Good morning.

Good morning.

Actually afternoon evening.

Welcome to the Monday, March 17th meeting of the Measure Your Community Advisory Committee.

The meeting is now called order.

Will the clerk please call roll to establish a quorum?

Thank you Chair.

Commissioner McGee is absent.

Commissioner Smith.

President.

Commissioner Sala is absent.

Vice Chair Wolfe is absent.

Commissioner Johnston.

President.

Commissioner Goris.

Happy St. Patty's, I'm here.

Commissioner Girofsky.

President.

Commissioner Paschal.

President.

Commissioner Fry Lucas.

President.

Commissioner Rosa.

President.

And Chair George Off.

Yes, here.

Thank you.

We have quorum.

I would like to remind members of the public and chambers that if you would like to speak

on an agenda item, please turn in a speaker slip when the item begins.

You'll have two minutes to speak once you are called on.

After these first speaker, we will no longer accept speaker slips.

We will now proceed with today's agenda.

I'll start by saying sorry if I mess up today.

It's my first time as Chair, but I have two great people next to me who will guide me through

it.

So let's start with land acknowledgments and pledge of allegiance.

Please rise for the opening ignorance and honor of Sacramento's Indigenous people in

tribal lands.

I do the regional people of this land, the Nisayan people, the southern Maidu, the

Valley and Plains, New York, Patwin, Wintoon peoples and the people of the Wilton Ranch

Shurraya.

Sacramento is only federally recognized tribe, may acknowledge and honor the native people

who came before us and still walk beside us today on these ancestral lands by choosing

to gather together today in the active practice of acknowledgement and appreciation for Sacramento's

Indigenous peoples, history, contributions and lives.

Thank you.

And I pledge allegiance to the flag of the United States of America and to the Republic

for Wichit Stain's elimination under God, individual, liberty and justice for all.

All right.

Okay.

Let's see.

I guess let's go to the consent calendar.

Clerk, are there any members who wish to speak on the consent calendar?

Thank you, Chair.

I have no members of the public who have turned in speaker slips.

All right.

Are there any members who wish to speak on this item?

I see no in the queue.

Okay.

Can we start a count to or is there a motion to prove the consent calendar in a second?

I'll make the motion, Mr. Chair.

In a second.

I'll second.

Okay.

We have a first in a second.

And now we can either do a voice vote or a roll call vote, whichever you prefer.

Voice votes, it seems good to me.

So in this case, anyone who agrees say aye.

Aye.

Any dissenters and abstain?

I'm abstain.

Okay.

I'm abstain.

Okay.

Next item agenda is the discussion calendar.

Is there a staff presentation on this?

Yes.

I assume not.

Oh, there's.

Okay.

Second item.

Perfect.

I thought you had an item two on the agenda.

No?

So this is for the, let's see.

Specifically for the agenda log?

Yeah.

Chair, the agenda log was passed as part of the consent calendar.

So we're moving on.

With a meeting minutes and agenda log.

So this will be item three overview of the measure you funded departments and programs public safety.

Okay.

Good evening, Chair and members of the commission.

I am Mario Lara, Assistant City Manager for Public Safety.

Item three on the agenda is presentations from your public safety department, from the city's public safety departments.

Unfortunately, our fire chief had a family emergency and therefore that presentation will not be made tonight.

So we're going to work with Ash to see if we can reschedule that.

However, we are pleased to have our police chief, Kathy Leicester and her team who will be presenting on the police department and Brian Pedro and a member of his staff from the DCR who will also be making their presentation.

It is our pleasure to be here and our privilege really to engage with you and provide some transparency and information regarding how these departments are utilizing the measure you funds, which was passed as you know to enhance the quality of life for the residents here in Sacramento.

And I believe that from their presentations you will see how effective these funds are being used with that.

I'll turn it over to police chief Kathy Leicester.

Thank you.

Thank you.

Thank you for having us and happy St. Patrick's Day.

We're actually really excited to talk to you about everything that we do with measure you.

I also have some people I'd like to introduce you met my boss, Assistant City Manager, Mario Lara.

In the audience, I have Dr. Nicole Clavo who oversees or office of violence prevention and Captain Jen Lagon who oversees our personnel hiring backgrounds.

And really the police department with measure you was funded for two primary programs.

The first is our hiring pipeline and the second, and I'll click here really quick, the second is our office of violence prevention.

I'll touch on family and youth investments and how that is diverted over to Yipsey and some of the things that they do with it.

But also tonight, I have my whole team here.

I have Captain Ethan Hansen who oversees investigations, Lieutenant Park who is also an investigation.

And I've got two of our finance managers here.

We've got Brenda Del Gideo who is our police administrative manager and oversees all of finance.

And Natalie Weaver who actually works with Brenda and together we work as a really good team.

And then I'm very pleased to announce that we have a couple of our community-based organizations here.

So in the very back, I'm sure you're a wave.

We've got Daniel Hulio and Christian from Saur which is self-awareness and recovery.

And we've got Merv Brookins from brother to brother right there.

And we'll give them an opportunity to speak because they're really like the boots on the ground guys and gals that get the work done.

So really briefly, we have about 11 and a half million dollars from MeasureU.

The majority of it does go to our hiring pipeline which is 84 and a half positions, which is about 7.3 million.

And then the Office of Violence Prevention receives money for their staff which is the three people.

Dr. Klava will go over that to run a variety of programs.

And I think when you see what they do, it will be really impressed.

We also have G-PIT which is our GANG Prevention and Intervention Task Force funding and our EvBIDS which is Disruption Response, Intervention and Prevention.

And that's Evidence-based programming that we do.

And then we'll talk about the pop-up money as we call it for Yipsey.

So with that, we break our hiring pipeline down into student trainees.

We have 28 and a half positions.

We have 46 Community Service Officer 2s and we just recently added permanent Community Service Officer positions.

And I love that position because they can do a lot of the investigative work that people are interested in doing without being sworn police officers

and take some of the investigative responsibilities off of officers and really are very effective.

We actually have not had those positions since the recession if you can believe it.

So that's a recent add-on in last year's budget.

And then you've got the OVP staff, the Special Projects Manager which is Dr. Klavo and then her two team members and Administrative Analyst and Administrative Technician.

And with that, I am going to invite Captain Lagon up to talk about our hiring pipeline and all the good things that have come from that.

So I'll turn it over to her and I'll be back towards the end of the presentation. Thank you.

Can you invite introduce Klavo for us for questions?

Okay. Good evening. Make sure I get this correct.

The first I'd like to start with is the purpose of the programs is to recruit young adults from the Criminal Justice Academy.

We refer to our Magnet Academy, our Police Cadet Program and then our local colleges and universities into our law enforcement careers.

And so I first like to talk about the Law Enforcement Cadet Scholar Program which is Lex. It's a program at Sac State.

This program is offered to Sacramento State students giving them the opportunity to pursue a career in law enforcement in partnership with the Sacramento Police Department and other local agencies.

The program helps create a pathway to paid law enforcement positions within the community.

It also promotes diversity and inclusion in law enforcement recruitment and hiring.

It also focuses on leadership and policy issues within law enforcement and improves community relations.

It's not an average about 10% of the Lex students apply for positions within our department and that includes both sworn and non sworn roles.

Currently we have one pre-higher from the Lex program who will be attending our upcoming Police Academy and then another one that is currently in field training.

I think to note about the Lex program this is open to sophomores, juniors and seniors at a 10 Sacramento State.

The Toronto Justice Academy and Cadet Program. So our criminal justice academy also referred to as the Magnet Program is in five of our schools.

That's Hiram Johnson, Maclatchee, Grant, Kennedy and Intercom. There's an average total about 550 students enrolled each year.

The criminal justice academies are prevention and intervention at its best as a high percentage of students come from at risk backgrounds.

The primary goal of the academies is to raise the high school graduation rate and college attendance rate.

And I'm happy to report that for the last three years we have had a hundred percent graduation rate.

The secondary goal is to develop career and life skills. And we develop a lot of these skills through students taking part in community service, which is part of our civic engagement.

The students also participate in leadership camps, quiz bowl, law ball, academy challenge and other events throughout the year.

And each student is required to do 150 hours of community service each year.

Tied to the Magnet Program is that we have a police officer referred to as a Magnet officer assigned to the five schools that work side by side with the lead teacher that's also assigned to the academy.

They work together to create the curriculum and lesson plans. The officers assigned to the schools also have their teaching credentials.

The officers are in the classroom. They provide instruction based on our learning domains, the Sacramento Police Department's learning domains. They share teaching responsibilities with the lead teacher and they play a significant role in mentoring and counseling our Magnet cadets.

We work hard to develop strong and trusting relationships with parents and are often a value resource to parents of the academy and academy students.

To go into our cadet program. So we currently have 10 students in this program. We have four males and six females. Of the 10 cadets, I'm happy to report one is currently a student trainee with us.

One has also applied for a student trainee position and then we have one who is preparing their application to be a dispatcher recruit.

We also have eight other potential candidates in the background process at this time with four of them being current Magnet students.

The cadet program is for 14 to 20 year olds who are interested in a career in law enforcement, whether that is sworn or professional staff position and the goal is to develop young people into productive responsible citizens through leadership team building and hands on activity.

While inspiring the pursuit of a law enforcement career. The candidates meet twice a month with advisors and discuss department policies are general orders learning domains they get to go out to our tech village where they have hands on and practical training.

They get CSI demonstrations and they meet with department employees both sworn and professional staff.

We also do regular drill and uniform inspections with them and they work a lot of our major runs that we have in the city like CIM and they also help with our DUI checkpoints.

In order to be a cadet the applicant must currently attend high school or an accredited college or university have an overall GPA of 2.0 or greater no felony convictions and they also do 32 community service hours a year which is about eight hours a quarter.

One thing that I'd like to go back and talk about with the Magnet Academy really quick is that each, essentially it's quarter I think is what it comes down to is we bring our Magnet kids out to Sac State to hang out with the Lex students.

And they submit a whole day with them learning about the program having the ability to interact with all the students they're learning about their interest in law enforcement whether professional or sworn.

And not only that but we have them run through the PT session that is put on by our recruiting unit as well as other agencies in the region that come out and do that as well.

So they get exposure to that and they can really pick the brains of the students there at Sac State.

So this is some photos of our criminal justice Magnet kids and our cadet program and a lot of it is that in developing them as leaders in this community the students and cadets give back extensively to serve our city through a significant amount of community service hours and events.

And these just show a few of the things but I mentioned they do a lot of our runs and that includes the CIM we have a run with the cop 5K urban cow donut dash.

And they also take part in the MLK March they do National Night Out any of the Christmas Parades as you can see up there in one of the pictures that we have throughout the city.

But they also take place in leadership camp a quiz bowl they have their law balls I mentioned earlier they also do an honor guard competition they will also post as you see the second photo in.

They will post the colors at some of our events that we have as well for us.

We also do college visits and field trips with them we prep them for ACT and SATs and then we do a lot of college mentoring.

So currently in our student trainee that we have right now our diversity is 94% with our community service officers it is 77% and then since 2019 we have had 40 transition to sworn position and 14 to full time professional staff.

One of the things I'd like to know when we do our diversity count it includes everybody except for male whites.

So this is our current student trainees as a February 14th of 2025 we have total 18 student trainees are job hosting for the student trainees is currently open and will be open until April 5th.

The goal with the student trainee position is to provide student trainees with knowledge and hands on experience of how the Sacramento Police Department functions.

The student trainee program provides part time employment while allowing the student to participate in a career development track for permanent employment with the Sacramento Police Department.

Our student trainees meet every three to six months during the meetings and trainings we bring in guest speakers to provide useful information to student trainees about our department.

This is also a time to introduce new student trainees to the group and keep everyone updated with our new information about the program in the department.

Requirements for our student trainee program is 18 years or older must possess a high school diploma or GED certificate maintain a full time college student status of 12 units every semester maintain a GPA of 2.0 and then upon graduation though students are no longer eligible to be a student trainee.

One of our incentives or excuse me a couple of our incentives is our pay is $16.50 an hour we do book reimbursement up to $1,500 each calendar year and then we also have a flexible schedule so we do work around their school schedule education is important to our department and just as a whole education is important so we want to make sure they continue to go to school but also learn about our department hopefully transition into a position with us whether that's sworn or professional staff.

This is the numbers for our community service officers as noted as a February 14th of this year so we have 26 CSOs this is a limited term position where the CSOs have attended and participated neither the Sacramento Police Department Academy or the Sacramento Community Service Officer Academy.

The CSO position is limited term where the CSO performs non sworn duties in support of a variety of police operations and due to it being a limited term the CSO has to meet minimum qualifications to advance to a police officer in five years or apply for an open professional staff position.

Our requirements for our CSO position is 18 years old or at the time of application possess a high school diploma or GED test equivalent being rolled in a minimum of nine semester college units maintain at least a 2.5 GPA and then again as I mentioned it's limited term for five years.

Our pay rate is $27.96 an hour as the entrance to the academy we also do our book reimbursement of $1,500 each calendar year and then also a flexible schedule for them as well.

This slide right here is showing from 2019 to 2024 we had 40 people start as a student training or a CSO and become a police officer.

This slide ostraces a number of applicants over the years they're racing their gender breakdown as well so we're at 73% diversity when it comes to professional staff or excuse me to our sworn.

This is from 2019 to 2024 and this is the pipeline program from professional or excuse me from our pipeline to the professional staff.

We had 14 people start as either a student trainee and become a CSO and then move to professional staff position or they started as a student trainee and then just went into a professional staff position.

Lastly I'd just like to talk about our recruiting efforts that we do for these positions and again that's for our student trainees our community service officer and our police cadet positions.

Our magnet officers and our school resources resource officers are constantly engaging with students and talking to them about the job with PD.

Our recruiting unit conducts visits throughout the year to high school throughout the area promoting the student trainee please cadet and CSO position.

They also have office hours to assist applicants with the application process as well as hosting hiring workshops and open house events.

At these events and workshops we bring in personnel from all units to engage with the possible applicants and this includes SWAT, K9 dispatchers, records personnel, student trainees, CSOs, CSIs, etc.

The recruiters also conduct mock interviews with the applicants to help prepare them for the oral interviews.

They also spend time at our city colleges which include Sac City, UBUSITY, ARC, CRC, Sierra College and Folsom Lake.

We also have time at Sacramento State where we hold office hours each week and take part in job fairs.

And then the recruiters also attend community events and put on events such as community academy day, female fitness challenge and links to law enforcement.

All upcoming events we post on our social media pages which include Facebook, X and Instagram.

And on this last slide I'd just like to show these are some of the flyers that we put out on our social media and work with our PIO team.

To make the community aware of the events that we have coming up.

Now I will hand it over to Dr. Clavel.

Good evening.

Where am I pointing this?

There we go.

As Chief stated earlier, the Office of Violence Prevention has three full time positions.

Mine, the program manager, Admin Analyst and Admin Tech for the $463,986.

OVP oversees the Measure You Funding awarded to community-based organizations to address community violence, prevent youth gang involvement and support gang exit.

The overall gang prevention intervention task force grant has $1,357,655,357,655 dollars.

The purpose of this program is to support CBOs that serve at-risk youth who are disproportionately impacted by gang violence.

Some of our partners in which we work with, you've met a couple of the organizations that are here this evening, Brother to Brother, Academics for Athletes, Hawk Institute, Reimagined Macrode Foundation, Rose Family Creative Empowerment Center, Sac You Center,

and the Executive Outreach of South Sacramento.

Some of the activities that these organizations work with with our youth are mentoring, conflict resolution, youth engagement activities, tutoring, and career work development.

Our neighborhoods in which we service our Del Paso Heights, Fruit Ridge, Limon Hill, Metal View, Mac, Valley High, and Oak Park.

Our organizations serviced over 1,136 participants.

They had over 37,479 hours of program service.

50% of our participants were African-American, 23% Hispanic, and then again the ages were between 10 and 24.

From the post surveys that were given to the youth after a year of service, many of them reported, 82% of them reported they did better in school, 86% stated they made better choices, 85% felt they stayed safe, and 87% believed in a better future.

These two pictures represent only two events out of many of the events that take place throughout the year with our Gang Prevention Task Force grantees.

One on the left is a galantized event for empowering young women in the community, and the one on the right is celebrating high school graduates in New College students.

Our next grant program is the Evidence-Based Community Violence Interruption Disruption and Suppression, we call it Evids.

It's a million dollar grant program, which is used for disruption, response, intervention, and prevention with the acronym of DRIP.

It funds CBOs for on-scene and follow-up disruption, intervention, and prevention services for those affected by gun violence.

Our partners that work with us on that grant are brother to brother, all in together, helping our people eat, self-awareness, and recovery.

While the priority areas of the city of Sacramento, Del Paso Heights, Oak Park, and South Sacramento were frequently served by this program, CBOs provided support widely throughout the city.

A component of Evids is the DRIP program.

CBOs provided emergency critical incident response support 35 times over the program period.

CBOs were dispatched to disrupt potential violence, drip support 47 times, in Old Sacramento, the K Street corridor, and the downtown commons areas were often the focus of this support as all three areas was frequently served.

This year, 166 unique participants received personalized one-on-one support from CBOs.

Nearly three quarters of participants were African-American and nearly half were between the ages of 13 and 17.

Of those receiving one-on-one support, 21% were affiliated or involved, 23% had a history of gun violence, 27% had a history of violent crime, and 44% were deemed high-risk due to affiliated influences.

These two pictures represent some of the participants who have gone through different mentorship and programs.

Some of the success stories for some of these youth and young adults that you see here, we have formerly incarcerated youth of shooting offense.

We have a formally incarcerated youth of a shooting offense in Roed in Hope's Flagler Certification course and secured a full time employment after 60 plus unsuccessful applications.

We have brother to brother's, 10 reasons not to pick up a gun program, young men pledging not to pick up a gun or do drugs, receive a bracelet for letting everyone know that they have taken the pledge.

These are just a few examples of how the CBOs are successfully impacting the youth and young adults in our city.

The Office of Violence Prevention also has, we provide sponsorships.

The sponsorships empower grassroots initiatives by promoting community engagement, violence prevention, intervention and disruption strategies.

Reaching gang violence prevention intervention task force, Jeep it, an evidence-based community violence, interruption, disruption and suppression, measures that direct benefit individuals and families are impacted by violence.

The small grant sponsorships, community funds are designed to provide flexible financial support to community-based organizations for activities and events that align with Jeep it and evids goals but fall outside of the scope of formal agreements.

By investing in these community-led efforts, we aim to strengthen local capacity, support innovative solutions and enhance the collective impact of our shared mission to reduce violence and promote healing.

In fiscal year 24, OVP sponsored a total of $20,460 in small grant sponsorships.

I'll turn it back over to the chair.

Thanks, Dr. Klavo. The last program we have is 1.3 million that goes into a myop. This is known as the pop-up money.

And this is actually managed by Yipsi and I know that director Jackie Beacham came and talked to you in January.

We also understand that we are serving families. Younger symbolings, parents, caregivers are welcome. These events are youth led, they're adult supported and typically are designed for 30 to 50 youth.

If you need more information on that, I can certainly get that from director Beacham. But those were the data they provided us.

We see a huge number of youth participants, 7,500 plus. And with that, if I could, I'd like to, because they took the time to come out to be here for the presentation.

If I can invite Merv and Daniel up just to talk about their programs and what they do for a minute or two if you would give me that honor, I would appreciate it.

So Daniel, Merv, now I can decide. Thank you.

You got to excuse me. My knees, I mean, I should have brought a cane, but I'm sorry. I hope I don't fall up here.

I want to go first. Good afternoon. Good evening, everyone here. My name is Daniel Silva. I'm the Sardir Director here in Sacramento. And Dr. Clauble and the chief here actually gave you a pretty good run down of the work that we're doing in the community here today.

With organizations like Brother Brother and the rest of the collaborative here in Sacramento, we are pushing hard to try and keep these young men from ending up in prisons.

Places that I know well, because it took many years for me to realize that I was heading in the wrong path. And so today, my mission is to stop at Pipeline to prison, especially those young men that go in and out in and out. I know that too well because I've been there at 12. I was going in and out of institutions constantly.

I mean, from the age of 12 all the way till I was 18, I believe I only, Polly had six months in the community, maybe at the most a year out of those six years, in and out, in and out. And this was back in the 70s.

So I know, I know where it leads to eventually and led me straight to prison. But let me just get back to what I'm here to do today.

I actually, we have written a letter for a young man that is a success stories in all of our views, right? In SAR and I believe everyone that takes to know this story will agree.

So if you don't mind, I don't want to repeat was already been said. Thank you, Dr. Clavel. She put it out there. That's the mission that we're here to do today. But again, I'm sorry, I don't have my glasses on me, but I'm going to try my best to read this correctly. So I'll go ahead and start.

Okay, it's called Ibit's success story. His name is Pablo Escobar. Ironically, his name is Pablo Escobar, right? Okay.

Okay, SAR Youth Participant Pablo, Alberto Escobar, age 17 is a shining example of resilience and transformation through the support of Ibit's and SAR programs.

However, though his unwavering dedication and guidance of his mentors and has grown into a strong confident and goal-oriented young man commitment to personal growth from the moment he entered to the program Pablo displayed an exceptional level of commitment.

He maintained perfect attendance of group sessions, community events and mentoring meetings. Those are, excuse me, through SAR he developed crucial life skills, including self-awareness, emotional regulation and mindfulness.

He actively worked on his communication style, transforming from a passive to assertive, which helped him express himself in a healthy and constructive manner.

His ability to balance academics, athletics and personal development is a testament to his drive for success.

He played a crucial role in supporting his older brother who was facing legal troubles by utilizing tools from the power source book to help coordinate a supportive system and connect him with wraparound services, his personal growth and leadership skills that allowed him to serve as a role model for his peers,

and inspiring other youth in the program and take control of their own futures. Beyond his immediate family, Pablo saw opportunities to give back to his community.

He took a tour into the back of the prison that was provided through our program as a juvenile diversion program into the back of the prison.

One of the most pivotal moments in Pablo's journey was his participation in a youth diversion program at the back of the prison alongside SAR's mentors and fellow program members.

He had the opportunity to witness first hand the consequences of poor decision making. His experience opened his eyes to the reality of incarceration and solidified his commitment to a positive path.

During the visit, he connected with inmates who shared a similar background and hardship and live and family struggles.

The conversation had profound impact on Pablo reinforcing the importance of surrounding himself with positive influences and making conscience decisions about the future.

The inmates advised detaching from those who could lead him down the wrong path, restorative, deep, resonated deeply within him.

I wish I had my glasses. I'm having trouble reading this but it's almost over.

Today, Pablo continues to mentor others, maintain strong academics and athletics performance and work towards building a future filled with success and purpose. His journey is a testament to the power of perseverance, mentorship and supportive community.

He embodies the mission of eBits and SAR, helping youth overcome adversity and striving on the aspects of life. Pablo's story is far from over for his progress proves that he will be the right guidance and determination anyone can break cycles of negativity and for the path towards greatness.

Thank you. I think I said too much already.

Thank you guys for the opportunity. We were just told to come and support.

Here's what I would say. Ask yourselves when was the last time you've heard about gained violence and Sacramento?

When was the last time it was on the news? Go ahead, I'll wait. Just spend a while. Right? And that's a testimony to the work that's being done.

The other thing I would share, they say, you're not supposed to talk about yourself when you're doing the right things other people talk for you.

Last week I received an email from office of neighborhood services in San Jose, the youth development program, investment program.

The manager sent me an email asking about our program. He briefly said he heard about it and they wanted to come down and view the program and possibly bring it to San Jose.

They're going to come out Monday to sit and go over our program with us. And for me, that was a full circle moment.

Because I don't know where this young man or whoever it was. I don't know where they heard about. He said brother to brother, but I know they're talking about the programs that we have going on in Sacramento.

For me, that was the biggest compliment to what we've been doing since we began this work years and years ago. When other cities are talking about coming to Sacramento to duplicate what you're doing, that means we're doing something right.

And lastly, I want to say this and I want to be very emphatic about it is today we're talking about the CBOs.

But make no mistake. There is nothing that the CBOs are doing that could work if it wasn't for SACPD.

When I say this is a partnership and we could not do what we do without the hand in hand relationship we have with the office of violence prevention and the Sacramento Police Department.

It is a true partnership. And I think one of the things that we all have to do is share more about what we do collaboratively so the community and the public will know.

Because oftentimes we come in here and you hear a lot of the negative talk and the things that they're asking for we're doing they just don't know.

But again, hats off to the chief and the entire staff but the partnership is working the collaboration is working and the public basketball story is one amongst thousands of kids whose lives are being saved.

So thank you for your time.

Hello. Hi you guys, my name is Christian Ramirez. I'm going to give you a little context for who I am. So I work with that guy that's Lenten.

So I'm one of the facilities for the SARS program. Like I said, I'm formally incarcerated. I'll give you a little background at 14 committed to drive-by shooting in South Sacramento.

15 got arrested for driving without a license to care and get some form. And then while incarcerated, I got adbook for attempted murder.

So at 17, I was sentenced to 27 years from 17 to 29. I got released to the board of parole hearings. I just give you context for like my background crime and everything.

Since my incarceration, I worked in like juvenile diversion programs all inside and outside so far. Prior to coming to SARS, I worked with the anti-recividence coalition where I went back into the car social setting to facilitate curriculum.

My education, most of my education is in social work. I'm completing my bachelor's this year in social work. The work that I do specifically, I want to talk about SARS.

So I facilitate curriculum and underserved communities within the K-12 schools in West Sacramento. But also to work with workforce development, which we have a cohort of like 10 participants that come every Wednesday where I facilitated group for two hours.

Most of it is dynamic, so it's not just a book with my background as a formerly incarcerated person. I can look at whether it's emotional intelligence that's lacking group dynamics or is this some familiar trauma that's kind of coming up that's presented in the classroom.

Like myself a little bit more information. I didn't know how to read or write in school. So that was one of my biggest issues. So I would intentionally get myself kicked out. So I wouldn't get embarrassed because embarrassed it was associated with humiliation that came from my oldest brother that would beat me up just for less.

So anytime I came into a classroom, I was immediately triggered. I never wanted to be in classroom. Getting affiliation came as a result of my antics, my right list is in my aggression was something that gave me an out of boy within the community. That was the first time I ever got acknowledged as a person.

Most of the use that we serve specifically come from my background. A lot of it has to do with like conversations that no one really wants to talk about like complicated grief and grief and loss. This conversation most adults run from.

So for me as a facilitator I am geese at type of conversation really assessing whether it's an emotional intelligence issue or is it something very like specific to humiliation that really hasn't been processed. My job as facilitator is to create dialogue based on curriculum but a lot of other things that come up in the classroom.

And it's only because of my background that I actually understand some of these things that come up. And for me at least to come back into a classroom because I go to Sac State University.

I've been going there since I've been released from prison. One of the things I had to realize what trauma that I not really assess and rectify process out is getting displayed within the classroom.

And one of the things I'll say is when I first went into a classroom I would say some reckless and positive like stuff.

Thinking that that's the thing that's going to give me affirmation when really it was like a social thing that I haven't learned that you raise your hand.

Most of the K-12 schools have a lot of that that we kind of intersect with. Most of it's underserved like population so it's a very dynamic conversation.

What I'll say about the workforce development which is unique too because it's my first time ever kind of run this up for career readiness.

But for the most part it's a dynamic conversation where we're sometimes going into belief systems like if I don't do this I look like a punk rather than the reality of you know you're going to go to jail.

Like at some point if you don't really kind of understand what you're saying. For me at least I look at it as like a fatalistic legacy.

Most of you today will say this well I at least I know punk right meaning if I do today at least I don't look like a punk to those that actually look at me and aren't influenced by me or those that I'm influenced by.

Does that make sense? So for me it's a dynamic conversation and for formerly incarcerated individuals that intersect with this population it's something that only it helps them kind of understand visualize and also get like a trajectory of what life will look like if you go to jail.

But also too it does model a lot of behavior to where you can be something other than someone that has just a background.

Because a lot of the guys or women even in the underserved communities really identified with those that they're really around so for me in my job I kind of intersect it's very dynamic.

But it's something that gives me a lot of not only information but also to understanding on how we can kind of like intersect and help in a way that diverts them into like the carceral setting.

But yeah I just wanted to kind of impart a little information of like my job is I hope you guys have a good day too.

Thank you.

Thank you. So as you can see I you know we really appreciate the money that we're given I always talk about public safety as a shared responsibility and it's not just that enforcement has a lot to do with prevention intervention and this the measure you funding that we have allows us to do a lot with youth and obviously with people that are struggling in our community for better outcomes and for that I very much appreciate it.

And that concludes our presentation I'm here for any questions if you have anything we have our team here as well.

Great thank you so much for those presentations. I think let's because we do have another presentation as well but let's focus on this one first because there was a lot of content I'm sure we all have a lot of questions and then we'll move to Department of Community Response after that.

So I see member Gores you want to.

Yes thank you Mr. Chair first off I want to say a big thank you to our stars and brother to brother representatives and the gentleman that came also thank you so much for the work you doing this out there in the neighborhoods I mean I'm so proud of the programs that you guys run I'm so proud to be Latino I'm so proud to be a man of color and know that I have gentlemen out there really really doing the work in the trenches so thank you so much.

Also to you chief luster your team assistant manager Lara I want to say thank you for the work you do for keeping our street safe and keeping the city safe thank you chief luster I don't know if you remember we met in 2017 at the Coplin clergy's program which I didn't see here which I really hope somehow we could get that going again if it's not happening.

So I think we have a couple questions real quick so the question I have is so in your criminal justice program I saw that the young cadets were in uniforms is that sponsored by the police department yeah yeah you're probably talking about the magnet school the kind of me we provide for them because you know a lot of kids just don't have to many to buy stuff so we'll have collections of uniforms and we actually kind of hand those down and do fundraising through our foundation for the program.

So I see in your statistics as well with the candidates I saw that there's an Asian bracket and then there's a Filipino bracket is there a reason why we separate the Filipino from the Asian that's a good question I'm going to ask a lieutenant captain LaGon do you know why it's going to be like city HR so

so if you have a candidate this Chinese and one that's Japanese don't be put in the Asian bracket if I have a monk candidate they'll be put in the Asian bracket but they're Filipino are totally separate.

is that kind of a work in progress kind of thing you know we can talk about that so this actually goes back to if you when we started our violent crime reduction strategy it was middle of 2022 and that was after a couple of years during the pandemic of huge spikes and violence and so we had done a lot of work and a lot of research on what works well and there was some arpa money before that funded those programs but we actually partner with Sutter Health and have modeled other programs and I would say

it's kind of unusual actually to have the office of violence prevention under the purview of the police department that change was made at that time I think a lot of people were very nervous about whether or not that was going to work but Sacramento is a lot about relationships were not or a big city but really not so big that people don't know each other I think the success of the program has to do with the relationships and the strong partnerships but scoy did the evaluation which is the Sacramento County office of education and we'll be doing a new evaluation of that and we'll be doing a new evaluation and I think we'll have a lot of other things that I can expect from PUJ

for this last year. So the data that was presented by Dr. Clavo went from October of 23 to September of 24.

Will we wait for this next year's data and we'll be doing an evaluation. So we do have an independent evaluator.

Can we get on a copy of the results that you get? Is that possible?

Yeah, I don't think we've got a public copy on our website. We just changed our website, so I'll have to check, but I can get it for you.

Anyway, and since you commented about that we're a city of relationships, I'm so appreciative that the command is you have in different areas that are so accessible.

I'm in constant contact with Captain Bales in the Southern Command, and he's really responsive. So thank you for giving him that leeway to do that. So thank you.

Thank you. That is our expectation. So it's good to hear that back. Thank you very much.

Next is either member Lucas or Frilugus or member Rosa.

I wanted to say, she's been capped in, especially for bringing out some of our community partners. I've known Mervin for a long time and know the amazing work he does.

Daniel, I don't know if you remember me, but we met at my aunt's house when my cousin came home after serving 10 years on an indeterminate life sentence when he was locked up at 21.

Now he has just finished his bachelor's degree, has a baby son, and I wanted to share that additional success story about the amazing work that their organization is doing.

And Christian, I wanted to also admonish you for sharing your testimony as well.

And also thank you for sharing Pablo's because so often we don't realize the impact of having a positive male role model, and I assure you, you are no punk.

You are a real man, and that's what these folks will see in you is something that they may not have had, which is a positive male role model.

And my question, I guess it's more of a challenge to us up here is that we need to find ways to increase funding for these programs because if we double that funding, it will be more than exponential the outcome that we get in our communities and in our young people.

And thank you, Chief, for shepherding that process.

I remember Michelle.

Thank you, Chief, for being here and for everyone for coming on.

I know it's a big commitment at time after work and everything else.

So just please know that it's appreciated.

I wanted to touch on something that the gentleman from brother to brother said about the partnership between the CBOs and the police.

And he said, people don't know how important that is.

And I will admit, I didn't know that that was the model.

And I guess I'm curious what, if you could say more about what is the role of the police in the programs and why is that so important?

Sure.

Which I mean, the answer is what, more effectively.

Maybe both of you.

So when we really looked at how you look at violence and how you try and reduce violence in your community, we could tell you where the violence actually occurs in the city of Sacramento.

It wouldn't be a surprise.

It's in Del Paso Heights.

It's in Oak Park.

It's in Medovee Valley High.

We did some really robust research into looking to see where a violent crime was committed.

And about half of our violent crime occurs in about seven square miles of the city.

So it's a really small geographic area.

And urban violence tends to be very concentrated in very small areas.

So our city is 100 square miles.

But you can really kind of focus it.

Now you've got to be careful with your enforcement efforts because that doesn't mean you flood a neighborhood with cops, right?

I mean, that's why I think we have a lot of challenges in our relationships between communities and law enforcement because that has not been the best tactic.

We do know that crimes are committed typically by a very small number of offenders.

And so it's those small number of offenders that we are trying to get to either through enforcement, through intervention.

I mean, ideally you'd like to stop crimes before they happen by offering people the resources that they need in a pathway out of their lifestyle.

And so really, I mean, very simple terms.

We as the police come into contact with people all the time that need help in some way form or the other.

And we're not the best people to give them help.

We're like the emergency room, right?

If you need emergency urgent care, we come.

But you've got to go see your primary care doctor if you want long-term treatment.

And so we offer those emergency services.

But when you want to see better outcomes, you have to connect people.

And so we have a referral system where officers in the field, they feel like if someone could really benefit from being connected to some of the victims,

we do a referral over to Dr. Clavo and then depending on the location, depending on the need, that person is referred to a community-based organization.

Now we can't make people take services, but I can tell you the skill and the knowledge and really being in the communities,

the people that work for our community-based organizations do that very, very well and are able to make those connections that people just quite frankly wouldn't trust the police to do.

So that's where I think our partnership comes in.

And there's obviously challenges.

People don't want your CBOs to necessarily be agents of the police that was never the intent.

But we know we come into contact with people that need help and we know how to get them to help.

And so that's really where that partnership comes into play.

Merv, do you want to add to that?

So we got, our police chief is Rockstar.

I would say that I generally mean that.

Her data-driven approach that she just explained about, identified those areas.

She not only identified those areas, but then she stood us up, the people in the community to build up your own community and provided the resources.

This Saturday, we have some of the things I was talking about that the communities don't know.

The chief was talking about this relationship-driven city.

And that's what our police force has done.

They become a part of the community.

And examples this Saturday, we have a basketball game schedule.

Members of Dale Paso Heights against SAC PD.

Now they beat us the first time, barely.

So this time, I got some for them.

I got here.

And this is not anything that we played.

Some ball, they come out to barbie cues.

They have coached the little league programs.

They are in the community.

So when they show up, you're not the boogeyman.

You're dealing with people that know who you are.

And I get this example, which we've used before, a few years ago in the height of the Stefan Clark era, there was a couple of young men,

police were called out to some partners complex in Northgate.

A couple of young black males were seen running from the scene and they were seen throwing firearms.

Swap was called out.

They ran into a apartment complex.

Swap identified the apartment that they ran surrounding the apartment and was going in to get those young men.

Again, I say this is the middle of that Stefan Clark era.

You got 14, 15 year old black males inside with guns scared and swat outside.

I get a call from the lieutenant who I know through these relationships buildings and says, hey, Merv, you know, we got this situation over here.

Can you come out and sure and sure enough, I get over there and I say, yeah, this is some of the kids.

I know these kids there and our youth sports program.

Can I talk to them?

He says yes.

I ended up calling the kids and getting them to come out in their underwear with their hands up.

Officers, Lord, their weapons.

Let the men come out, put them in handcuffs, search the house.

I don't even remember if they found guns or not.

But these were the young men.

And the end of the day, at the end of that, he released them back to me.

And I say that to say, had we not have those relationships, chances are Sacramento would have been on the news for another police shooting.

They were scared, swap was coming in.

And that's just one incident.

I can give you several that throughout this not just Dale Paso Heights, but other agencies throughout the city,

where young men are being pulled over instead of being taken to jail in a car tome,

Sagpede is calling different agency community-based organizations to say, hey, do you know this kid?

Can you come get him?

It's a different dynamic.

So that's why it's working.

That's why I say it's, and then on the other hand, a lot of time we go places where we can't do the work.

Especially when you're talking about mental health.

The chief had a pilot program a couple of years ago where we would go out with law enforcement to mental health calls.

Sometimes law enforcement would take the lead.

Other time they say, hey, can you guys handle it?

And I'd be like, no, we can't handle it.

They would take the lead.

Other times, yeah, we got this.

And they would facilitate helping us, helping the person.

So it's things like that that are going on all throughout Sacramento that that story isn't being told,

but it starts from the top down where the instruction is, hey, it's relationships and communication building.

And next time you guys meet, I will be back to tell you who won the game, Sagpede.

So I guess in terms of like violence prevention, is it, I guess what I hear you saying,

but I want to make sure I understand, is that it's not just a strategy on the potential offender,

but it's also a de-escalation strategy from the approach of the police.

Oh, yes.

Oh, yeah.

You can't compartmental.

It's so many different layers that we're working together.

Sometimes taking guns out of people's hands and talking to them.

I think she said it, but sometimes you need to scalpel, and other times you need to hammer.

I think we're finally that perfect plan.

So it's just a lot of that.

Hopefully we get more opportunities to share the stories.

Thank you.

Appreciate it.

I would say single-handedly, really, we did a lot of work.

Member 10th and K.

That was the single largest mass shooting that we ever had in the city.

You didn't have retaliation shootings after that.

You didn't have retaliatory problems.

And that had everything to do with our community-based organizations.

And those officers were working very hard.

It was 30 days of all hands-on deck from the criminal aspect of that.

And we have a lot of people in the field, but we're really quelled a lot of angst in our community.

Came directly from our community-based organizations.

And those are things that we don't, you know, it's hard to measure prevention, right?

But you look back and they go, yeah, we didn't have it.

And like Merv said, you know, it was the last time you saw a big gang shooting.

You know, or big disruptions like we had during COVID.

So a lot of work that's being done and clearly some positive outcomes.

Thank you.

Member McGee.

Firstly, thank you for the grace and space to enter in a little bit later than usual.

So thank you.

So inspired, so moved.

So I'm asking this from a lens of previous social work.

That's how I started my career.

So is there, I hate to use the word recidivism, but is there some kind of safety net?

Because you know when you're giving social work and treatment services and wraparound services to our youth, to our community members.

Sometimes it takes a couple of times for them to get it right, to kind of get what you're trying to put in them embedded and for them to believe it.

So can you speak a little bit to some of the safety nets for, say, a youth that despite all efforts is in a program and, you know, still gets into some kind of legal trouble or something with the law.

And maybe has to go to a program or has some kind of punitive measure.

How do we re-wrap around them when they come out?

Is there anything there for that to re-wrap around them and to re-engage and say, you know, we know you made this mistake, but we're still here, we're still loving you, we're still supporting you.

You know, to kind of bring them along till they feel and get the change that you know that they can make.

Well, if you don't mind, I think that's a great question for Merv because, you know, I mean, not to, he wasn't playing on speaking, so I'm sure that he's going to let me have it later on.

But, I mean, that's the work that he does, right? And you're right, there's not like, you know, it's not a one-time fix and it's not easy work and there's a lot of dedication and commitment that goes to it.

You know, you stay with a person till they get it, you know, and oftentimes, you know, we, I was a type of person, I had to stick my hand in fire two, three times.

But, you know, you know, that's part of the relationship building. It's not just with SAC PD, it's with this district attorney's office.

Sometimes we got to go in and advocate like, hey, this is, this is, there's different types of crimes and this is a crime of desperation, this is a crime.

And you just work with them. The thing about what's going on in the Sacramento is the relationship component in every area of their lives, we have to build relationships with the people that they're coming in contact with.

So, if they fall, fall down and end up doing some stupid, you don't abandon them, you go visit them while they're in jail.

While they're in jail, it's the time that they're most receptive to the message. So, you visit them then and when they come home, you have the resources available to them.

And if they fall down again, you help them still now. First and foremost, it's about accountability. You got to own your own stuff.

We're not get out of jail free or hold, we will walk with you through the journey, share everything we can and do everything we can for you.

But it's about accountability first and that's the relationship with law enforcement and us as well. It's accountability on both sides.

We don't always have good conversations with SACPD. So, I don't think this is one of those we get alone. Sometimes we get in the room and we don't always agree.

But at the end of it, there's mutual respect and there's accountability on both sides. So, what you're speaking towards is that personal accountability and sometimes we got to help them find that.

And maybe once, twice, three times. You just don't give up on a person or you try not. I have, I'll be honest. I've given up on a few people.

But, and I turn them over to somebody like, sorry, that somebody else. But, you know, you just keep working with them until hopefully they get it.

Thank you for your work. Thank you for your passion. That's exactly what I wanted to hear. Thank you.

Thanks, Murf.

She just put him on the agenda with me.

And Daniel, very next time. So, first time we've gotten to present for any of us.

Thank you.

Thank you.

Amazing. Member Jocelyn?

Hi, I just, as everyone else said, thank you so much for the time being spent here. I know it's a lot of commitment to come this late and present all this information and the preparation and going to it.

I, you know, our job as the commission is to make sure and advocate, you know, we're all volunteers here basically for the community making sure that the measure you funds are being spent and just making a recommendation at City Council.

One of that is being able to be able to track, you know, where is the money going to? But because it's going to the general fund, that's kind of a hard thing to allocate or to figure out.

So, what I've been asking the departments that have coming here is like, how do you think about measure you and how does that play into your budgetary decisions?

Like, do you follow, for instance, like the increase in the measure you sales tax is coming in? Is there a way to say that these programs existed before measure, or didn't exist before measuring, but now they exist?

Because these are, these are fantastic programs. If someone that works in the court system or read probation reports all the time and think, especially for Juvenile Justice, defendants or petitioners, like if they have these programs, what could have been done?

But how do we know, how do you look at it? I guess it's kind of a broad general question of measure you funding. And do you feel that when measure you rose, these programs get more money allocated?

Does that question make sense? It actually goes back even farther. So, I'll go back to 2008. So, 2008, we hit the great recession, right? And it really hit the city of Sacramento around 2009, 10.

We, during that period of time, eliminated 175, 174.5 positions, significant number. And we eliminated tons of programs, right? Even to this day, we don't have things like vice financial crimes investigators are narcotics unit, you know, really scaled back.

I was in Captain Lagans position in personnel in 2013 when measure you kicked in and we had the first half-sent sales tax. And that was the first opportunity we had to start rebuilding some of the core services within the police department.

And then later on, we got the other half of the half-sent tax, right, which makes it the full one cent.

During, I think we really probably recognized the benefit during and after the pandemic. So, you know, the city, like a lot of cities, got quite a bit of financial aid from the federal government and put those towards community programs.

And at the time, we had changed a lot of what we did with the Office of Violence Prevention. You know, they did not come under, really, I guess, the umbrella of the police department until 2022.

And at that time, we were finishing up some of the ARPA and the CARES money and that funding. But, you know, truly without that, these programs wouldn't exist. And you can even go back to 2008, where after the recession, we cut all of our community service officers.

We cut a lot of professional staff positions, pretty much anything other than sworn, because sworn officers can be utility players. It's not ideal, but I can put you in fiscal.

I can put you in, you know, the comm center records wherever we need you, because if I need you on the street, I can pull you very, very quickly.

And we lost our community service officer program. And for me, I knew how important that was because I started here as a dispatcher in 1994. And then moved on to that community service officer program, which was the non sworn 19 or 20 when I did it. And it got me to be very prepared for police officers.

And I was sitting in an academy graduation in 2017. And they were talking about the number of people that started the academy and the number of people that are actually graduating. And we had a 40% loss rate.

You can't survive in any organization if you're losing 40% of the people that you put through a training program. So we did two things.

And then we pushed a pre academy type training, which gave people a one month rampant period to be more prepared in areas that we saw consistent failures.

But we also were able to bring back the community service officer program. And that has continued to be funded through measure you. And when you talk about all the challenges that we have in law enforcement and staffing challenges, you saw how many people have become police officers or become professional staff members.

And you know, both very important for police departments and any organizations through that program. Right now we would we would have a hard time, you know, putting people into academies and having successful, you know, recruitments without that community service officer program.

It also provides a great service to our citizens, which you would not have because we would just have police officers, right.

So once we really stood up the CSO program, we saw a pretty significant reduction in our response times for our low level calls that they take accidents, burglary reports.

And so helps youth in our community, I being one of them a long time ago, learn how to serve the community before you become a sworn police officer and also benefits the community because we were able to put more people out there.

So our latest edition is that CSO 3, which is really a civilian investigator, you know, and if you listen, you know, I could talk about this all day, but alternative response and bring professional staff in and trying to balance your police department in a healthy way.

So I guess that's a long way of saying yes, we very much benefit. And if you were to take away the $11 million we would lose our pipeline hiring program.

So student trainees, magnet school kids have a huge impact, you know, to youth in our community.

And we would also lose great programs like OVP, unless this could be funded with the city budget.

And right now that's looking pretty, pretty, you know, dismal, unfortunately, with all the cuts. So that's where very, you know, very much appreciate the measure of your sales tax and what it does for us.

Right. So it sounds like you are able to basically track with the increase in the measure your sales rate that directly benefits your budget be able to do these these community services programs, which are pretty much seems to be geared towards a measure that's passed for.

So if we were to increase, if you were to get a magic one, what would you have in mind on something that you'd be you'd want to be able to spend more money on?

I would really push for more community service officers because I think that's a great benefit. I also and I know you've got DCR won't step on their toes at all, but I'm a big proponent of alternate response. And I've seen some great models that we could do that could also serve our community.

And certainly with the office of violence prevention. I mean, there's you see Dr. Klaavo, she's got two staff members that run multiple grants to support our CBOs.

One of the things I think that we did that was really beneficial is typically the city has run grants year to year, which is very typical. And this last program, we did a three year program.

And so that's really helpful if you're running a nonprofit because you'll get a grant and if you just you'll get the grant and then you just start to ramp up and your comes really quick, right. And then you have to ramp down.

So if we can keep programs for a longer period of time, you have more stability in the system, certainly within the community. And I'd love to see some of these programs go longer and for longer term. I think they're more beneficial and certainly easier on our community based organizations that you know they're not they're not getting rich during this work for sure.

You know, I really appreciate what they're doing.

Thank you so much. Thank you.

I'm Adraski.

Thank you. I think you actually answered most of my questions in that last answer, which is great. But I do want to say thank you to your presentation and to our community organizations.

So the work that you do is so important. I want to kind of second and emphasize what Rosa said here, which is that you know these programs when they're invested in, right, like the stories that we heard today, like these are not outlier stories.

These are stories of what happens when you give young people the opportunities and give them access and give them the resources that they need to be able to thrive, right.

And that's what all youth have the potential to do when they're given that access to the opportunities. So thank you for that. And thank you to for having this community led partnership that you do have.

It's so important to have this embedded within the community. So I know you said, you know, one thing that you would love to be able to do is be able to do more of that community work.

So I wanted to ask, you know, we mentioned you mentioned specific communities that you're working with and how you selected them. If you know you were able to have additional funding, you know, wave that magic wand.

Are there areas that you would expand to that you're not serving right now, or would you kind of invest more into those current communities that you're already serving?

So it depends on what your goal is, right. We would Yipsey does a lot of citywide services and provides for sort of the general population, especially around youth.

I think our focus tends to be we work with youth and with adults that are engaged in riskier behaviors or have the potential to be involved in criminal activity.

So I think that you want to try and reduce that at every step. And so I think our audience is a little bit more narrow. We could certainly expand the scope. There's things I'd like to do with our community-based organizations to provide some additional supports.

I think that would certainly be a good conversation with our CBOs. Now we do a presentation on this yearly and talk about our violent crime reduction, what's working, what's not.

We've tweaked a couple of things over the years just because you know you'll start a program and need to move it in a little bit of a different direction.

But I do know our community-based organizations are great at what they do. I'd love to give them more financial help, not just from the monetary point of view, but for actually running a nonprofit which is pretty complicated and managing employees.

We've got great partners with CETR Health, that was their contribution to violence reduction efforts. A number of years ago they've stayed with us.

So I think definitely more youth programs. We do a lot of fundering. Somebody had asked about uniforms for magnet school students.

We hand them down year after year and they don't always fit. We have the foundation that helps with fundraising. So we have our own nonprofit that goes to try and provide some supports there.

That's fine. That's part of it. But I do think that any additional funding to support the work that's happening in the community would be appreciated while received.

Certainly for our staffing challenges overall. But I think these pipeline programs help us for sure down the road with those.

Thank you. I was happy to hear that it sounds like you do a lot of pre-rest and pre-court diversion as well. Efforts to and partnership which is wonderful.

Do you all track any of the longer-term outcomes for folks who become involved with the program looking at, especially if they were going through a diversion, if there's any recidivism rates or anything like that when it comes to the folks who go through the program's long-term?

Well, we're tracking them on a yearly basis because we have to measure during that program year the number of people that participate, whether outcomes, what their experiences were.

And then obviously year to year we continue to work with some of the same people but not all. So I think that's a little bit of a vague picture. The farther away somebody gets out of the program. That can be a great success story.

Where they don't need us anymore. They've gone on to do great things and they're not being tracked. So I think it's a little bit tough. But we do hear great stories. And fortunately we hear sad stories too.

That people maybe didn't have the best outcome but that's not for a lack of trying or participation. Yeah, thank you.

Okay, so I see no one else is in the queue. So I guess it'll be my turn now. First off, thank you very much. What you guys do is pretty impressive. I'm a huge fan of metrics and I have done comparisons with other cities and it seems like our performance is very impressive compared to these other cities in terms of the crime rates that we have, the cost per capita of sworn officer. It's quite low.

So we do a really good job, I think. And partly due to your leadership, if not all due to your leadership. So good job. One thing I want to talk about and sort of like split up the two things that we've talked about today.

One is like the 5.8 million for the hiring pipeline. The other one would be the 2.8 or so million for the Office of Violence Prevention.

So I'm sure you could provide a little more context.

Repeat your question for me. Sure, no problem. So you guys work with quite a few CBOs. I'm curious to the number of individuals who are comprising those CBOs, I guess.

So we do have 11 CBOs that we're working with. Each CBO has a different number of staff that they're working with.

I have upwards to five, some have as little as two to three. On our evit side, each one of those organizations are required to have someone available 24 hours a day to respond to the critical incidents in which we spoke to earlier.

So on our G-Pit side, that is more geared around the school age, the Phoenix Park apartments, the different community centers.

And so they're doing more definitely of the preventive intervention work. And so those are some of those organizations like Rose Family Empowerment.

They may have 10 plus, well, she has a plethora of employees, but she also have different funding mechanisms. So I would say with her in regards to like G-Pit, probably about 10 plus employees that she's funding.

So it really depends on the organization and what their capacity is. Remind you, the average organization, the most one is getting is 225.

And the least amount one is getting is 100,000. It does not go far with programmatic needs, as well as staffing and the different things that they have to cover to do their work.

So as chief spoke to earlier, a lot of these organizations are, none of them are getting rich, but a lot of them don't have the funding to really pay a lot of staff.

Yeah, that makes sense. I think, you know, from a, you know, is we're sort of approaching a time of structural deficit or have been in it actually, but it's getting worse, I suppose, as time goes on.

What we really need to look at is the return on investment, right? Is we invest money into different locations? What is the return we're getting?

And it seems like with these CBOs, the return is astronomical, right? Like essentially we're getting, you know, sounds like roughly 50 or so individuals helping us outside of the force to interact with these youth and prevent crimes that may happen and then would require more sworn officers later.

And so getting in that early seems like a very good return on investment.

So, you know, kudos to the SBOs you guys are doing great work and I could definitely see more money going to this. One of the questions that I have then, which obviously leads to, is the hiring pipeline.

I'm curious as to like, what, how do you view the return on investment there in comparison? Because it seems like we're interacting with 7,500 youth. We have multiple people, you know, sort of stopping the need for future sworn officers to really see that a $5 million, $5.8 million contribution to this program is worth it and if so why?

Well, I would say, you know, you're creating, there's a couple of things that youth need, right? They need to have a good relationship with a mentor and that can be a family member, a friend, they need to have someone they can run and they need a job.

And so, you know, not just a job, but like a pathway to a career and a future where you can support yourself and, you know, have a family.

And I came here as a dispatcher because you offered medical benefits, right? And I worked at the phone company for $7 an hour and I thought I'm filing a dental care and it sounds silly, but there's lots of kids that are in that position.

I would say that the return on investment for youth, even if they don't all stay with us and some don't, right? Whether you're like, if you look at our magnet school economy, that's not so that we can, we can make police officers out of high school students.

They're learning how to be leaders, they're learning how to be productive adults, they're learning those self-discipline skills that will apply across the board and we're creating, you know, or helping to create, you know, 550 kids every year that are going to do great things.

Now, I'd love for some of them to come be police officers in some half, right? They're great leaders in our communities, but that's not the goal of the program. It's to create healthy adults.

For a pipeline program, what we know is there's a lot of people that want to do the work and they want to serve the community and that's when we ask people why they're in the job, you know, it's to help people and it truly is having a sense of service.

But what we do as police officers is extremely technical and it's very difficult to meet the standards. You know, you've seen our academy numbers lower and lower every year. That's because we don't eliminate the standards.

We need to have quality and caliber people that do this job. So this is about bringing youth that want to serve their community in that way, giving them the skills and the abilities to be able to do that work and be successful.

And so you're creating not just a pipeline to a different job or to a job that pays better, but you're teaching youth to do these skills and things that they need to have to be good adults in our community.

So yeah, I would love to say that everybody in our pipeline is going to go on to be somebody who works for us as a professional staff member or becomes a police officer, you know, and show like, but we've, you know, I think, you know, Captain Lagon mentioned the number of people that have been employed in a full-time capacity.

And so I think whether it says I think the number of people here do workforce development, you know, it's just another aspect of it. And we're just trying to create those opportunities for people to serve.

Yeah, that's fantastic. I think that objective is very noble. It seems like if I just did a quick math though, it's around $373 per participant of the SBO or the CBOs. Around $13.2,000 investment per kid a year with the hiring pipeline.

So it's quite a bit of a difference. So I'm just curious, do you feel like it would be worth it to slide some of that money into the CBOs from the hiring pipeline if it's more effective per kid or equally effective, but so much cheaper?

I see him as being kind of separate actually, and I think a lot of it has to do with the capacity of our community-based organizations.

This is a fairly new program on, you know, honestly, we really, it started before we adopted OVP with us, and I think we've really grown it, but I also think that you want, we kind of started small in a way to make sure that it worked as you would with any program.

And so that's been very successful. I think the difference is we're actually paying a salary to student trainees and to our community service officers and certainly expecting a service in return for that.

Awesome. Thank you so much. Any further questions from the members?

I kept you a long time tonight. Yeah, we have kept you a while. So thank you very much.

Appreciate it. Thank you for your time, everyone. Thanks.

All right, DCR. Does anyone need like a five minute break or are we good to continue? Yes.

I think you're right. You got me all night.

All right, cool. Then I guess we'll just roll, keep the show on the road.

You're going? Oh, you want to break? Okay, we'll take a break. We'll take a five minute break.

Yeah, well, looks like we have a few people who are going to. Yeah, that's a journey for five minutes.

Do you community advisory commission meeting staff can we get 30 seconds on the clock and we start our live video stream?

All right, welcome back, everyone. Next we have Brian to present on the Department of Community Response. Let's you take it away.

Members, we'll make it worth your while to stay a little bit longer tonight.

So a little bit about who's spending our money here. I wanted to give you a quick background because we only see each other once a year.

Some we see here and there on the campus, but where I came from, I spent over 25 years up in Reno.

I worked for the Reno Fire Department. I was a firefighter paramedic.

I also worked in the position of the emergency medical services captain and then eventually the EMS chief for Reno.

After retiring there, I came back to California and everybody asked the same question, where are you leaving Nevada to come back to California?

And I said, because my family is there and I want to pay California taxes.

So I came back and returned to our families here and went to work at a surgical center, a free standing surgical center, managed a surgery center.

I do have, I worked on my side job from the fire department that worked as a nurse.

And so when I came down here, I worked at a surgery center for a while, determined I wanted to come back home to the fire department and went to work for the Sacramento Fire Department as their emergency medical services coordinator.

During this entire time, I also worked to my third job as an officer in the Air Force and was a deputy commander for an expeditionary hospital unit, kind of like a mash unit.

And we transported the injured out of there. I just retired from that last month and so I have a little bit of room on my plate.

And now I can fill it up even further than whatever we have it filled.

When I came over to the department, ACM Laura was kind enough to select me to come over.

So I'm looking for somebody who could initially start up our incident management team, which we'll discuss tonight a little bit and then into the director role for the department of community response.

That said, we'll look at the department. It's a much shorter history than my history here.

We started the department in 2021 officially.

We have been in the role for almost two years now. Hit the ground running and have not stopped.

This is just another day for me. It's not a late night. It's just another day in the world of the department of community response and homelessness.

So we are originally brought up to be the alternative response department.

We still really are. And I'll show you a couple of slides where I can show you where that folds into.

But we shifted a little bit, but our alternative response model, essentially right now, is our response to homelessness.

And some of that is our incident management team.

I look at our department as part of the three-legged stool of public safety. And it truly is.

And I think you'll see this. So coming from the fire department, I know what the demands are in that department and where DCR can really play a role on that side of the equation.

And also with the incident management team, we work with the impact officers that are under my command on that.

And so there is a great understanding with the impacts on the police department with calls that are outside of that normal 911 emergency calls.

One of the areas that you'll see right now. So we have a street overdose response team that is paid for by opioid funding.

And we have two units out right now that is a combination of one fire department paramedic and one DCR, what we call our neighbors and our C and neighborhood resource coordinator that's our outreach worker.

And so they're paired up on a rig and they're tied to the incident management team. And we assign them out every day.

That rig is twofold. It has the box zone, which is for the withdraws on the opioid opioids that can be delivered.

And then we have a leave behind kits for fentanyl test strips in our can.

So that is a glimpse of alternative response that we're already rolling out.

And there's a couple more programs that we're looking at right now to expand that service model.

So we have a quick mission statement. I think it really tells exactly what we're doing.

So the mission of the department of community response is to provide compassionate individual I support to people experiencing homelessness with a goal of eating them on their path toward recovery wellness and self sufficiency.

I really believe in this mission statement. This is truly what we do every day.

We have three offices within the department of community response. We have 37 FTEs budgeted.

We're a smaller but mighty department. We have 30 programs and contracts that we manage.

Our budget is overall budget, including our half funding is 51.9 million.

And 5.9 million in operating costs and 46 million in our projects.

And here is a quick breakdown of where that money is being distributed.

So our overall budget for 24, 25 is 25.4 million.

And then the breakdown on that is DCR operating costs of 5.8.

Our annual funding projected funding is 11.4 there as you can see.

And then we had a one time $8 million fund that was helped to shore us up.

As we see the department has half funding which we just got cut almost in half because of the good work that we were doing by reducing our homelessness in the city.

We reduced that by 11 million so we're looking for next year to shore that up.

I have done a lot of negotiating to try and reduce our spending and try and help that loss.

And then we had a little bit of savings just from cutting some of our projects from last year of renegotiating down some services that we were providing there.

And so that gets us to our total. I think the thing that's see here is that 75% of our funding is one time or short term or some kind of external funding.

And so we are extremely dependent on outside funds that that's why I'm very, very diligent on looking at our money and you know looking at how we can cut costs.

How we can change programs to save funding and then looking at some kind of revenue sources.

And we do have a couple of revenue sources that we're looking at.

We have CalAIM that we're looking to hopefully be up and running in June.

This will allow us to bill for a lot of services services that we're already providing.

But we'll be able to bill CalAIM, MediCal for homelessness and get some revenue source back into something we're already doing to help shore up our programs.

The cost cutting that's part of what my whole job is is to look at different models, look at ways we can adjust our models, our service delivery models.

Again, renegotiating our contracts heavily to reduce funding and we've been successful on that.

As a director besides looking at our budgets, I'm also looking at our people.

So the jobs that our outreach workers do every day is a demanding job and we don't get wins every day.

And so I'm very aware of the well-being of our staff.

This past year we had our first holiday staff party and got everybody out of work out of the uniform.

Just come out and enjoy each other.

We have a bowling schedule coming up same thing, getting everybody out of the office.

And just forget about all the heaviness that we deal with every day and try and lighten up that mode.

So I'm very aware of our people trying to help them with any opportunities to have people go to school.

We have people wanting to go to leadership programs, mentoring.

I'm all about trying to get our staff mentored up and help in any way that we can besides just their initial job.

This is our infamous team.

I love this team. This is a team that goes out every day.

Rain or shine. There's been a lot of rain this year.

And so I see this crew every morning.

I praise them for coming in and doing the work that they do.

And they keep coming back for more.

And it's an awesome staff that we've built.

A year ago we had 50% of the staff.

And over the past year we've been doing a lot of recruitment to get our staff built up, get more people out in the streets and be as effective as we can.

Some of the things that our neighborhood resource coordinators, these are the NRC's.

So if you ever hear NRC, that's the neighborhood resource coordinators, this is who they are.

There are outreach workers.

So some of the things that they do all they're out there.

So they enroll people into the HMI S system.

That's a homeless management information system.

So this is a database that has everybody in it if they're willing to give us their name.

And we may contact with them.

It gets into the system.

We put conversations that we had in there, any services that we provided, any services they might want.

And that is stays in that system.

Next day, next week, next month, someone else runs it across.

You as an individual and says, hey, can we help with being an assistance?

And they give us their name.

We can punch into the system to see what services they've had in the past.

And track where they've been or how we can help.

So this is a great system that we've really been putting a lot of effort into trying to get everybody's names in the system.

And we're almost to the point where this HMI system is really close to matching our point in time count.

And so I think we're going to see this as a really good indicator of what our count is overall.

Because we're out so much right now and in contact with everybody and are making so many contacts throughout the year.

That this is going to be, it's a really valid number that we track.

And good to give us an idea of how many people we still have out in our system.

Providing vital document assistance.

So there are some simple stuff getting a driver's license or an ID card getting a social security card.

You need some of these just basic pieces of paper to get you housed, get you into an apartment.

So we do a lot of assistance with just building that that base documentation that's needed.

We complete shelter surveys that place people in our shelters.

So this is part of the coordinated access system.

It goes by vulnerability of how you place on going through our shelter vulnerability assessment scores essentially.

And that places you on the list and then coordinate access can place you into one of our shelters.

We do have real time referrals that we can do.

So within the incident management team we have county behavioral health.

We have 10 county behavioral health workers so we can do live behavioral health work on site.

We can also transport you to, we have the crib and 7th and age which is the crisis receiving center.

It's behavioral health and also substance center.

So we can pick you up and take you over to the center and get you started on some treatment.

We also have our core centers. We have four core centers within the city.

Those are also referral centers that have all the services available or they can refer you on to services.

They have washers, dryers, showers.

So it's a drop-in center. You can drop in during the day.

They have computers there that you can use as well to help with any services you might need to get in contact on computers.

And then we have our direct referrals that the city can refer into shelters.

So we have Roseville Road. We have Stockton Boulevard that recently opened in the south end of town.

And then we have our outreach and engagement center.

It's the OEC, we call it.

So the Roseville Road Center.

We're expanding that right now.

We had a camp in resolution fund grant that we're successful in receiving.

So we'll be expanding that in another 100 tiny homes.

That one is a directory for all.

If we make contact with somebody that wants to go into shelter, we can load them up and drive them up to Roseville Road and get them into a shelter.

We're most of the time 100% capacity.

There's no shortage in contrary to everybody's beliefs.

There's no shortage in people that are willing to take shelter.

So the, an example, the Roseville, or excuse me, the Stockton Boulevard site that we opened at the very end of December, the very end of December, like the 30th of December, is full.

And that's, there was 175 spots there.

20 of them were behavioral health specific spots, but the other 150 were from that grant for that was the Extre-El-Hambra corridor.

And we literally pulled 150 people off of that corridor into that shelter.

And like I said, a matter of two months.

So there is no shortage of people wanting shelter.

And then lastly, we connect to veteran services.

So in September, we had the Northern California VA contact us.

And they do these, what do they call them?

They're like these.

They bring all of their outreach workers into an area.

So they call this and say, hey, we're bringing all our outreach workers into Sacramento.

Can you help us find veterans that we can get in contact with?

So because our HMIS system has all the information, it's like, absolutely.

We can tell you exactly who our veterans are.

And we can give you a pretty good idea of where they are because in that HMIS system, it tells you where we last spoke to you.

So there is a GIS application in there that says we last spoke to you at this location.

So they came into town.

They were super excited because they had no plan when they came into town.

And they just called us and said, hey, we're coming into town.

It's like, well, do you have a plan?

But like, well, no, that's why we're going to call you to see if you can help us out on this thing.

And it's like, absolutely, we can.

We can tell you where they are.

We'll send you out with our teams. We go out every day.

And so they brought their teams in.

We ended up in, they were only here for four days.

I think it was four days.

So in those four days, there were 56 unsheltered veterans that they made contact with.

17 veterans obtained same day housing.

And then 50 were offered a, a vache voucher.

And so they were over the moon.

They exceeded their expectations of coming into Sacramento and the work they could do here.

So they're excited to work with us and come back and do it again next year.

And then on top of that, the VA has expanded locally.

Their homeless outreach coordinator contacted us about three weeks ago.

We got together with her.

And same thing. We're giving her contacts.

She's working with our veterans.

And I personally connected her to veteran family that I've been working with.

And she's already contacted them and working to get housing set up for them.

So kudos to our VA services that are really pushing out there.

Pardon my interruption, Mr. Pedro.

We do have to take a motion to extend the meeting past two hours, pursuant to council rules of procedure chapter eight, D6.

I'll make a motion.

Give me a motion in second.

All in favor say aye.

Aye.

The centers or abstains.

Sorry about that. That's all right.

Please continue.

I'm glad that we got the vote to continue.

It's going to fold up and go home.

All right.

So this is our office of homeless services.

The other office that's in my department.

The other half of the people that I love very much that do great work for us every day in our shelter and contract side of our department.

So I've been pushing this team very hard.

Jason Beckstroms in this picture.

And he's along with along for the ride tonight.

He is watching our pennies and making sure that.

Our receipts are matching what we're spending and I'm pushing on this team a lot to get accountability with all of our shelters.

And with where all of our dollars are being spent and making sure that our programs are providing the outcomes that they should be providing.

And again, renegotiating our contracts to make our dollar stretches far as we can.

It's.

So backing up a little bit.

Our department was without a director for a little while and and and half staff.

And so since I've been in.

We have been pushing Jason was here through the lean times.

And I applaud his work to try and keep our department going.

We are like I said, almost fully staff now and we are.

Hitting on all cylinders and really pushing forward to make this department as effective and as efficient as we can.

And really dig into making sure the services that we're providing are making a difference and looking at that breakdown.

And so we need to change our models.

Change in our model to a different model and I think we have enough data to.

To support that.

And I look at it as.

You know, the homeless response kind of as a COVID response where we didn't really know what we were doing initially and how to battle.

And then we put all this money at it to try and figure out how we were going to do something and figure out what's working and what's not.

We did the same thing with homelessness and now we're getting enough data to see what's working and what's not.

And now we I think we're to the point where we can really hone in and and focus on what's what's working and what's not and what's not working is not going to be on the table anymore and what's working is what we're going to focus on.

So I'm glad that I came in at this time and we're we're pressing forward some of the stuff that we have available right now so you know where our shelters are and what we're funding.

We have several different types of shelters.

So we have our congregate shelters.

Those are your big open tents separated by partitions.

We have met a view X street and North Fifth.

There's a total of 363 clients in those.

They get meals. They have showers.

We have case workers there.

We have shifted and in all of our shelters now.

Our behavioral health that's assigned to the instant management team.

I have shifted them out of the outreach model of trying to provide behavioral health out in the streets and they're all in our shelters so that they're in working with clients that are they can see the next day.

They know where they are.

They're in a more stable environment so they can actually be more effective.

All of our shelters now have a county behavioral health and them doing some behavioral health work.

We have our nonconquered roads road where every individual gets their own space in a tiny home.

We havenery, we have our health care and health care meals and showers.

And we have electricity to the pallets.

And then we have the trailers out there that we don't have electricity to yet because we're trying to make sure that they're safe to power up.

We have our transitional age youth programs.

We have our LGBT programs.

We have our women and family shelters.

Our outreach and engagement center is our respite center so it's a 23 hour center that to use literally it's 23 hours.

Everybody comes out.

We do a reset and if you want to come back in for another 23 hours and you come back in for 23 more hours and we do a reset every day.

One is our weather respite so we expand that during the inclement weather and add another 50 spots into there.

That one also has full services, showers, bathrooms, meals.

And there's a great story that has come out of there that I'll tell you at the end of my presentation here that we're very proud of.

Our City Motel program is for families only.

We have 200 rooms in three motels, four motels soon to be three motels.

And it serves about 600 between the parent and the children that are in that program.

And those are all our shelters, all our contracts.

We have service contracts attached to all of these.

That's what our homeless services manages and watches every day along with making sure again auditing these programs, making sure our service providers are doing what they're doing.

We're getting good numbers through our system.

And they're providing the service that we're that we're paying for.

It looks like in a big picture so we have 18 shelter sites.

1,375 total beds right now. More to come.

We sheltered 4,769 people. This is for calendar year 2024 and then improved exit categories. So this is 47%.

This is improved from a where you were to somewhere better.

If that's from the street to a shelter, that's a better place.

If it's from a shelter to one of our programs, that's a better place.

If it's back to family and get you off the street, that's a better place.

And so that's what this number is looking at.

There is a HUD standard that looks at more of the permanent housing.

Our permanent housing this year was about 23%.

It was 20% in 23. So we're trending in the right direction.

But permanent housing is a challenge.

Finding permanent housing that's affordable for individuals with limited income is a significant challenge with this.

And that's one of the programs that I'm looking at models that we can shore that up.

Some of our measure you funding goes to these contracts.

And it's not, it's a mix of spreading our measure you funds and then our HAP funding to make these contracts whole and operating our entire program.

And so as you can see here, I won't go through every single one, but this is where some of our measure you funding along with HAP to make these programs work.

Our measure you metric is three on one calls that we responded to this year is 66,000 calls, including our trash and cleanup calls.

Unique clients that we served this year. So these are unique in that as an individual, they're not repetitive clients that we keep going back around and serving was 4,483.

As you can see, there was 4,809 enrolled in HMIS.

This is something that again, we're really pushing to get everybody in the system so we can get that consistency and care and know where you've been and help you into a program or get you back into a program.

And then the rapid placements into our city shelters, we placed over 1,000 people this past year.

Switching gears a little bit. This is my other hat that I got hired for. This is what I initially got hired for. And then they said, hey, you want to do this and take care of a department.

Thank you.

This is our instant management team. So our instant management team has, as you can see from the circles there, we have 311, which is where we base all of our calls out of and where we respond to.

We've done well at educating everybody to call 311 and they're doing a great job with that to let us know where their homeless concerns are.

We have DOU. We, this is, we support them with our canals and waterways and our homeless encampments that are in canals and waterways. We work with them daily in fact, at a meeting with them today.

We have a coordination with SacBD. So we have 12 right now 11 impact officers, two sergeants, a lieutenant and a captain that is within the IMT structure.

And that's part of our team. We have park rangers. Currently two park rangers. Fire department has the sort team like I talked about already. For EnzaClean is our current contractor for cleanup contract.

We have a contract with Hope Cooperative that is an addition to our outreach staff. At the top we have us and then again we have the County Behavioral Health with us and then code enforcement, which is for occupied vehicles and our various trailers that are around town to help us.

So this team has a dual mandate. We have the outreach, engagement and services side and then we have our compliance and enforcement. I can tell you that when we rolled this model out again we're Sacramento leading the way.

So it was not a popular model. There was a big divide between you can't provide services and try and help people and then provide enforcement together.

And so our social services wanted to be separate from our law enforcement and we took the opportunity to put this team together and balance that approach has been well we've had several cities call us.

We were one of the first to start this. We started this before the governor brought his mandate out to start doing some enforcement. It was a very forward thinking model and it's been we put a lot of work into this and it's been successful on reducing the impacts to our city overall but also providing the service and making it.

And very conscious and aware that this is not enforcement heavy and that we keep that balance going so that we're serving all of our community.

And so this is what this looks like. Three one one calls we get about 120 calls every day that are homeless concern related calls when we started it was about 120 it ramped up to about 150 60 a day.

We are back down to around 120 when we started there was about 3,800 calls backlogged in the system. We are down to about 500 when we come back over the weekend as usually back up to 750.

And some of our outreach teams are running solo just doing only outreach. We still have one behavioral health team out in the field that is running if anybody needs behavioral health services.

So we're covering the entire city and our rapid response calls when we first started was about 16 to 20 days and now we're down to about 24 to 48 hours on a priority rapid response call.

So we still have calls that are in the queue, but the true rapid response priority calls are within 24 to 48 hours.

As we raise the bar more people call and they want our services quicker and faster and it's it's been interesting evolution of people calling on large encampments.

And so people are calling on a single encampment that is at some sometimes not even an encampment is just an individual standing there.

And so we get to explain the nuances of people are still allowed to stand where they wish.

Some of the challenges that we have are we now know this city every square inch and who that land belongs to because we run into private property.

We run into union Pacific property. We have Amtrak property. We have a reclamation district 1000 property.

We have a Safka Sacramento flood control property.

We have made contact we work with Cal trans. So we have made contact with everybody and we have invited them to come and join our meetings on Wednesday.

So we do Monday strategic plan meetings which is high level we do Wednesday operational meetings every week which is our field staff to make sure operations are running smooth.

There's anything we need to discuss. Nothing goes more than a week without figure out that we need to change something on Wednesdays.

So we can pull somebody in if Cal trans well Cal trans are either every Wednesday. But if one of our other departments wants to come in they're more than welcome to come in and we just had a meeting with CHP as well actually.

So everybody knows who we are we know who they are it really helps us coordinate our efforts so we're just not pushing each other back and forth and it's more of a controlled operation.

This is our dashboard that we have our instant management team dashboard that's up updated weekly. Thank you Ash.

And as you can see we had this is now IMT so I gave you the 66,000 calls this is strictly our instant management team for calls for service for homeless concerns.

We had 37,000 for 2024. We closed more than we received because some calls end up turning into another call because we separate them out.

We are working with what we have been working with 311 to update our 311 app. And this is part of efficiencies and using technology our app is probably the latest version will be out in June July.

And what it is is to have the caller identify more accurately exactly what you're looking at instead of just a homeless concern call because we don't know if we need to send outreach and you need just some outreach help.

Do you need enforcement action is it a small camp is a large camp so the new roll out will help break down exactly what we need to respond to so we can get the right teams to the right response.

And then as you can see cleanup for last year and this is only affiliated with encampments was over 9 million pounds of garbage and debris.

I am happy to say that we are seeing a trend of our garbage coming down so we're helping to reduce that impact and our cost of cleanup.

Though we are up against a little snag with that right now and renegotiating our new contract.

More to come on that.

All right so let's see.

So this is what I'm talking about in some of the stuff that the three-legged stool that I talked about earlier and impacts to other departments.

For there was a 8% decrease in calls to the SACPD related to homelessness calls citywide and then in our downtown central downtown area was a 19% decrease.

So the impacts are significant and we could pull the numbers from fire and you're going to see significant the same significant impacts because there is 311 now and we have educated everybody.

These were calls that people would have called 911 because there was no one else to call to come respond to these calls.

And so we have pulled I mean I would argue that we've pulled 39,000 calls off of police and fire just from having our asset management team up to respond to these homeless concern calls.

And so the impacts are truly seen.

And speaking of impacts truly seen so we have this was one of our clean-ups a Broadway.

We have unlockable campaign.

We have excessive storage on public property and then also under freeway overpass so critical infrastructure.

So there's three ordinances here and this is something that I want to point out here.

So as you can see this one is clear of any encampments.

There are the voices out there that say we do sweeps and this is what they are calling sweeps.

These are completely clean because of the violations that are on them.

There are plenty of other responses that we go on that are not sweeps.

In fact most of them if you're only in ordinance violation, if you're blocking a sidewalk can you come in compliance.

Then you can stay there all you want and you just need to keep the sidewalk clear.

Unlawful campaign. You break your tent down because you can't have a tent set up during the daytime.

Break it down. We're good. You stay where you are.

We're not moving people if they're not violating an ordinance.

And so it's that balance that I want everybody to understand that we don't sweep like this and clear these everywhere we go.

So I want to make sure I give enough time to the next presenter as well.

Let's keep moving. I'll get through this.

I didn't realize we had another behind me.

So another area of clean up that we did in Norwood and Fairbanks.

Largeria. This was actually a chra and Safga owned property that we helped them with.

As you can see, a very large area that was there for quite a long time.

And just reducing the footprint and reducing the time and place really helps.

And so many levels.

This is our decrease.

29% overall homelessness for 2024. We were one of the highest in the state.

We had almost a 41% in unsheltered homelessness decrease.

No good deed goes unpunished with that.

That's why they carved our hat funding off to match 40% decrease.

I wish there had been a bonus for being the number one in the state, but apparently they don't look at it that way.

Again, decreasing our contract costs. So in the last year, I have carved off about 5 million in contract costs.

And there's still another. We haven't completed the contracts, but there's still going to be about another million and a half to 2 million in carving.

As I pulled almost 7 million off, we lost 11 million on our funding.

So it definitely helps. But I'm still upside down in our department.

Finding funding sources. We got 18 million in a camper van resolution fund this year.

Part of it was to expand our Roseville road. And part of it was a street to housing program where we're literally taking 100 people off the street and directly into housing.

And that model we started last month.

So I'm very conscious when we sign up for these programs that we don't end up with the liability of keeping the program going.

And so looking at our next in-camping resolution fund, I'm looking at ways that we can receive that money, but not make it a liability, make it a sustainable program.

And then we already talked a little bit about how we're using data for efficiencies.

Some of the new approaches that we'll hopefully see soon is looking at microsites, which are smaller areas of tiny homes with bathroom showers, laundry, and keeping them small.

So you don't get a, if you get over 30 to 40 people in one area, you start creating a group dynamic there.

If we keep them small, we can keep a little more control and let them have their freedom there.

80 use. I'm looking at a D.U. model. I have a meeting tomorrow with buildings.

We've had several meetings over this and looking at the possibility of low cost 80 use.

And looking at a program to provide some split and cost, put an ADU in your backyard, put one of our seniors that are homeless into your backyard for a period of time.

And after that period, you get an ADU.

So that is a model that we're looking at.

Hasn't been, you're hearing it first here.

Hasn't been approved yet.

So it's no harm in mentioning it.

And then we're also right now looking at a permanent support of housing model that instead of the $500,000 per unit average is looking at 150 to 160,000 per unit.

A very real housing model that we're looking at currently.

And then I'm looking at a program where the clients pay into our program.

So we have what's called emergency shelter is what we started with.

So 30, 60, 90 days get just stabilized and that's emergency shelter.

After that, it's interim housing, temporary housing.

We have a lot of people in our programs that are in one to two years.

I'm looking at, so most people are getting SSI.

SSI is a little over $1200 a month, 30% of that.

Since we all pay around 30% of our income towards living somewhere.

You pay $300 into the program.

And that offsets some of our costs for the program.

This has not been tried anywhere.

I still have to get approval on this.

But it is a very attainable program that I think we can get passed.

And then looking at public private partnerships as our funding goes away,

we're going to need some private help to help and help us help them.

So that is areas that I'm exploring.

And lastly, this is the family that was in our outreach and engagement center.

It was a mom and her 10 children.

A little backstory on this.

This is how quickly things unravel.

So mom gets a divorce and loses their house.

She was working for Amazon at the time, living out of their car and a motel room

where all the family kind of bounced back and forth trying to hold down an Amazon job

without a house.

It's not a good combo.

Eventually lost her job.

They were literally out sharing a car and a motel room just to keep them housed.

We got them into our OEC and housed them all in there temporarily.

We did the 23 hour stay, got them stabilized.

And then we was a really group effort.

So we had hope cooperative at our outreach engagement center.

We had sexed it forward as part of our team.

And then we had Lutheran services.

And I want to make sure I'm not missing anybody here.

Well, and us.

So we got them a house in Carmichael.

And got everybody housed.

We got people working again.

And got 11 people off the street.

And with a lot of effort, but we got them off the street.

Augustine Ramirez, who's quoted here, was working for a hope cooperative.

We now have them working for us at DCR.

And it's been a great addition to our department.

That's all I got.

Awesome.

Thank you so much for that presentation.

Super informed information dense, which is great.

Let's go ahead vice chair wolf.

Yeah, so thank you for being here.

Obviously, we're at the witching hour at a clock.

But it's really one of the thank you and your team and your staff.

Especially the field team right.

You guys are probably encountering certain things.

Most of us couldn't imagine on a daily basis.

I know it's a very difficult job.

So yeah, thank you for all you guys are doing out there on a daily basis.

I had a couple of questions.

I'm going to cut that back to our time limitations.

And yeah, this is the air.

Very thorough with the data.

Obviously, we're showing that you're making the drastic increases since the pandemic

began and the foundation of this program.

I'll just say thank you again and thank you for being here.

Mary Pascal.

I also want to thank you.

And I really appreciate how you approach what I think is probably a very difficult job

with the mission of compassion that you mentioned.

That's really important.

I also have a million questions, but I know we don't have a lot of time.

So I'm going to start by making a confession, which is that I have been one of the people

criticizing the sweeps.

And so I want to give you an opportunity to explain to me the vision because where I'm kind of stuck in understanding

the issue is around what you said, which is the shoulders are 100% full.

So when people and belongings are being removed from an area, whether you want to call it a sweep or whatever else,

what is the thinking about where those people are to go?

So it's a good question.

And that's kind of why I bring that forward.

So we only will move somebody if they're within critical infrastructure,

500 feet of school, or if they refuse to break down their tent.

So there's not a lot of moving.

There is three buckets that we look at when we go to an area that is an enlarging campment.

So we have life essentials, so things that you need.

Medications, documentation, anything that's of sentimental value to you.

We look at things of true value.

And a microwave that you can't plug in, a washing machine that you can't use.

Those aren't things of value.

And that puts it in the third bucket of just debris and garbage.

And so that is the model that we use with every encampment.

And when we first started, we had these encampments that had, my God, we had engine blocks.

We had wheels from cars.

We had balls of electrical wire, old phone cords.

And so that is junk and debris.

So we're removing that.

The fact that we get blamed for taking people's ID cards and stories like that,

we're working to get you your ID card.

We're working to get you your Social Security card.

That's the last thing.

And anybody that has a question of how we operate, I invite you to come out and do a ride along with this.

You would be impressed with our impact officers and the patients that they have to stand by and give these individuals time to collect their things.

And determine what we're going to get rid of and what you really need and what your life essentials.

But the movement, if somebody wants to move that's on them.

But like I said, unless there's a critical infrastructure, it's a safety hazard.

Or there's an ordinance that they're refusing to comply with.

We're not moving.

We're not moving.

And so I think that's like I said, you're more than happy to come out and do a ride along with this.

I appreciate that.

Thank you.

I'm going to go to the next slide.

Number Freilicus or Rosa.

I may be I'll just phrase it this way because we're short on time.

If you'd be open to a later conversation because we have some great programs like the Safe Harbor Sustainable Eco Housing program.

I'm not sure if you're familiar with it or we have like Tainer Tiny Home, which is a local tiny home manufacturer,

and TEE education programs with participating in solutions to these community issues and creating workforce and career opportunities for young people.

Sure.

Yeah, absolutely.

And I'll hit you up for that right along.

Member McGee.

Thank you so much.

Two things.

Thank you for clarifying and asking that follow-up question about the sweeps because I was also ill-informed.

I would love to do a ride along.

Are we benchmarking kind of our progress on what we're doing against any other major cities and how are we fearing?

Then secondarily, I know that of course the shelters are failed.

How are we or whom are we partnering with to get the longer term housing?

I know you kind of put some of your various shelter options and methods of housing.

In terms of the long term more sustainable housing, how are we working that to kind of create sustained impact and change?

Thank you.

Yeah.

So for the housing component because you are correct and I footstomp this all the time and in all the models that we have and the backlog and our shelter is being full and no movement is because of housing.

And it's affordable housing, right?

And so I work with Yaya and I all about every day and she's our housing chief and OAD to look at programs.

We have a lot of programs that are affordable housing.

Like I said, the Home key plus funding that is out right now.

We're looking at the permanent supportive housing model.

Nobody has cracked the code on this and I'm telling you that we are going to lead the way on this model.

It is nobody has has written this model up and I hope other cities aren't watching because they're going to steal this model.

But I'm telling you that we're creating a truly affordable housing for the 25% of our homeless that are seniors out there that are 60, 70, 80 years old living on the street.

It's just unbelievable to me how they're surviving number one.

But it's 25% of our homeless that are in our streets right now.

About 23% if you want to get technical.

That's my focus on these programs in that, you know, putting grandma or grandpa in your backyard ADU unit, getting these PSH program that I'm looking at for low cost PSH to the one that we're building right now is a model of just 100 homes.

It's way cheaper than what we've even looked at in anything close.

The beauty of that is the home key models. If you can come up with a model that's under 200,000 a year, there's no out of pocket.

When you start getting over 200,000 a year, then the city has started coming out of pocket on it. So this is a no out of pocket model that's funded from the state.

And what's your other question I apologize?

My second to a question was are we currently benchmarking with any other major cities and how are we fearing and what we're doing versus what we see some maybe other cities doing in this area?

We're constantly benchmarking.

We are so there is so many benchmarks and so many things attract in homelessness.

FSP's, permanent supportive housing, permanent housing.

We are on the higher end of any, the had a metric that you look at.

And so we are, I mean, we're in the top three in the state for sure for large cities.

And like I said, we're pushing to be number one. I think San Diego is ahead of us just because they had a little more time, but we're coming up fast.

Thank you.

Members Smith.

Thanks and congratulations in getting him's to work as well as as it is that's really impressive.

I'm going to do a follow up on her question.

As you contemplate successful successful transitions, I think that's what you called them improved living situations for folks.

How are you assessing the individual's readiness to move to.

And is that the first thing you need to do is, you know, you need to have a permanent supportive housing or permanent housing.

The next step, basically, or the readiness to transition into one of your programs.

Say, for example, if you can get the the 80 you program up and running.

So severe mental illness and is in a drug addiction, you're probably not going to want to transition that person to someone's backyard.

What, how do you?

Okay.

Yeah.

Great question.

Because this is, this is that piece that we work with every day in assessing and reassessing and trying to help individuals improve in some way.

Right.

And, man, I can tell you it's incredible just getting somebody off the street, the transition just from getting somebody off the street.

A lot of our surveys that show, you know, high behavioral health needs.

Like everybody in the street needs behavioral health. They all need behavioral.

Well, yeah, because you're living in the street.

If we take any one of us and put us in the street, we're going to need behavioral health pretty quick.

So that you can't look at just everybody needs behavioral health because you get them on the street and get them in the stabilized environment.

I mean, within a week of getting some food, getting a shower and having a safe place to stay is tremendous.

And so the quicker we can stabilize somebody, then the quicker we can move them.

And telling you a lot of people can be moved on to programs.

There's there are our substance users that need help.

But I know, I know specifically one individual that we picked up that was heavy in substance.

I just saw him because we were out of Roosevelt Road.

And like I saw him and he saw me and I'm like, hey, you like, hey, my man.

How are you doing?

He's like, I'm great.

I'm doing great.

So there's a lot of even substance that can be cleaned up and a lot of behavioral health that's cleared up.

And then we have the other programs, right?

The truly behavioral health.

We have our behavioral health teams.

We have county services that is behavioral health.

We have care court coming up as another avenue for behavioral health.

So prop one funding to try and get us.

We need inpatient care for a lot of our patients.

So a constant assessment to determine what program.

And that's part of what our coordinated access does to on the front end is evaluate invulnerability and assess you to see what program you're going to fit in.

And then advance you through the system.

Okay, I just have one quick follow up.

We have like quite a few agenda items and a number of time.

But yeah, I think to support what you just said is this idea of housing first.

And then the rest can kind of come after that because without that stability, the rest of the services seem to fall to the wayside.

I think like the sweet and sweet and model sort of pushed that first.

And then a lot of people started hopping on to that, which is great.

One of the things that you mentioned was you did an analysis on what was going well and what wasn't.

And what wasn't is no longer on the table.

Can you explain just really quickly what that process was or what were you evaluating and what went off the table, I guess.

So the model that we have right now, we pay for all the services all the time for all of our members.

It's a provider provides all the services.

And I have Ash come in and we think he needs all the services and maybe he does for the first week.

And then you know, a month later, two weeks later, everybody's different.

He doesn't need all the services.

But the way our contracts are set up, we're still paying for all the services.

So I want to look at a use model where we're only paying for the services that we need instead of paying for all services for all people.

That's just one of the areas that I'm looking for looking at.

And again, it all roads lead to affordable housing of some sort.

Our shelters will stay full if we don't have somewhere to move people.

Our outreach workers will not be able to get somebody off the street into shelter if we don't have room in our shelters.

And we can't get our shelters opened up unless we have somewhere to place those people.

And so truly, it's trying to break the mold of we need emergency shelter.

Once we get just stabilized, we need some interim affordable place that you can stay.

If you need to stay in that area and that type of housing for an extended period, so be it.

If you move on to that and we can get you into some kind of affordable permanent housing, then we have that.

And so it's building the model that is not billions of dollars in the building a model that's only millions of dollars.

Makes sense, Scotch.

So the more discrete packages for each individual's needs rather than.

Well, I just want to say thank you.

Appreciate you coming out and giving us like a screen presentation.

And I think one of the issues that we want to do is sort of assign metrics and stuff and it sounds like you guys have tons of them.

I'd love to get more insight on that maybe another time.

I'm like, what all you are measuring or if it's available in that dashboard, maybe we can get some access to that dash.

That those dashboards.

And great. Thank you so much.

Thank you.

So just for time's sake and because there are some items that have like upcoming consequences in April, I'd like to move quickly,

reorder to number six really quick, skipping four and five just for the moment, which is the reason I want to do that is because we want to bring something to the budget and audit committee in April.

And we need the committee's approval before we can do that.

So ad hoc of metrics did meet and budget, budget and metrics did meet since our last meeting.

And we sort of put our heads together and decided a few plans.

There was something attached to the agenda, which hopefully you guys all got a chance to look at, but it was a list of all the programs that we have in measure you that we fund.

And sort of straw manning metrics against each one of those because currently as you know, we don't have metrics to evaluate the programs on.

So coming up with some metrics for the various programs that give staff sort of a leg up and they don't have to think of it from scratch and what we would think would be valuable.

That's what we sort of came to propose as a group.

I'm curious if anyone not on the ad hoc or even on in the ad hoc had thoughts on this.

And then if we would be good to push this towards budget and audit in April as the initiative to change our quarterly budget reports to include those two columns, which are essentially the metrics and the progress that we want to see.

So I was sorry, we're changing it from metrics to goals.

So the measurable goal that we want to evaluate on on a yearly basis and then the progress of that goal as of that quarterly report time.

So yeah, those two columns.

Any thoughts or speakers clarifying question.

Sure.

So when we put this in as the change, then this is what we would require all those that we fund through a measure you funds to report on in terms of what they provide us when they're coming to give us the impact of what they've done with the money.

That's we could then report it within those two columns.

Well, so they staff would be putting the actual values that the programs are reporting in those columns.

We wouldn't do that, but yeah, it would then come to us after that.

Thank you.

Does that make sense?

Let me say, Chair, we'll just make a recommendation correct?

I mean, at the end of the day, City Council is going to do what they wanted.

Absolutely always.

Member Johnson.

Yeah, I just had a question about procedure.

Is the reason why we're pushing this now is because April is the only audit.

What is I don't know the still the budget function for the City Council on time planning if we miss this window.

Is there not going to be another window to talk about this next meeting just because there's a lot here that I was looking forward to talk about.

Yeah, agreed.

So I did have a one-on-one with Council member Pluckerbomb.

And he said that April was basically the time to do it because it has to go to budget and audit.

Then it has to get approved to budget on it and then go to full council.

And then council has to go to it.

By the time you have that process done, you're going to be looking at March.

Or sorry, March April May.

And then May.

And then June.

June is basically budget, like finalization time.

So even through all that process, even if we just got it done today, like we approve it today as a committee.

They basically get a month to like deliberate over it, which is very little in council time.

I think one way to do this is we do want to sort of, I think a good, when we were meeting, like it made sense to split up the metrics and the budget to be two separate ad hoc.

Because they sort of catered two different things.

One is like to create, like basically do that recommendation that we have here.

And budget is going to be like the annual report that we do and saying what our preferences, what we want to spend more on here and there.

And so splitting those up would be good.

And I did query the ad hoc group to see who would be interested in what.

And there were some people who would prefer to be on the budget and not be on the metrics.

And so if you want to be a part of the metrics ad hoc and like sort of give that feedback,

we can almost certainly meet before the next budget and audit meeting and like discuss about those then.

We have space to do that. That's a question for Ash. Do we have space to squeeze in another opportunity to discuss.

Prior to the intent of sorry going to the budget audit committee.

So I'll look to the attorney on this. Essentially if you took a vote tonight, you could vote to delegate authority to the.

Ad hoc committee to finalize the recommendations.

I couldn't substantially change from what is already in the agenda and what's being proposed.

But if you're essentially delegating that authority, I believe. No, okay, I'm getting enough.

The ad hoc can provide recommendations, but they can provide like final actions.

So you could prove the item and then the ad hoc could you know study it and prepare possibly to discuss it budget and audit.

But yeah, they couldn't modify it.

Thank you.

Correct. So if I may be correct in saying that if we agree that this is what we want to present.

But the fine details of what metric and the word the verbiage of that could be changed by the ad hoc prior to presenting it to the budget and no.

No, once the if this body approves item that I could modify the item further.

Okay.

So in the past we've had instances of an individual presenting to a group.

And we sort of outlined rough points of what they would present.

And then that individual went and proceeded to like finish that presentation or bulk it up.

Were we like doing something illegal in those cases or like why is it that is that okay?

And now it's not.

Presentation is one thing.

It looks what would be approved tonight is a framework or a policy document.

It looks like it's what is what's going to budget and audit.

I'm looking at the 19 page chart.

Okay. I guess I would.

Yeah, I think I view it as like a framework for what we want to see.

But we are not sure on the exact metrics of what we want to like include in that.

And we would leave it up to like an ad hoc to fill out maybe some of those variables.

Because they're like even question marks still remaining in that sheet in places.

So is that fair?

Potentially.

Ad hoc sir purely advisory bodies so they can't do things.

They could present information but they can't.

They can modify something that I think there would be a proper stretch of the ad hoc.

So I guess the question is Johnson.

What all what do you want to discuss?

Oh, yes.

Just because there's a lot and it's a 20 and I don't want to stress this further.

I know we would have to take a vote before.

So I guess what might always my stance on this kind of stuff is it looks fantastic.

I just based off without a lack of discussion knowing.

I would prefer this to be framed again.

Everything we do is a recommendation but as an example to the city council of things

that would really help us do our job and saying saying more of a demand.

We can only do our job if it's presented this way.

I know it's a bit of a nuance but I've always approached as I want more information

but I don't know whether this is the extent of the best practice to present that information

and I really appreciate the ad hoc's effort and time putting into this.

I really do.

But not having been a part of that it's hard for me to just say this is the best.

So I don't know I'm trying to look in the language but I can't really understand

if that nuance goes through it's just I know again it's a nuance but as a lawyer I appreciate nuance.

And so that's the nuance that I would support in making this recommendation.

Yeah, that makes sense to me.

I think what we have in the sheet so far is just sort of like a it's just a creative data right?

There's not really a surrounding presentation of it of like this is what we would like to see.

This is what we need to see.

This is what like any sort of that verbiage I think like presenting it as this is something

that would definitely help us in doing that job is something I think we can move forward with in terms of how we present it to budget not it.

Great. I would appreciate that.

Yeah.

Any other comments thoughts concerns?

No.

Okay.

I guess I would like to make a motion to for this committee to agree that this is what we want to advocate for to a budget

in the April meeting.

Yeah.

If the chair can do the motion I'll second.

Okay. Good.

I did attend the ad hoc committee.

I find I find merit in this idea I just skim the sheet.

I think there are enough actionable metrics and goals that could be included with those various items that you know was the original intent of what we wanted to do.

I think there's the original intent of our meeting what we discussed there.

So I even know there are some places where there are placeholders with the question mark or whatever.

I think there's been enough added to the document to justify submitting it.

Just given that we're going to have monthly deadlines coming out of Wheeling, once a month and life gets ahead of us and the city's going through its budget considerations.

I think it would be, you know, have some merit to submit it.

But you know, like I said, this is a collective vote.

So whenever we want to fill that way as well.

Member Pescal.

I would agree with that with the caveat that I keep sorry I can't see your name tag.

Is it comm member Connor?

Yeah.

Suggested that this is sort of like what we're putting forward as a model and like we understand that details may not be available for any given thing or whatever.

So I would second it with that additional like a verbiage that was suggested.

Yeah, totally.

I think that's a good way of phrasing it because also this is at the top of it, I believe it says like a straw man, which is kind of like the idea of like, it's like what we think would be good but feel free to change it stuff.

Like we don't know the job better than you do, right?

Totally.

Okay. Well, then I guess we have a motion in a second.

I think this is probably worth doing a roll call for.

Excellent. So I have a motion by Chair George Off with a second by Commissioner Corris on out of the roll call vote.

Member McGee.

Yes.

Member Smith.

Member Salah is absent.

Member or vice chair Wolf.

Yes.

Member Johnson.

Yes.

Member Gores.

Yes.

Member Gauravsky.

Yes.

Member Pascal.

Yes.

Member Frey Lucas.

Member Rosa.

Epstein.

And Chair George Off.

Thank you.

The motion passes.

Okay. And I guess let's move back to the focus groups because we have about, well, we started late.

So I guess we have like around eight minutes or so to the.

Yes. The meeting was called to order at 539 as such the meeting will automatically adjourn to eat 39.

Okay. We actually have quite a bit of time.

I'm coming on Julie.

I'm going to hear from you.

Good evening. Good night.

No.

Julie Roten.

Stanford Subtlimate Neighborhood Center here to give you a brief update about the focus groups.

We thank you to Ash who created a survey.

We sent out to, wait, about 400 good email addresses from your 2022 community survey.

About 100 individuals responded, which was pretty good.

From those respondents, we sorted the list by district.

We did a random sampling.

There'll be more details in the full report.

But we've started the focus groups.

We held one at, Agenwood, one at Penel.

One on Zoom.

And I've added a fourth one this coming Saturday on Zoom because people's schedules are so crazy.

And there is a desire to participate.

I think just two highlights for you tonight.

One is, as I'm in the focus groups with the people, I sense that there's a desire to make sure everyone's at the table that we have an equitable sampling.

But it doesn't seem like we do.

And I think that part of that is because it is a privilege to participate.

And one of the questions for the focus group is talk about how you think measure you is addressing inequities in our city.

And I think that we must continue forward with the focus groups.

The pool of people who are able to follow through and respond on that might not be reflective of our entire community.

I just want to say that.

The other thing I want to say is people are hungry for this kind of conversation.

And in every focus group, people have lingered, people have talked about there should be more opportunities to do this kind of thing.

You may find some recommendations from me at some point in the final report about engaging the community about measure you in an ongoing way.

And lastly, it's really giving me a lot of hope to sit around and talk with people.

Even to hear you here tonight.

A lot of days, things feel powerless in my world.

And this has been a very helpful project for me to work on.

So thank you for the privilege.

Any questions?

Okay. Full report next time.

I'm not sure if these are old hands or.

Okay.

Remember in Pasquale.

Oh, Maggie. Did you want to talk for a start with that old hand?

No, I just want to say, oh my gosh, thank you.

Thank you for just even giving voice to the privilege privilege of even participation.

Because that's real.

So if you are comfortable, can you give us a little bit more of an understanding of what the context is when you're saying that there's an equity in the room, even just how and who has showed up?

I think I know the answer, but I don't want to assume the answer.

But I love that you gave voice to that because I think that that's something that's lost when we think we're doing focus groups and we're doing community outreach.

That because we're doing it in various modes and different locations, we think that we're going to get a diverse pool.

But even within that, there's inequities. So just even looking at it with that lens makes all the difference.

And I am excited and thankful to hear that people are hungry for more.

Because I think that that's what measure you is about, right?

We are for the people.

So hopefully, you know, we can elevate to city council.

As others in the council are doing, but that this is what we're foreign, what we're about and that we would try to embed more of this in everything that we do.

And across all projects that we possibly support or look for ways just to give the community, not those that lead it, but those that are impacted the voice to speak for it.

So I just want to say thank you and I am so happy that you are and your organization is the one that is leading the charge.

I remember Pesco.

First of all, Ditto to everything.

Member McGee said, thank you so much for being here and thank you for the work you're doing.

And I also wanted to make a suggestion. I wonder if we can put your report earlier on the agenda for future agendas because I just, I feel badly that you have to sit through so many other presentations.

And we've done that a few times. So just plug for that idea.

It's not a problem. I really enjoyed what I got to hear tonight. I am kind of annoyed about these things.

I know the, from the amount of money that we had to offer for this contract, it was not a lot.

So a lot of the other staff, whatever they're being paid to sit through these meetings and I want to just appreciate that we're asking a lot of you for not very much resources were able to offer your organization.

Thank you.

My pleasure.

Thank you. Just want to say, Julie, thank you for your work again.

I had the privilege of attending today along with our chair and member Salah.

And you were a good representation for our commission. So thank you. You had good questions.

I'm going to get in too far ahead because she's going to have a report, but there was good feedback that we I heard and also the chair.

So I'm looking forward to a report and having a discussion. Thank you.

Member Trosky.

Yeah, I just want to second and third everything everyone has said and that you're coming at this from that equity lens. And so I would love to when you're putting your report together for recommendations on a process that we could maybe have in the future.

And I would like to thank you for your support and support for this again that would allow us to have more of that focus and make sure that we are being able to have individuals participate who are the most impacted and that we're trying to support the most with this initiative.

Remember me.

And I think that is again answer I guess my initial question was just speaking to the actual inequality that you're seeing within the groups that are showing up like why you made that statement in the way that you chose to make it.

So I think there's definitely a lack of racial diversity among the focus groups to this point.

And there's also a socio economic group of people that are able to participate. So I think we're missing out on some under resource folks and surprisingly across the districts.

And so some districts that had a high level of participation and we know the districts and so just making sure that every district was as equally represented in the sampling as possible.

But those are the things that stood out for me.

Is there anything that we could have done to lower the barrier to for participation because I think we went into it thinking that we were lowering the barrier of participation to get people in and I'm mindful we have five minutes.

I think that some of it starts from using the 2022 survey respondents initially.

It was a different world in 2022 who could respond to a survey. Maybe we all were responding because we were working from home or whatever was happening at that time.

I think generally city surveys.

You know, there's there's a certain segment of our population that's engaged and there's a certain portion of our population in the city that is in survival mode.

And so that we could do a lot of creative things to engage them going forward. But just to be mindful of that, I don't know that I have a solution to offer you.

Thank you. I hope you put that into report because I think that that echoes across everything that the city does. Thank you.

Yeah, I think I want to echo what member Gaur said. Like you were a really good representative.

At least from the moment that I was able to join that just the one meeting.

I do want to join the next one as well. I think that'll be good.

Because it was pretty small and to make group for the one we joined. And I want to see how it works with a bigger group.

But yeah, I think your question lines were great. You were giving positive feedback to the individuals who are spilling their heart. And it is like, okay, yeah, this is going well.

So really well done and really well orchestrated.

I think I don't want to put the cart to edit the horse. But one of the things I definitely took away was like getting out there more.

People they know what measured you is, but they don't know exactly how those dollars are spent. And it became apparent that like, hey, you guys should like be out at those festivals with like a tent.

And like start like getting ideas from people. And I was like, yeah, probably we should be doing that.

And apparently we were doing that before my time. We had an ad hoc that was the outreach and engagement ad hoc. And that is like a tenant of our committee is outreach and engagement with the community.

So it seems apparent to me that that would be something that is almost necessary like a necessity for us to put together.

But we don't have to do that now or about on it now. Let's wait for a report and do it in due time.

Cool. Any other comments from any other members? I know we have about three minutes left. So we'll speedrun the the ending, but cool.

Okay. Then moving on. I guess this is a commissioner comments and ideas and questions or any public comments and matters not on the agenda.

Chair, there is still item.

Oh, there is. Okay. So, but let's push that one. I think we don't have enough time to discuss.

So let's move that to the next meeting. Yeah.

Yeah, I saw that. I agree we didn't have time. This is something that I wanted to put on anyway. So I'm happy to move it on move it to the next one.

Essentially it was coming up with goals for our group. Since we're asking all the other programs to come up with goals, but our goals.

But we can do that next time when we have more time. Okay. So yeah. Moving on now to ideas and questions and public comments matters not on the agenda.

I have no speakers. Those are matters not on the agenda. Okay. I guess the one thing that I'll take 30 seconds because I know we're sure I just wanted to think I assume it's asked to put together these coordinates with the staff to put together these presentations on the different subject matter.

So I'm just calling them and I just wanted to say thank you. I think they were like really substantive even compared to the ones last year. And just thank you.

Yeah, definitely cash is a star. Okay. So one thing I wanted to say was I brought it up a little bit earlier, but the splitting up of the budget and the metrics ad hoc.

So before we sort of agree that there's going to be an ad hoc for budget and metrics is the committee cool with sort of breaking that up to allow a bit more member participation.

Because people have different interests and different sections of that. Is that something we know we need to vote on this. Do you think to refactor that or not necessarily.

So I would prefer to the city attorney's office, but per the ad hoc guidelines.

Yeah, it needs to take place at an open public meeting to create an ad hoc. And at this point, I feel like it would be creating two dissolving one ad hoc and creating two new ad hoc.

That sounds like. Yes.

Okay. So then I would make the motion then to dissolve the current one and create two separate ones splitting up the responsibilities that we established earlier.

And then I would like to say that the motion or vote is just which chair you chair just wills it. I just just have to be during the meeting.

Okay. Very well that I mean less anyone has strong. Okay, no one has to feel bad against it. Great.

And your your member appointments are also have to happen during the meeting. They will have to happen during the meeting. Yeah, you create and a point.

Okay. 30 seconds. Sounds good. We had some people who said they wanted to be on the metrics side. Can they raise their hand?

Okay. So just a member. Frey Lucas me and member Smith. Okay. And member Rosa and also Connor. Yeah, I was going to say what?

Okay. And then we have the conversation later. I guess. Sure. And then you can be in both as well because I know some people were interested in both.

And then the budget please raise your hand. So we have a member Pascal member Frey Lucas, Geoffrey and Goris and Wolf.

And if there's space, I'll be happy to join both.

Excellent. The meeting has gone past gone to three hours and as such we will adjourn the meeting.

Wow.