I've outlined um kind of where we went over and where we're under to give you an idea that we are uh we're counting the widgets.

We're we're counting it every single nickel, and I just wanted to make sure that we demonstrated that on the slide that we're being uh very good stewards of the money you entrusted uh to manage.

Oh, any questions?

Yeah, questions.

Uh to the end, yep.

Okay, right.

All right.

Okay.

The moment has arrived.

Even though you had a pretty look, Michael threw them up there and I went, oh, yeah, okay.

So we talked about the harm, and we talked about the stakes here, and so um, why did these recommendations exist?

We want to move from the harm to targeted policies and investments.

So here are the 12 that we landed on.

Um, you know, we did use the state task force and some of the categories that they had, and then um we then uh came together and changed some of the language, but basically we have we did follow the state format.

So they're in order of priority as well.

So housing and economic opportunity and closing the wealth gap lends itself to repairing the harm within the communities to all five elements, compensation, um non-repetition, satisfaction.

I mean it checks all the box for the the UN five pillars, and then the administrative is set is the desire to set up a dedicated agency or department or however you want to categorize it, but that we have an office of reparations, and that you dedicate some we dedicate some funding to it.

So that was um one of our top three, and then fourth, the health equity in particular because now health encompasses the social determinants of health and trauma and mental health, behavioral health, all of that rounds out the top four.

Then family and youth, in particular, I would lift up youth.

We just feel like it's intergenerational and that um we need to focus on what will help them uh overcome and as well build for our future so that they are not living in some of the circumstances that we heard from the community, and that education is came in as the sixth justice and public safety, and what I would lift up here is we did have a lot of conversations about how the county spends its money.

We felt that the budget was a reflection of the county's values, and public safety gets a big, I don't know, 2.6 billion dollars, um, and then the social services gets another big couple billion.

So we know that we did not we we had a discussion about how the budget is allocated, but we didn't prioritize that in terms of what do we put first or second, but we we recognize um that a lot of the county budget goes into two big buckets, and then the accountability is the um we feel is the lever to make sure that the work continues.

We could set up an apartment, we could set up funding, but if the dollars aren't allocated to some of the priorities, um we needed a mechanism to sort of say, okay, how is it doing and who is being held accountable?

So that harms report, which is organic and gets done again and again, we can see the progress we made.

Um, and then it lifts up the equity tracking.

And so equity, uh I know we we have done a lot of good equity work, and and we have the data as well that was pulled from the department work, but um that tracking and centering that issue will be key.

And then rounding out sort of the culture and the memory, the memory, and make sure that as Michael lifted up, there was no erasure, civic and civic power meaning being involved in the decision making process and lifting up the representation, and then the data transparency also helps with the accountability and how we're using the research using the allocation of resources, and lastly uh the climate and the environment in those communities most impacted.

So those are the 12 and the priorities that we have.

Then we put them as asked by the mandate to do short-term, medium-term, long-term.

So the first five were short-term, meaning there was a sense of urgency, and we wanted to do that in that sort of the uh first few months.

So if you go in a one to twelve months, those first five, we have to have some movement, some activations so that we have done some work on it.

Medium term was one to three years, those were those six through nine recommendations, and then long term you're getting out in the three and five year area.

So we we have sort of um met that mandate that you all asked us to do.

So this is it sort of put together.

So short term, the housing, the economic opportunity, setting up the office with some funding, let's do the health of the community, and then our black youth is priority one.

Phase one, short-term, hit the ground running.

Then phase two, um, which is at one to two to three-year range, uh, now we're starting to get into some of the systemic stuff, right?

Education, um, the legal and as well as public safety, we're doing the the um tracking of the harms report, which helps with the accountability, and then we're still preserving culture and place-based work.

And then long term is the civic power, the civic engagement and um data, any data distortion, um, which doesn't mean it's not important, it's just that we put the other ones in front of it, and then the environment and the infrastructure where you know environmental investments, including the clean air, water, and land, um, it helps uh keep healthy communities, so it kind of leans back to four, but we put the that one as the last.

Um, it helps uh keep healthy community, so it kind of leans back to four, but we put the that one as the last.

So if you had to put it in sort of an architectural structure, uh we say the part that empowers people, um youth, health, education, culture, uh closing the wealth gap and creating space, housing, uh anything that's uh economic, um wealth income, jobs, workforce development, and then the environment, and then the system side is like you saw um the administrative part, the justice system, political power, and data.

So I I would say that that's how you could frame how we have um laid it out.

I'm not gonna go through each, but if you wanted to, if we want to come back to these, um supervisor Miley, but you know, we this then we take in-depth sort of what the recommendations were for one and two, um, and we consolidated some of this for the um the feedback session so that they could do a gallery walk.

So lastly, um, and I think we have just a couple more slides here.

So if we wanted to frame sort of you know, the mission, create this action plan, leaned into the experience and the surveys and the data, and then amplifying the accomplishments is sort of the path, and then you know, the timeline which you've seen and at infinitum now, but just keeping us on task um is uh is outlined here.

And then lastly, you know, um we would like some clarity on if it will be the June 30th, we're thinking it's gonna be the 30th rather than the 23rd, and that we um be agendized then.

Uh we do plan to do quite a campaign to uh make sure we have representation in the room um as we deliver the action plan, but would love to um concretely know if we can get the um the set item uh set matter um so then we can um because this is frankly the last um step of accountability that the community was asking.

When are you presenting it?

We want to be there to support it.

Uh so that um I think that then concludes our report.

So oh Al, okay, go ahead, Larry.

Um, and so as our presentation comes to a close, uh one of the things I want to make sure I did today uh was to thank Chair Gore for your leadership, your guidance.

Um when you think about yeah, your we've been at this work for two years, and she's been there every step of the way, uh nudging us, clear, concise leadership decisions, um, really streamlining the work, you know, really guiding us.

So I wanted to make sure that I thank you for everything that you do, the time that you spend.

You're a very busy person, very important person, and so you give your time to this out of love.

We all do, but um, it is zoomed through your pores, so I want to say thank you.

Yeah, okay.

So with that, thank you so much.

Um I will stop sharing and open it up to the floor because the the um what we would one is to make sure um where you're you all think that how you will be able to do the set matter, what day, and then frankly, uh the adoption of the recommendations and how we can talk about um if there are any things you want to move, adjust, or you know, give us input because this is the time because we are taking the feedback from the community and the feedback from you all, and we can sort of hone in on how to present the report.

So and I'll open it up.

Anybody can answer any question.

You want me to go first?

Okay, all right.

Well, thank you for this report today on these various uh uh categories.

And so let me kind of walk through some questions and give some feedback.

Um first of all, you know, uh thank the commission for all the work you've done working with the library uh to move this along.

And it's very impressive the work that you've uh put together in such a short period of time.

Haven't been able to get to everything, but I've tried to really keep my Edith Grant.

I know Supervisor Marquez's office has as well, and appreciate her serving on the ad hoc committee with me.

Um I'm gonna try to go through different pieces of the presentation where I made some notations and hopefully I'll I'll cover everything.

Uh first of all, there was a slide earlier on that talked about the six listening six targeted listening sessions, prioritize each district.

Um I'm not sure why the one in Juvenile Hall and the one in Camp Sweeney were listed under D2.

Uh was there because maybe not uh we worked with Fly, one of the commissioners are Tavia Berry and my district director Ronnie Lachea and my advisor on public safety, Brenda Gomez attended both of those.

I think it was just captured under two because of the coordination.

Yeah, it wasn't in D.

It's not based on geography.

No, okay.

I think it was just more than because both of us still both those facilities are in my district, as well as district uh one pleasanton, that's actually most of my district too.

So I just I'm just asking the question.

Just just asking the question uh for accuracy, that's all.

So um if if um if there's a response, great.

Uh if it needs to be uh um modified, fine, whatever, but just wanted to point that out that I caught those two things and I wasn't sure if it was geography or not.

Okay, good enough.

Then ask a clarifying question.

Is it your thinking that we will have some version that we're gonna present?

Pardon me to is it your thinking or consideration that we're gonna present this to the full board or a version of it?

Because the cleanup would happen both you know for the record, but also because it's the intent to present something like this.

I yeah, I'm gonna talk probably I'll talk a little bit about that as well.

Yeah, but I think whatever you're presenting uh you know will be a public record, like this is a public record.

Um, so and I wasn't sure what that was based on, and it could stay like it is, or if it needs to be modified, it can be modified, but uh nonetheless.

Um as we continue through this, it you reach your goal because I think your goal is to have about 400 surveys.

You reach that goal.

Yeah, but I think we're beyond we will be well beyond it.

What how many did you get?

Well, we're uh we put four 400 plus, but the um website is still open and the surveys were still collecting surveys.

Okay.

Because that's that's really tremendous.

And I was just wondering if as a result of the surveys, the listening sessions, the pop-ups, um, the other the other events like um the Black Joy Parade, etc.

etc.

Um, do you have you found any deficiencies that need to be um considered in terms of the you know the gathering of the data?

Are there is this solid data that we can rely upon?

It's solid data.

I I think I can more deep nor need more deep district one.

It would have been helpful to have more district one information.

Um we did have a commissioner uh of the three commissioners appointed, uh two were quite engaged and one was not, but I would say that div uh district one could use um more input.

Now that's not to say that folks who live in district one you may have come to an Oakland event.

We don't have that, we don't have that the information disaggregated like that, but we we did just have the one event there.

What one two one event there.

Okay.

Um so um that that's probably the place I would say it was most important.

I would once I'm just throwing this out.

The it's this is gonna be scrutinized very intently.

Uh and I don't in being on the board of supervisors, the elder on the board of supervisors or the dean of the board, African American on the board, and having helped usher this in.

Um, you know, I take a lot of pride in what you're doing, and I don't want anyone to think we're trying to sweep anything under the rug.

So if we have deficiencies or weaknesses in what we're presenting, we should not um shy away from that.

We should acknowledge that.

Yeah, that's all I'm saying.

uh and i don't in being on the board of supervisors the elder on the board of supervisors or the or the dean of the board after the board and having helped usher this in um you know i take a lot of pride in what you're doing and i don't want anyone to think we're trying to sweep anything under the rug so if we have deficiencies or weaknesses in what we're presenting we should not um shy away from that we should acknowledge that yeah that's all I'm saying yeah and let me open it up to the floor if anybody else has yeah and yeah yeah I mean to this point too um around the sampling too it wasn't like uh strategic purpose this purposeful sample where we said okay here's the sample size we're trying to go for this was really a convenient sample of people so we we gathered who we gathered um as we said it's over 400 I would say um the gender issue would be the the one thing as as well as geography like it would have been nice to have more men complete the survey I will say we have a broad range of age so that is a beautiful thing like from 18 all the way to like over 60 basically and it's really equivalent also income is all the way through across the board it's not skewed one way or the other so that's a beautiful thing around the survey um we've also come um comb through and clean the data there's not a lot of like missing data or skip patterns or whatever or repeated we we check for those things so it's really a high quality data and there are open-ended questions in all of the different surveys and lots of people filled out a lot of the open-ended questions so this was actually people who took their time took really genuine authentic responses so I am actually not worried about the quality of the data we also looked at um the ones that were sent out more broadly we we put in some trick questions to make sure we weren't capturing just spam data and so there are only like 30 of those that seem like they might be questionable and we threw those out so this is really high quality data I think I think the only thing is if we had done a more purposeful sample rather than just convenient sample of getting more men geography considerations things like that.

Yeah well you might want to put an asterisk or something and then I know you when you were talking too you said that a lot of responses talked about um some the data talked about um Alameda County departments or agencies people that felt injured by them do we have more specificity around that okay yeah yeah so we'll be pulling out those specific items too and talking about those yeah because I know um you were speaking that when the action plan is presented to the board of supervisors for instance we're not going to be dwelling on the cities per se we're gonna be dwelling on the county as a governmental entity and it's going to be important that we know because you know we can't control the cities if we play a role like in Russell City with Hayward then that's something I think the county needs to be held accountable for but if it's purely um a manifestation of the city we just have to be careful yeah that's all um this I'm Dr.

Philip Gardner one of the commissioners I think your point is is very well taken and I think it's more than an asterisk.

I think we want to say generally at the beginning there could have been much more community involvement um and that's just more a reflection of the time that it took and the outreach that it took um and and let people know and say at the beginning some places like in Pleasant it wasn't as well as tended as it was in West Oakland um that's true and we and we should talk to it so I don't think it's an asterisk I think it's actually a good point to make and I'm sure they'll make it yeah that's good because once again I just people are gonna be critical anyway and I I don't run away from and I don't like to hide things I'd rather face it head on yeah and if we have a good response we have a good response if we don't we don't but let's face it head on um now let's see what else then yeah the date for the report to the board will be June 30th.

So in your timeline you can put June 30th I've confirmed that with the county administrator and the president of the board it will be a set item I think it'll either be one o'clock or two o'clock uh they haven't given me a sense of the actual time but it will be a set item on June 30th and I and I'm gonna try to uh make it the only item we have that afternoon on June 30th.

Yeah yeah yeah and then um uh we need to talk more about uh the content uh of that uh that presentation um okay so then in terms of the the rec well let me if I do what if the recommendations let me get to the the budget um where is it oh yes I think it's great in the budget Larry mentioned that you're going to document have some documentation of this um so do you envision the documentation being like um uh a fancy uh pamphlet uh um a a C D what what's that gonna look like for posterity in terms of how this is documented first to ensure that people read it my face is going to be on it that's number one thing uh no uh joking aside uh we do want to make something that's uh visually uh

Oh yes I think it's great in the budget Larry mentioned that you're going to document have some documentation of this um so do you envision the documentation being like um a a fancy uh pamphlet a um a a C D what what's that gonna look like for posterity in terms of how this is documented first to ensure that people read it my face is going to be on it that's number one uh no uh joking aside uh we do want to make something that's uh visually uh uh appealing and digestible and so we're kind of working on the with the design on what that would look like uh reflective of the county the spirit of the commission so yes it would be some sort of pamphlet or but we also want to digitize it too right so it can be shared through a QR code and people can just say boom here's a report and so we have some ideas but we're going into that uh design phase as we get closer and closer to uh codifying all the information.

Okay good because I do think that's an important piece of this to codify it.

Yeah absolutely great um okay so I wanted to uh mention that um and then uh in addition and this might be with the budget or it could be overall um because I know a lot of the budget I mean it's not the budget a lot of the commission meetings I attended earlier on there was always that issue about money and resources um and I would be very interested in knowing you know or the committee would be interested in knowing if not now at a the a future time if you had sufficient resources or did you need more resources or um you know that sort of thing because we allocated five hundred thousand was that sufficient because clearly you stayed within the budget of what you were given but if you had been given more would that have been helpful or you had what you needed etc you know that sort of thing yeah technical yeah um so it's not so much a question of the amount it was the timing of the amount so we had been seated for a year plus and then we got resources and then we had the extension so the amount it was compressed time um i and in particular you know as I lifted up um district one we could have just canvassed district one that's expensive so Larry did so maybe that's what you're gonna talk about we got some projections on what would it take for people to canvas and it was well over sixty thousand dollars to get I don't know a couple hundred folks so had we had we had the money sooner and not asking for an extension because it's very important that we put a stake in the ground that we've done some work and that we then move to the next level um I think it was more that timing on the on the amount of work like you could even see February like there was all this work done in February had we had the money you know the year before we would have we could have stretched that out over 24 months instead of 12 or 13 but let me let others add.

And uh only thing I would add to that because I was perfect I was actually going to mention that the only thing I would add exactly the only thing I would add to what Chair uh Gore mentioned uh was that we underestimated the people's generosity for the work right so when we budgeted we felt like we need we were going to pay at the top end of everything we we were going to do facilities website all of these vendors essentially gave us a discount without asking are lowered their costs for the mission and so I think that's another reason we have such cost savings are we didn't utilize the full budget all the way up until this point because that was one of the areas we didn't factor in was uh people's compassion and um if that compassion was going to equal uh coin or not so uh but everything that Chair Gore said about the timing if you if you align the time in with the money I think if we have more time if we have the resources earlier we would have probably been closer to zero today.

And and then lastly I would I would add it it is difficult to sit a commission and ask everybody to volunteer those hours.

So we had you know luckily we had two consultants to come do some heavy lifting but we're still doing a lot of lifting and in particular if you're doing listening sessions in community engagement that's where the commissioners really come into play because they're from a district they've got to reach out to the community and so you can see those who had connections within the community you know there was good attendance but you're relying on a commissioner to volunteer all that time when we all have you know paid jobs.

So the staffing issue as well, because you recall we were going to work with the director of equity, and we had two of those.

So and then, you know, we we are sort of all praising the library for the heavy lift that they are they have done with us, and even then we're doubling up on their staff.

So it it's both resources of people and resources of dollars.

Well, and time, so three dollars for people.

And and and Deborah, you and um Larry are hitting on something that I think it would be important to bring out too lessons learned uh that you could share with us as uh county supervisors from having done this, you know, the timing, the money, this that and the other.

Um, if that could be part of the of the report, I think would be important for us to know as well.

Okay.

It is okay, all right, good, good, because everything you're just just talking about, I think it's um important that we have that in the report too.

Now, in terms of the the prioritization, you once again I'm not I'm not gonna influence your thinking on this, because I think you need to present what you're gonna present.

I don't think on the 30th the board's gonna adopt your action plan, we'll probably receive your action plan and then take it under advisement.

It might even be referred back to this committee because um in your action plan, uh there's you know, there are no cost estimates unless you're gonna give us some cost estimates.

Um of the time frames just from what you outlined here.

I personally think from my not personally, I professionally think for having served 25 years on the board of supervisors, they're unrealistic.

Um but once again, I've tried my best not to um influence uh the thinking of the commission, but the commission needs to present what it's gonna present, and I just don't think the board is going to adopt this report on June 30th.

I think we'll receive the report.

It can be an action item uh or it can be an informational item.

Uh, but I just think if the anticipation is that we're gonna adopt these recommendations uh that day, I think that might be a bit naive.

And the reason I'm saying that is you know, if Supervisor Marquez can attest to this, you know, we just set up an office of immigrant services.

Um, and that came out of the report a number of years ago.

Yes, 2021, and she wasn't here, and it took what Supervisor Marquez uh we just set that up this year, right?

2021, and now it's 2026.

So let me just get a little context on that.

Um I appreciate the comment about stuff not saying static.

Absolutely agree with that.

Uh, but what you're referring to is Supervisor Viag commissioned a report when Trump was in office the first time.

One of the recommendations is this county does not have an office of immigrant and refugee affairs.

That report was published in 2021, and we are barely studying that.

Yes, barely studying it.

So just and I've been here for three years and four days, I just checked the calendar.

And there is a theme here in this county, and I don't know why.

But critical things tend to take six years here.

Yeah.

So just keep that in mind.

And I'm not trying to, I'm just being, and I could point to you all the examples.

That's not me just making this up.

Yeah, yeah.

So and I think had Richard Vi not passed away.

I don't know if the thing would have um been sooner or not.

But I'm just saying, I think it's important to present your the commission to present its best thinking on this, but your time frame might not be realizable for the board.

So I would also advise you, you've outlined the priorities one through twelve.

But if there's any way you can say what's the number one essential critical priorities that's got to be accomplished, I know you say within the next six months, but let's just say in the next fiscal year.

I mean, I would I would keep it to one or two or three things at the most.

Um, because you know and she'll she'll support me on this.

We you know, we we we've looked at an office of um um inspector general and uh sheriff oversight.

Um we're looking at an office of unincorporated services.

We're looking at in in this and the things I've just mentioned are not mandated responsibilities.

So if we need to look at what's our priorities, we're gonna look at mandated stuff first.

So I'm just saying give us the more you can give us in terms of what it is you really want to have the county pay its attention to, let's say over the next fiscal year, that's what I would do.

The one or two or three things at the most.

Everything else can be there, and they can be associated with the time frame, but just feedback there.

And then I think it's gonna be important that we also, and you've asked this question, give you some indication on what the uh report should look like for June 30th.

I know um uh let's see, informing change uh outlined uh some of the content.

Um we just need to think about let's suppose you have an hour presentation.

I don't know if it's gonna be an hour, but let's say we have an ho presentation.

What do you want to get over to the board in an and to the public in an hour's time?

And that we have to really think about that, and then there can be other stuff that's part of that that everybody can take and review and read and decide and other and digest, etc.

But if if if the presentation is going to be an hour, what is it that we want to get out there?

Um and let me see here, like because I know I've said a lot, but I was saving everything until the end.

Let me just make sure I covered my list.

Budget.

Thank Deb.

Also want to congratulate Deb.

You just got recognized.

Some big national honor, right?

It was national, a national honor.

What what is it?

Okay.

Well, we'll have to recognize you at a board meeting.

Congratulations.

It was about the work of public community voices and national.

Okay, it's a graduate.

Yeah.

See you see, Larry.

I I got schooled on the libraries a few years ago.

Uh let's see.

So I talked about priorities, I talked about cost, lessons learned.

Oh.

We don't spend a billion dollars on public safety, public protection.

I don't know where that figure came from, but you got me to pull it up for you.

Well, so if you go to the Alamania County budget, it itemizes where the spend is and it gives a pie chart and a whole bit.

Okay.

And under public safety, it's like 26%.

Is it share and fire?

Is it couples in the department?

Uh I don't know what what they fold up into it.

Okay.

But I can show you what I've got there.

That and the um social services, they itemize out.

Yeah, because social services and health care, we sp yeah, we spend about a billion dollars on book, you know, separate.

That's a billion dollars, social services a billion dollars, and it's you know, it's two billion of a county's about six billion dollar budget.

And those are our two big entities.

So I'd have to check that figure.

Because obviously, you're right, um, our values are where we put our money, and if and I'm very sensitive to that.

Um, and then I think the other thing is I think I don't know if it was uh you Deb or um Deborah or Larry, but a case study.

Uh because yeah, this is I don't think if from my experience, I don't think the board's ever done this before, had a commission that we've given a responsibility to to go out and develop an action plan for us.

And so it might be good if we had a case study or even a um an evaluation of this whole effort so we could you know learn from it, and and if we have to have ever have to take this on again, we do it uh a little better.

Um and so once again, I I I thank everyone on the commission uh for your time that you've dedicated to this.

Um it's been a Herculean effort.

You've really taken on the responsibility of doing this with passion and um intelligence, and I've been very, very impressed and proud, quite quite frankly, proud.

Um it could bring tears to my eyes because you you folks have done have done well for us.

And so um I'm looking forward to the you know to the June 30th.

Uh and we maybe if we have to meet again before then we will.

If not, um I just think it would be good for our offices to give you and the commission uh and Deb some feedback uh offline about June 30th um content and presentation to the full board.

And I think that's all I I have to say for the moment.

And I don't know if you have any other responses, but I do think Supervisor Marquez has questions and comments too.

Okay.

Sorry, I also want to give my thanks and your guys' meeting is at six.

Okay, so I'll make this quick.

Um so uh just thank you.

This is incredible, impressive.

Um, and just want to publicly say um we as co-members of this ad hoc committee, I think there was a lot of lessons learned in this process.

So the framework and what was adopted is going to be key for best practices because we did lose a significant amount of time.

So I really appreciate everyone's patience and it wasn't to be disrespectful, not to give it a priority, but just I don't think it would have been good to have like a work session for us to figure out what do we want, what do we want the framework to look like?

Because once we identified that, you guys hit the ground running.

So I just want to acknowledge we did lose time.

Um, but I really appreciate everyone hanging in there and um just sharing your expertise.

Um personally, if there's money left over, I truly feel all of you should get stipends.

I know you're not asking for that, but you've um given a significant amount of your time.

So I think that is a very reasonable request.

Um with respect to I love Supervisor Miley's comments about narrow the focus one to three.

What do you want to see in year one?

Another thing which is gonna take some time, but I've said this in the past.

There's a lot of things in this county that are pending that can be prioritized, one of them being the fair chance housing ordinance.

So if you it might be another committee, I don't want to tell you how to do your work, but all I just want to say, and we could discuss this offline.

There are so many pending initiatives that align with the recommendations.

We just have to draw that connection.

Um so I'll say that.

Um, and I do think the report you're gonna have to give it to the board members two to three weeks before you're gonna present it if you really want them to review it.

June is the most chaotic month ever.

It's budget, and it's not just a crazy budget like every year, it's the worst budget in our history with HR 1, prop one.

There are so many hits we're dealing with right now.

Um so I would approach it as 20, 30 minute presentation, giving all the board members the report at least three weeks in advance to review, and the presentation is just present and let people process, and then we could discuss what's the next touch point.

But we're absolutely not going to be able to present and adopt in the same day.

I wish we worked that fast.

We just don't, and I think um the presentation is another opportunity for the community to weigh in.

You've done the listening sessions, you've done the feedback.

Not everyone is participating in the process.

So having that presentation gives another touch point to the community.

And then if there's anything we could do, one more um coordinated effort outreach for D1, I think that that is going to be critical.

Um we can help connect to churches, leaders and district one, but I think that's that's gonna be key because that's some of the criticism we hear a lot about the geographic representation tends to be um almost everything in this county tends to be North County heavy, just to be honest.

So I'm glad to see Hayward South County is represented.

So thank you for that work.

But collectively, we need to do a better job with the entire geographic um representation.

I think those are all my comments for now.

Yeah, we I'm sure we will open it up to questions, but go ahead.

Go ahead.

Let me just say it from here.

Sure, sure.

Can I go again?

It's just hard to get up.

I know.

Is there is this stretch?

Does this reach?

Oh my god.

Does that wait?

That one might reach.

And then is there gonna be an executive summary, like something that okay, perfect.

Okay.

Yeah.

Uh this is uh Commissioner Gardner again.

Um your last comment is right on buddy when we were um preparing for uh different parts of listening sessions.

We ran into uh um an online blog by people in district one who were talking about how messed up it was for the county of Alameda to be taking up rep reparations, and they are making plans to come here for the they thought it was the 23rd, but they're making plans to come here for the 30th.

So be aware we'll not only we I'm gonna call out what you said the churches and and other people and um but there will be people here against this, and we should just be aware of that.

That was your last point.

I wanted to make sure we made it.

Thank you, Larry, for excuse me for go ahead.

Okay, so I do have a bunch of clarifying questions for sure.

Um as it relates to so we followed the mandate of a draft plan.

We have a recommendation, but it's a plan, and we would do short-term, medium-term, long-term.

So this idea of lifting up one or two priorities feels like a different ask.

So I I uh so I feel like there's some scope.

Hold on, hold on.

Scope creep, which then lends me to is it your intention that the commission not sunset and that we do some more work because the way that you have framed this, um we could probably elevate one or two, but you've also said there are uh we could plan, we put out a plan on how to plug into the initiatives and just add a reparations component.

If you're gonna do a housing plan, you can do uh a reparative component, right?

I mean, that's like at the federal level before things got crazy.

We did a Justice 40 initiative for all of the billions of dollars, which meant there was an equity component for things that were funded.

So I so I'm trying to sense make uh the idea of doing priorities that could be adopted, but that feels different than what the mandate was.

So if you guys could just talk me through.

I think I hear what you're saying.

I think from my perspective, let's just say priority number one.

Um if we could do a look back, kind of what are the pending ordinances policies that this county is already working on that are in alignment with priority one that we can call out address these three the first fiscal year.

And I gave one example is the fair chance um housing ordinance.

That that's what I was thinking.

So so as a way of example, by way of example here is how the housing, if it was our top priority, could be implemented.

I understand what Supervisor Marquez is saying that's that I you know that's more or less a heavy lift.

What you have here is like your number three priority is to set up an office of reparations with dedicated funding.

Maybe that might be the priority, so that everything else can then be accomplished.

You know, that's what sort of we can you know, so we can look at based on the priorities you have here, because somebody's got to do the work.

And if if and if it's not assigned to somebody doing the work, once again, it's just gonna go on the shelf.

So I just think there needs to be um the context board.

We need you to fund an office to do this, or we need you to fund a position to do this.

We we need we and we need to, you know, if if it's structured that way, if it's not that's fine.

When the board gets this, we'll get it, and then we'll grapple with what we need to do next.

But I think what Supervisor Marquez is suggesting is important, but I wouldn't give that to the commission to do because that's a heavy lift, yeah, at the moment.

And just to put some staffing context into this too, is that um we've thought about this approach and how it would interweave with existing services and how we would operationalize these efforts too.

So I think there's an in-between step between the bulk and the heavy lift of community feedback.

This commission has done a great job with marrying it to existing initiatives and trying to weave that in there, and I think that's an important phase.

The feasibility, the readiness, all of those kind of in-between steps between the the report, but I think we really wanted to make sure we got all of the community, the commission really wanted to make sure they got all of the community feedback first in the big bulk of it and how we operationalize it as next phase.

Yeah, so I'm just I mean it in sort of a gear that we've been talking a lot about the government alliance and race and equity model of how you integrate this is recommendations and a county governance.

So yeah.

So yes, sir.

Yeah.

Can I can I just finish okay?

So um so thank you for that clarification.

Uh um, but it is uh I'm still wanting to make sure um that the commission will be sunsetting after we submit the report, and then should we be making a recommendation on what that next step, if it's a task force or something else that the work can then be handed to, not just the position.

Here's my fear on a physician or a department that it will take five or six years.

You just gave me three examples.

If you set up a department, it's five or six years.

And at the state level, you know, we've been trying to pass legislation, we finally we we um there they have passed the bill to set up the uh Freeman Bureau equivalent of that agency at the state level.

But so the agency or a position when we can't even fill the director of equity, just it I want something I we want something that's concrete, we're with you on that.

Concrete.

But also could survive this bureaucratic system we're talking about, right?

So that that's why I you know frankly, as a chair was like it's a plan.

Yeah, we we owe you a plan.

Now, if it's helpful to uh have this the the commission in the next you know, six or seven weeks say, here's how you we would hand off our work, um roll any extra dollars we have into whatever that next body is or effort is I could see doing that.

Some of the some of the uh other mechanisms, machinations of manipulating the report just seeming congruent.

Um so so I'm just you know that's why I'm seeking clarity on that.

Uh the I really if if it was thoughtful lessons learned, but the evaluation process or some evaluative evaluation process.

If we had that going side by side with us to do it after, but it but that might be one of the lessons learned, but also could we could make a recommendation of standing up this next thing we hand the baton to that could do that evaluated process and also keep the momentum of the work going.

So I'm I'm just looking for a little bit of guidance in between, but I wanted you to understand why, you know, one or two of these.

Yes, we put together you know five as a priority, but we didn't uh necessarily give you a detailed set this job up for this thing.

That's on us.

What if we flip that you're presenting the plan, we accept the plan, and now it's up to us to identify what's going in category one, two, and three.

Would that lighten up the load?

Um and have that presented at the June 30th.

Not uh the entire board has to read the report process, but what I was suggesting is after the presentation we determine a date certain.

Like we're gonna come back, and I'm just gonna say September because we agree on the action item.

Yeah, so then the board comes back and it's like, okay, this is what our commitment is for priority one, two, three, four.

We've identified um the community can weigh in.

We agree, disagree, there might be a tongue of war, but rather than having you identify the priority, that's the alternative option.

Yeah, yeah.

So I'm just presenting that as an option.

Um, I don't know how the board feels about extending six months to do a transition.

I'll leave that up to you guys.

I know you guys were kind of like we wanted to, you know, there's different thoughts on that, but I'm I'm open to whatever we need to do to have the next step plan in place.

We're up against last day of the fiscal year.

We appreciate that.

Um there's been some discussion in the commission.

Not everybody feels this way, but I'm one of them.

That the main suggestion, recommendation, is to set up an office for dealing with reparations.

If you don't have a commission or a work group, then it's just another report on the shelf.

So I know you've said a couple of times, Deborah, that we're gonna transition on the 30th.

That doesn't have to happen.

This report is the beginning.

This is not the end.

So part of what we need to discuss and make a recommendation is what do we do after the 30th?

I mean so I I I want us to think that this the key thing.

We've even talked about if this is the key thing that we're doing that in all the other areas that we mentioned, the other twelve, that there needs to be someone looking after reparations in each one of those areas.

Because what happens if you get rid of the reparations commission, there's still the that comes up.

So um I want to encourage that this is not the beginning.

I mean, not to add that this is just the beginning of this process.

We can talk about it later this evening.

Any other comments?

Larry.

Okay.

Yes, I do think it would be important if the commission could give us the board your recommendation on the next step.

Yeah.

Yeah.

And the makeup can change if it has to scale back to less member.

You know what I mean?

Like I I think we'd be open to um sometimes a smaller group can be more efficient.

You know, I think it was three per district, maybe it's just two.

There are things like that to consider.

Okay.

Okay.

I think I think that is all the questions I have.

So are we clear on the date though?

Uh so it's June 23rd is off the table.

It's like we're focusing on June 30th, requesting a set matter, which is important because it's a specific time on the agenda, allows for a presentation and for public comment so the committee doesn't have to wait hours on and to engage.

Yeah, so once again, I would yeah uh reemphasize that um uh Deborah and Deb draft something up and then maybe read it by our respective offices for June 30th.

Then uh Supervisor Marquette suggested if you can get the re uh the report in to the board sooner, that's great.

If you can't, if even if you set up a meeting with each board office in advance of June 30th to kind of preview coming attractions, that would be helpful as well.

But I just know on the 30th, we're just gonna basically receive, we're not gonna adopt anything at that point, because we we're not gonna have time to just take up an action.

We're gonna the board's gonna refer this either to this committee or to a work session or something in the future unless uh the commission specifically says we'd like the next step to be yada yada yada.

Yeah.

Um and then um yeah, I do think I've already heard grumblings from folks uh about some of the commission's recommendations.

For instance, you know, there's an online um in uh inquiry about well, do you want to uh how what would you be willing to pay African Americans um out of your tax dollars?

You know, fifty dollars, a hundred dollars, a thousand.

I mean, so w we have to be recognized that yeah, we might get some opposition to this on June 30th.

That's why I just think it's important for the board to take it all into context in light of everything else that we're dealing with in the present environment.

Um and then, like you said, Deborah, we haven't been able to keep a diversity, equity and inclusion person.

I mean, we lost two thus far, and so this just and then with the current administrative uh atmosphere we find ourselves in, and even with any of that not being the case, just knowing how things have worked here.

Um I don't want this just to become another exercise that then just takes us another six years to get to get back to.

Yeah, we need to really figure out how we can incrementally advance this and realistically advance this, because like Supervisor Marquis said, there are things that are are pending that we we still haven't gotten to or resolved just yet.

But they are yes, yeah, yeah.

And I think this could set you know the framework for the next steps.

Yeah.

Because I think like Commissioner Gardner said, this isn't the end, it's the kind of the beginning.

It's a jumping off point.

And this is great work.

And that's why I think document having a documentation, having memorialized the stuff that Larry talked about.

Um I mean concretely really I think helps for posterity.

Yeah.

So before we conclude, we have to see if we have any public speakers on the this item today.

There are no speakers.

There are no speakers.

Okay.

Um so let me see here.

Today is April 8th.

So we do anticipate this coming to the full board on June 30th.

If we think we need to have another meeting of this committee, I'll talk to Supervisor Marquez to see if if the two of us can come up with a date that works just in case we want to have another preview of what's going to take place on June 30th, where we're really focused on that.

Okay.

All right.

So once again, I want to thank Supervisor Marquez.

I like Deb Sika in the library.

I want to thank Deborah and all the commissioners.

I want to thank the consultants.

Uh, everyone's done a uh young yeoman's work, and I think um uh we've learned a lot from what others have done, but uh, think we're also maybe hopefully putting in place something that others will want to, you know, duplicate based on what we have what we have done and what we're going to do.

Yeah.

Just a reminder, um, item four is an action item.

Um item four presentation and approval reparations commission recommendations.

I I don't think we're are we prepared to do that, Supervisor Marquez.

Um item four.

I think we could recommend bringing the full report.

Yeah, okay.

Oh, we do have to take a motion.

Okay.

So is the motion that um we recommend that the full report be brought to the full to the full board on June 30th?

Is it said matter?

I'll second.

Oh okay.

So I made the motion.

That's a second.

Supervisor Marquez.

Aye.

Supervisor Miley.

Aye.

Okay, thank you.

Are we on the agenda?

Comment on non-agendized items?

There are no speakers.

Okay.

Are we adjourned?