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[00:00:07]

>> CLERK: GOOD AFTERNOON.

WELCOME TO THE CITY COUNCIL B SESSION OF AUGUST THE 15TH, 2018.

>> CLERK: MAYOR, WE DO HAVE A QUORUM.

>> MAYOR NIRENBERG: GOOD AFTERNOON, EVERYONE.

WELCOME TO OUR CITY COUNCIL

[1. Staff presentation on the FY 2019 Proposed Budget focusing on, but not limited to, the following City Departments: [Sheryl Sculley, City Manager; Justina Tate, Director, Management & Budget] A. Fire B. Police]

B SESSION AGENDA.

THE TIME IS 2:12.

WE HAVE TWO ITEMS ON THE AGENDA TODAY.

CITY MANAGER SCULLEY?

>> SCULLEY: THANK YOU, MAYOR AND COUNCIL.

GOOD AFTERNOON.

THIS IS OUR SECOND OF OUR CITY COUNCIL WORK SESSIONS, AND THIS AFTERNOON WE'LL TALK ABOUT THE FIRE AND POLICE DEPARTMENTS.

THEY REPRESENT A GOOD PORTION OF OUR GENERAL FUND BUDGET, NEARLY TWO-THIRDS, SO WE'LL BE TALKING ABOUT THEIR SERVICES TO THE COMMUNITY AND THE PROPOSALS INCLUDED WITHIN THE FISCAL YEAR 2019 PROPOSED BUDGET.

HOWEVER, BEFORE CHIEF HOOD COMES UP TO DELIVER HIS PROPOSAL WITH REGARD TO THE FIRE DEPARTMENT, I'D LIKE TO PROVIDE THE COUNCIL WITH AN UPDATE ON THE CALIFORNIA WILDLIFE DEPLOYMENT IN THE CITY OF SAN ANTONIO FIRE DEPARTMENT'S PARTICIPATION AND INVOLVEMENT IN HELPING FIGHT THE FIRES IN CALIFORNIA.

ON THURSDAY, AUGUST 2ND, A REQUEST CAME FROM THEGOV -- GOVERNOR OF CALIFORNIA, JERRY BROWN TO TEXAS GOVERNOR GREG ABBOT REQUESTING ASSISTANCE FOR CALIFORNIA WILDFIRE CITIES.

CURRENTLY 13 OTHER STATES AND THREE COUNTRIES ARE ALREADY ASSISTING.

THE STATE OF TEXAS HAS DEPLOYED 97 FIREFIGHTERS FROM 32 DIFFERENT FIRE DEPARTMENTS AROUND THE STATE, AND 25 FIRE ENGINES HAVE ALSO BEEN DEPLOYED TO ASSIST WITH FIRES FROM THROUGHOUT TEXAS.

THE EQUIPMENT DEPARTED ON AUGUST 7TH BY FLATBED TRUCKS, SO OUR SAN ANTONIO FIRE DEPARTMENT HAS DEPLOYED SEVEN UNIFORMED PERSONNEL TO ASSIST WITH THE MENDACINO COMPLEX WILD LAND FIRE.

THE PERSONNEL DEPARTED FROM SAN ANTONIO ON AUGUST 8TH, ARRIVED IN SACRAMENTO TO BEGIN A 14-DAY DEPLOYMENT.

WE EXPECT OUR PERSONNEL TO RETURN ON AUGUST 22ND.

ACCORDING TO THE CALIFORNIA DEPARTMENT OF FORESTRY AND FIRE PROTECTION, THE MENDACINO COMPLEX FIRE IS THE LARGEST WILDFIRE ON RECORD.

TO DATE, 83,000 ACRES, EQUATING TO ABOUT 443 SQUARE MILES HAVE BURNED AND FULL CONTAINMENT IS NOT EXPECTED UNTIL SEPTEMBER 1ST.

SO WE WISH THEM WELL AND SAFETY AS THEY ASSIST IN THIS WILDFIRE FIGHTING IN CALIFORNIA, AND WE WANT THEIR SAFE RETURN.

SO CHIEF HOOD IS HERE THIS AFTERNOON.

WE'RE GOING TO BEGIN WITH A DISCUSSION ABOUT THE PROPOSED 2019 BUDGET WITH REGARD TO THE FIRE DEPARTMENT.

AS YOU KNOW, WE HAVE EIGHT CITY COUNCIL WORK SESSIONS SCHEDULED.

OUR NEXT ONE AFTER TODAY IS ON TUESDAY, AUGUST 21ST, AND WE HAVE AN ALL-DAY SESSION.

THAT DAY WE BEGIN AT 9:00 A.M. AND WE'LL HEAR FROM NEIGHBORHOOD AND HOUSING SERVICES, PLANNING, SUSTAINABILITY AND METRO HEALTH, AND THEN THE AFTERNOON SESSION IS SCHEDULED TO BEGIN AT 2:00 P.M. TO DISCUSS OUR LIBRARY SERVICES, HUMAN SERVICES AND PARKS AND RECREATION.

SO WE HAVE A FULL DAY ON TUESDAY.

OUR FIRST BUDGET OPEN HOUSE, AGAIN, IS SCHEDULED FOR TOMORROW EVENING -- NO, I'M SORRY.

THURSDAY EVENING, AUGUST -- YES, THAT IS TOMORROW.

AUGUST 16TH.

SO THURSDAY'S WILL BE HELD AT MORGAN'S WONDERLAND.

YES, IT IS OPEN FOR FAMILIES BEFORE AND DURING THE BUDGET PRESENTATION, AND THOSE DOORS BEGIN -- OR WILL OPEN AT 5:30 FOR PRESENTATIONS BEGINNING AT 6:00 P.M. WITH REGARD TO THE BUDGET, BUT EVERYONE'S INVITED TO GO OUT TO MORGAN'S WONDERLAND AND ENJOY THAT FACILITY BEFORE THE BUDGET WORK BEGINS THAT EVENING.

WITH THAT, MAYOR, I'LL TURN IT OVER TO CHIEF HOOD WHO WILL BE MAKING THE PRESENTATION THIS AFTERNOON AND INTRODUCING HIS COMMAND STAFF.

CHIEF?

>> CHIEF: , THANK YOU, SHERYL.

MAYOR AND MEMBERS OF COUNCIL.

IT'S AN HONOR TO BE HERE AND TO KICK THIS WHOLE PRESENTATION BUDGET PROCESS OFF.

WE'RE LOOKING AT THE CALIFORNIA DEPLOYMENT STRETCHING OUT FOR 30 DAYS INSTEAD OF THE 14.

IT'S REALLY HARD TO LOGISTICALLY GET EQUIPMENT

[00:05:01]

AND PERSONNEL OVER THERE AND THEN MOVE THEM BACK OUT, SO IT LOOKS LIKE IT'S GOING TO BE A LONGER DEPLOYMENT THAN THOUGHT.

I HAD A FRIEND OF MINE THAT IS ONE OF THE DEPUTY DIRECTORS CHECK ON OUR FOLKS TODAY.

THEY ARE SAFE, THEY'RE BEING REHABBED RIGHT NOW, BUT THEY HAVE BEEN ACTIVELY FIGHTING FIRE.

I GOT A PICTURE, ONE OF THEM TOOK A PICTURE OF A BEAR.

AND, YOU KNOW, SO IT'S A VERY DANGEROUS OPERATION.

FIREFIGHTER YESTERDAY WAS HIT BY A TREE FROM UTAH.

SO BESIDES THE FLAMES AND THE TOPOGRAPHY THAT WE DEAL WITH, YOU'RE DEALING WITH WILDLIFE, YOU'RE DEALING WITH FALLEN TREES, YOU'RE DEALING WITH PLANES FLYING OVER YOU.

VERY DANGEROUS DYNAMICS THAT WE'RE DEALING WITH, SO, AGAIN, KEEP THESE MEN IN YOUR PRAYERS, BUT, AGAIN, BE VERY PROUD OF THE TRAINING THEY RECEIVED SEVERAL YEARS AGO WITH OUR WILD LAND AND URBAN FACE TEAM THAT THEY WERE ABLE TO BE REQUESTED OUT THERE.

SO WE'RE VERY PROUD OF THEM.

SO WE'RE GOING TO KICK THIS OFF WITH A VIDEO, AND WATCH THE VIDEO, AND THEN WE'LL GO FROM THERE.

THANK YOU.

>> REPORT OF A STRUCTURE FIRE.

RESPOND, 2.

[APPLAUSE]

>> CHIEF: I'D LIKE TO THANK ALBERT PADRAZO, HE'S OUR VERY TALENTED VIDEOGRPHER.

THANK YOU FOR KEEPING IT FRESH AND SOMETHING DIFFERENT.

WHAT YOU'RE SEEING NOW WE'RE PASSING OUT OUR ANNUAL REPORT.

EVERY SINGLE YEAR WE PROVIDE YOU ONE OF THESE.

THIS IS GOING TO PROVIDE YOU METRICS WITHIN THE RESOURCE WITHIN THE CITY.

BEAR IN MIND, WE DO NOT POLITICIZED FIRE STATIONS IN DISTRICTS, THOSE DISTRICTS MOVE OVER YEARS.

YOU SEE WHAT IS IN YOUR DISTRICT RIGHT NOW CURRENTLY AS FAR AS EQUIPMENT AND PERSONNEL.

THIS ALSO GIVES YOU AN OVERVIEW OF WHAT WE DO IN OUR DIVISIONS AND ALSO THE METRICS AS FAR AS THE RUN RESPONSES FOR THOSE COMPANIES THAT YOU'RE GOING TO SEE IN THE BACK.

SO, AGAIN, WE'LL HAVE MORE OF THESE AVAILABLE, BUT, AGAIN, THIS IS A FRESH-OFF-THE-PRESS FOR YOU TO LOOK AT.

WE'LL GO AHEAD AND BEGIN THE PRESENTATION.

AND SO IF YOU TURN TO THE FIRST PAGE OF THIS ANNUAL REPORT WHERE IT SAYS A MESSAGE FROM THE CHIEF.

AND IT TALKS ABOUT THE MISSION STATEMENT OF THE DEPARTMENT, AND SO THE MISSION OF SAN ANTONIO FIRE DEPARTMENT IS TO PROVIDE THE HIGHEST LEVEL OF PROFESSIONAL SERVICE TO THE PUBLIC, PROTECTING LIVES, PROPERTY AND THE ENVIRONMENT WHILE PROTECTING LIFE, SAFETY AND COMMUNITY EDUCATION.

THAT'S A VERY LONG MISSION STATEMENT.

AND SO WHAT WE HAVE DONE IN OUR STRATEGIC PLANNING GROUPS, MEETING WITH THE MEMBERSHIP OF OUR ORGANIZATION, WE'RE LOOKING TO CHANGE OUR MISSION STATEMENT, AND YOU CAN SEE THAT MISSION STATEMENT RIGHT THERE.

AND WE'VE CHANGED IT BECAUSE WE ARE DEDICATED DOING THE RIGHT THING.

AND THE RIGHT THING MEANS THE RIGHT THING BY OUR EMPLOYEES, OUR MEMBERS, AND THE RIGHT THING BY THE COMMUNITY.

PROTECTING OUR FIREFIGHTERS WHO ARE PART OF OUR COMMUNITY, AND THEN GOING OUT, PROTECTING THE COMMUNITY FROM HAZARDS THAT DARREN WHEN I -- WHEN I STOOD HERE 10 OR 11 YEARS AGO, WE DIDN'T HAVE.

WHO KNOWS WHAT THOSE HAZARDS ARE GOING TO BE DOWN THE ROAD.

WE HAVE TO HAVE AN ORGANIZATION THAT IS ANY NIMBLE ENOUGH TO HAVE THE RESOURCES AND PERSONNEL TO LOOK AT ANY TYPE OF CHALLENGE.

AND SO -- AND WE WANT TO DO THAT WITH COMPASSION.

I THINK NOW, MORE THAN EVER, PUBLIC SAFETY HAS TO SHOW COMPASSION TO THE PEOPLE THAT WE SERVE.

THOSE THAT MAY NOT LOOK LIKE US, HAVE DIFFERENT

[00:10:01]

RELIGIONS, SPEAK DIFFERENT LANGUAGES, COMPASSION AND PROFESSIONALISM IS THE EXPECTATION OF THIS ORGANIZATION, SO THIS IS GOING TO BE THE NEW MISSION STATEMENT OF THE SAN ANTONIO FIRE DEPARTMENT.

AS WE CONTINUE, OUR DEPARTMENT, MOST OF YOU KNOW, AND YOU ARE WELL AWARE OF AND YOU WERE PART OF IT, WE RECEIVED AN ISO RATING OF A 1.

THAT OCCURRED LAST YEAR.

THERE ARE 48,000 FIRE DEPARTMENTS IN THE COUNTRY, THERE ARE APPROXIMATELY 300 DEPARTMENTS THAT HAVE AN ISO RATING OF A 1.

AND IT'S EVEN MORE DIFFICULT FOR A LARGE METRO DEPARTMENT TO ACHIEVE THAT.

WE HAVE ACHIEVED THAT THROUGH SHERYL AND ERIC'S LEADERSHIP, MAYOR, COUNCIL, FOR THOSE OF YOU THAT HAVE BEEN AROUND FOR A WHILE, AND THOSE OF YOU THAT ARE HERE CURRENTLY, THIS ISO IS BECAUSE OF YOU AND YOUR SUPPORT, SO IT IS SOMETHING TO BE PROUD OF.

OUR INSURANCE RATES ARE LOWER BECAUSE OF THIS ISO1, SO IT'S REALLY, REALLY IMPORTANT -- AUDIO] -- AGAIN, THE DEPARTMENT I LIVE IN, CITY THAT I LIVE IN AS A CLASS 1 DEPARTMENT.

THE OTHER THING THAT WE'RE DOING RIGHT NOW, AND I HAD AN OPPORTUNITY TO SIT THROUGH AN ACCREDITATION HEARING LAST WEEK IN DALLAS WHERE THERE WERE DEPARTMENTS THAT WERE GOING BEFORE A COMMISSION TO BECOME ACCREDITED.

AND SO THE ACCREDITATION IS FROM THE CENTER FOR PUBLIC SAFETY EXCELLENCE, AND WE HAVE BEEN AT THIS FOR ABOUT THREE YEARS, WHICH IS, AGAIN, VERY CHALLENGING FOR A LARGE DEPARTMENT TO GO THROUGH THIS PROCESS AND TO BECOME ACCREDITED.

SO THE PROCESS FOR US BEGAN, LIKE I SAY, THREE YEARS AGO.

THIS IS FROM A THIRD-PARTY ACCREDITATION SERVICE, AND SO THEY LOOK AT ORGANIZATIONAL INVOLVEMENT.

AND THERE ARE 252 CRITERION THAT THEY LOOK AT.

SO THEY'RE LOOKING AT EVERYTHING FROM THE WAY WE REPAIR OUR TRUCKS TO THE WAY WE RESPOND AT THE AIRPORT.

252 CRITERION, SO OUR COMPLETE ORGANIZATION, CIVILIAN AND UNIFORM, IS ENGAGED IN THIS.

AND WITH THAT, OUR DECISION-MAKING IS BASED ON INFORMATION.

I'M GOING TO SHOW YOU A SLIDE HERE IN A SECOND, BUT EVERYTHING THAT WE DO, IT REVOLVES AROUND METRICS, IT REVOLVES AROUND INFORMATION, FOR US TO MAKE STRATEGIC DECISIONS FOR THE SERVICES WE PROVIDE FOR YOU.

A REALISTIC SELF-ASSESSMENT AS FAR AS WHAT OUR CHALLENGES ARE, WHAT WE NEED TO IMPROVE ON, WE'RE CURRENTLY DOING THAT RIGHT NOW, AND LOOKING FOR CONSTANT IMPROVEMENT WHICH WE DO ANYWAY.

BUT, AGAIN, FOR US TO BE ABLE TO LOOK AT THOSE 250-PLUS CRITERIA AND BE ABLE TO IDENTIFY WHAT OUR CHALLENGES ARE AND THEN SEEK IMPROVEMENTS OF IT IS GOING TO BE GOOD FOR EACH AND EVERY ONE OF YOU, BECAUSE ALL OF YOU ARE GOING TO CALL 9-1-1 IN YOUR LIFE TIMES, YOUR FAMILY MEMBERS AND YOUR LOVED ONES, SO THIS IS REALLY, REALLY IMPORTANT FOR US.

SO AS YOU SEE UP HERE, WHAT WE HAVE COMPLETED SO FAR, WE'VE COMPLETED A STRATEGIC PLAN.

AND WHAT YOU SEE ON THE RIGHT SIDE OF YOUR SCREEN IS A BOOK THAT BASICALLY TALKS ABOUT OUR STANDARD OF COVERAGE, HOW WE DEPLOY OUR UNITS, THE AMOUNT OF RESOURCES THAT WE RESPOND ON EACH PARTICULAR CALL, WHICH IS A STANDARD.

AND THEN LOOKING AT OUR RISK ASSESSMENT.

WE'VE IDENTIFIED 62 AREAS IN THE CITY AS FAR AS PLANNING AREAS.

EACH ONE OF THOSE IS GOING TO SHOW YOU THE POPULATION, IT'S GOING TO SHOW YOU THE TARGET HAZARDS TARGET HAZARDS IT'S GOING TO SHOW YOU THE SCHOOL, THE MEDICAL FACILITIES, THE PUBLIC SAFETY INFRASTRUCTURE.

I HAD A CHANCE TO SHOW ERIC AND MARIA AND SHERYL A COUPLE WEEKS AGO, AND I THINK THEY CAME AWAY VERY IMPRESSED WITH THE AMOUNT OF INFORMATION THAT WE HAVE GLEANED THROUGH THIS PROCESS.

WE PLAN TO SHARE THIS AT PUBLIC SAFETY LATER ON IN THIS MONTH, AND THEN TO A FULL COUNCIL DOWN THE ROAD, AGAIN, TO GET YOUR INVOLVEMENT AND SO YOU REALLY UNDERSTAND THE METRICS THAT WE HAVE, BECAUSE E -- I'VE NEVER SEEN ANYTHING LIKE THIS IN THE FIRE SERVICE AS FAR AS WHAT THIS ACCREDITATION HAS BROUGHT TO US AS FAR AS INFORMATION ON HOW TO MANAGE THIS ORGANIZATION.

SO CURRENTLY WHAT WE'RE DOING, WE'RE DOING THE SELF-ASSESSMENT PROCESS RIGHT NOW.

WE ARE A CANDIDATE AGENCY, SO THAT MEANS THAT WE'RE GOING TO HAVE A SITE VISIT.

WE'RE GOING TO HAVE SUBJECT-MATTER EXPERTS FROM AROUND THE COUNTRY COME OUT AND BASICALLY ROOT THROUGH OUR DEPARTMENT WITH A MICROSCOPE.

AND TALK TO EACH AND EVERY ONE OF THESE INDIVIDUALS OVER HERE, TALK TO OUR CIVILIANS, AND SEE WHAT THE ISSUES ARE AS THEY VISIT THE SITE.

AND SO THEN AFTER THAT, WE'RE GOING TO HAVE A COMMISSION HEARING WHERE WE WILL STAND BEFORE 10 PEOPLE THAT ARE ON THE COMMISSION AND ANSWER QUESTIONS FOR THEM IN HOPES OF BEING ACCREDITED, WHICH WE WILL BE.

THAT IS GOING TO BE IN ANAHEIM IN MARCH.

SO, AGAIN, WE'RE REALLY EXCITED ABOUT THAT, BUT FOR YOU TO BE PART OF A CLASS 1 ACCREDITED FIRE DEPARTMENT, THEY'RE NOT VERY MANY IN THE COUNTRY, SO,

[00:15:01]

AGAIN, A LOT OF EFFORT THAT'S GONE ON WITH OUR PLANNING FOLKS.

AND, AGAIN, I THANK THEM VERY MUCH FOR THAT.

COMMAND STAFF.

CHIEF HAD TO MOVE A KID INTO COLLEGE TODAY, SO HE IS NOT HERE, AND I WAS GOING TO RECOGNIZE HIM BECAUSE THIS IS GOING TO BE HIS LAST BUDGET SESSION.

HE HAS BEEN WITH US FOR A LONG TIME, AND SO WE THANK HIM FOR HIS INVOLVEMENT, BUT AS WE INTRODUCE DEPUTY CHIEF YVETTE CORONADO, SHE'S OVER OPERATIONS.

AGAIN, DONE A TREMENDOUS JOB.

DEPUTY CHIEF VANCE IMMEDIATE, -- MEAD, CHIEF BRYAN NORRIS WHO'S OVER OUR PLANNING DIVISION.

VALERIE FROSTO, WHO'S SITTING ONE OVER THERE, ASSISTANT CHIEF.

ASSISTANT CHIEF ANDREW ESTRADA.

DODGE AROUND THAT POLE, ASSISTANT CHIEF MATT JIMENEZ, CHRIS MONTESTERE, ANOTHER ONE OF OUR SHIFT COMMANDERS, AND ANOTHER REALLY IMPORTANT ENHANCEMENT IS -- I'VE GONE THROUGH A COUPLE MEDICAL DIRECTORS SINCE I'VE BEEN HERE, AND THIS IS THE BEST MEDICAL DIRECTOR WE HAVE HAD.

HE'S FROM D.C., CAME FROM D.C. FIRE DEPARTMENT, WE'VE DONE SOME AMAZING THINGS ON THE EMS SIDE, AND THAT'S DR. DA.

SO, DOC, THANK YOU FOR BEING HERE, TOO.

WE'LL CONTINUE ON.

IF YOU LOOK AT THE POPULATION, POP LAIGHTS -- POPULATION IS ABOUT 1.5 MILLION PEOPLE.

WE ACTUALLY PRO FECT ABOUT 514 SQUARE MILES.

OUR COVERAGE AREA IS A LITTLE BIT MORE THAN ACTUALLY THE CITY LIMITS BUT WE'RE PROTECTING ABOUT 514 SQUARE MILES RIGHT NOW.

AND, AGAIN, WE HAVE RELATIONSHIPS WITH PEOPLE IN THIS COUNTY, WITHIN THE REGION, THAT IF THEY CALL US , WE'RE GOING TO RESPOND AND WE'RE GOING TO HELP THEM IN WHATEVER WAY THAT WE HAVE TO.

IF YOU LOOK AT THE DEPARTMENT OVERVIEW, 1750 UNIFORM EMPLOYEES, 172 CIVILIANS, THEY ARE VALUED, APPRECIATED.

WITHOUT THEM, WE COULD NOT DO THE THINGS WE DO.

53 STATIONS, WORKING ON A 54.

21 LADDER TRUCKS.

WE ADDED A LADDER IN THIS LAST BUDGET.

SO, AGAIN, WE THANK YOU FOR THAT.

TWO HAZARD MATERIAL TEAMS, ONE LOCATED BY UTSA ON 1604.

THE SECOND IS DOWNTOWN AT CHERRY AND NOLAN.

TWO TECHNICAL RESCUE TEAMS, ONE IS STATION 51, UP AGAIN I-10 AND 1604 AREA AND STATION 11 WHICH IS RIGHT OVER HERE OFF OF FRIO.

AIRPORT RESCUE PERSONNEL AT THE AIRPORT, AND THEN 43 AMBULANCES, 35 ARE FULL-TIME AND EIGHT THAT ARE PEAK PERIOD AT THIS TIME.

SO IF YOU LOOK AT US, WE'RE A FULL-SERVICE FIRE DEPARTMENT.

THERE ARE DEPARTMENTS THAT MAY NOT DO AVIATION, THERE ARE DEPARTMENTS THAT MAY NOT NOT DO -- AUDIO] -- AND SO WHAT I WANT TO FOCUS ON RIGHT HERE IS THE FIRE SUPPRESSION PIECE.

AGAIN, FIRES BURN DIFFERENTLY, FIRES BURN HOTTER, FIRES BURN MORE DEADLY.

CONSTRUCTION IS DIFFERENT, FIRE BEHAVIOR IS DIFFERENT.

THE THINGS IN THIS ROOM THAT ARE FURNITURE, THEY'RE VARNISHED IN CHEMICALS AND PLASTICS.

20 YEARS AGO, THEY WERE PAPER, WOOD AND COTTON, SO THINGS BURN DRAMATICALLY DIFFERENT.

SPACES ARE WIDER IN HOMES, CEILINGS ARE VAULTED, MATERIALS SUCH AS FAUX STONE, METALS IN HOMES NOW, THE DANGERS WE ENCOUNTER FIGHTING FIRE ARE A LOT DIFFERENT THAN THE WAY WE FOUGHT FIRE YEARS AGO.

THAT HAS CHANGED OUR TACTICS, STRATEGY AND AGAIN, FIREFIGHTING IS EVER EVOLVING.

EMS, 82 PERCENT OF OUR RUNS EVERY SINGLE DAY ARE EMERGENCY MEDICAL CALLS.

WE ARE A FIRE-BASED SYSTEM.

WE HAVE COME FROM A SYSTEM THAT HAD NINE DRUGS AND -- 10 DRUGS IF YOU COUNTED OXYGEN IN 2007 TO A SYSTEM THAT HAS OVER 30-PLUS MEDICATIONS AND A SYSTEM ALSO THAT WILL BE ABLE TO DELIVER WHOLE BLOOD TO TRAUMA PATIENTS, TO MEDICAL PATIENTS BY THE END OF THIS MONTH.

WE'RE GOING TO BE THE ONLY METRO DEPARTMENT THAT IS GOING TO HAVE WHOLE BLOOD ON OUR MEDICAL OFFICER UNITS AND OUR TWO MEDICAL SPECIAL OPERATIONS UNITS, TO WHERE WE CAN DELIVER BLOOD, WHICH IS CRITICAL IF WE HAVE A SHOOTING VICTIM, SOMETHING LIKE THAT.

SO, AGAIN, BE VERY PROUD OF THAT.

WE'RE GOING TO MARKET THAT.

WE'RE GOING TO TALK QUITE A BIT ABOUT THAT, AND IT GAVE ME A LOT OF PRIDE AT METRO CHIEFS LAST WEEK, BECAUSE AT LUNCH, I TALKED ABOUT THAT.

NOBODY ELSE IS DOING THAT, AND SO THAT IS SOMETHING THAT'S REALLY COOL.

SO WE'RE BRINGING ICU TO YOUR LIVING ROOM FLOOR WHEN YOU CALL US. TECHNICAL

[00:20:05]

RESCUE, THAT'S A CAVE RESCUE RIGHT THERE, BUT, AGAIN, YOU SEE US ON WATER RESCUES -- TIME CURRENTLY THIS YEAR WE HAVE HAD 19 DEPLOYMENTS THIS YEAR, WHETHER THEY WERE FOR HURRICANES, FLOODS, SUTHERLAND SPRINGS, OUR URBAN INTERFACE, OUR WILD LAND FIREFIGHTERS HAVE BEEN OUT PROBABLY THE LAST TWO MONTHS IN DIFFERENT AREAS OF THE STATE, AND NOW THEY'RE IN CENTRAL CALIFORNIA RIGHT NOW.

SO, AGAIN, TECHNICAL RESCUE IS HUGE.

HAZMAT, AGAIN, RESPOND ON A LOT OF HAZARD OWZ MATERIALS CALLS, SO HAZMAT, EMERGENCY OPERATION CENTER, THIS IS THE HEART OF AN INCIDENT HERE IN SAN ANTONIO THAT'S LARGE SCALE.

THIS WAS ALSO WHERE WE GO AND PLAN AND WE WORK OUT THE COMMAND ISSUES FOR A LARGE-SCALE EVENT SUCH AS -- SOMETHING HAPPENS, THAT'S WHERE WE GO.

THAT'S WHERE WE CAN GET THE RESOURCE TO SUPPORT THE INCIDENT COMMANDERS OUT IN THE FIELD, AND THAT'S DIVISION CHIEF PAT SEPEDA THAT IS RUNNING THAT.

MIH, AGAIN, THIS IS SOMETHING TO BE VERY PROUD OF.

COUNCILMAN SALDAÑA, VIAGRAN, MAYOR, YOU WERE ON THE COUNCIL BACK THEN WHEN WE STARTED TALKING ABOUT A PILOT PROGRAM TO IDENTIFY PEOPLE THAT ARE HIGH-VOLUME UTILIZERS IN OUR SYSTEM.

WE HAVE SOME REALLY GOOD INFORMATION TO TALK ABOUT THERE.

AGAIN, AVIATION FIRE RESCUE, WE DO THAT.

OUR FUSION CENTER, WE'RE ABLE TO LEVERAGE INFORMATION, WE WORK WITH PD, WE WORK WITH THE FBI, WE ARE ONE OF SEVEN FIRE DEPARTMENTS IN THE COUNTRY THAT ARE PART OF THE JOINT TERRORISM TASK FORCE WITH THE FBI.

AND COUNCILMAN PERRY WAS AT GRADUATION A COUPLE WEEKS AGO AND CHRIS COMBS TALKS ABOUT THAT RELATIONSHIP.

SO, AGAIN, FOR US TO HAVE INFORMATION TO MANAGE LARGE-SCALE EVENTS OR TO MANAGE, A, A MASS SHOOTING INCIDENT, THAT INFORMATION IS COMING FROM THE FUSION CENTER.

IF YOU HAVEN'T HAD A CHANCE TO GO SEE IT, CHIEF MCMANUS OR MYSELF WILL BE GLAD TO TAKE YOU UP THERE.

MEDICAL SPECIAL OPERATIONS, WHEN I TALK ABOUT HAZARDS THAT WE DIDN'T HAVE 10 YEARS AGO, I DIDN'T HAVE TO WORRY ABOUT SOMEBODY WALKING IN THE MALL AND SHOOTING IT UP.

I DIDN'T HAVE TO WORRY ABOUT SOMEONE BLOWING SOMETHING UP UNLESS THEY WERE TRYING TO FLY A PLANE INTO A BUILDING, WHICH WE KNOW SINCE 9/11, THE EASIEST ATTACKS NOW ARE LONG-RANGE ATTACKS WHERE SOMEONE CAN JUST GO IN AND CAUSE A MAJOR DISRUPTION.

WE'RE EQUIPPED AND PREPARED TO DO BATTLEFIELD MEDICINES ON THE STREETS OF SAN ANTONIO.

WHICH, AGAIN, WE HOPE WE NEVER HAVE TO DO, BUT IT IS ONLY A QUESTION OF WHEN.

NOT IF.

IT IS WHEN.

AND WE SAW WHAT HAPPENS CLOSE TO OUR BORDERS IN SUTHERLAND SPRINGS.

WE HAVE THAT POTENTIAL.

WE'VE SPENT OVER $450,000 IN BALLISTIC EQUIPMENT.

WE GO THROUGH RESCUE TASK FORCE TRAINING TO WHERE WE'RE NOT GOING TO GO INTO A SITUATION WITHOUT THE COVER OF PD, BUT THE PLAN IS THAT IF WE HAVE A MULTISHOOTING INCIDENT, IS THAT WE GO UNDER THE PROTECTION OF FORCE PROTECTION WITH PD, WITH OUR BALLISTIC GEAR ON, AND WE GO IN AND WE TRY TO GET AS MANY PEOPLE OUT THAT WE CAN.

I HAD A CHANCE TO TOUR THE PULSE NIGHTCLUB FACILITY A COUPLE MONTHS AFTERWARDS AND WALK THROUGH THAT, AND WE KNOW THAT PEOPLE DIED IN THAT BUILDING THAT PROBABLY GOT SHOT IN THE LEG.

THEY GOT SHOT IN THE KNEE BECAUSE OF THE VELOCITY OF THE WEAPONS USED NOW, YOU CAN BLEED OUT VERY EASILY.

SO, AGAIN, WE WANT TO GO IN UNDER THE COVER OF PD AND EXTRICATE AS MANY PEOPLE AS WE CAN.

AND IF SOMETHING HAPPENS HERE IN THIS CITY, IT IS OUR LEGACY ON HOW WE RESPOND TO IT AND HOW WE TAKE CARE OF THESE VICTIMS, SO, AGAIN, WE SPEND A LOT OF TIME WITH OUR MSOU FOLKS, A LOT OF TIME WITH OUR FIRE FOLKS AS FAR AS TRAINING FOR EVENTS LIKE THIS THAT WE HOPE WILL NEVER HAPPEN IN OUR CITY.

FULL-SERVICE DEPARTMENT, AGAIN, ARSON, FIRE PREVENTION, WHICH IS ONE OF THE CRITICAL CORE FUNCTIONS OF OUR ORGANIZATION TO MANAGE THE BUILTUP ENVIRONMENT OF THE CITY OF SAN ANTONIO.

YOU SEE CRANES ALL OVER THE PLACE.

IT'S A CHALLENGE FOR US.

AND SO THAT IS SOMETHING THAT IS CRITICAL.

EDUCATING THE COMMUNITY ON THE DANGERS OF FIRE.

WE WANT TO PREVENT AS MANY ACCIDENTS AS WE CAN.

AND SO FIRE PREVENTION IS KEY TO THAT.

COMMUNICATIONS, OUR COM SYSTEM, WE HAVE 34 CERTIFIED PARAMEDIC DISPATCHERS.

FLEET LOGISTICS, WE HAVE 22 EMERGENCY VEHICLE TECHNICIANS THAT MANAGE OUR VEHICLES.

HEALTH AND WELLNESS IS CRITICAL.

WE'LL TALK ABOUT THAT, AGAIN, AS WE GO.

80% OF FIREFIGHTERS THAT DIE IN THE LINE OF DUTY, THEY DIE BECAUSE OF A HEART ATTACK OR STROKE.

IT'S MY PERSONAL LEADERSHIP TO MAKE SURE THAT THE MEN AND WOMEN THAT WE SEE ON THIS DEPARTMENT, THAT THEY'RE HEALTHY, THAT THEY'RE PHYSICALLY FIT TO DO A VERY DANGEROUS JOB.

[00:25:01]

PLANNING ANALYTICS, AGAIN, WE CAN'T DO ANYTHING WITHOUT VALIDATING DATA AND PRESENTING THAT DATA TO YOU WITH INFORMED RECOMMENDATIONS, SO, AGAIN, THAT IS IMPORTANT AS FAR AS WHAT WE DO.

EVOLUTION OF EMS, AND WE PUT THIS SLIDE UP HERE EVERY SINGLE YEAR.

AND WHEN I GOT HERE, WE WERE RUNNING OUT OF EMS UNITS EVERY SINGLE DAY.

THIS IS PROBABLY THE FIRST BUDGET SESSION, I MET WITH SHERYL, AND SHE DIDN'T PULL OUT THE 80/20.

IT DIDN'T HAPPEN THIS YEAR.

AND SO YEARS AGO, OUR EMS FOLKS WERE DOING 80% OF THE WORK WHEN THE FIRE FOLKS WERE SITTING AROUND WAITING FOR A FIRE.

FIRES ARE DEVASTATING, FIRES ARE -- OUR RESPONSE IS CRITICAL, BUT, AGAIN, TO DEVELOP A FIRE-BASED EMS SYSTEM TO WHERE WE HAVE TO HAVE THOSE RESOURCES THAT ARE ALS ON A FIRE TRUCK, AND I.E. KUWAITED THAT TO MY 14 -- I EQUATED THAT TO MY 15-YEAR-OLDING RIGHT HERE, SHERIDAN, WHEN WE GOT HERE, WE RENTED A HOUSE UP IN STONE OAK.

AND MY QUESTION WAS, IS ENGINE 46 -- AUDIO] -- AT THIS TIME, WE HAVE ABOUT 75% OF OUR FIRE TRUCKS EVERY SINGLE DAY HAVE A PARAMEDIC ON THEM.

SO WE HAVE EVOLVED.

AND SO IF YOU LOOK AT THE UNITS THAT WE HAD BACK THEN, WE HAVE GROWN.

CHIEF WIEDICH DIDN'T WANT TO COME, BECAUSE I THINK HE'S RIDING ON ONE OF THOSE THINGS.

HE DIDN'T WANT TO COME.

SO AGAIN, WE'RE FIRE-BASED.

81% OF THOSE CALLS ARE MEDICAL EMERGENCIES, BUT WE'RE NOT TRANSPORTING ALL OF THOSE PEOPLE.

I NEED TO BE ABLE TO GET LIFE-SAVING MEASURES TO YOU AS QUICK AS WE CAN, AND SO WE DO THAT BY HAVING ALS ON THE FIRE TRUCKS.

EVOLUTION OF MIH.

I REALLY WANT TO FOCUS ON THAT QUITE A BIT.

WHILE WE GO -- SOMEBODY SWITCHED MY SLIDES ON ME.

SO WE WILL GO TO THIS PIECE FIRST AS FAR AS EMS EFFICIENCIES.

A LOT OF THESE THINGS WERE DONE IN THE LAST 10 YEARS BECAUSE WE WERE RUNNING OUT OF EMS UNITS EVERY SINGLE DAY.

ONE OF THE THINGS THAT WE HAVE IS PARAMEDICS AND COMMUNICATIONS, SO WHERE WHEN YOU CALL, YOU GET LIFE-SAVING INFORMATION RIGHT AWAY BY A CERTIFIED PARAMEDIC, SOMEONE THAT'S BEEN ON THE STREETS, SOMEONE THAT IS GOING TO HELP YOU WITH YOUR EMERGENCY WHILE WE'RE SENDING PEOPLE.

PEAK UNITS.

WE HAVE EIGHT AT THIS TIME, BUT THAT IS ONE OF THE BEST WAYS FOR US TO UTILIZE THE HOURS OF EMS, BECAUSE THESE ARE OVERTIME UNITS THAT WE PUT STRATEGICALLY, DEPLOY THEM IN AREAS OF THE CITY THAT ARE HIGH TARGET AREAS, DENSE.

WE KNOW THAT WE'RE GOING TO GET A LOT OF CALLS THERE THROUGH HISTORICAL DATA.

SINCE THIS UNITS ARE OVERTIME, WE DON'T HAVE TO WORRY ABOUT THEM GOING TO PHYSICALS, WE DON'T HAVE TO WORRY ABOUT THEM GOING TO TRAINING, WE DON'T HAVE TO WORRY ABOUT SOME OF THE OTHER THINGS THAT WE DO WITH A FULL-TIME 24 HOUR UNIT.

THESE UNITS ARE THERE SOLELY TO RUN CARS.

FIRE-ONLY RESPONSE.

WE SEND FIRE TRUCKS ON NUMEROUS CALLS EVERY SINGLE DAY WHERE WE DO NOT SEND AN EMS UNIT, BECAUSE I'M TRYING TO IMPROVE THE WORKLOAD AS FAR AS MAKING SURE THOSE MEDICS AREN'T RUNNING UNNECESSARILY, MAKING SURE WE HAVE AVAILABILITY OF THOSE UNITS WHEN WE NEED THEM.

SO WE'RE SENDING THE FIRE TRUCKS.

THE FIRE TRUCKS HAVE EMT PARAMEDICS, IF THEY GET THERE AND NEED A EMS UNIT, THEY CAN CALL ONE, IF THEY WANT TO UTILIZE A TAXI VOUCHER, THEY CAN DO THAT.

THAT'S ANOTHER THING THAT WE WILL DO.

EVERYONE DOES NOT NEED TO GO TO THE HOSPITAL VIA AMBULANCE.

IF YOU ARE WELL ENOUGH TO GO BY A CAR AND YOU DON'T HAVE A VEHICLE AVAILABLE TO YOU, WE WILL UTILIZE A TAXI VOUCHER TO GET YOU TO THE HOSPITAL.

A LOT OF TIMES WHAT HAPPENS IS FAMILY WILL FOLLOW US IN A PERFECTLY GOOD CAR BEHIND A PERFECTLY GOOD AMBULANCE, WE'LL TAKE THEM TO THE HOSPITAL, THEY'LL TAKE THEM OFF THE GURNEY, THEY WILL PUT THEM IN A WHEELCHAIR AND THEY'LL PUT THEM IN TRIAGE.

THE SAME THING WOULD HAVE HAPPENED IF THEY WOULD HAVE GONE BY CAR.

SO, AGAIN, WE WANT TO KEEP THOSE -- A BIG MOSQUITO JUST FLEW BY THERE.

WE WANT TO KEEP THOSE UNITS AVAILABLE THE BEST WAY WE CAN.

THE MIH PROGRAM WE'LL TALK ABOUT THAT AGAIN, BECAUSE THAT IS, AGAIN, SAVING US RUNS.

HOSPITAL SERVICE TIME POLICY.

PRIORITY 2 NONEMERGENCY PATIENTS WHEN WE TAKE A PATIENT TO THE HOSPITAL, THAT EMS UNIT NEEDS TO BE OUT OF THERE IN 20 MINUTES.

WE'VE HAD CHALLENGES IN THE PAST WITH WALL TIME, NOT WORKING MAYBE WELL WITH THE HOSPITALS TO WHERE WE HAVE PEOPLE STACKED UP.

SO NOW WE GET THEM OFF THOSE GURNEYS, WE GET THOSE UNITS BACK IN SERVICE IN 20 MINUTES.

IF THEY'RE THERE LONGER IN 20, THEY'RE GOING TO GET A REMINDER FROM DISPATCH, AND THEN THE MEDICAL OFFICER ON DUTY IN CHARGE OF THEM IS GOING TO HAVE TO ALLOW THEM TO STAY LONGER.

WITH OUR PRIORITY 1S, THOSE ARE GOING TO TAKE LONGER, WE GIVE THEM 30 MINUTES AND SOMETIMES LONGER BECAUSE THEY'VE GOT TO CLEAN UP THAT

[00:30:01]

UNIT.

THAT UNIT MAY BE CONTAMINATED, MAY BE BLOODY, THEY'VE GOT TO CLEAN THAT UNIT UP.

SO WE HAVE THAT.

HOSPITAL DIVERSION PROGRAMS, SOMETIMES YOU GET CALLS AND SAY, WELL, THEY DIDN'T TAKE ME TO THE HOSPITAL THAT I WANTED TO GO TO.

SOMETIMES THAT HOSPITAL'S FULL.

SOMETIMES I ONLY HAVE TWO OR THREE UNITS AVAILABLE IN THE CITY, AND SO WE CAN'T AFFORD TO TAKE YOU 30-MILES ACROSS DOWN DURING RUSH HOUR.

WE'RE GOING TO HAVE TO TAKE YOU TO THE CLOSEST APPROPRIATE HOSPITAL.

AND SO SOMETIMES WE HAVE TO DIVERT.

SCENE-TIME POLICY.

PRIORITY 1S, WE WANT TO GET THEM PACKAGED UP, DO OUR TREATMENT EN ROUTE, AND WE WANT TO BE ON THE ROAD WITHIN 10 MINUTES.

SO WE HAVE A SCENE POLICY FOR OUR PRIORITY 1S.

OBVIOUSLY THEY'RE ENTRAPPED, NEED EXTRICATION, IT'S GOING TO TAKE LONGER.

BUT WE HAVE ON-SCENE POLICY.

THESE ARE EFFICIENCIES THAT WE HAVE CREATED OVER THE YEARS TO MAKE SURE THAT WE CAN KEEP THOSE UNITS AVAILABLE.

MIH, 2015, WE IDENTIFIED ABOUT 224 CITIZENS THAT WERE CALLING US ON AN AVERAGE OF 12 TO 14 TIMES A YEAR.

THIS WAS PROBABLY ABOUT 4,000 PLUS RUNS, AND OVER 2400 TRANSPORTS, AND IT MADE NO SENSE THAT WE COULD NOT CREATE A PROGRAM THAT ADDED VALUE TO WHAT WE DO AND IDENTIFY -- -- THEY WERE LONELY, THEY NEEDED FOOD.

ALL OF THOSE THINGS CAUSE PEOPLE TO CALL.

AND THAT KEEPS US AWAY FROM YOU WHEN YOU'RE HAVING YOUR WORST DAY.

SO, AGAIN, WE STARTED A PILOT IN '15, WE WERE ABLE TO PUT THE THING IN FULL SERVICE, AND SO RIGHT NOW WE HAVE CONTACT WITH ABOUT 600MIH PATIENTS IN THIS CITY, AND SO WE HAVE A REDUCTION RATE OF ABOUT 67% ON THOSE FOLKS.

AND SO THAT PROBABLY IS EQUIVALENT TO AN EMS UNIT AS FAR AS THOSE AMOUNT OF RUNS.

AND SO WHEN WE GET PEOPLE, WE PUT THEM IN A PROGRAM, AND THEN THEY GRADUATE.

SO THESE 600, MOST OF THEM HAVE GRADUATED, AND THEY UNDERSTAND THEIR MEDICAL CONDITIONS AND THEY CAN BETTER TAKE CARE OF THEMSELVES, MAKING THEMSELVES SUFFICIENT TO WHERE THEY'RE NOT RELYING ON THE SAN ANTONIO FIRE DEPARTMENT WHEN THEY'RE HAVING SOME ISSUES.

SO, AGAIN, WE'RE TRYING TO KEEP THESE RIGS ON THE STREET AS MUCH AS WE CAN.

THE HAVEN FOR HOPE ACUTE CARE STATION, WE'RE GOING TO TALK A LITTLE BIT ABOUT THAT WHEN I SHOW YOU THE MAP.

OUR BUSSEST ADDRESS IN THE SYSTEM, WE RUN OVER THERE EVERY SINGLE DAY.

WE'VE DONE A LOT OF WORK WITH THAT AND I'M REALLY PROUD TO HIGHLIGHT THESE SLIDES IN A SECOND.

THE TARGETED OPIOID RESPONSE GRANT, WE'RE GOING TO BE LOOKING AT HELPING MANAGE OVERDOSES TO WHERE IF SOMEONE DOES OVERDOSE, WE'RE GOING TO PROVIDE OUR MIH FOLLOW-UP WITH THEM FOR UP TO EIGHT DAYS TO MAKE SURE THAT THEY HAVE THE NARCAN THAT THEY NEED, TO MAKE SURE THEY'RE NOT OVERDOSING AND CALLING US AGAIN.

SO THIS IS A GRANT, AND IT'S GOING TO BE PRETTY MUCH ISOLATED TO A DISTRICT RIGHT NOW.

WE'LL SEE HOW THAT WORKS AND HOPEFULLY THAT GRANT WILL CONTINUE AND WE CAN EXPAND IT THROUGHOUT THE CITY.

MIH PARTICIPANTS, YOU CAN SEE THAT IN YOUR DISTRICT, EACH AND EVERY ONE OF YOU HAVE MIH PARTICIPANTS IN YOUR DISTRICT, AND THOSE ARE THE 109 THAT ARE STILL IN THE PROGRAM.

YOU HAVE FAR MORE THAT ARE OUT OF THAT 600 THAT ARE SCATTERED THROUGHOUT THE CITY.

SO WE LOOK AT THAT.

WE LOOK AT THE HAVEN FOR HOPE ACUTE CARE STATION.

EVERY SINGLE DAY, HAVEN HAS A CLINIC.

THAT CLINIC CLOSES UP.

WHAT HAPPENS AT 9:00 AT NIGHT? IF IT'S COLD, THEY'RE GOING TO CALL 9-1-1.

IF THEY HAVE A TOOTHACHE, THEY'RE GOING TO CALL 9-1-1.

A LOT OF THESE ISSUES THAT THEY'RE CALLING FOR, THEY DO NOT NEED TO GO TO THE HOSPITAL.

THAT IS TYING UP ONE OF MY BUSIEST STATIONS IN THE CITY, STATION 11, WHO ARE THE GUYS THAT YOU SEE DANGLING OFF THE SIDE OF THAT MOUNTAIN OR RIDING IN THE BOAT, THAT'S ONE OF OUR TECHNICAL RESCUE TEAMS. SO WHAT WE HAVE DONE IS PLACED A MEDIC, AN MIH MEDIC THERE FROM 7:00 A.M. TO 7:00 P..

EVERY SINGLE DAY, AND IF YOU LOOK AT JUST THE JULY NUMBERS, BECAUSE WE JUST STARTED THIS, WE'VE SEEN A 34% DECREASE IN PATIENTS TRANSPORTED.

AND IF YOU LOOK AT LAST YEAR, 134 RUNS IN A MONTH.

AND IF YOU LOOK AT THIS YEAR, IT'S EVEN MORE, 161, BUT THE THING IS, WE TRANSPORTED LESS.

AND SO THE -- HAVING THAT MEDIC THERE WHO'S ABLE TO LOOK AT THEM, SCHEDULE AN APPOINTMENT FOR THEM TO GO INTO THE NEXT DAY, IF IT'S CRITICAL, WE'LL TRANSPORT THEM, BUT WE HAVE KNOCKED THOSE TRANSPORTS DOWN.

AND I GIVE CREDIT TO MY STAFF, BECAUSE THAT'S AMAZING.

THAT'S REALLY AMAZING.

I'M LOOKING FORWARD TO THOSE NUMBERS AS WE PROCEED WITH THIS.

IF YOU LOOK AT TOTAL NUMBER OF INCIDENTS, YOU SEE THOSE UP THERE.

AGAIN, WE ARE ABOVE SOME OF THOSE CITIES.

I WAS IN DALLAS LAST WEEK, I

[00:35:01]

SAW A LOT OF ACTIVITY THERE.

AGAIN, VERY BUSY, BUSY ORGANIZATION THERE.

IF YOU LOOK AT OUR HEAT MAP, YOU CAN SEE THE HEAT MAP THERE, AND THE FEUSH -- FUCIAS IS WHERE WE ARE REALLY BUSY.

IS BLUE, GUESS WHERE THAT IS, THE HAVEN FOR HOPE AREA.

BY THE PROGRAM AT HAVEN FOR HOPE, WE'RE HOPING TO CUT DOWN THE RESOURCES TO DOWNTOWN SAN ANTONIO.

I HAD A DISCUSSION WITH COUNCILMAN PERRY LAST YEAR, EVERY RESOURCE OUTSIDE OF 410 COMES DOWNTOWN.

WE DON'T GO OUT, WE COME DOWNTOWN.

SO I'M TRYING TO CUT THE NUMBER OF RESPONSES TO DOWNTOWN SAN ANTONIO, SO THAT KEEPS THOSE UNITS AVAILABLE FOR YOU WHEN YOU NEED THEM.

RESPONSE TIMES: IF YOU LOOK AT OUR RESPONSE TIMES, 2016 TOTAL, 7:57.

THAT'S EIGHT MINUTES PER MEDICAL AND 7:44 FOR NONMEDICAL.

WE TAKE INTO -- WE FACTOR IN WHEN YOU PICK UP THE PHONE, THE CLOCK STARTS.

WHEN WE ARRIVE AT YOUR FRONT DOOR, THE CLOCK STOPS.

A LOT OF OTHER DEPARTMENT, THEY'LL SAY, WELL, WE HAVE A FOUR MINUTE RESPONSE TIME, A FIVE MINUTE RESPONSE TIME, THEY'RE NOT FACTORING IN THE DISPATCH TIME.

SO THEY MAY HAVE A FOUR-MINUTE TRAVEL TIME, BUT THAT DOES NOT EQUATE TO THE PROCESSING TIME OF YOU CALLING, OF THAT CALL SITTING IN QUEUE -- IN AUDIO] -- WE DO IT WITH A COMPUTERIZED VOICE THAT DOESN'T HAVE THE STRESS OF WORKING 24 HOURS A DAY OR THE EMOTION OF WHAT THEY'RE DISPATCHING ON, SO WE TAKE CREDIT FOR THAT SYSTEM.

SO IF YOU LOOK AT 2017, THAT RESPONSE TIME ACTUALLY WENT DOWN.

IF YOU LOOK AT OUR THIRD QUARTER, IT'S GONE UP A LITTLE BIT.

THAT'S GOING TO BE EXPECTED, BECAUSE WE CONTINUE TO RUN MORE CALLS.

BUT THEN THAT IS OUR RESPONSE TIMES RIGHT NOW.

STANDARDS OF COVER: THIS IS SOMETHING WE'VE BEEN WORKING WITH THROUGH OUR ACCREDITATION.

NATIONAL BEST PRACTICES AS FAR AS AMOUNT OF RESOURCES THAT WE SEND ON RUNS.

AND YOU CAN SEE THERE ON A MEDICAL CALL SUCH AS A CARDIAC ARREST, YOU'RE GOING TO GET SEVEN TO EIGHT PEOPLE.

SO WHEN PEOPLE CALL YOU AND SAY, YOU KNOW WHAT? I HAD A HEART ATTACK AND THEY SENT THIS BIG LADDER TRUCK OR AN ENGINE, AND THEY SENT AN EMS UNIT, YOUR ANSWER FOR THEM IS BECAUSE WE ARE BRINGING ICU TO YOUR FRONT DOOR.

THERE'S NO WAY THAT YOU CAN MANAGE A CRITICALLY INJURED PERSON WITH TWO PEOPLE.

AND SO, AGAIN, WE'RE GOING TO SEND THOSE RESOURCES.

IF YOU LOOK AT THE AUTOMOBILE ACCIDENTS, IF YOU LOOK AT THE FIRES, THOSE ARE STANDARDS OF COVER, AND THOSE ARE THE NORMAL AMOUNT OF RESOURCES AND PERSONNEL THAT WE SEND TO AN EMERGENCY HIGH-PROFILE EVENTS, LAST YEAR, IF YOU LOOK AT THE FIRES THAT WE HAD, LAST YEAR A COUPLE MULTIPLE ALARMS. UNFORTUNATELY THE INGRAM FIRE, THE HOT TRUCK INCIDENT, AND THEN TORNADO ACTIVITY.

SO THOSE ARE OUR HIGH-PROFILE INCIDENTS THAT WE HAD LAST YEAR.

UNIFORM DEMOGRAPHICS: AGAIN, YOU SEE THE PERCENTAGE UP THERE OF WHITE, HISPANIC, NATIVE AMERICAN, AFRICAN-AMERICAN.

IT'S MY BELIEF THAT THE FIRE DEPARTMENT SHOULD MIRROR THE NEIGHBORHOODS THAT THEY RESPOND IN.

DIVERSITY IS ALWAYS A CHALLENGE FOR US.

WE HAVE DONE VERY WELL.

WE STILL HAVE WORK TO DO, BUT WE HAVE SHOWN MASSIVE IMPROVEMENTS AS FAR AS FEMALES TAKING THE TEST, AFRICAN-AMERICANS AND HISPANICS TAKING THE TEST, AND SO ONCE YOU TAKE THE TEST, WE ENCOURAGE YOU TO TAKE IT AGAIN.

WE PROVIDE MENTORSHIP FOR YOU, WE PROVIDE TRAINING THAT'S GOING TO HELP YOU SUCCESSFULLY NAVIGATE THE TEST.

WE JUST GRADUATED A KID THE OTHER DAY, AND I CALL THEM KIDS, HE TESTED 11 TIMES.

IT TOOK HIM THAT LONG TO GET ON.

SO, AGAIN, WHAT WE WANT TO DO IS ATTRACT YOU, WE WANT TO HELP YOU BE SUCCESSFUL.

AND WE NEED THAT DIVERSITY.

AS WE MENTIONED, OUR FEMALE DEMOGRAPHICS ARE 4.8.

WE'RE ALWAYS TRYING TO IMPROVE THAT.

I AM VERY FORTUNATE THAT I HAVE TWO FEMALES ON MY COMMAND STAFF.

A LOT OF DEPARTMENTS CAN'T EVEN CLAIM THAT, AND ONE IS IN CHARGE OF THE LIGHTS AND SIRENS, WHICH, AGAIN, WE'RE VERY PROUD OF THAT.

SO, AGAIN, DEMOGRAPHICS ARE A CHALLENGE.

WE ACKNOWLEDGE THAT AND WE'RE ALWAYS WORKING HARD TO MAKE SURE THAT WE GET THE BEST AND THE BRIGHTEST.

CLASS SCHEDULES: YOU CAN SEE THE CLASS SCHEDULES THERE.

WE HAVE CLASSES OF PARAMEDICS COMING ONLINE FOR THOSE YEARS.

AND TRAINING CLASSES.

SO, AGAIN, THAT IS THE SCHEDULE RIGHT THERE.

IF YOU LOOK AT OUR UNIFORM POSITION HISTORY, YOU CAN SEE IT STAYED FLAT FOR A FEW YEARS.

[00:40:01]

AND SO POSITION COUNT PENDING YOUR APPROVAL WITH THIS BUDGET.

INFRASTRUCTURE: ONE OF THE MAIN WAYS THAT WE CAN IMPROVE RESPONSE TIMES IS TO ADD RESOURCES.

IN COUNCILMAN SHAW'S DISTRICT, WE JUST ADDED A PLATFORM TRUCK.

THAT'S GOING TO IMPROVE OUR RESPONSE CAPABILITIES BECAUSE I HAVE ANOTHER APPARATUS THERE.

A LOT OF TIMES AT THE OLDER STATIONS, WE DON'T HAVE ROOM TO PUT BEDS TO SLEEP PEOPLE, TO HAVE BAYS TO WHERE WE HAVE EQUIPMENT INSIDE.

COUNCILMAN SHAW'S STATION HAD THEIR EMS UNIT SITTING OUTSIDE, PARKED OUTSIDE.

SO, AGAIN, WE WANT TO EXPAND, BUILD, STRATEGICALLY LOCATE OUR STATIONS IN THE BEST POSSIBLE PLACES AND WE DO HAVE MORE SQUARE FOOTAGE OF BUILDINGS THAN ANY OTHER DEPARTMENT IN THE CITY, SO WE'RE VERY EXCITED ABOUT THESE TWO PROJECTS.

ONE IS GOING TO BE COMING UP, STATION 24, YOU CAN SEE THE INFORMATION THERE.

THIS IS ONE OF OUR BUSIEST STATIONS.

AS MY KID WOULD SAY, IT'S RATCHET.

IT'S IN REALLY BAD SHAPE.

WE'RE GOING TO -- WE BOUGHT THE PROPERTY, WE'VE DEMOED THE NEW PROPERTY AND WE'RE LOOKING FORWARD TO BUILDING THAT STATION AND BEING ABLE TO ADD EQUIPMENT AS WE GO DOWN THE LINE.

THE OTHER STATION IS GOING TO BE OPENED IN OCTOBER OF -- APRIL OF NEXT YEAR.

OKAY.

I'M LOOKING AT THE WRONG THING, AND THAT'S GOING TO BE STATION 54 OUT ON FOSTER ROAD.

SO REALLY, REALLY EXCITED ABOUT THAT PROJECT.

BUDGET AND FUNDS, $32.8 MILLION.

YOU CAN SEE AS ANY DEPARTMENT, OUR PERSONNEL COSTS ARE OVER THERE TO YOUR LEFT.

BASICALLY WHAT WE SPEND.

PERSONNEL SERVICES, AGAIN, $265 MILLION, NONPERSONNEL, 56.

YOU CAN SEE IT AGAIN BROKEN DOWN IN CONTRACTS, TOOLS AND SUPPLIES, BUILDINGS AND UTILITIES MAINTAINING, MANAGING THOSE BUILDINGS.

TECHNOLOGY AND THEN FUEL.

RIGHT NOW WE ARE PROPOSING AN INCREASE IN OUR EMS TRANSPORT FEE.

CURRENTLY WE ARE $535 CHEAPER THAN DALLAS, AND ABOUT 135 LESS THAN HOUSTON.

THE LAST TIME WE ASKED FOR AN INCREASE WAS 2015.

AND SO THAT IS ONE OF THE INCREASES THAT WE ARE ASKING FOR.

ENHANCEMENTS: WE HAVE NOT ADDED A MEDIC OFFICER TO THIS DEPARTMENT SINCE 1998.

WE HAVE INCREASED OUR EMS LEVEL 50% SINCE 1998.

SO, AGAIN, HAVING AN ADDITIONAL SUPERVISOR FOR OUR MEDIC UNITS, IMPROVING THE SPAN OF CONTROL, IMPROVING THE OVERSIGHT, THE Q & A, BEING ABLE TO RESPOND ON MULTICASUALTY INCIDENTS, BEING ABLE TO SET UP OUR REHAB, WHICH IS CRITICAL, AND ALSO GOING DOWN FROM A MANAGEMENT OF 22 PARAMEDICS PER SUPERVISOR DOWN TO 17 WILL HELP US OUT IMMENSELY.

SO IF YOU LOOK AT THE DISTRICT MAP FOR OUR MEDIC OFFICERS, YOU CAN SEE THAT, AGAIN, FOUR MEDIC OFFICERS IS HARD TO KEEP THEM IN SERVICE, IT'S HARD TO MANAGE AND COVER THAT MANY EMS UNITS OR MOVING TARGETS AND THE CATCH 1 IS A CHALLENGE.

SO AGAIN, ADDING THIS IS A MUCH NEEDED POSITION THAT WE ARE ASKING FOR.

IT'S ALWAYS SPELLING A LOWER PRIORITY VERSUS AN ENGINE OR A LADDER.

BUT IF YOU REMEMBER WE ADDED A MEDIC UNIT LAST YEAR THAT CAME ON FULL-TIME IN JULY, SO, AGAIN, WE CAN'T CONTINUE TO ADD EMS UNITS WITHOUT ADDING A SPAN OF CONTROL FOR THAT, SO IT'S MUCH NEEDED.

EVERYONE KNOWS WHERE WE WERE MAY 18TH AT THE INGRAM FIRE.

VERY DARK DAY IN THE HISTORY OF THIS DEPARTMENT, AND I CAN HONESTLY SAY THAT I'M SO PROUD OF THE MEMBERSHIP OVER HERE TO MY LEFT AS FAR AS THE AMOUNT OF TRAINING, THE RECOVERY PROCESS THAT WE HAVE DONE SINCE.

AND I'VE NEVER SEEN US WORK HARDER OR PUT MORE TRAINING INTO ANYTHING.

AND THIS IS OPPORTUNITY MANAGEMENT HERE, SO THE NEXT TWO ITEMS THAT WE TALK ABOUT AS FAR AS ENHANCEMENTS, THEY ARE DIRECTLY TIED TO THIS AS FAR AS RECOMMENDATIONS FROM THE STATE FIRE MARSHAL'S REPORT.

THE FIRST ONE IS THAT INCUMBENT TRAINING CHIEF.

THIS WILL ALLOW US TO PROVIDE TRAINING FOR ABOUT 1100 UNIFORM FIREFIGHTERS.

CURRENTLY WE HAVE ONE CHIEF THAT'S IN CHARGE OF TRAINING OUR CIVILIANS COMING IN, AND THAT SAME CHIEF WAS

[00:45:01]

RESPONSIBLE FOR ALL OF THE INCUMBENT TRAINING ALSO.

WE'RE TOO BIG NOT TO SPLIT THAT UP.

SO WE'RE GOING TO ADD AN INCUMBENT TRAINING CHIEF WHICH IS GOING TO IMPROVE OUR TRAINING AND PROBABLY ADD AN ADDITIONAL 15,000 -- WAS IT 15,000? -- 15,000 HOURS OF TRAINING PER YEAR.

RIGHT NOW WE DO ABOUT 21,000 HOURS OF TRAINING PER YEAR, AND SO THIS IS GOING TO ALLOW US TO DO ADDITIONAL TRAINING FOR THE MEMBERSHIP.

IF YOU SEE THAT BUILDING AND THE SMOKY TWO PICTURES UP THERE, CHERRY AND NOLAN IS OUR WAREHOUSE.

WE'VE CREATED THE SCOTT DEEM RESCUE TRAINING PROP.

THAT IS A HOUSE THAT THEY'RE GOING IN WITH FURNITURE THAT WE CAN SMOKE UP, THAT WE CAN VIDEOTAPE WHAT THE CREWS ARE DOING.

WE PURPOSELY SEND CREWS IN THERE FOR THEM TO GET LOST, TO DEAL WITH ENTANGLEMENTS, TO FIGURE OUT WHEN TO CALL A MAYDAY.

HOW DO WE GET OUT? AND A LOT OF THESE THINGS WE'VE EARNED FROM INGRAM.

THE BATTALION CHIEF THAT PUT THIS TOGETHER WAS THE INCIDENT COMMANDER AT INGRAM, AND SO, AGAIN, THE COMMITMENT, THE DEDICATION, THE AMOUNT OF MANHOURS THAT WE TRAIN EVERY SINGLE DAY BECAUSE OF THIS INCIDENT, WE ARE HONORING SCOTT'S LIFE LIKE I'VE NEVER SEEN A DEPARTMENT DO.

SO, AGAIN, WITH THIS POSITION, THAT IS GOING TO HELP US.

BLUE CAR TRAINING.

ONE OF THE WAYS THAT YOU PREVENT FIREFIGHTERS FROM GETTING KILLED OR INJURED ON THE FIRE GROUND IS TO MAKE SURE THAT THEY HAVE A STANDARDIZED TRAINING MODEL THAT THEY LOOK AT WHEN THEY'RE DEALING WITH A NATIONAL INCIDENT OF MANAGEMENT SYSTEM.

WHEN I ARRIVED HERE, I ALWAYS TOLD THESE GUYS, I WANT MY INCIDENT COMMANDERS, I WANT EVERYTHING TO BE LIKE A MCDONALD'S, YOU KNOW, TWO SESAME BUN, PATTIES, SPECIAL SAUCE, YOU GUYS REMEMBER THAT, RIGHT? AND IT WAS KIND OF ALMOST IMPOSSIBLE BECAUSE YOU -- US TO PROVIDE SYSTEMATIC TRAINING AND CERTIFICATION AND REFRESHER TO EVERY SINGLE MEMBER OF THIS DEPARTMENT.

SO I HAVE SEVERAL OF MY STAFF THAT HAVE GONE THROUGH THE INITIAL BLUE CAR TRAINING, AND IT'S 40 TO 50 HOURS OF CLASSWORK, BOOK WORK PRIOR TO THEY START SIMULATIONS, AND WE LOOK AT SIMULATIONS ON STANDARD HOUSE FIRES, MULTIRESIDENCE FIRES, COMMERCIAL STRUCTURES, COMPLEX FIRES THAT WE ARE GOING TO HAVE TO MANAGE TO BE CERTIFIED AS A BLUE CARD COMMAND OFFICER.

WE'RE GOING TO ALSO TRAIN 12 TRAIN THE TRAINERS TO WHERE WE CAN EXPAND THAT TRAINING THROUGHOUT EVERY SINGLE MEMBER OF THIS FIRE DEPARTMENT.

SO, AGAIN, THIS IS CRITICAL.

THIS IS IN HONOR OF SCOTT, BUT THIS WILL ALSO SHO A RE -- SHOW A REDUCTION IN INJURIES AND HOPEFULLY FATALITIES ON THE FIRE GROUND IN THE FUTURE AS WE MOVE FORWARD.

WELLNESS BUILDING: SOME OF YOU HAVE BEEN TO THE WELLNESS BUILDING. SOME OF YOU HAVE SEEN WHAT WE DO OVER THERE.

AS I TOLD YOU EARLIER, FIREFIGHTERS DIE, 80%, HEART ATTACKS AND STROKES.

THIS IS THE MOST IMPORTANT THING THAT I'M GOING TO TALK ABOUT ON THIS PRESENTATION BECAUSE IF I CAN'T TAKE CARE OF THE MEN AND WOMEN OF THIS ORGANIZATION, THEY CAN'T TAKE CARE OF YOU.

THEY CAN'T TAKE CARE OF YOUR CONSTITUENTS.

WE HAVE BEEN LEASING THIS BUILDING SINCE PROBABLY 2010, 2011.

WE LEASED HALF. MY CONCERN IS THE BUILDING IS FOR SALE, AND IF WE LOSE THIS BUILDING, I'M GOING TO HAVE TO STOP DOING PHYSICALS UNTIL I FIND ANOTHER PLACE KNOWL ESTATE IS DOWNTOWN.

THIS IS CONVENIENTLY LOCATED, CADDIE CORNER TO OUR BUILDING, AND SO WE ARE REALLY EXCITED ABOUT THIS BUILDING.

WE HAVE A FULL-TIME TRAINING THERE, WE HAVE OUR WELLNESS STAFF WHERE WE DO ANNUAL PHYSICALS FOR EACH AND EVERY FIREFIGHTER ON THIS DEPARTMENT.

IF THEY DON'T GET AN ANNUAL PHYSICAL, THEY DON'T RIDE ON A FIRE TRUCK.

AND SO WE WANT TO MAKE SURE THAT THEY ARE HEALTHY, PHYSICALLY FIT TO DO THE JOB.

WHEN I SAT WITH SHERYL AND ERIC AND MARIA, I TALKED ABOUT THE IMPORTANCE OF THIS BUILDING AND WE HAD JUST HAD A FIRE ON THE EAST SIDE OF TOWN.

102°, HOT, BLAZING, MIDDLE OF THE DAY.

NOT ONE FIREFIGHTER WITH HEAT EXHAUSTION, NOT ONE FIREFIGHTER HOSPITALIZED, NOT ONE FIREFIGHTER THAT REQUIRED ANY TYPE OF TREATMENT.

SO IT IS ABOUT OUR MOST VALUABLE RESOURCE, WHICH IS THE MEN AND WOMEN THAT ARE RIDING THOSE TRUCKS TO MAKE SURE THAT THEY ARE PHYSICALLY FIT AND HEALTHY.

WE WERE ALSO -- WE'VE JUST HIRED A NEW PHYSICIAN.

WE'VE ALSO HIRED A NEW PSYCHOLOGIST, AND THEY'RE BOTH GOING TO BE HOUSED IN THIS BUILDING ALSO.

SO, AGAIN, THIS IS A WELLNESS CENTER.

THE OTHER PIECES THAT WE'RE GOING TO MOVE INTO HERE IS FIRE PREVENTION.

WE HAVE OUTGROWN THE ONE STOP, SO WE'RE GOING TO TAKE PART OF THAT BUILDING AND MOVE INTO THIS CENTER OVER HERE AND WE'RE GOING TO MOVE OUR SAFETY DIVISION OVER.

SO, AGAIN, WE'RE REALLY

[00:50:01]

EXCITED ABOUT THIS BUILDING.

THIS BUILDING IS NECESSARY, AND IT REALLY BACKS UP WHAT WE TALK ABOUT AS FAR AS OUR LEADERSHIP PHILOSOPHY WITH THIS ORGANIZATION.

CAPITAL PURCHASES: WEIGHTS, SECOND SET OF BUNKER GEAR, STATION FURNITURE.

THOSE ARE SOME OF THE CAPITAL PURCHASES.

ZOLE VENTS AND RESCUE CPR.

THAT'S GOING TO ALLOW US TO ONLY SEND ONE MEDIC UNIT ON A CARDIAC ARREST.

CURRENTLY WE HAVE TO SEND TWO.

THIS ALLOWS TO HELP MANAGE A CARDIAC ARREST, ALLOW US TO SAY SEATED IN A VEHICLE AND DO CPR, ALL OF THOSE THINGS AND ALLOW US TO VENTILATE, SO IT'S LIKE ADDING A COUPLE OF PEOPLE ON AN INCIDENT BY HAVING THESE PIECES OF EQUIPMENT.

BARRIER HOODS AND GLOVES, AGAIN, CANCER IS A CHALLENGE FOR US, SO HAVING HOODS THAT ARE GOING TO STALL THE PARTICULATES AS FAR AS GETTING INTO THE FIREFIGHTERS SKINS, WE'RE GOING TO BE ADDING BARRIER HOODS AND GLOVES AND FOUR SQUADS.

THE SQUADS ARE CRITICAL, ONE MEMBER FROM THE ENGINE, ONE MEMBER FROM THE LADDER TO GO ON AN ASL CALL.

SO, AGAIN, WE'RE ADDING FOUR SQUADS.

CANCER PREVENTION INITIATIVES: YOU'VE HEARD US TALK ABOUT CANCER IN THE FIRE SERVICE.

CANCER IS A CHALLENGE IN THE FIRE SERVICE, AND IT'S A NEW NORMAL, NEW REALITY FOR US.

WE HAVE BEEN VERY PROACTIVE OVER THE YEARS AS FAR AS ENHANCEMENTS.

SO IN OCTOBER, ALL OF OUR VENTILATION SYSTEMS WILL BE DONE.

THEY WILL BE COMPLETED GOING TOWARDS CERTIFICATION ON THOSE PIECES OF EQUIPMENT.

WE HAVE -- ARE GOING TO DISTRIBUTE TWO SETS OF TURNOUTS, OR NEW BUNKER GEAR FOR OUR PERSONNEL AT THE END OF AUGUST.

WE HAVE SEALED EVERY SINGLE STATION BECAUSE WHAT HAPPENS THAT LADDER TRUCK WOULD GO OUT AND THE DIESEL FUMES WOULD BLOW INTO THE STATION AND EXPOSURE AS YOU'RE SITTING THERE EATING THAT NICE MEAL THAT YOU'VE BEEN COOKING ALL AFTERNOON.

SO AGAIN, WE SPEND A THIRD OF OUR LIVES IN THESE STATIONS SO WE NEED TO MAKE SURE THAT OUR BUILDINGS AREN'T SICK.

SO WE -- TRYING TO DO THE BEST PRACTICES AS WE SEE THEM, BUT WE'RE ALSO LOOKING FOR NEXT PRACTICES.

SO WHAT WE'RE DOING RIGHT NOW IS PARTNERING WITH THE UNIT OF TEXAS HEALTH SCIENCE CENTER TO LOOK AT ADDITIONAL TESTING, TO LOOK AT WAYS THAT THEY CAN HELP US WITH THIS PROBLEM.

THERE ARE SEVERAL BIG DEPARTMENTS THAT ARE TIED TO UNIVERSITY STUDIES, CITY OF PHOENIX IN TUSCAN WITH THE UNIVERSITY OF ARIZONA, NEW YORK CITY WITH JOHNS HOPKINS UNIVERSITY.

WE ARE GOING TO PARTNER WITH THEM TO HELP US MAKE SURE THEIR MEDICAL HISTORY, WELFARE AND EDUCATE THEM THE BEST WAY WE CAN ABOUT THE DANGERS OF CANCER.

AND, AGAIN, THINGS BURN DIFFERENTLY THAN THEY USED TO, SO THAT IS A CHALLENGE FOR ANY ORGANIZATION.

SURVIVE NLT INITIATIVES -- SURVIVABILITY INITIATIVES, YOU SEE AGAIN, WE NEED TO MAKE SURE OUR FIREFIGHTERS CAN SURVIVE AN EVENT.

WE NEED TO MAKE SURE THEY CAN RESCUE THEMSELVES.

WHEN I CAME ON AND SOME OF THESE PEOPLE OVER HERE USED TO THINK, YOU KNOW WHAT? I'M BIG ENOUGH, I'M STRONG ENOUGH TO THROW THIS DUDE OVER MY SHOULDER BECAUSE GUESS WHAT, THEY DO IT ON TV.

THAT'S NOT REAL.

YOU ARE SOAKED WITH WATER, YOU ARE IN A GROCERY STORE THAT'S TURNED UPSIDE DOWN WITH FIRE ABOVE YOUR HEAD AND YOU'RE TRYING TO GET OUT.

SO HOW DO WE PLAN TO RESCUE OUR FIREFIGHTERS? HOW DO WE SURVIVE AN INCIDENT WHERE WE HAVE GONE IN AND GOTTEN IN TROUBLE? SO THOSE ARE OUR INITIATIVES.

OUR INITIATIVES ARE TO MAKE SURE THAT, AGAIN, OUR MEMBERS SHOW UP TO WORK EVERY SINGLE DAY, HEALTHY, PHYSICALLY FIT, EMOTIONALLY PREPARED TO DO A JOB AND THEY GO HOME THE VERY SAME WAY.

I'M DONE.

QUESTIONS?

>> MAYOR PRO TEM: ALL RIGHT, CHIEF.

THANK YOU.

WE'VE GOT A FEW FOLKS SIGNED UP.

SO I'M GOING TO FIRST FIGURE OUT HOW THE SPEAKER SYSTEM WORKS.

OKAY.

COUNCILWOMAN VIAGRAN?

>> VIAGRAN: HELLO.

THANK YOU VERY MUCH, CHIEF.

QUESTION REALLY QUICKLY.

HOW MANY -- OR IN THE FUNDING RIGHT NOW THAT WE HAVE, HOW MANY OF THESE ARE FROM FEDERAL GRANTS THAT WE'VE RECEIVED? THE MEDIC -- IS IT THE MEDIC TRAINING THAT WE'RE DOING? HOW MANY DO WE HAVE THAT ARE -- HAVE THE FEDERAL GRANTS THERE? ANY OF THEM?

>> CHIEF: I'M NOT UNDERSTANDING YOUR QUESTION.

>> VIAGRAN: SO OF THE BUDGET THAT WE HAVE, DO WE HAVE ANY FEDERAL DOLLARS IN IT?

>> CHIEF: OKAY.

THE ONLY THING WE'RE LOOKING AT RIGHT NOW -- OKAY.

GO AHEAD.

>> SO WE HAVE $1.9 MILLION IN GRANT FUNDING, AND THAT'S FOR EMERGENCY PREPAREDNESS IS MOST OF THE GRANT.

[00:55:01]

MIH, THERE -- WE DO HAVE A GRANT FROM STRAK THAT WE RECEIVED IN JUNE.

>> VIAGRAN: OH, OKAY.

>> TO HELP US STAND UP THE HAVEN FOR HOPE ACUTE CARE.

>> VIAGRAN: OKAY.

AND TELL ME A LITTLE BIT MORE ABOUT THE -- THIS NEW INITIATIVE THAT YOU'RE STARTING WITH THE BLOOD THAT YOU'RE GOING TO HAVE ON THE EMS. WHAT KIND OF TRAINING HAS TO GO THROUGH AND HOW MANY PEOPLE -- IS THAT ALL PARAMEDICS ARE GOING TO HAVE ACCESS TO THAT?

>> WELL, YOU KNOW, ALL PARAMEDICS ARE GOING TO HAVE ACCESS TO IT DEPENDING ON THE RUN THAT THEY'RE ON.

BUT THE BLOOD IS GOING TO BE KEPT IN COOLERS, IT'S GOING TO BE RECYCLED EVERY 14 DAYS TO SOUTHWEST BLOOD AND TISSUE.

WE'VE COME UP WITH AN AGREEMENT WITH THEM TO WHERE THE BLOOD IS GOING TO BE ON THOSE MEDIC OFFICER UNITS.

IT'S GOING TO BE ON OUR SPECIALIZED MEDIC UNITS WHICH ARE AT STATION 1 AND STATION 45, TO WHERE WE HAVE DO HAVE AN ENTRAPMENT, TO WHERE SOMEBODY'S TRAPPED, INSTEAD OF GIVING THEM SALINE OR AN IV TO MAKE IT EASIER FOR YOU, WE WOULD BE ABLE TO PUT A BLOOD WARMER ON THERE AND RUN BLOOD INTO THEM, WHICH IS GOING TO IMPROVE THEIR SURVIVABILITY.

SO, AGAIN, IT'S CUTTING EDGE, WE'RE EXCITED ABOUT IT, AND YOU'RE GOING TO HEAR MORE ABOUT IT, BECAUSE IT IS GOING TO SAVE LIVES.

AND THEN FOR US TO BE ABLE TO -- I WAS TALKING TO DR. WINKLE YESTERDAY, ONE OF OUR MEDICAL DIRECTORS, SAY IN SOUTHERN LAND STRINGS.

WE COULD LOAD UP A PALLET OF BLOOD AND EITHER TRANSPORT IT OUT THERE OR FLY IT OUT THERE TO WHERE WHEN I'M STARTING MY IV ON YOU, I'M NOT RUNNING SALINE IN YOU, WHICH IS BASICALLY WATER AND IT'S GOING TO RUN OUT ON THE FLOOR AND IT NOT GOING TO CARRY THE OXYGEN THAT THIS BLOOD'S GOING TO, SO THIS IS GOING TO SAVE LIVES.

SO WE'RE REALLY EXCITED ABOUT THAT AS IT GETS CLOSER TO THE DAY THAT WE'RE GOING TO UNVEIL IT AND GET IT ON THE RIGS, WE'RE GOING TO LET EVERYBODY KNOW.

>> VIAGRAN: AMAZING.

THAT'S VERY CUTTING EDGE, SO I'M EXCITED ABOUT EVERYONE -- WELL, US -- THE FIRE DEPARTMENT BEING ABLE TO DO THAT.

SO THE EMS TRANSPORT FEES, THE INCREASE OF THE EMS TRANSPORT FEES, WOULD THAT COVER THE COST OF THE NEW MEDIC THAT YOU'RE REQUESTING, OR PART OF IT?

>> CHIEF: PART IT WOULD COVER, SO THAT'S A MEDIC OFFICER, SO YES, MA'AM.

>> VIAGRAN: THANK YOU VERY MUCH.

>> CHIEF: AGAIN.

THOSE WILL BE FOUR LIEUTENANTS THAT WE'LL BE ADDING TO THE BUDGET.

>> VIAGRAN: ALL RIGHT.

I ALSO WANTED TO ALSO COMMEND YOU AND THE TEAM AND YOUR ENTIRE STAFF FOR THE MOBILE INTEGRATED HEALTH, BECAUSE AS IT'S CONTINUING TO GROW AND EVOLVE, YOU'RE FINDING THE BEST PRACTICES THAT IS WORKING FOR US HERE IN SAN ANTONIO.

SO THAT'S EXCITING TO SEE THAT AND HOW WE'RE GROWING AND HOW YOU'RE ALSO BEING STRATEGIC IN LEVERAGING WHAT WE NEED TO DO.

SO I'M EXCITED -- AUDIO] -- ALL OF OUR -- ALL OF OUR PERSONNEL FOR THE -- WITH THE SAN ANTONIO FIRE DEPARTMENT, VERY PROUD OF ALL OF THE WORK THAT YOU ALL ARE DOING TO KEEP US ALL SAFE.

GREAT VIDEO. GOOD JOB.

THANK YOU.

>> CHIEF: WE'LL SEND THAT TO YOU, TOO.

>> MAYOR PRO TEM: THANK YOU, COUNCILWOMAN VIAGRAN.

COUNCILMAN COURAGE?

>> COURAGE: THANK YOU.

CHIEF, I REALLY COMMEND THE WORK THAT YOU'VE DONE AS THE CHIEF IN EXPANDING THE SERVICES THAT ARE PROVIDED BY OUR FIRE DEPARTMENT AND THE WORK THAT ALL OF THE PEOPLE DO WHO WORK WITH YOU.

I THINK WE'VE GOT GREAT FIREMEN THAT REALLY MAKE A BIG DIFFERENCE IN THE LIVES OF THE PEOPLE IN SAN ANTONIO.

I HAD A QUESTION RELATED TO THE EMS SERVICES.

>> CHIEF: YES, SIR.

>> COURAGE: YOU SAID YOU WERE GOING TO ASK THE FEE FROM $950 TO $1,000.

>> CHIEF: YES, SIR.

>> COURAGE: FOR EXAMPLE, IF EMS COMES OUT, SOMEBODY WAS UNCONSCIOUS, THEY WERE ABLE TO REVIVE THEM, IT WASN'T ANYTHING TOO MAJOR, THEY PUT A BANDAGE ON THEIR HEAD, DOES IT COST LIKE $500 OR $1,000 FOR THAT KIND OF SERVICE, AND IF THEY TRANSFER THEM TO A HOSPITAL, IS THERE ADDITIONAL FEES? I'M JUST TRYING TO GET AN IDEA WHEN PEOPLE ASK ME ABOUT IT IN MY DISTRICT.

>> CHIEF: RIGHT.

SO IF YOU CALL US AND YOU FALL AND HIT YOUR HEAD AND YOU'RE UNCONSCIOUS, CHANCES ARE WE'RE GOING TO TAKE YOU TO THE HOSPITAL.

IF WE DIDN'T, SOMEBODY'S IN TROUBLE.

BUT AGAIN -- SO THAT IS GOING TO COST YOU $1,000.

IF WE TRANSPORT YOU, THAT'S GOING TO COST YOU.

WE USED TO HAVE DIFFERENT FEES, WHETHER IT WAS BASIC LIFE SUPPORT OR ALS, WHICH MEANT, OKAY, IF WE START AN IV ON YOU, IT'S GOING TO BE MORE.

IT MAKES MORE SENSE JUST TO HAVE A FLAT FEE TO WHERE WE'RE NOT LOOKING AT MENU ITEMS WHEN WE TRANSPORT YOU.

OKAY, WELL, WE DIDN'T START AN IV ON YOU, SO IT'S 750 VERSUS 850, THINGS LIKE THAT.

SO, AGAIN, WE -- WE KNOW IT'S GOING TO BE A STRAIN ON PEOPLE, BUT, AGAIN, IT'S STILL LOWER THAN THE OTHER MAJOR CITIES IN TEXAS.

BUT, AGAIN, FOR US TO BE ABLE TO ADD A MEDIC OFFICER

[01:00:03]

TO OUR FLEET, THIS IS A SOUND WAY TO GET THAT ACCOMPLISHED.

>> COURAGE: OKAY.

THAT'S ALL I HAD.

THANK YOU.

>> CHIEF: THANK YOU, SIR.

>> MAYOR PRO TEM: THANK YOU, COUNCILMAN COURAGE.

THERE IS NO ONE ELSE WITH QUESTIONS, SO WE'RE GOOD.

GO AHEAD AND DO IT.

>> I THOUGHT I WAS GOING TO GET AWAY FROM YOU, MAN.

>> NO, THANK YOU, CHIEF, AND GOOD WORD ON PUTTING THESE PRESENTATIONS TOGETHER.

A LOT OF DATA IN HERE, AND I GUESS MY QUESTION IS FOR SHERYL, IS THERE ANY WAY THAT WE CAN GET THESE REPORTS THAT ARE SHOWN HERE, LIKE A DAY OR TWO BEFORE THEY'RE ACTUALLY SHOWN IN HERE, IN THIS AREA, BECAUSE, YEAH, IT REALLY HELP, YOU KNOW, PREPARE FOR THESE MEETINGS A LITTLE BIT.

>> SCULLEY: WE'LL TRY TO DO THAT.

I KNOW CHIEF HOOD'S PRESENTATION HAS BEEN DONE FOR A COUPLE OF WEEKS, SO -- YET I THINK CHIEF MCMANUS JUST FINISHED HIS UP YESTERDAY MAKING SOME ADJUSTMENTS, SO IT DEPENDS ON THE PRESENTATION.

>> CHIEF: THAT'S NOT A SURPRISE, PD AND COPS.

WE'VE GOT SOME COMPETITION GOING ON HERE, THAT'S GREAT.

IF WE COULD GET THESE A DAY OR TWO BEFORE THEY'RE ACTUALLY PRESENTED HERE, THAT WOULD BE A BIG HELP.

>> SCULLEY: WE DO HAVE SOME PRELIMINARY DATA IN THE PRELIMINARY BUDGET, THERE ARE SEVERAL PAGES THAT DISCUSS OUR PERFORMANCE METRICS OR EACH OFF OUR CITY DEPARTMENT, SO WE'LL DO OUR BEST TO GET YOU SOME INFORMATION AHEAD OF THE PRESENTATION.

>> PERRY: THANK YOU VERY MUCH.

CHIEF, YEAH, JUST A COUPLE OF THINGS.

WE DISCUSSED THIS LAST YEAR ABOUT RESPONSE TIMES.

AND I SEE YOUR RESPONSE TIMES, I FORGET WHICH SLIDE IT WAS, BUT AROUND, WHAT, SEVEN, EIGHT MINUTES, SOMETHING LIKE THAT.

>> CHIEF: YES, SIR.

>> PERRY: THAT'S FOR WHATEVER VEHICLE ARRIVES ON SCENE, RIGHT?

>> CHIEF: YOU HAVE A NONMEDICAL RESPONSE, WHICH WOULD BE, SAY, A STRUCTURE FIRE, DUMPSTER FIRE, VICINITY ALARM, SOMETHING LIKE THAT, AND THEN YOU HAVE THE MEDICAL PIECE, WHICH WOULD BE A CAR ACCIDENT, HEART ATTACK, ANYTHING LIKE THAT.

AND SO WITH THE STANDARD OF COVER THAT YOU SAW UP THERE, WE'RE GOING TO EXCEPTED THE CLOSEST VEHICLE, THAT MIGHT BE A LADDER TRUCK OR AN ENGINE.

AND THEN IT'S GOING TO BE AN EMS UNIT.

SO THE MEDICAL CALL IS A -- IT'S USUALLY COMBINED WITH UNITS.

BUT, AGAIN, THOSE TIMES ARE GOING TO BE DIFFERENT.

WE SEPARATE THEM OUT, BUT THEN YOU SEE THE AVERAGES OF MEDICAL VERSUS NONMEDICAL.

>> PERRY: YEAH.

AND I GUESS I'M KIND OF ZEROING IN ON DO YOU TRACK THE AMBULANCE RESPONSE TIMES?

>> CHIEF: AS FAR AS PARTICULAR AMBULANCES?

>> PERRY: WHENEVER AN AMBULANCE IS CALLED IN, WHAT IS THEIR RESPONSE TIME?

>> CHIEF: THE THING ABOUT THAT IS WE HAVE THAT INFORMATION, BUT THE INFORMATION IS ALWAYS GOING TO BE DIFFERENT BECAUSE THAT AMBULANCE MAY BE FROM THE OTHER SIDE OF TOWN, AND THEY'RE ON THE FREEWAY -- UNIT.

>> PERRY: I WOULD LIKE TO SEE THAT, BECAUSE THAT'S STRAIGHT TO MY POINT ABOUT YOU HAVE A GREAT RESPONSE TIME WITH WHATEVER VEHICLE IS AVAILABLE THERE, BUT FOR THE AMBULANCE RESPONSE TIMES.

I'D REALLY LIKE TO SEE THAT, NO MATTER -- YOU KNOW, AND THAT'S GETTING TO MY POINT.

IT MIGHT BE RESPONDING FROM ACROSS TOWN.

WELL, WHAT IS THAT WAIT TIME FOR THAT AMBULANCE TO GET THERE.

>> CHIEF: RIGHT.

>> PERRY: TO RECEIVE THAT PATIENT AND TRANSPORT THEM TO THE HOSPITAL? BECAUSE I STILL HAVE -- LOOKING AT THE TOTAL NUMBERS, AND I THINK THIS IS A NUMBER, THE TOTAL NUMBER OF CALLS THAT YOU HAVE IN THIS BOOKLET 374,000 RESPONSES.

>>.

>> CHIEF: AND THOSE ARE UNIT RESPONSES.

>> PERRY: WHAT I WANT TO SEE WHAT'S THE RESPONSE OF THE HEAVY FIRE VEHICLES VERSUS AMBULANCES.

AND NOT ONLY WHAT THOSE RESPONSES ARE, THE TOTAL NUMBERS, BUT WHAT THE AVERAGE TIMES ARE FOR, OKAY, YOUR FIRST VEHICLE, WHATEVER THAT IS.

AND THEN WHAT'S THE WAIT TIME FOR THE AMBULANCES.

>>.

>> CHIEF: OKAY.

>> PERRY: AND DO WE REALLY NEED TO ADD AMBULANCE UNITS HERE IN TOWN TO REDUCE THAT WAIT TIME FOR THE AMBULANCES VERSUS A LADDER TRUCK OR WHATEVER.

>> CHIEF: AND SO WHAT YOU'RE GOING TO SEE WITH THE STRATEGIC PLANNING DOCUMENT AS FAR AS IT'S GOT THIS INFORMATION, SO WE'RE GOING TO TRACK THAT AS AN EFFECTIVE RESPONSE.

EFFECTIVE RESPONSE FORCE TO LOOK AT THAT.

AND SO WE'RE GOING TO HAVE BETTER DATA ON THAT.

THE THING THAT IS CRITICAL, IF I ADDED TEN EMS UNITS RIGHT NOW IF I DON'T HAVE THE EFFICIENCIES IN PLACE WE'RE STILL GOING TO RUN OUT OF EMS UNITS.

AND SO MOST IMPORTANT THING IS TO FIGURE OUT WAYS TO KEEP THE UNITS THAT WE HAVE IN SERVICE BY

[01:05:01]

A FIRE-BASED SYSTEM, MIH, TAXI VOUCHERS, ALL OF THOSE THINGS.

WE'LL GET YOU SOME BETTER INFORMATION ON THAT.

BUT AGAIN THE ANSWER IS NOT TO FLOOD WITH EMS UNITS, IT IS TO HAVE EFFICIENCIES THAT ARE GOING TO KEEP THOSE UNITS ON THE ROAD.

WHEN I GOT HERE THE FIRST TIME I RODE I HAD NINE AMBULANCES STACKED UP AT UNIVERSITY HOSPITAL.

THERE WAS NO HOSPITAL TIME THAT THEY NEEDED TO GET OUT.

WE MIGHT NOT HAVE HAD THE RELATIONSHIPS WITH THE HOSPITALS TO WHERE THEY UNDERSTAND THAT I CAN'T HAVE MY PARAMEDICS SITTING THERE WITH A PATIENT ON THE WALL.

AND SO THOSE EFFICIENCIES THAT WE CREATED WE CONTINUE TO LOOK AT IMPROVING.

THOSE ARE THE MOST IMPORTANT THINGS THAT WE CAN DO.

BUT WE WILL GET YOU A NUMBER TO WHERE YOU CAN LOOK AT THAT.

>> PERRY: YEAH.

AND I THINK THAT'S A PERFECT EXAMPLE OF THOSE EFFICIENCIES THAT YOU BUILT INTO THE SYSTEM TO HELP REDUCE THAT WAIT TIME FOR AN AVERAGE AMBULANCE RUN.

>> CHIEF: RIGHT.

>> PERRY: BUT THAT'S WHAT I WANT TO SEE.

WHAT IS THE AVERAGE WAIT TIME FOR AN AMBULANCE RUN VERSUS GETTING A FIRST UNIT OUT ON THE SCENE.

>> CHIEF: OKAY.

WE'LL TRY TO DO THAT.

BUT, AGAIN, THE MOST EFFECTIVE MEASURE -- REMEMBER, I HAVE 75% OF MY FIRE TRUCKS EVERY DAY, I NEED SOMEBODY TO DEFIBULATE THIS LADY.

IF I DON'T GET THEIR HEART STARTED IN FOUR TO FIVE MINUTES THEY'RE GOING TO DIE.

FIRE-BASED, I GOT TO GET RESOURCES THERE QUICKLY BECAUSE IT DOESN'T MATTER WHEN THE AMBULANCE GETS THERE IF WE CAN'T GET THERE AND GET THEIR HEART STARTED.

>> PERRY: TAKING THAT A STEP FURTHER THIS WHOLE BLOOD ISSUE AND HAVING IT AVAILABLE.

I KNOW I WENT TO -- IT WAS A RIBBON CUTTING, ACTUALLY, WHERE THEY STARTED THAT PROCESS WITH THE HELICOPTERS.

>> CHIEF: YES, SIR.

>> PERRY: AND ONE OF THE HOSPITALS WHERE THEY WERE GOING TO START THAT PROCESS.

SO I'M ASSUMING THIS IS THE SAME TYPE OF THING.

>> CHIEF: IF A HELICOPTER CAN DO IT A FIRE TRUCK CAN DO IT TOO.

>> PERRY: ARE Y'ALL GOING TO HAVE THAT AVAILABLE ON EVERY TRUCK THEN?

>> CHIEF: NO, SIR.

WE'RE GOING TO HAVE IT BECAUSE IT HAS TO BE REFRIGERATED AND IT HAS TO BE MONITORED.

OUR MOFS, THEY HAVE REFRIGERATED UNITS.

THEY WOULD MAKE AN EXCHANGE AND BRING THE BLOOD OUT.

THEY WOULD RESPOND WITH AN EMS UNIT AND DELIVER THE BLOOD.

IF IT'S SAY A SWAT INCIDENT OUT IN THE COUNTY WE'RE GOING TO HAVE EITHER MEDIC ONE OR MEDIC 45.

THOSE ARE OUR MEDICAL SPECIALIST OPERATION UNITS.

THEY'RE GOING TO RESPOND.

THEY'RE GOING TO HAVE BLOOD.

IF WE GET A SWAT OFFICER SHOT WE HAVE BLOOD IMMEDIATELY.

FOR THE STANDARD EMS UNITS IN THE CITY THAT WOULD BE TOO HARD TO MANAGE BECAUSE THEY MAY NOT NEED BLOOD FOR A MONTH.

BUT THE DAY WE NEED BLOOD I'VE GOT A SUPPLY ON FIVE MEDIC OFFICER UNITS THAT I CAN GET TO.

THE MEDIC OFFICERS WILL ALSO BE ABLE TO GET INTO THE BLOOD AND TISSUE CENTER AND GET MORE BLOOD 24 HOURS A DAY IF WE NEED IT WITHOUT THEM BEING THERE.

SO THE PLAN IS TO HAVE AS MUCH BLOOD AS WE NEED, BUT WE DO NOT NEED IT ON EVERY UNIT AND IT WOULD BE IMPOSSIBLE TO PUT IT ON FIRE TRUCKS.

>> PERRY: OKAY.

GREAT.

JUST I WAS TRYING TO SEE THERE WHAT HEAVY EQUIPMENT ARE YOU REQUESTING IN THIS BUDGET?

>> CHIEF: WE'RE NOT REQUESTING ANY HEAVY EQUIPMENT IN THIS BUDGET.

I NEED COMMAND AND CONTROL.

WE'LL GET YOU INTO HEAVY EQUIPMENT NEXT YEAR.

>> PERRY: ALL RIGHT.

WELL, I JUST KIND OF WENT THROUGH THIS BOOK AND I DIDN'T SEE IT.

I WAS LIKE, DANG, DID THE CHIEF FORGET THAT?

>> CHIEF: NOT AT ALL.

>> PERRY: THAT'S GREAT.

YEAH, I REALLY WANT TO SEE THAT DATA ON THE AMBULANCE RESPONSE TIMES TO THE SCENES.

>> CHIEF: WE'LL GET THAT.

>> PERRY: AND JUST A LITTLE PLUG FOR EVERYBODY, GO AND GIVE BLOOD.

THAT WHOLE BLOOD THAT THEY'RE TALKING ABOUT HERE IS NOT JUST READILY AVAILABLE.

IT'S ONLY CERTAIN PERCENTAGES OF THE POPULATION THAT HAS WHOLE BLOOD.

SO IF YOU HAVE -- TO GO AND DONATE AND GET THAT INTO THE BLOOD AND TISSUE CENTER.

THANK YOU, CHIEF.

APPRECIATE IT.

THANK YOU, SIR.

>> MAYOR NIRENBERG: THANK YOU, COUNCILMAN PERRY.

COUNCILMAN SALDANA.

>> SALDANA: THANK YOU, MAYOR.

AND, CHIEF, THANK YOU FOR THE RUNDOWN.

I THINK FOR A FEW OF US WHO HAVE BEEN AROUND THE TABLE FOR A WHILE YOU GET TO SEE THE FOLLOW-UP ON A LOT OF THE PROGRAMS THAT WE HOPED FOR SUCCESS FOR AND CAN NOW MEASURE TO SEE WHAT WE'VE DONE ON THAT.

SO LET ME ASK ABOUT A FEW OF THOSE.

ONE OF THOSE WILL BE MOBILE-INTEGRATED HEALTH.

BUT BEFORE I DO THAT I THINK IT'S IMPORTANT TO REITERATE SOMETHING YOU TALKED ABOUT AT THE BEGINNING OF THE PRESENTATION WHICH IS OUR DEPARTMENT, THE SAN ANTONIO FIRE DEPARTMENT, IS OFTEN CALLED BY OTHER COMMUNITIES TO COME AND PROVIDE A HELPING HAND AND

[01:10:02]

SUPPORT BECAUSE OF OUR REPUTATION, BECAUSE OF HOW WELL OUR FOLKS ARE TRAINED, AND HOW DEPENDABLE THEIR SERVICE IS.

AGAIN, REITERATE THE FACT THAT THERE ARE SOME OF OUR SAFD FIRE PERSONNEL IN CALIFORNIA FIGHTING WILDFIRES.

AND, IF NEED BE, ALSO WITH HURRICANE SEASON COMING UP, TO DO THOSE THINGS.

OUR COMMUNITY NOTICE WE HAVE AN IMPACT EVEN OUTSIDE OF OUR OWN CITY LIMITS.

WE APPRECIATE HOW OUR CREDIBILITY HAS ALLOWED US TO DO THAT.

>> CHIEF: THANK YOU, SIR.

>> SALDANA: LET'S START WITH MOBILE-INTEGRATED HEALTH.

YOU LISTED UP THERE THAT WHEN WE STARTED THIS WE JUST HAD THE THEORY OF -- THEORY BACKED BY A LOT OF EXPERIENCE AND STATISTICS THAT WE HAD SOME HIGH USERS.

WITH YOUR FULLY INTEGRATED MOBILE RIGHT NOW, 109 IS A NUMBER WE SHOULD EXPECT EVERY YEAR.

IS THAT A HIGH OR LOW OR AVERAGE?

>> CHIEF: DO YOU THINK THAT'S LOW? I HAVE MY FOLKS HERE SAYING THAT'S LOW.

AGAIN, THAT IS GOOD.

AND, YOU KNOW, BUT YOU LOOK AT THE NUMBER THAT WE HAVE THAT WE HAVE RELATIONSHIPS WITH.

IT'S 600.

AND SO HOPEFULLY WHEN I STAND HERE NEXT YEAR THAT NUMBER'S GOING TO BE 709 AND THE OTHER NUMBER OF PEOPLE THAT ARE ACTIVELY ENROLLED HAS CONTINUED TO DROP.

BECAUSE PEOPLE CALL US.

SOMETIMES THEY DON'T UNDERSTAND THE CHALLENGES THAT THEY CAUSE FOR THE SYSTEM.

SOMETIMES PEOPLE HAVE MENTAL HEALTH ISSUES AND THEY CONTINUE TO CALL US AND WE HAVE TO GET A JUDGE INVOLVED FOR THEM TO ACTIVELY BE A PART OF THIS PROGRAM.

AND SO, AGAIN, WE WANT PEOPLE TO MANAGE THEIR ISSUES.

AND SO BY UNDERSTAND BEING ABLE TO HAVE AN MIH PARAMEDIC ON 24 HOURS A DAY, SEVEN DAYS A WEEK, IF SOMETHING HAPPENS ON A SUNDAY NIGHT TO SOMEBODY THAT IS ENROLLED IN OUR PROGRAM WE CAN SEND SOMEBODY OUT AND WE CAN CHECK ON THEM AND HOPEFULLY PREVENT THEM FROM CALLING.

OR TRANSPORT THEM IF WE NEED TO.

WE HAVE COME FULL SERVICE WITH THIS THING AND FULL CIRCLE SO I HOPE THE NUMBERS DROP.

I HOPE THERE ARE OTHER ENGAGEMENTS WE CAN PARTICIPATE IN.

WE HAVE OUR SECOND HOSPICE GRANT.

WE'VE SEEN A GAP WHERE THOSE RUNS ARE CONCERNED.

I WAS RIDING ON ENGINE 24 AND HAD A LADY THAT HAD CANCER AND SHE HAD JUST COME HOME FROM HER TREATMENT AND SHE WAS STAGE FOUR AND SHE'S VERY SICK.

THEY CALLED THE FIRE DEPARTMENT.

THE HOSPICE NURSE COULD NOT GET THERE FOR PROBABLY AN HOUR OR TWO.

AND SO WE ENDED UP STAYING WITH HER AND GETTING SOMEBODY OUT THERE.

BUT THAT'S AN AVENUE THAT AN HIH PERSON WORKING WITH HOSPICE, WE'RE FASTER TO RESPOND.

WE CAN MANAGE THEM BECAUSE THE FAMILY DID NOT WANT HER TO GO BACK TO THE HOSPITAL.

AND SO, AGAIN, WE'RE ADDING VALUE THROUGH PROGRAMS. SO WE'RE INVOLVED IN THE HOSPICE COMMUNITY.

I THINK THERE'S A LOT OF OTHER OPPORTUNITIES FOR US DOWN THE ROAD.

BECAUSE PEOPLE SEE THE VALUE THAT WE'RE ADDING WITH THE MIH PROGRAM.

>> SALDANA: AND CONSIDER ME A FAN OF THE WORK AND THE RESULTS THAT I'VE SEEN OVER THE LAST YEAR OR TWO.

THE FACT THAT YOU HAVE 109 FOLKS THAT WE CHECK IN ON WHO OTHERWISE WOULD BE CALLING 9-1-1 AND TYING UP OUR FOLKS OR OUR PERSONNEL.

THE FACT THAT WE'RE LIVING OUT THE SPIRIT OF BEING PROACTIVE, I POINT TO MIH AS A GOOD EXAMPLE OF THE WAY WE'RE ACTIVE AND TAKING CARE OF OUR COMMUNITY.

DO WE FIND THAT MOST OF THE FOLKS ENROLLED, ARE THEY ENROLLED BECAUSE THEY ARE REFERRED THROUGH OUR OWN SYSTEM? WE FIND THEM OR DO WE WORK CROSS AGENCY WITH OTHER DEPARTMENTS?

>> IT'S A LOT OF DIFFERENT WAYS BUT A LOT OF TIMES IT'S US.

BECAUSE IF I'M A FIRE CAPTAIN AND I GO IN THE SKY LIKE EVERY SHIFT AND YOU TAKE THEM TO THE HOSPITAL, YOU GET HIM BETTER.

HE COMES BACK HOME AND EATS FATTY FOOD AND DOESN'T TAKE HIS MEDICINE AND THEY END UP CALLING US.

A LOT OF TIMES WE KNOW THE PEOPLE IN OUR NEIGHBORHOOD SO WE CAN REFER THEM BECAUSE OF THE AMOUNT OF TIMES.

SOMETIMES IT COMES THROUGH OTHER AVENUES BUT A LOT OF TIMES IT'S BECAUSE WE IDENTIFY THE NEED BECAUSE WE CONTINUE TO RESPOND OUT THERE AND SAY, YOU KNOW, WHAT? THIS GUY REALLY DOESN'T NEED TO GO TO THE HOSPITAL EVERY TIME BUT WE DO NEED SOMEBODY TO FOLLOW UP WITH HIM AND CHECK ON HIM.

SO IT KIND OF DEPENDS, BUT A LOT OF TIMES IT'S US I.D.ING THE CITIZENS THAT NEED US.

>> SALDANA: AS SOMEBODY WHO HAS GONE ON THESE RIDE ALONGS, IT'S GOTTEN BETTER.

BECAUSE MY FIRST FEW YEARS, 9-1-1 IS MY PRIMARY CARE PHYSICIAN AND THAT SHOULDN'T BE HOW YOU SUSTAIN A SYSTEM.

AND MIH IS HELPING US WITH THAT SMALL CONCENTRATION OF FOLKS.

[01:15:01]

THE LAST QUESTION I HAVE IS ON THE IMPLEMENTATION OF TWO DIFFERENT COMPONENTS THAT I THINK WE'VE ADVOCATED FOR.

IT'S BEEN A YEAR AND A HALF AND I THINK I HEARD IT'S ON THE EXHAUST FOR THE TRUCKS.

WHAT DO WE CALL THAT SYSTEM?

>> VENTILATION SYSTEM, BASICALLY.

>> SALDANA: IS THE VENTILATION SYSTEM NOT YET COMPLETELY IMPLEMENTED?

>> WE HAD TO DO 53 STATIONS SO WE'RE GOING TO BE DONE COMPLETELY IN OCTOBER.

THE RETROFIT AT SOME OF THESE STATIONS THAT ARE 100 YEARS OLD WAS A CHALLENGE FOR US.

WE HAD TO DO ALL OF THEM, BUT WE WILL BE DONE IN OCTOBER.

AGAIN, WE'RE REALLY EXCITED ABOUT THAT AND GETTING THAT COMPLETE.

ALONG WITH THE OTHER THINGS THAT I MENTIONED BEFORE, AS FAR AS HAVING THE TWO SETS OF BUNKER GEAR WILL HOPEFULLY HELP US OUT.

>> SALDANA: I WAS GOING TO ASK ABOUT THE SECOND SET OF BUNKER GEAR.

WHERE ARE WE ON DEPLOYING?

>> EVERYONE HAS BEEN FITTED SO WE'RE DONE WITH THE FITTING.

WE'RE DONE WITH -- IS DELIVERY HERE YET? DELIVERY IS HERE.

>> SALDANA: OH, THAT'S GREAT.

CHIEF, WITH THOSE TWO COMPONENTS, JUST TO USE ONE EXAMPLE, I'M REALLY GRATEFUL.

I DON'T KNOW HOW QUICKLY IT'S GOING TO TAKE FOR US TO GET RETURN ON INVESTMENT FOR BOTH THE EXHAUST SYSTEM AND THE SECOND SET OF BUNKER GEAR BUT I KNOW ONE OF YOUR BIGGEST THREATS TO THE SAN ANTONIO FIRE DEPARTMENT IS ISSUES LIKE CANCER THAT HAS A TAIL THAT SOMETIMES DOESN'T CREEP UNTIL END OF THE YEAR.

I AGREE WITH WHAT YOUR OPINION HAS BEEN ON SEVERAL PUBLIC PRONOUNCEMENTS, WHICH IN MANY CASES WHEN SOME OF OUR FIREFIGHTERS ARE DEALING WITH CANCER, IN MANY WAYS THOSE ARE CONNECTED TO THE JOB.

THE FIRE DEPARTMENTS IN THE FUTURE, HOPEFULLY THAT IS GOING TO BE A STATISTIC WE SEE DROP BUT IT WILL BE BECAUSE OF INITIATIVES LIKE THIS.

I'M GLAD WE'RE ALMOST FULLY DEPLOYED ON THE SECOND SET OF BUNKER GEAR AND THE EXHAUST, ESPECIALLY AS YOU HAD TO ATTEND A CEREMONY TWO WEEKS AGO --

>> CHIEF: LAST WEEK.

>> SALDANA: LAST WEEK FOR MAX WELLTON.

AND THERE'S A LOT THAT GOES INTO HOW WE PREVENT THOSE TRAGEDIES IN THE FUTURE AND INCIDENTS.

BUT I CERTAINLY THINK THIS IS A STEP IN THE RIGHT DIRECTION TO DO THAT.

I'M GLAD TO SEE A FEW OF THE THINGS WE TALKED ABOUT OVER THE YEARS, WHETHER IT'S MOBILE INTEGRATED HEALTH, ISSUES THAT COME FROM YOU OR PERSONNEL OF MY ABILITY TO TAKE CARE OF THE SAN ANTONIO COMMUNITY, WHETHER IT'S THE BUNKER GEAR OR EXHAUST I'M GLAD WE'RE GETTING TO SEE THE TAIL END OF THOSE IMPLEMENTATIONS.

>> CHIEF: UNFORTUNATELY WE'RE NOT GOING TO SEE THE FRUITION OF THESE PROJECTS UNTIL DOWN THE ROAD.

BUT MY HOPE IS WHEN A CIVILIAN COMES ON TO THE SAN ANTONIO FIRE DEPARTMENT, WHEN THEY RETIRE 32 YEARS FROM THAT TIME THAT THEY WOULD NOT HAVE CONTRACTED CANCER DURING THEIR EMPLOYMENT ON THE FIRE DEPARTMENT.

AND THAT THE MEMBERSHIP AND THE CITIZENS KNOW THAT WE ARE DOING EVERYTHING HUMANLY POSSIBLE TO PREVENT THAT.

SO THANK YOU FOR YOUR KIND WORDS.

>> SALDANA: THANK YOU, CHIEF.

THANK YOU, MAYOR.

>> MAYOR NIRENBERG: THANK YOU, COUNCILMAN SALDANA.

COUNCILMAN SHAW.

>> SHAW: THANK YOU, MAYOR.

CHIEF, NO QUESTIONS.

I JUST WANT TO APPLAUD YOU FOR YOUR PROFESSIONALISM AND YOUR EFFORTS.

I THINK BEING IN THE CITY LONG ENOUGH I HAVE SEEN HOW FIRE HAS TRANSITIONED AND CONTINUES TO INCREASE AND IMPROVE.

YOU'VE RAISED THE BAR ACROSS THIS NATION ON WHAT A FIRE STATION AND WHAT A FIRE DEPARTMENT IS SUPPOSED TO LOOK LIKE, SO I APPLAUD YOU FOR THAT.

BUT MOST IMPORTANTLY I APPLAUD YOU FOR BRINGING YOUR SON TO THIS WORK SESSION TO SEE WHAT GREAT LEADERSHIP LOOKS LIKE.

YOU HAVE BIG SHOES TO FILL YOUR TEAM.

SO I APPLAUD YOU FOR YOUR EFFORTS AND I'M VERY SUPPORTIVE OF WHAT YOU NEED.

LET ME KNOW.

THANK YOU, MAYOR.

>> CHIEF: THANK YOU, SIR.

AGAIN, THIS DUDE WAS HERE.

I SHOWED SHERYL A PICTURE WHEN I TOOK THIS JOB HE WAS 4 YEARS OLD.

AND RUNNING ALL OVER THE PLACE AND EVERYTHING.

HE'S TURNED INTO A FINE YOUNG MAN.

HE'S MY NUMBER FOUR AND I'M VERY PROUD OF HIM.

HE SAW HIS DAD UP GRINDING LAST NIGHT, STUDYING.

HE SAW ME TODAY.

AND SO THE EXPECTATION FOR HIM, OUT OF ALL MY BOYS, IS THAT THEY EXCEED WHAT I'M DOING.

AND SO, AGAIN, I HAVE NO DOUBT THAT HE WILL.

HE'S 15 AND HE EATS.

HE CHANGED HIS BODY, THOUGH BECAUSE HE WAS A CHUNKSTER WAY BACK WHEN.

>> MAYOR NIRENBERG: THANK YOU, COUNCILMAN SHAW.

DOES YOUR SON NEED A REBUTTAL?

>> CHIEF: DO YOU WANT TO SAY ANYTHING?

>> MAYOR NIRENBERG: I DIDN'T HAVE ANY QUESTIONS, CHIEF.

VERY COMPREHENSIVE PRESENTATION, AS USUAL.

I JUST WANTED TO SAY THANK YOU TO YOUR DEPARTMENT AND YOUR TEAM, THE MEMBERS OF THE FIRE DEPARTMENT FOR THEIR WORK IN CALIFORNIA THIS WEEK.

YOU KNOW, AGAIN, THAT'S JUST ANOTHER EXAMPLE OF SAN ANTONIO GOING TO OTHER PLACES TO HELP IN

[01:20:04]

RELIEF EFFORTS.

AND THAT HAS EXTENDED TO YOUR DEPARTMENT FOR A LONG, LONG TIME, SO THANK YOU FOR THAT.

I ALSO -- THERE WAS ONE OTHER THING THAT I WANTED TO ASK YOU ABOUT BUT I FORGOT ABOUT IT.

AND I ALSO WANTED TO SAY THANK YOU TO THE DEPARTMENT, ESPECIALLY YOU, CHIEF AND YOUR COMMAND STAFF FOR A GREAT DEMONSTRATION OTRF HOW WE HONOR ONE OF OUR FALLEN.

AT EVERY TURN WE'RE REMINDED OF SCOTT DEEM'S LIFE AND ENSURING THAT HE AND HIS FAMILY ARE REMAINING IN THE OUR THOUGHTS AND ALSO CHANGE THE WAY WE DO THINGS, IF NECESSARY.

AND THAT'S VERY WELL NOTED BY OUR COMMUNITY, AND HATS OFF TO YOU GUYS FOR MAKING HIS LEGACY A PERMANENT ONE FOR OUR CITY.

THANK YOU, CHIEF.

>> CHIEF: THANK YOU, MAYOR.

APPRECIATE IT.

>> MAYOR NIRENBERG: SHERYL, DO WE HAVE POLICE?

>> SCULLEY: WE DO.

THE BEST POLICE CHIEF IN THE NATION IS HERE TO PRESENT IN AUDIO]

>> CHIEF: YOU GUYS STAND UP OVER THERE.

I WANT TO THANK LETICIA AND I WANT TO GIVE THEM A ROUND OF APPLAUSE BECAUSE THEY GRINDED ON THIS BUDGET AND I REALLY APPRECIATE THEIR WORK AND THEIR EFFORTS.

AGAIN, THANK YOU.

[APPLAUSE]

>> MAYOR NIRENBERG: YOU DO NEED TO TEACH CHIEF MCMANUS YOUR POWERPOINT SKILLS, THOUGH.

HE'S BEEN WORKING ON THAT.

[LAUGHTER]

>> SCULLEY: MAYOR, IF I MAY BEFORE CHIEF MCMANUS BEGINS, IN SOME CITIES THE POLICE AND FIRE CHIEFS DON'T NECESSARILY GET ALONG.

AND LIKEWISE WITH DEPARTMENTS.

BUT WE'RE FORTUNATE IN SAN ANTONIO THAT BOTH DEPARTMENTS AND ESPECIALLY OUR CHIEFS WORK VERY WELL TOGETHER.

IT'S A GREAT EXAMPLE OF TEAMWORK.

AND AS WE CREATED THE PUBLIC SAFETY HEADQUARTERS PROJECT WE WOULDN'T HAVE BEEN ABLE TO DO THAT HAD THERE NOT BEEN THE STRONG WORKING RELATIONSHIP BETWEEN POLICE AND FIRE, AND THAT DOESN'T EXIST EVERYWHERE.

SO WITH THAT, CHIEF MCMANUS.

>> CHIEF: THANK YOU, SHERYL.

SO BEFORE I BEGIN I WANT TO JUST TELL SOMEWHAT OF A SAD STORY.

ABOUT TWO WEEKS AGO WE GOT WORD THAT ONE OF OUR OFFICERS HAD ABOUT TWO WEEKS TO LIVE AND HE HAS CANCER AND HE SHOWED UP MONDAY AT A FINAL ROLL CALL AT THE SUBSTATION.

WE WERE ALL THERE.

I PRESENTED HIM WITH A PLAQUE AND HE WAS IN VERY, VERY, VERY BAD SHAPE.

HE ACTUALLY LEFT HOSPICE TO COME TO THE LAST ROLL CALL.

AND HE -- I MEAN, IF HE'S GOT DAYS LEFT HE'S PROBABLY LUCKY.

BUT HE COULDN'T EVEN WALK.

HE HAD TO BE CARRIED IN AND CARRIED OUT.

BUT JUST A LITTLE BIT OF SAD NEWS FROM THE PRUE SUBSTATION.

PRAYERS FOR HIM AND HIS FAMILY, BECAUSE HE DOESN'T HAVE VERY LONG TO LIVE RIGHT NOW.

JUST WANTED TO LET YOU KNOW THAT.

HIS NAME IS ROLAND PEREZ.

HE'S GOT 21 YEARS ON.

HE'S ABOUT 50 YEARS OLD.

HE'S A DAYLIGHT PATROL OFFICER.

REALLY A GOOD GUY.

AS A MATTER OF FACT, HE WORKED WITH MICHELLE WHEN SHE WAS SERGEANT RAMOS WHEN SHE WAS IN PATROL.

REALLY, REALLY GOOD GUY AND WE'RE SORRY TO SEE HIM IN HIS FINAL DAYS HERE.

JUST WANTED TO LET YOU KNOW THAT.

SO THIS FIRST SLIDE IS OUR WHY STATEMENT.

IT HAPPENS TO BE THE FIRST SENTENCE IN OUR MISSION STATEMENT.

AND THE LAST SENTENCE IN OUR MISSION STATEMENT TALKS ABOUT DOING THIS IN CONCERT WITH OUR COMMUNITY AND SHARING LEADERSHIP WITH THEM TO ACCOMPLISH A SAFE COMMUNITY.

THIS PRESENTATION THAT YOU'RE ABOUT TO SEE IS NOTHING BUT POSITIVE IN TERMS OF METRICS AND THE WORK THAT THE OFFICERS HAVE DONE THROUGHOUT THE YEAR.

ALL OF OUR NUMBERS ARE POSITIVE.

CRIME IS DOWN.

ARRESTS ARE UP.

THAT'S AN UNBEATABLE COMBINATION.

COMPLAINTS ARE DOWN.

USE OF FORCE IS DOWN.

SO I CAN'T OVERSTATE THE WORK THAT'S BEEN DONE BY THE OFFICERS ON THE STREET TO GET US WHERE WE

[01:25:03]

ARE TODAY IN OUR CRIME STATS AND IN OUR INVOLVEMENT WITH THE COMMUNITY.

SO THIS IS A MILE-HIGH LOOK AT OUR ORGANIZATION.

OPERATIONS BUREAU, OPERATION SUPPORT BUREAU, AND THE ADMINISTRATIVE SERVICE BUREAU.

IN OPERATIONS THAT'S ALL OF YOUR UNIFORM FUNCTIONS, PATROL, TRAFFIC, SAFE.

OPERATION SUPPORT IS ALL OF YOUR INVESTIGATIVE FUNCTIONS TO INCLUDE YOUR COVERT UNIT AND ADMINISTRATIVE SERVICES BUREAU IS FLEET SERVICES, CONTRACTS, FISCAL, COMMUNICATIONS, AND ALL THOSE FUNCTIONS THAT DO NOT NEED A POLICE OFFICER TO GET THEM ACCOMPLISHED.

OUR PROPOSED BUDGET FOR THIS YEAR IS $492 MILLION.

93% IS FUNDED BY THE GENERAL FUND AND THE REMAINING 7% IS FROM THE CONFISCATED FUND AND OTHER GENERAL FUND MONEYS.

THIS SHOWS A BROKE DOWN OF OUR BUDGET OF $472 MILLION.

85% OF THAT MONEY GOES TO PERSONNEL COST.

THE OTHER 15% GOES TO NON-PERSONNEL COST.

THIS IS THE MAP OF OUR SIX SUBSTATION AREAS.

THESE SIX SUBSTATIONS ARE COMPRISED OF 18 SECTIONS , AND THOSE SECTIONS ARE DIVIDED INTO 115 PATROL DISTRICTS.

THOSE PATROL DISTRICTS ARE COVERED 24/7 WITHOUT BREAK IN SERVICE.

THOSE SIX SUBSTATIONS HANDLE 1.2 MILLION TO 1.4 MILLION CALLS A YEAR.

OUR PERFORMANCE MEASURES.

I MENTIONED BEFORE WE'VE GOT NOTHING BUT POSITIVE NUMBERS HERE.

AND, AGAIN, IT'S DUE TO THE GREAT WORK OF THE SWORN AND NON-SWORN MEMBERS OF THE DEPARTMENT.

LOOKING AT VIOLENT CRIME PER 1,000 RESIDENTS, WE'RE DOWN.

POLICE EMERGENCY RESPONSE TIMES, DOWN.

COMMUNICATIONS GRADE OF SERVICE, UP.

GRADE OF SERVICE IS THE NUMBER OF CALLS THAT YOU ANSWER WITHIN TEN SECONDS.

THAT NUMBER IS UP.

AND OUR NUMBER OF CADET APPLICANTS PROCESSED IS UP AS WELL.

AND, AGAIN, ALL DUE TO THE GREAT WORK OF BOTH SWORN AND NON-SWORN MEMBERS OF THE DEPARTMENT.

UCR CRIME DOWN 19%.

THAT IS NEXT TO UNBELIEVABLE.

LAST YEAR WE HAD A 6% DECREASE.

THIS YEAR 19% ON TOP OF THAT 6% LAST YEAR.

THESE ARE THE NUMBERS THAT WE REPORT TO THE FBI THROUGH DPS, AND THE UCR CRIMES ARE HOMICIDE, RAPE, ROBBERY, AGGRAVATED ASSAULT, YOUR VIOLENT CRIMES.

YOUR PROPERTY CRIMES ARE BURGLARY, THEFT, AND VEHICLE THEFT.

AND, AGAIN, DOWN 19%, WHICH IS -- CAN'T OVERSTATE HOW GOOD THAT IS.

TOTAL ARRESTS UP THIS YEAR.

DWI ARRESTS UP 6%.

FELONY ARRESTS UP 17%.

AND MISDEMEANOR ARRESTS UP 10%.

THAT'S ACROSS THE ENTIRE DEPARTMENT.

THE VIOLENT CRIME TASK FORCE.

IF YOU'RE WATCHING THE NEWS THEN YOU'VE PROBABLY HEARD ABOUT THE VIOLENT CRIME TASK FORCE.

WE STARTED THAT AT THE END OF 2016.

WE GOT OFF TO A SLOW START IN 2017 AND PROBABLY UP TO ABOUT FULL SPEED COME FEBRUARY OF 2017.

THE VIOLENT CRIME TASK FORCE IS A COMBINATION OF NINE OTHER AGENCIES.

FEDERAL, LOCAL, AND STATE PARTNERS IN THIS.

WE STARTED OUT WITH JUST SAPD AND BEFORE LONG WE HAD EIGHT OTHER AGENCIES THAT WANTED TO JOIN THE EFFORT.

AND THE ARRESTS FROM THE VIOLENT CRIME TASK FORCE, 113% INCREASE OVER LAST YEAR.

113%.

FELONY WARRANTS UP 43%.

NARCOTICS CHARGES, 79% UP.

GANG MEMBERS ARRESTED, 40% UP.

I MEAN, THE NUMBERS JUST ARE POSITIVE ALL THROUGHOUT.

TEXAS ANTI-GANG PROGRAM, OR TAG.

THAT PROGRAM WAS FUNDED BY THE GOVERNOR TO A TUNE OF ABOUT $3 MILLION.

THEY WORK HAND IN HAND WITH OUR STREET CRIMES UNIT.

WE HAVE SIX DETECTIVES EMBEDDED IN THAT UNIT SO THAT THE UNITS CAN COORDINATE ON THEIR ACTIVITIES.

[01:30:01]

THE TEXAS ANTI-GANG PROGRAM INVESTIGATES HIGH-LEVEL GANG ACTIVITIES, WHICH OFTENTIMES BLEEDS OVER TO NARCOTICS ACTIVITY.

BUT YOU CAN SEE THE STATS ON THAT PAGE FOR THEM, AND THEY'VE ONLY BEEN OPERATING SINCE JANUARY.

AND THAT WAS A SLOW START AS WELL, SO THEY'RE DOING REAL GOOD IN THEIR EFFORTS.

AND THERE'S ONLY FIVE OTHER CITIES THAT HAVE AN ANTI-GANG UNIT THAT WAS FUNDED BY THE GOVERNOR.

RICHARDSON, EL PASO, LUBBOCK, HOUSTON, AND MCALLEN.

OUR MENTAL HEALTH UNIT.

WE HAVE BEEN NATIONALLY RECOGNIZED FOR OUR WORK ON MENTAL HEALTH ISSUES.

WE HAVE AN IMPACT UNIT THAT DEALS PRIMARILY WITH HOMELESS AND A LITTLE BIT OF BLEEDOVER INTO MENTAL HEALTH ISSUES.

WE HAVE OUR HOPE TEAM WHICH DEALS WITH HOMELESSNESS AND HELPING THEM RECOVER.

IDENTIFICATION, SOCIAL SECURITY CARD, BIRTH CERTIFICATES, THAT SORT OF THING.

AND WE HAVE OUR MENTAL HEALTH HOPE AND IMPACT TEAM WHICH DEALS WITH A COMBINATION OF MENTAL HEALTH AND HOMELESS ISSUES.

AND WE STARTED THAT MENTAL HEALTH UNIT BACK IN 2008.

THE IMPACT TEAM WAS IN 2015 WE STARTED.

AND THE IMPACT TEAM CONSISTS OF TWO POLICE OFFICERS NOT WEARING A UNIFORM.

PARAMEDIC FROM FIRE, AND SOMETIMES A CLINICIAN FROM THE CENTER FOR HEALTHCARE SERVICES.

YOU'VE OFTEN HEARD ME TALK ABOUT THERE ARE CERTAIN PROBLEMS THAT WE CAN'T ARREST AWAY.

WE CANNOT EMERGENCY DETAIN MENTAL ILLNESS AWAY.

SO FAR IN THE LAST FIVE YEARS WE HAVE EMERGENCY DETAINED OVER 63,000 INDIVIDUALS.

WHICH MEANS WHEN AN OFFICER COMES ACROSS SOMEONE ON THE STREET WHO IS IN MENTAL CRISIS OR MENTALLY ILL, IF THAT PERSON IS A DANGER TO THEMSELVES OR OTHERS IN THE OPINION OF THE OFFICER, THAT OFFICER WILL TAKE THEM TO THE HOSPITAL FOR PSYCHIATRIC EVALUATION.

AND MOST OFTEN THOSE FOLKS END UP BACK ON THE STREET.

BUT 63,000 PEOPLE IN FIVE YEARS WE HAVE EMERGENCY DETAINED.

AND WHAT WE NEED IS HELP UP FRONT WITH THIS ISSUE.

BY THE TIME THEY GET TO US WE'RE DEALING WITH, YOU KNOW, WITH THEIR ISSUES FROM A LAW ENFORCEMENT PERSPECTIVE, NOT FROM A MEDICAL PERSPECTIVE THE WAY THEY SHOULD BE DEALT WITH.

THE NEXT SIX SLIDES WE'RE GOING TO TALK ABOUT IMPROVEMENTS.

LAST YEAR OUR BUDGET FOR RECRUITING WAS $85,000.

WHEN WE DECIDED TO HAVE A WEBSITE DEALING WITH RECRUITING AND HOW TO GET ON AT THE DEPARTMENT, IT TOOK UP $75,000 OF THAT $85,000, WHICH LIMITED OUR ABILITY TO TRAVEL AND DO TARGETED RECRUITMENT EFFORTS.

SO WE'RE ASKING FOR $150,000 ON TOP OF THAT THIS YEAR, WHICH WILL ENABLE US TO TRAVEL ACROSS THE COUNTRY AND RECRUIT AT A BETTER RATE THAN WE DID LAST YEAR.

THE ACTIVITIES AND RESOURCES THAT WILL BE FUNDED WITH THE $150,000 ARE MEDIA ADVERTISEMENTS AND TARGETED CAMPAIGNS AT COLLEGES, MILITARY INSTALLATIONS, AND A NUMBER OF APPLICATION DRIVES.

IF WE SEE AN IMPROVEMENT IN THE NUMBER OF APPLICATIONS THAT WE GET, THEN WE'LL LOOK TO HIRE TWO CIVILIAN SUPPORT POSITIONS AND TWO DETECTIVE POSITIONS TO PERFORM BACKGROUND CHECKS SO WE CAN KEEP UP WITH THE INCREASED NUMBER OF APPLICANTS.

THE NEXT IMPROVEMENT PROPOSED IS A LEADERSHIP DEVELOPMENT PROGRAM.

THIS PROGRAM IS PUT ON BY IACP, OR INTERNATIONAL ASSOCIATION OF CHIEFS OF POLICE.

THIS IS THEIR FLAGSHIP PROGRAM AND IT TEACHES THE ENTIRE DEPARTMENT ABOUT LEADERSHIP.

IT TEACHES EVERYONE TO BE A LEADER.

IT'S A THREE-MONTH PROGRAM -- SORRY.

IT'S A THREE-WEEK PROGRAM THAT TAKES A FEW MONTHS TO COMPLETE.

WE WILL TRAIN THE TRAINERS.

ONCE WE TRAIN THE TRAINERS THEN EVERYONE AT THE DEPARTMENT WILL BE TRAINED IN THE LEADERSHIP PROGRAM.

THIS NEXT ENHANCEMENT IS SOMETHING THAT WE'RE PILOTING RIGHT NOW.

AND, YOU KNOW, WE OFTEN TALK ABOUT CUSTOMER SERVICE AND FOLLOW-UP WITH VICTIMS. THIS TECHNOLOGY WILL HELP US DO THAT ON A VERY, VERY CONSISTENT BASIS.

SO THE WAY IT WORKS GENERALLY IS YOU CALL THE POLICE AND AS SOON AS YOU HANG UP OR SHORTLY THEREAFTER YOU'RE GOING TO GET A TEXT MESSAGE OR AN E-MAIL THAT SAYS WE'VE GOT YOUR CALL.

THIS IS YOUR CASE NUMBER.

THE OFFICER WILL BE THERE IN X AMOUNT OF TIME.

EXPECTED TO BE THERE IN X AMOUNT OF TIME.

SO THAT IF YOU CALL YOU KNOW

[01:35:02]

THAT YOUR CALL WAS ACTUALLY RECEIVED AND WHAT HAPPENED TO IT.

AND THEN THE SECOND PART OF THIS IS THE VICTIM NOTIFICATION WHERE IF YOU'RE THE VICTIM OF A CRIME THEN EVERY TIME YOUR DETECTIVE WORKS ON THAT CASE THEN YOU WILL GET AN E-MAIL NOTIFICATION LETTING YOU KNOW THE STATUS OF THAT CASE, WHO THE DETECTIVE IS, AND WHAT NUMBER TO CALL IF YOU HAVE QUESTIONS.

AND I THINK COUNCILWOMAN VIAGRAN, YOU ACTUALLY SAT IN ON ONE OF THOSE DEMONSTRATIONS SEVERAL MONTHS AGO THAT WE HAD ON THIS TECHNOLOGY.

WE ARE AT END OF LIFE RIGHT ABOUT NOW FOR OUR AUTOMATED FIELD REPORTING SYSTEM AND OUR RMS REPLACEMENT.

THE NEW TECHNOLOGY WOULD ALLOW OFFICERS TO BE MORE EFFICIENT IN WRITING THEIR REPORTS FROM THE FIELD.

AND THE RMS REPLACEMENT WOULD GIVE US MORE ABILITY TO PULL DATA, CATALOG REPORTS, STORE DOCUMENTS AS THEY PERTAIN TO ALL THE REPORTS THAT THE OFFICERS AND DETECTIVES ARE TAKING IN THE FIELDS.

AND THEN THE NEXT ONE GIVES US -- NEXT IMPROVEMENT GIVES US THE ABILITY TO PROVIDE MOBILE SURVEILLANCE THROUGHOUT THE CITY.

THESE TWO UNITS WOULD BE USED -- WE'RE LOOKING AT GETTING TWO OF THESE AND THEY WOULD WORK IN NEIGHBORHOODS AND THEY WOULD WORK AT EVENTS.

WE WOULD PUT THEM UP AT CRIME SCENES.

WE WOULD PUT THEM UP AT SPECIAL EVENTS AND IT WOULD GIVE OFFICERS KIND OF A BIRD'S EYE VIEW OF EVERYTHING GOING ON IN THAT AREA.

AND THEY CAN BE CUSTOMIZED TO OUR LIKING ONCE WE HAVE THEM.

THE LAST ENHANCEMENT WOULD BE EIGHT NEW PARK POLICE OFFICERS FOR YOUR EXPANSION OF THE LINEAR CREEKS AND OUR PARKS.

WE'RE LOOKING FOR EIGHT OFFICERS.

FIVE FOR THE OUTER DISTRICTS AND TWO FOR THE LINEAR CREEKWAYS -- SORRY, THREE FOR THE LINEAR CREEKWAYS.

RIGHT NOW WE HAVE 58 PATROL OFFICERS ON THE RIVER WALK DOWNTOWN.

WE HAVE 48 IN THE OUTER DISTRICTS AND 35 ON THE LINEAR CREEKWAYS.

JOSE, ARE YOU HERE? WE DID A STUDY ON WHAT THE APPROPRIATE STAFFING NUMBER FOR THE DEPARTMENT MIGHT BE, AND JOSE IS GOING TO TALK A LITTLE MORE ABOUT THAT.

>> THANK YOU, MAYOR.

GOOD AFTERNOON.

AS CHIEF MENTIONED OVER THE COURSE OF THE LAST FEW MONTHS THE OFFICE OF INNOVATION WORKED WITH THE SAN ANTONIO POLICE DEPARTMENT TO LOOK AT A FEW DIFFERENT THINGS IN RELATION TO THEIR STAFFING.

REALLY CENTERED AROUND THREE SPECIFIC QUESTIONS.

THE FIRST BEING HOW CAN THE POLICE DEPARTMENT ENHANCE RECRUITMENT AND RETENTION.

THAT WAS ONE OF THE THINGS WE LOOKED AT.

SECONDLY IS HOW IS THE POLICE DEPARTMENT USING ITS CURRENT RESOURCES AND ARE THEY BEING ALLOCATED TO IMPROVE AN EQUITABLE LEVEL OF SERVICE AND WORKLOAD? AND, FINALLY, HOW SHOULD THE POLICE DEPARTMENT PLAN FOR GROWTH IN THE FUTURE? SO TODAY I'LL TALK WITH YOU OVER THE COURSE OF THE NEXT FEW SLIDES HOW WE WENT ABOUT THAT AND OUR RECOMMENDATIONS TO POLICE ON HOW TO PROCEED.

SO STARTING OFF WITH POLICE RECRUITMENT, WE WANTED TO GET A COMPREHENSIVE LOOK AT WHAT THE LAST FEW YEARS HAVE LOOKED LIKE IN TERMS OF RECRUITMENT.

SO WE LOOKED AT DATA GOING ALL THE WAY BACK TO FISCAL YEAR 2013 ALL THE WAY THROUGH JUNE OF THIS YEAR IN 2018.

WE ANALYZED LOOKING AT HOW THEY CAME INTO THE SYSTEM, WHERE THEY WERE COMING FROM, WHERE THEY ENDED UP GOING AS FAR AS DID THEY MAKE IT INTO THE ACADEMY, DID THEY FALL OUT AT A CERTAIN POINT IN THE PROCESS.

AND WHAT WE FOUND WAS THAT 52% OF THE APPLICATIONS ORIGINATED IN THE SAN ANTONIO AREA.

SO A LITTLE MORE THAN HALF COME FROM SAN ANTONIO.

ABOUT 30% COME FROM CITIES OUTSIDE OF SAN ANTONIO BUT STILL WITHIN THE STATE OF TEXAS.

AND THEN THE REMAINING AMOUNT ARE FROM OTHER STATES OUTSIDE OF TEXAS LIKE NEW YORK, CALIFORNIA, FLORIDA, MINNESOTA, ET CETERA.

ABOUT 8% OF APPLICANTS WERE THEN ACCEPTED INTO THE POLICE ACADEMY.

SO IN REGARDS TO OUR RECENT RECRUITMENT EFFORTS WE LOOKED AT WHAT WERE SOME OF THE GOOD WINS THAT WE HAVE HAD OVER THE PAST FEW YEARS.

46% OF APPLICATIONS WERE SUBMITTED BY INDIVIDUALS LOOKING FOR INFORMATION ON SAPD'S WEBSITE.

SO THE CHIEF MENTIONED THE ENHANCEMENTS THAT WE DID A FEW YEARS AGO, AND THOSE HAVE WORKED.

WE HAVE SEEN AN UPTICK IN APPLICATIONS COMING THERE SAPD'S WEBSITE.

REFERRALS ACCOUNTED FOR 37%.

SO BEING REFERRED BY A FRIEND OR FAMILY MEMBER WAS ALSO ONE OF THE BIG WAYS THAT WE GOT.

SO THOSE TWO COMBINED REALLY MAKE UP A HUGE MAJORITY OF HOW APPLICATIONS COME IN FOR SAPD.

AND THEN LAST YEAR WHAT I WANTED TO POINT OUT WAS WE HAD A DRIVE IN MAY OF 2017 THAT YIELDED THE HIGHEST NUMBER OF APPLICATIONS IN A SINGLE DAY.

WE HAD 164 APPLICATIONS AT A RECRUITING DRIVE THAT WAS OUT AT THE POLICE ACADEMY.

OUT OF THOSE 164 APPLICATIONS, 18 OF THOSE MADE THEIR WAY TO THE POLICE ACADEMY.

SO IT WAS 11%.

3% ABOVE THE AVERAGE THAT WE'VE SEEN OVER THE LAST FIVE YEARS.

[01:40:01]

IN REGARDS TO PATROL STAFFING, MY STAFF LOOKED AT HOW SOME OTHER CITIES ARE DOING THEIR STAFFING MODELS.

WE LOOKED AT BEST PRACTICES RESEARCH.

WE TALKED WITH ACADEMIC INSTITUTIONS AND WHAT WE FOUND WAS THAT THERE WERE FOUR PRIMARY STAFFING MODELS THAT POLICE DEPARTMENTS USE.

FIRST BEING PER CAPITA, SO BASED ON NUMBER OF OFFICERS PER THOUSAND OF THE POPULATION.

IT'S A FAIRLY SIMPLE CALCULATION TO MAKE.

MINIMUM STAFFING, WHICH IS BASED ON THE ESTIMATED MINIMUM STAFFING THRESHOLD TO PROVIDE ADEQUATE LEVEL OF SERVICE IN EACH COMMUNITY DEFINES THAT LEVEL OF SERVICE DIFFERENTLY.

AUTHORIZED LEVEL, BASED ON BUDGET ALLOCATION TO DETERMINE STAFFING.

SO HOW MUCH MONEY DO YOU HAVE AND HOW MUCH CAN YOU AFFORD? AND WORKFORCE MODELING BASED ON ACTUAL WORKLOAD.

WE FOUND THIS WAS THE PREFERRED METHOD, BUT IT'S VERY COMPLEX.

IT REQUIRES A LARGE AMOUNT OF DATA.

AND SO POLICE DEPARTMENTS ARE JUST STARTING NOW TO ADOPT THIS METHOD, BUT IT IS THE PREFERRED METHOD.

IN REGARDS TO WORKLOAD BASE ANALYSIS SO THE TIME THAT IS COMMITTED TO RESPONDING TO CALLS FOR SERVICE AND THEN UNCOMMITTED TIME WHICH IS TIME THAT AN OFFICER ALLOCATES TO OFFICER-INITIATED ACTIVITIES.

EXAMPLES WOULD BE TRAFFIC STOPS OR INVESTIGATING SUSPICIOUS ACTIVITY.

THINGS THAT ARE NOT GENERATED BY A CALL FOR SERVICE.

AND SO AS WE LOOKED AT BEST PRACTICE RESEARCH, THERE IS A PREFERRED TIME BETWEEN THOSE TWO.

60% OF AN OFFICERS TIME, ACCORDING TO THE RESEARCH, SHOULD BE SPENT ON ON-CALL TIME.

RESPONDING TO CALLS FOR SERVICE.

40% OF THAT SHOULD THEN BE COMMITTED TO UNCOMMITTED TIME.

THE CONSULTING FIRM RECOMMENDED 35% TO 45%, WHICH IS WELL WITHIN THE RESEARCH THAT WE FOUND AS WELL.

JUST WANTED TO MAKE THAT POINT.

SO AS WE LOOKED AT STAFFING AND DEVELOPING A TOOL THAT SAPD COULD USE MOVING INTO THE FUTURE, WE HAVE A VERY GOOD DATA-RICH ENVIRONMENT THROUGH OUR COMPUTER AIDED DISPATCH SYSTEM.

WORKLOAD BASE MODELS, WHICH IS THE MODEL WE BEGAN TO DEVELOP, MEANS A LOT OF DATA.

YOU NEED TO KNOW A LOT ABOUT THE CALLS FOR SERVICE, HOW MUCH TIME OFFICERS ARE SPENDING ON THE CALL, HOW LONG THOSE CALLS ARE TAKING, WHAT THOSE CALLS ARE FOR SO THAT YOU CAN ADEQUATELY PREDICT WHAT THE STAFFING NEEDS ARE.

SO WE ANALYZED ABOUT 10 MILLION RECORDS BETWEEN FY2013 AND FY2017.

WE LOOKED AT THAT BY SUBSTATION AND SHIFTS, TIME OF DAY AS WELL.

AND THEN AGAIN JUST REVIEWING SOME OF THE BEST PRACTICE RESEARCH THAT WAS OUT THERE.

AND WHAT WE FOUND WAS THAT ON A CITY-WIDE AVERAGE THE DEPARTMENT RIGHT NOW IS AT A 60/40 SPLIT.

60% OF AN OFFICER'S TIME ON THE PATROL UNIT IS SPENT ON RESPONDING TO CALLS FOR SERVICE AND 40% OF THAT IS UNCOMMITTED TIME, MEANING THEY ARE MAKING PATROL STOPS, INVESTIGATING SUSPICIOUS ACTIVITY.

FROM A CITYWIDE PERSPECTIVE WE'RE WELL WITHIN THAT BENCHMARK FROM THE BEST PRACTICE RESEARCH.

WHEN WE TAKE THAT DOWN TO LOOK AT THE RANGE BY SUBSTATION, SHIFT, AND TIME OF DAY WE START TO SEE SOME VARIATION THERE.

WE FOUND THAT RANGE WAS BETWEEN 37 AND 80% ON-CALL TIME.

THERE ARE A LOT OF FACTORS THAT WILL AFFECT THAT.

TIME OF DAY, NUMBER OF CALLS THAT COME INTO THAT SHIFT, WHERE THE SHIFT IS.

AND SO THERE ARE A LOT THAT THESE TO BE TAKEN INTO ACCOUNT THERE.

AND FOR THAT, SAPD HAS PROVIDED A LOT OF GUIDANCE FOR US AS WE DEVELOPED THIS MODEL MOVING FORWARD.

SO AS WE LOOK INTO THE FUTURE IN DETERMINING FUTURE GROWTH, TWO KEY CONSIDERATIONS NEED TO BE TAKEN INTO ACCOUNT.

FIRST, POPULATION AND CALL GROWTH.

IN A WORKLOAD BASE MODEL THESE ARE TWO KEY FACTORS THAT NEED TO BE CONSIDERED.

NOT ONLY THAT THEY NEED TO BE CONSIDERED ON AN ANNUAL BASIS BECAUSE POPULATION CAN CHANGE ANNUALLY AS WELL AS THE CALL GROWTH AS WELL.

SO TO REALLY GET AN ACCURATE PICTURE OF WHAT YOUR DEPARTMENT NEEDS AND WHERE THE RESOURCES NEED TO BE ALLOCATED, THIS NEEDS TO BE DONE ANNUALLY.

AS FAR AS OUR RECOMMENDATIONS ON RECRUITMENT, WE RECOMMENDED TO PD TO INCREASE THE TARGETED APPLICATION DRIVES.

AGAIN, SEEING WHAT WE DID LAST YEAR IN MAY OF 2017, BEING ABLE TO GET 164 APPLICATIONS IN A SINGLE DAY IS SUPER IMPORTANT.

ENHANCING THE REFERRAL BONUS.

WE KNOW THAT'S ONE OF THE MAJOR WAYS THAT APPLICATIONS COME INTO THE SYSTEM.

AND THEN THE LAST PIECE IS UTILIZING OFFICER FOCUS GROUPS TO UNDERSTAND FACTORS THAT LEAD TO RETENTION.

HUMAN RESOURCES AND PD WILL BE FACILITATING AN INPUT SESSION WITH TENURED OFFICERS TO GET THEIR FEEDBACK ON RETENTION, SO THEY WILL BE WORKING WITH OUR HUMAN RESOURCES DEPARTMENT.

REGARDING STAFFING, YOU KNOW, IMPLEMENTING CHANGES TO BALANCING OF THE WORKLOAD.

SO USING A WORKLOAD BASE MODEL

[01:45:04]

THAT WE HAVE DEVELOPED FOR THEM, DOING AN ANNUAL STAFFING REVIEW, AND USING THAT TO CALCULATE FUTURE NEEDS AS WELL.

BE THAT I'M GOING TO TURN IT OVER TO THE CHIEF FOR THE REMINDER.

>> CHIEF: SO THESE LAST THREE SLIDES WE'RE GOING TO TALK ABOUT STAFFING AND RECRUITING.

SO WHAT YOU'RE LOOKING AT HERE, THE NUMBERS IN BLUE ARE CURRENT STREET-LEVEL STAFFING.

THE NUMBERS IN GOLD ARE THE NUMBER OF CADETS RIGHT NOW WE HAVE IN THE ACADEMY.

AND THE NUMBER ON THE VERY TOP IS OUR AUTHORIZED STAFFING.

AS YOU CAN SEE THAT RED BAR GOING UP, THAT RED LINE GOING UP, OUR STAFFING HAS INCREASED EVERY YEAR FOR THE PAST FEW YEARS, AND IT CONTINUES TO RISE.

WE CURRENTLY HAVE ABOUT 109 CADETS OR SO.

I'M SORRY.

109 VACANCIES OR SO.

IF YOU LOOK AT THE NEXT GRAPH IT SHOWS THAT OUR HIRING AND OUR ATTRITION RATE, OUR HIRING RATE IS PASSING OUR ATTRITION RATE.

THE READY IS OUR ATTRITION RATE.

THE BLUE IS OUR HIRING AND THE LITTLE SHADED BLUE LINE ON THIS YEAR AND NEXT YEAR IS WHAT WE ANTICIPATE TO GRADUATE FROM THE ACADEMY TO INCLUDE OUR ATTRITION RATE THAT WE NORMALLY EXPERIENCE.

AND THEN LASTLY WE HAD FIVE ACADEMY CLASSES IN FISCAL YEAR 2018.

AND WE HAVE ANOTHER FOUR SCHEDULED FOR 2019.

AND WE ANTICIPATE ANYWHERE FROM 40 CADETS ON UP IN EACH OF THOSE CLASSES.

RIGHT NOW THERE ARE THREE CLASSES ONGOING IN THE ACADEMY WITH ABOUT 121 CADETS REMAINING.

AND WE HAVE A GRADUATION COMING UP IN SEPTEMBER.

AND IT TAKES ABOUT 11 MONTHS FROM START TO FINISH BEFORE AN OFFICER IS ABLE TO PATROL BY HIM OR HERSELF ON THE STREETS.

THEY GO THROUGH THE ACADEMY FOR SEVERAL MONTHS AND THEN YOU GO ANOTHER 14 WEEKS FOR YOUR FIELD TRAINING.

AND ONCE YOU'RE DONE WITH YOUR FIELD TRAINING YOU'RE ON YOUR OWN.

AGAIN, THAT TAKES ABOUT 11 MONTHS FROM START TO FINISH.

SO THAT CONCLUDES MY PRESENTATION.

I'LL TAKE ANY QUESTIONS YOU MAY HAVE.

>> MAYOR NIRENBERG: THANKS, CHIEF, FOR THE PRESENTATION.

THANK YOU ALL FOR WALKING US THROUGH SOME OF THE INNOVATIONS.

CHIEF, YOU WERE TALKING ABOUT THE DROP IN CRIME, THE UCR NUMBER IS 19% DOWN.

OBVIOUSLY WHEN WE WERE EXPERIENCING THE CRIME RATE RISE YOU WERE BOMBARDED WITH THE QUESTION WHAT'S CAUSING THAT.

I THINK IT'S FAIR TO ASK YOU THE SAME QUESTION NOW THAT IT'S GONE DOWN.

WHAT DO YOU ATTRIBUTE TO DECREASE TO?

>> CHIEF: WHEN WE STARTED THE VIOLENT CRIME TASK FORCE I WAS SKEPTICAL AS TO WHAT THE RESULT MAY BE.

BUT I THOUGHT THAT IF WE TARGETED -- IF THE ENTIRE DEPARTMENT WAS FOCUSED ON VIOLENT CRIME, DEPLOYMENT THAT WE MIGHT HAVE AN IMPACT.

AND I WAS PLEASANTLY SURPRISED AT THE END OF THE FIRST YEAR THAT WE HAD THE VIOLENT TASK FORCE IN OPERATION THAT WE EXPERIENCED A 6% DECREASE.

AND WE HAVE ONLY PICKED UP SPEED SINCE THEN WITH THAT 19% DECREASE THIS YEAR SO FAR.

WE'RE STILL NOT THROUGH THE YEAR YET BUT HOPEFULLY WE'LL CONTINUE ON THAT PACE AND FINISH THE YEAR IN DOUBLE DIGIT REDUCTION.

I THINK IT'S TARGETED ENFORCEMENT.

WE'RE NOT JUST GOING INTO NEIGHBORHOODS CASTING A WIDE NET HOPING TO CATCH WHOEVER COMMITTING THE CRIME.

WE'RE VERY, VERY TARGETED IN OUR APPROACH.

AND I THINK THAT'S BEEN THE KEY TO IT.

>> MAYOR NIRENBERG: OKAY.

AND THE NUMBERS THAT YOU'RE SHOWING ON THAT SLIDE THERE ARE YEAR OVER YEAR?

>> CHIEF: THAT IS THIS YEAR VERSUS YEAR TO DATE LAST YEAR.

>> MAYOR NIRENBERG: SAME TIME PERIOD FROM JANUARY TO JULY.

OKAY.

THANK YOU.

I DON'T HAVE ANY FURTHER QUESTIONS.

I THINK YOU GUYS ARE DOING A GREAT JOB.

AGAIN, KUDOS TO YOUR COMMAND STAFF AND ALL OF THE MEN AND WOMEN OF THE SAN ANTONIO POLICE DEPARTMENT.

CHIEF, YOU HAVE UNDERGONE A LOT OF STRESS LATELY BUT I HOPE YOU KNOW HOW MUCH WE THINK OF YOU AND JUST HOW DIFFICULT AND COMPLEX YOUR JOB HAS BECOME, AND ALSO THE PEOPLE THAT YOU OVERSEE.

YOU ARE A FANTASTIC POLICE CHIEF AND APPLAUD ALL THE WORK THAT YOU'RE DOING NAVIGATING SOME OF

[01:50:01]

THESE REALLY DIFFICULT ISSUES.

KEEP UP THE GOOD WORK, CHIEF.

APPRECIATE IT.

>> THANK YOU, MAYOR.

>> MAYOR NIRENBERG: COUNCILMAN TREVINO.

>> TREVINO: THANK YOU, MAYOR.

AND THANKS, CHIEF.

I TOO WILL ECHO THE WORDS OF THE MAYOR.

I THINK YOU'RE DOING AN AMAZING JOB AND I REALLY ENJOY WORKING WITH YOU, CHIEF, AS WELL AS YOUR ENTIRE DEPARTMENT FOR ALL THAT YOU DO.

AND I WANT TO POINT OUT SOMETHING SPECIAL THAT I THINK HAS BEEN AN INCREDIBLE IMPACT TO THE CENTER CITY, TO MY DISTRICT.

AND IT'S THESE MENTAL HEALTH PROGRAMS. BECAUSE WE DON'T TALK ABOUT THIS ENOUGH.

AND I'M GLAD THAT YOU'RE REALLY HIGHLIGHTING THIS.

AND I JUST WANT TO ASK A COUPLE OF QUESTIONS.

YOU KNOW, WE'VE BEEN VERY, VERY STRATEGIC ABOUT THIS APPROACH AND WE KNOW THAT WE'RE ALSO WORKING WITH OTHER PARTNERS IN THIS PROGRAM.

BUT TALK JUST A LITTLE BIT ABOUT THOSE PARTNERSHIPS.

BECAUSE THAT'S ALSO CRITICAL HOW WE WORK WITH OUR DEPARTMENT OF HUMAN SERVICES, MELODY WOOSLEY AND HAVEN FOR HOPE AND THE SUCCESS OF THESE PROGRAMS REALLY IS CENTERED AROUND THIS COLLABORATION.

AND THEN I WANT TO KNOW WHAT MORE CAN WE DO, ESPECIALLY AS A CITY COUNCIL, TO SUPPORT YOUR EFFORTS.

>> CHIEF: WELL, MELODY HAS BEEN INVOLVED IN THIS EFFORT.

SHE'S RIGHT IN THE THICK OF IT WITH US WORKING WITH THE HAVEN FOR HOPE, WHO IS A VERY GOOD PARTNER FOR US.

WHEN WE COME ACROSS HOMELESS ENCAMPMENTS OR EVEN A HOMELESS PERSON WE THINK CAN BE HELD BY THE HAVEN FOR HOPE, WE'LL GIVE THEM A CALL AND THEY'LL ACTUALLY COME OUT AND PICK THE PERSON UP IF THEY WANT TO GO, AND THEY'LL TAKE THEIR ANIMALS AND BELONGINGS, IF THEY HAVE PETS.

CENTER FOR HEALTHCARE SERVICES, YOU KNOW, IS A PARTNER OF OURS.

WE TAKE -- WE HAVE AN INEBRIATED CENTER FOR FOLKS WHO HAVE HAD TOO MUCH TO DRINK.

THE LAST THING WE WANT TO DO IS ARREST THEM SO WE TAKE THEM TO THE INEBRIANT CENTER, UNLESS THEY HAVE OTHER ISSUES GOING ON AND WE HAVE TO ARREST THEM.

WE WORK FOR CENTER FOR HEALTHCARE SERVICES.

WE'RE ALL IN IT TOGETHER.

WE ALL WORK PRETTY CLOSELY TOGETHER.

ONE OF THE BIG THINGS THAT WE STARTED TO DO WAS WE ARE ABLE TO MAKE A PHONE CALL TO ONE OF THE HOSPITALS AND THEY CAN DIRECT US TO WHERE TO TAKE THESE 65,000 PEOPLE THAT EMERGENCY DETAINS, INSTEAD OF GOING AROUND SEARCHING FOR A HOSPITAL.

THE OFFICER KNOWS DIRECTLY WHERE TO GO AND IT SAVES THEM A LOT OF TIME AND EFFORT.

AND AS FAR AS COUNCIL GOES, YOU KNOW, I THINK WE CONTINUE -- WE NEED TO CONTINUE TRYING TO FIND A WAY TO PROVIDE BEDS FOR SOME OF THESE FOLKS WHO NEED TO BE COMMITTED.

THAT'S THE ONLY THING THAT'S MISSING RIGHT NOW IN THE EQUATION.

AND WHEN WE DON'T HAVE BEDS TO PROVIDE FOR THESE FOLKS WE WIND UP DEALING WITH THEM ON THE STREET.

SO TREATMENT IS PROBABLY THE BIGGEST THING THAT WE NEED RIGHT NOW

>> TREVINO: WE AGREE WITH THAT.

IN FACT, ONE OF THE CONSEQUENCES OF NOT HAVING THAT AVAILABLE IS JUST WANT TO THANK YOUR DEPARTMENT AND MELODY WOOSLEY AND ERIK WALSH.

WE HAVE BEEN WORKING A LOT TO REALLY GET A SENSE FOR HOW WE CAN CLEAN THESE PLACES UP.

THE NEIGHBORHOODS HAVE REALLY SEEN THE IMPROVEMENTS BUT WE'RE DOING IT IN A VERY SPECIFIC WAY AND IT'S NOT A VERY SIMPLE TASK, BUT WE'RE JUST GLAD THAT WE HAVE THESE COLLABORATIONS IN PLACE SO THAT WE CAN TRY TO FIND THE BEST APPROACH TO HANDLE A VERY HUMAN SITUATION.

AND YOUR POINT, WITHOUT UNDERSTANDING KIND OF THE ENTIRE PICTURE, IT'S DIFFICULT FOR THE COMMUNITY TO UNDERSTAND WHY THESE ENCAMPMENTS ARE OCCURRING IN THEIR NEIGHBORHOOD.

AND IT'S HAPPENING THROUGHOUT THE ENTIRE CITY, IS THAT CORRECT?

>> AND JUDGE BULL AND I HAVE BEEN IN CONVERSATION ABOUT THE WHOLE BED AND COMMITMENT ISSUE, SO IT'S AN ONGOING CONVERSATION THAT HAS NOT STOPPED SINCE IT STARTED PROBABLY THREE OR FOUR YEARS AGO.

>> TREVINO: YEAH.

WELL, I WANT TO THANK YOU FOR THAT.

YOU MENTIONED JUDGE BULL.

WE'RE REALLY ALSO THRILLED ABOUT THE YOUTH REENGAGEMENT CENTER.

THAT IS A BIG PLUS FOR THE CITY AND CERTAINLY THE FOLKS AROUND THE FRANK GARRETT CENTER ARE VERY EXCITED ABOUT HAVING A YOUTH REENGAGEMENT CENTER THERE LAYERED ON TOP OF INCREDIBLE

[01:55:01]

PROGRAMS THAT ARE BEING RUN EVERY DAY.

MARIA, THANK YOU FOR ALL YOUR HELP ON THAT AS WELL.

I HAVE ALSO WANT TO MENTION APPRECIATE THE ADDITIONAL PARK POLICE ON THE LINEAR CREEKWAYS.

THAT IS A BIG PLUS.

THAT IS A HUGE ASK IN OUR COMMUNITY.

AND THEN OF COURSE LASTLY JUST A SIMPLE QUESTION REGARDING YOUR CADETS.

WHAT IS THE GRADUATION PERCENTAGE RATE OF YOUR CADETS?

>> CHIEF: WE HAVE ABOUT A 20% ATTRITION RATE.

RIGHT NOW I THINK RIGHT THIS MINUTE IS ABOUT 18%.

BUT TYPICALLY AVERAGES OUT ABOUT 20%.

>> TREVINO: WELL, IT'S NOT EASY TO GET IN BUT IT'S SOMETHING THAT, YOU KNOW, WE'RE GLAD THAT WE'RE SEEING AN UPTICK IN APPLICATIONS, BECAUSE IT'S OBVIOUSLY NOTOT A SIMPLE PROCES.

JUST WANT TO DEMONSTRATE THAT WE DO WANT TO INCREASE THAT UPTICK AND CERTAINLY SUPPORT ANY MORE EFFORTS TO HELP ENCOURAGE THOSE IN OUR COMMUNITY TO APPLY.

>> CHIEF: A BIG ADDITION TO THE APPLICATION PROCESS IS THE WEBSITE.

BEING ABLE TO TAKE APPLICATIONS ONLINE.

WE'VE SEEN AN INCREASE, I WANT TO SAY 45% OF OUR APPLICATIONS COME FROM ONLINE APPLICATIONS.

SO THAT'S BEEN A BIG HELP.

>> TREVINO: THAT'S GREAT.

AND YOU JUST REMINDED ME ALSO YOU MENTIONED THE CUSTOMER RESPONSE SYSTEM.

I THINK THAT'S REALLY -- I THINK THAT'S AMAZING.

I'D LIKE TO SEE MORE ABOUT THAT.

AND SPECIFICALLY DO WE OFFER THAT IN SPANISH, DO YOU KNOW?

>> CHIEF: WELL, WE CAN, YES.

IF THERE ARE SPANISH SPEAKERS WHO CALL IN WE SEND BACK A RESPONSE IN SPANISH.

BUT THAT PROGRAM IS HUGE, IN MY OPINION.

I MEAN, EVERY SINGLE PERSON THAT CALLS IN GETS A RESPONSE.

EVERY SINGLE PERSON WHO IS A VICTIM WILL HAVE INFORMATION ON WHO THEIR INVESTIGATOR IS, WHO TO CALL IF THEY HAVE QUESTIONS AND BE UPDATED ON WHAT'S HAPPENING WITH THEIR CASE.

AND THE LAST THING I -- NO, I DID MENTION IT -- IS THE ABILITY TO CONDUCT SURVEYS.

SO WE HAVE MILLIONS OF PEOPLE IN THE CAT SYSTEM, MILLIONS OF DATA RECORDS ON FOLKS WHO CALL IN.

AND IF WE WANT TO PUT A SURVEY OUT ON WHATEVER, YOU KNOW, WE CAN DO THAT WITH THE FLIP OF A SWITCH.

>> TREVINO: IT IS AMAZING.

WELL, YOU'VE GOT MY SUPPORT ON THAT.

THANKS, CHIEF.

THANKS FOR THAT PRESENTATION.

THANK YOU, MAYOR.

>> MAYOR NIRENBERG: THANK YOU, COUNCILMAN TREVINO.

COUNCILMAN COURAGE.

>> COURAGE: THANK YOU, MAYOR.

I GUESS MY QUESTION IS FOR THE CITY MANAGER.

IT'S REGARDING THE ANALYSIS ON DETERMINING THAT WORKLOAD BASIS IS THE PREFERRED BASIS FOR DETERMINING THE TO WHAT MOST PEOPLE TAKE FOR GRANTED IS THE NUMBER OF POLICE PER CIVILIANS IN A CITY.

IF THAT'S THE KIND OF THING THAT PEOPLE ASK ME ABOUT, AND THAT'S WHAT A LOT OF PEOPLE SAY.

WE'VE GOT FEWER POLICE PER PERSON IN SAN ANTONIO THAN MANY OF THE OTHER CITIES DO.

AND SO THIS IS A LEVEL OF CONCERN TO THEM.

AND I THINK IT'S A LITTLE DIFFICULT FOR ME TO SAY, WELL, IT ALL DEPEND ON THE WORKLOAD.

I GUESS WHAT WOULD HELP ME UNDERSTAND IT WOULD BE IF WE COULD SEE A REAL COMPARISON, FOR EXAMPLE WHAT THE NUMBERS WERE FOR THE CRIME RATES.

FOR POLICE DEPARTMENTS THAT HAVE DETERMINED THAT THE WORKLOAD IS THE BEST WAY OF MEASURING.

YOU'VE GOT A WORKLOAD THAT WORKS AND YOU'VE GOT A POLICE FORCE THAT MAY BE SMALLER THAN OTHERS THAT HAVE A CERTAIN POPULATION, YOU'RE PROVING THAT IT'S THE WORKLOAD THAT REALLY HELPS US MAKE SURE THAT THE COMMUNITY IS SAFE.

ON THE OTHER HAND, IF THE CRIME STATISTICS ARE HIGH AND THEN YOU LOOK AT SOME THAT HAVE MORE POLICE OFFICERS PER CAPITA, YOU KNOW, PEOPLE ARE GOING TO SAY WHY DON'T WE HAVE MORE POLICE? SO I'D SURE LIKE TO KNOW IF THAT WAS PART -- IF THERE WAS A COMPARISON BETWEEN THE TWO.

AND IF THAT WAS USED IN DETERMINING THAT THIS WAS THE PREFERRED METHOD.

>> SCULLEY: SO NUMBER OF OFFICERS PER 1,000 POPULATION IS NOT THE ONLY WAY.

IT'S ALSO KIND OF AN OLDER WAY OF LOOKING AT IT.

THAT IS ONE FACTOR.

BUT GEOGRAPHY ALSO MAKES A DIFFERENCE IN THE COMMUNITY AND WHAT WE'RE STUDYING NOW ARE BEST PRACTICES AMONG THE MAJOR CITIES IN THE COUNTRY.

SO, YES, WE LOOK AT CRIME RATES

[02:00:01]

OF OTHER CITIES.

ALSO PROACTIVE TIME IS A BIG COMPONENT OF THIS.

SO WE WANT TO DO PREVENTIVE WORK.

TWO EXAMPLES.

ONE, WHAT JOSE TALKED ABOUT JUST A BIT AGO IN TERMS OF HOW MUCH TIME OUR OFFICERS ON PATROL ACTUALLY SPEND IN A PROACTIVE WAY, AS OPPOSED TO RESPONDING TO CALLS FOR SERVICE.

AND THAT FIRST THE 60/40 -- OR 65/35 BALANCE IN THERE, THAT DIFFERENT.

SECONDLY, SOME OF THE TARGETED WORK THAT THE CHIEF HAS UNDERTAKEN OVER THE PAST COUPLE OF YEARS.

THAT IS THE VIOLENT CRIME TASK FORCE, FOR EXAMPLE, THAT IS TARGETING THOSE REPEAT OFFENDERS THAT ARE DOING SOME OF THE WORST CRIME IN THE COMMUNITY.

THE MOST VIOLENT CRIME, THE MOST DESTRUCTIVE IN DRUGS AND GANG ACTIVITY, AND THE HOMICIDES.

SO WE LOOK AT ALL OF THOSE FACTORS WITH REGARD TO THE STAFFING LEVELS.

AND AS THE CHIEF DESCRIBED, OUR RESPONSE TIMES ARE DOWN IN RESPONDING TO CALLS FOR SERVICE.

THEY HAVE ARRESTED MORE PEOPLE THAN THEY HAVE IN THE PAST, AND THEY'RE DOING MORE PROACTIVE POLICING IN THE COMMUNITY.

I DON'T THINK I'VE EVER WORKED ON A BUDGET IN THE PAST 30 YEARS OF MY CAREER WHERE PEOPLE DIDN'T SAY WE NEED MORE OFFICERS.

AND OVER THE PAST DECADE WE HAVE ADDED SEVERAL HUNDRED.

IN FACT, BETWEEN POLICE AND FIRE TOGETHER WE'VE ADDED 650 POLICE AND FIRE -- NEW POSITIONS.

AND THAT'S FILLING VACANCIES AND THEN ADDING POSITIONS OVER THE PAST DECADE.

WE'RE A GROWING COMMUNITY AND WE'LL CONTINUE TO TAKE ALL OF THOSE FACTORS INTO CONSIDERATION.

AND IF IT WOULD BE HELPFUL FOR YOUR NEIGHBORHOOD GROUPS, WE'RE HAPPY TO PUT A FEW POINTS TOGETHER IN TERMS OF THOSE STATISTICS AS TO HOW WE COMPARE TO OTHER MAJOR CITIES AND WHAT THOSE CRITERIA MEAN SO THAT IT'S A LITTLE BIT EASIER TO UNDERSTAND.

AND I KNOW THAT THE CHIEF IS WILLING, AND HE'S COME OUT TO THE COMMUNITY AS WELL TO TALK WITH THE NEIGHBORHOOD ASSOCIATIONS.

AND SO WE, HE, I, OTHERS IN THE DEPARTMENT, ERIK, WE'RE ALL WILLING TO COME OUT AND HAVE THAT CONVERSATION.

>> COURAGE: OKAY.

I APPRECIATE THAT.

I THINK BEING ABLE TO LOOK AT THOSE KINDS OF COMPARISONS ENABLE ME TO BE ABLE TO EXPLAIN IT A LITTLE BIT BETTER SO THE PEOPLE IN OUR COMMUNITY AS THEY ASK ABOUT THAT.

BUT I DO HAVE ANOTHER QUESTION.

IT LOOKED LIKE THERE WAS AN INCONSISTENCY TO ME.

AND, CHIEF, IT WAS COMPARING PAGE 25 AND 26.

ON PAGE 25 YOUR PROJECTIONS FOR CADETS GRADUATING THIS YEAR IS 121 -- PROJECTED FOR THE END OF THIS YEAR.

BUT ON PAGE 26 YOUR PROJECTION FOR CADETS IS 174.

THAT'S LIKE A HUGE DIFFERENCE.

>> COUNCILMAN, THE 121 IS HOW MANY CADETS WE HAVE ACTIVELY IN TRAINING RIGHT NOW.

THAT'S NOT A PROJECTION.

THAT'S A NUMBER THAT'S CURRENTLY IN THE THREE CADET CLASSES.

>> COURAGE: HOW COME YOU DIDN'T FIGURE OUT HOW MANY MORE YOU'RE GOING TO HAVE BY THE END OF THE YEAR? THAT KIND OF LETS US KNOW WHAT WE'RE GOING TO HAVE BY THE END OF THE YEAR.

>> WE ANTICIPATE ONE MORE CLASS THIS FISCAL YEAR, AND WE'RE PROJECTING 40 IN THAT CLASS.

>> COURAGE: 40 GRADUATES?

>> 40 TO START AND THEN WE'LL APPLY A 20% ATTRITION RATE.

31 OR 32.

IT'S STILL ONLY 150 AND NOT 174.

THAT'S A WIDE MARGIN OF SAYING THIS IS THE CADETS WE'RE GOING TO HAVE AND THIS IS THE CADETS WHAT WE'RE REALLY GOING TO HAVE.

>> WHAT THE 121 DOESN'T REPRESENT IS CLASSES THAT HAVE GRADUATED THIS THIS YEAR.

IT'S NOT A FULL PICTURE.

>> COURAGE: OH, WELL, I WOULD HAVE EXPECTED THAT .

I WOULD LIKE TO SEE THAT INFORMATION.

I WOULD LIKE THE REASSURANCE WHEN WE LOOK AT THIS THAT THEY KIND OF BALANCE WHEN YOU LOOK AT ONE TO THE OTHER.

OKAY.

THANK YOU.

NO QUESTIONS.

>> MAYOR NIRENBERG: THANK YOU, COUNCILMAN COURAGE.

COUNCILMAN PELAEZ.

>> PELAEZ: THANK YOU, MAYOR.

I WANT TO PAY YOU A COMPLIMENT AND THEN I'VE GOT A QUESTION.

AND I REALLY DON'T KNOW THE ANSWER.

USUALLY I KNOW THE ANSWER TO MY QUESTIONS BEFORE I ASK THEM.

YEAH, YEAH.

>> CHIEF: I'LL MAKE UP THE ANSWER IF I DON'T KNOW IT.

>> PELAEZ: MY COMPLIMENT IS I REALLY WANT TO TALK TO YOU ABOUT TWO OFFICERS IN PARTICULAR.

I'M ONLY GOING TO TALK TO YOU ABOUT TWO OFFICERS IN PARTICULAR BECAUSE WE DON'T HAVE ENOUGH TIME FOR ME TO TELL YOU ABOUT ALL THE OFFICERS I WANT TO TALK TO YOU ABOUT.

ONE OF THEM IS A FELLOW BY THE NAME OF SERGEANT ESPARZA AT THE

[02:05:03]

PRUE ROAD SUBSTATION.

ANOTHER IS A FELLOW BY THE NAME OF TIM HENRY.

I WANT TO HIGHLIGHT TWO THINGS THESE GUYS HAVE DONE FOR US.

SERGEANT ESPARZA HAD THE BRIGHT IDEA, ON HIS OWN, THAT TOO MANY PEOPLE ARE STEALING TAILGATES FROM PICKUP TRUCKS IN OUR NEIGHBORHOODS.

THEY JUST WALK UP AND POP THE TAILGATES RIGHT OFF.

ON HIS OWN HE GOT ALL OF HIS COMPADRES AND INSTALL HE'S LITTLE DEVICES ON PEOPLE'S TAILGATES FOR FREE.

THEY SPENT THE ENTIRE MORNING JUST DOING THAT.

WE HAD 100-PLUS PEOPLE SHOW UP.

VERY, VERY GRATEFUL THAT SOMEBODY HAD THOUGHT ABOUT THEM AND THE SIMPLEST OF LITTLE DEVICES.

HE DID THAT ON HIS OWN.

VERY ENTREPRENEURIAL OF HIM.

WENT AND GOT A SPONSOR.

GOT OUR FRIENDS AT RED MCCOMBS TO DO IT.

IT WAS A HUGE SUCCESS.

THE SECOND OFFICER IS A GUY BY THE NAME OF TIM HENRY.

PATROL SAFFE OFFICER.

WE HAD A DISPUTE IN THE NEIGHBORHOOD BETWEEN SOME HOMEOWNERS WHO WERE ANGRY AT OTHER HOMEOWNERS, AND EACH ONE HAD VERY GOOD AND INTERESTING ARGUMENTS.

BUT OFFICER HENRY DECIDED HE WAS GOING TO TAKE OFF HIS COP HAT AND PUT ON HIS MEDIATOR HAT AND CONVENED A MEETING BETWEEN ALL THE NEIGHBORS AND GOT THEM ALL TO AGREE ON A WAY FOR THEM TO CONTINUE LIVING AS NEIGHBORS, AS OPPOSED TO OPPONENTS, RIGHT? THE REASON I WANT TO MENTION THAT IS BECAUSE I KEEP HEARING STORIES THROUGHOUT SAN ANTONIO, OVER AND OVER AND OVER AGAIN OF EXAMPLES LIKE, YOU KNOW, SAM AND TIM WHO AREN'T JUST DRIVING AROUND LOOKING FOR CRIMES THAT, YOU KNOW, THAT NEED TO BE RESOLVED BY ARRESTING PEOPLE.

THESE GUYS REALLY ARE EXHIBITING SOME VALUES THAT I THINK ARE IMPORTANT FOR US TO COMMUNICATE TO OUR PUBLIC, AND THAT IS THESE ARE SAN ANTONIANS TOO AND THEY ARE CARING ABOUT THEIR COMMUNITY THE WAY WE WANT NEIGHBORS TO CARE ABOUT EACH OTHER.

AND SO WHATEVER IT IS YOU HAVE DONE, CHIEF, TO NURTURE THAT DRIVE IN PEOPLE LIKE SAM'S ENTREPRENEURIAL EFFORTS TO FIGURE OUT NEW AND INNOVATIVE WAYS TO HELP OUT HIS NEIGHBORS.

AND LIKE TIM'S EFFORTS TO REALLY CARE ABOUT, YOU KNOW, THAT THESE PEOPLE GET ALONG IS, TO ME, WORTH ITS WEIGHT IN GOLD.

IT'S INVALUABLE.

THERE'S NOT THAT YOU HAVE MANAGED.

FOR THAT I AM ETERNALLY GRATEFUL.

THAT'S ALL I HEAR FROM MY CONSTITUENTS IS HOW MUCH THEY LOVE THEIR SAFE OFFICERS AND HOW MUCH BETTER THEIR LIVES ARE EVERY TIME THEY HAVE INTERACTIONS WITH POLICE.

I CAN TELL YOU THAT'S NOT WHAT PEOPLE SAY IN OTHER CITIES, AND THEY SAY THAT HERE.

SO I CELEBRATE THAT.

SO MY QUESTION.

PANHANDLING IS A BIG PROBLEM IN MY DISTRICT, REALLY BIG PROBLEM.

I HAVE HEARD YOU SAY TO US WE CAN'T ARREST OUR WAY OUT OF THIS PROBLEM.

EVERY TIME WE FIND A PANHANDLER, RUN HIM OFF, HE COMES BACK TOMORROW OR THERE'S A RING OF PANHANDLING.

THERE'S AN ENTERPRISE THAT DROPS THEM OFF IN DIFFERENT PLACES AROUND TOWN.

THAT'S FINE.

WHAT DO YOU NEED, THOUGH, FROM US? LIKE WHAT TOOLS ARE NOT AVAILABLE TO YOU TO PUT A BIGGER DENT IN THE PANHANDLING PROBLEM THAT WE'RE NOT DOING? IS THERE SOMETHING MORE THAT YOU WISH YOU HAD TO HELP YOU GET THAT? AND IF THE ANSWER IS NOT MORE POLICING, THEN THAT'S OKAY.

BUT I NEED TO EXHAUST THAT POSSIBILITY SO THAT I CAN TELL MY CONSTITUENTS THAT WE'RE DOING EVERYTHING WE CAN BE DOING.

>> CHIEF: YOU KNOW, I DON'T KNOW IF IT'S ANYTHING THE COUNCIL CAN DO.

IT'S A MATTER OF WHAT THE LAW ALLOWS YOU TO DO AS POLICE OFFICERS.

AND, YOU KNOW, WE CAN WASTE ALL OUR TIME RUNNING THESE FOLKS DOWN TO THE MAG'S OFFICE, WRITING THEM A CITATION, JUST TO HAVE THEM CRUMBLE IT UP AND THROW IT ON THE GROUND AND COME BACK AN HOUR LATER AND FIND THEM THERE.

OR, YOU KNOW, I MEAN THE METHOD NOW IS WE CONTINUE TO TRY TO RUN THEM OFF.

IF WE COME ACROSS SOMEBODY THAT ACTUALLY NEEDS HELP, WE'RE GOING TO TRY AND GET THEM HELP.

BUT A LOT OF THESE FOLKS ARE OUT THERE SCAMMING.

THEY'RE DOING THAT JUST TO MAKE MONEY TO GO BUY WHATEVER.

I MEAN, IF YOU LOOK AT THEM YOU CAN TELL WHO THEY ARE.

YOU CAN TELL WHICH ONES ACTUALLY NEED HELP AND WHICH ONES ARE OUT THERE JUST PANHANDLING TO MAKE A BUCK.

BUT THE SYSTEM AS IT'S SET UP, IT'S A CLASS A MISDEMEANOR.

THEY ARE TAKEN IN.

THERE'S NO JAIL TIME.

YOU CAN'T PUT THEM BEHIND BARS FOR THAT.

YOU CAN'T MAKE THEM PAY A FINE.

SO THEY ARE SEEN BY THE MAGISTRATE AND THEY ARE RELEASED FOR TIME SERVED AND THEN THEY GO BACK OUT AND DO IT AGAIN.

I MEAN, THERE'S CORNERS THAT I'M SURE YOU DRIVE BY AND EVERYBODY DRIVES BY HERE ON A REGULAR BASIS AND YOU TYPICALLY SEE SOMEBODY THERE.

OFTENTIMES IT'S THE SAME PERSON.

OFTENTIMES IT WILL BE TWO PEOPLE.

ONE OF THEM SITTING IN RELIEF.

WHEN THE PERSON STANDING UP WILL TAKE A BREAK AND THE OTHER ONE WILL COME OUT.

[02:10:02]

BUT IT SHIFTS AROUND.

AND ONE SUCCESS STORY THAT MAY OR MAY NOT IMPRESS YOU, DOWN HERE AT PECOS AND WEST MARTIN.

FOR YEARS AND YEARS AND YEARS THAT PLACE WAS HORRIBLE.

YOU HAD PEOPLE SLEEPING UNDER THE HIGHWAY.

YOU HAD TRASH STREWN ALL OVER THE PLACE.

YOU ALWAYS WOULD HAVE SOMEBODY ON THE ISLAND THERE, THE MEDIAN, PANHANDLING.

PROBABLY SINCE THE BEGINNING OF THE YEAR, AT LEAST, THAT PLACE IS PRETTY MUCH SPOTLESS AND THAT AREA IS CLEARING UP.

AND IT'S BECAUSE OF THE EFFORTS OF THE SAFE OFFICERS THAT REALLY PUT THE PEDAL TO THE METAL AND ARE BEING CONSISTENT ABOUT STAYING ON TOP OF IT.

SO THAT'S BEEN A SUCCESS STORY IN THE CITY AS FAR AS PANHANDLING GOES.

BUT I SEE IT COMING HERE AND THERE AND SHIFTING AROUND IN MY TRAVELS ON AND OFF DUTY.

WHEN I SEE THEM ON DUTY, I STOP THEM.

WHEN I SEE THEM OFF DUTY I JUST CALL THEM IN.

BUT THAT'S ABOUT AS FAR AS WE CAN GO RIGHT NOW WITH IT.

>> PELAEZ: IT OCCURS TO ME THEN THAT MAYBE IF YOU'VE REACHED YOUR LIMIT OF AN ABILITY TO REALLY MOVE -- YOU KNOW, MAKE A DENT IN THAT PROBLEM, RIGHT, THAT MAYBE THERE'S AN OPPORTUNITY HERE TO TEST OUR INNOVATION DEPARTMENT ON COMING UP WITH LIKE REALLY CREATIVE IDEAS THAT MAYBE WE HAVEN'T CONSIDERED YET.

MY CHALLENGE TO THE DEPARTMENT IS LET'S PUT ON OUR THINKING CAPS AND GET REALLY CREATIVE.

I THINK IF WE LOOK AT IT FROM A NON-POLICING POINT OF VIEW WE MIGHT HAVE AN OPPORTUNITY TO, YOU KNOW, I DON'T KNOW DISCOVER SOMETHING THAT WE HAVEN'T THOUGHT OF YET.

THANK YOU.

>> CHIEF: I WILL SAY THIS THAT WE ARE LOOKED UPON BY OTHER CITIES IN THE COUNTRY AS A MODEL.

>> PELAEZ: YES.

>> CHIEF: AS A MATTER OF FACT IT WAS JUST A MONTH AGO THAT WE HAD A DELEGATION FROM ALBUQUERQUE HERE LOOKING AT HOW WE HANDLE, YOU KNOW, WHAT OUR SECRET IS TO HANDLING THE HOMELESS ISSUE, PANHANDLING.

THEY CAME IN HERE WITH THE IDEA THAT WE WERE GOING TO -- THAT THEY WERE GOING TO TAKE BACK SOME IDEAS ON HOW TO ENFORCE IT AWAY.

AND I SPOKE WITH THE GROUP AND THEY SPOKE WITH A BUNCH OF SAFFE OFFICERS, SPOKE WITH THE GUYS AT THE HAVEN AND THEY LEFT HERE WITH A COMPLETELY DIFFERENT ATTITUDE ON HOW THE ISSUE SHOULD BE DEALT WITH.

>> PELAEZ: I HAVE NO DOUBT THAT THAT'S TRUE.

AND IT'S VERY PERSONAL FOR ME BECAUSE YOU WORK IN CONJUNCTION WITH ONE OF MY FAMILY MEMBERS ON THAT EFFORT.

AND SO WHEN I DO TELL THAT STORY TO MY CONSTITUENTS, THE ANSWER I GET IS, YEAH, WHATEVER.

THEY'RE STILL IN MY CORNER IN FRONT OF MY STREET AND CAMPING OUT IN THE CULVERT BEHIND MY HOUSE.

THAT'S FALLING ON THE DEAF EARS OF THE FOLKS WHO ARE MOST ANNOYED BY THIS.

AND SO I APPRECIATE IT, AND I KNOW THE STRIDES THAT WE'VE MADE BUT I WANT TO EXPLORE ALL POSSIBILITIES AND MAYBE JUST PULL FROM LEVERS WE HAVEN'T BEEN PULLING.

THAT'S THE ONLY REQUEST I HAVE.

THANK YOU.

>> SCULLEY: I WOULD SAY IN ANSWER TO THAT, WE'RE PREPARING OUR LEGISLATIVE AGENDA AS WELL.

SO IT MAY INCLUDE SOME RECOMMENDATIONS FOR CHANGES, SINCE THEY ARE CLASS C MISDEMEANORS.

NONETHELESS WE'LL TAKE A LOOK AT THAT AND SEE WHAT ELSE WE CAN COME UP.

>> SALDANA: YOU DONE, COUNCILMAN? OKAY.

COUNCILWOMAN VIAGRAN.

>> VIAGRAN: THANK YOU.

THANK YOU, CHIEF, FOR THE PRESENTATION.

>> CHIEF: YES, MA'AM.

>> VIAGRAN: I FIRST WANT TO PASS ON TO YOU AND TO EVERYONE AT PRUE AND EVERYONE IN THE SERVICE.

I JUST PRAY FOR DETECTIVE ROLAND'S FAMILY AND EVERYONE THAT HE WORKS WITH AND EVERYONE THAT HE COMES INTO CONTACT WITH.

I HATE CANCER AND I AM SORRY TO HEAR THAT THIS IS HAPPENING.

SO KNOW THAT MY THOUGHTS AND PRAYERS OF THOUGHTS OF DISTRICT 3 ARE WITH EVERYONE THERE.

>> CHIEF: THANK YOU.

>> VIAGRAN: I DO HAVE SOME QUESTIONS.

DO YOU HAVE ANY OF THE HEAT MAPS FOR THE HOMELESS? DO YOU HAVE THE HOMELESS LOCATIONS AND THE INTENSITY HEAT MAPS WITH YOU?

>> CHIEF: WE PROBABLY HAVE THE ARREST LOCATIONS FOR PEOPLE WHO HAVE BEEN ARRESTED FOR PANHANDLING.

I DON'T KNOW IF WE HAVE A HEAT MAP FOR LOCATIONS OF HOMELESS.

>> VIAGRAN: I'M KIND OF GOING OFF WITH WHAT COUNCILMAN PELAEZ SAID, PANHANDLING BUT ALSO HOMELESSNESS AND HOW THAT WORKS -- HOW IT ALL WORKS TOGETHER.

AND I KNOW MELODY WOOSLEY PROBABLY HAS THAT MAP, BUT YOU ALL WORK CLOSELY WITH HUMAN SERVICES, WITH HAVEN FOR HOPE, FOR EVERYONE, SOLID WASTE AND DSD.

WE ALL WORK TOGETHER ON THIS.

AND THERE IS THAT HUGE CORRELATION BETWEEN THE MENTAL HEALTH PROGRAMS FOR MENTAL HEALTH DETAIL, THE IMPACT TEAM, THE HOPE TEAM.

SO WHERE ARE THOSE TEAMS HOUSED OUT OF? I KNOW EVERYBODY GOES THROUGH TRAINING, ABSOLUTELY, AND WE SHOULD AND SHOULD CONTINUE TO DO

[02:15:02]

THAT.

WHERE ARE THOSE TEAMS HOUSED OUT OF?

>> CHIEF: HOPE, THEY WORK OUT OF THE BIKE DETAIL OFFICE.

AND THE OTHERS ARE OVER AT ACADEMIC COURT.

>> VIAGRAN: WHERE'S THAT?

>> CHIEF: OVER OFF OF -- IS IT NACOGDOCHES? WHERE? NOGALITOS, I'M SORRY.

>> VIAGRAN: THAT'S ONE OF THE THINGS THAT I THINK IT ALL WORKS IN CORRELATION TOGETHER, ALL OF IT.

FROM WHAT WE'RE DEALING WITH AND WHAT WE'RE SEEING IN DIFFERENT HOT SPOTS THROUGHOUT THE STAY WHEN IT COMES TO HOMELESSNESS.

LAST YEAR WE STARTED WORKING MORE ON OUR HOMELESS TASK FORCE.

WE IN DISTRICT 3 HAVE THE PILOT PROGRAM THAT WE'RE WORKING AT WITH A LOT OF OUR FAITH-BASED COMMUNITY AND INITIATIVES, SO WE'RE ALL TRYING TO COME TOGETHER TO MAKE THIS HAPPEN.

ONE OF THE THINGS I KNOW COUNCILMAN SALDANA IS A CHAMPION OF THAT WE NEED TO MAKE SURE WE HAVE, I WOULD LIKE TO KNOW WHY OR WHY NOT WE HAVE MORE DOLLARS COMING IN TO THIS AND IF WE ARE ARE WE SEEING ANY MORE DOLLARS INTO MENTAL HEALTH AND HOMELESSNESS IN A DIFFERENT DEPARTMENT RIGHT NOW?

>> COUNCILWOMAN, AS YOU MENTIONED THE EFFORT OF ADDRESSING HOMELESSNESS CROSSES SEVERAL DEPARTMENTS, INCLUDING SAPD, TCI WHEN IT COMES TO CLEAN UP, AND SOLID WASTE.

AND THEN IN THE DEPARTMENT OF HUMAN SERVICES WHEN IT COMES TO TREATMENT AND HOUSING THE HOMELESS AS WELL.

SO I BELIEVE SPECIFICALLY TO ADDRESS YOUR QUESTION, WE HAVE A NEW PROGRAM THAT WE STARTED LAST YEAR IN COORDINATING THOSE EFFORTS AND DOING OUTREACH TO THOSE ENCAMPMENTS ACROSS THE CITY THAT ARE KNOWN EITHER FROM CALLS FROM 311 OR THE NAVIGATION SERVICES THAT WE HAVE.

SO THE DOLLARS THAT ARE ALLOCATED TO THOSE PROGRAMS ARE INCLUDED IN THOSE APARTMENTS THAT I MENTIONED, DEPENDING ON THE FUNCTION THAT THEY PROVIDE.

SO FOR INSTANCE TCI AND SOLID WASTE, AS THEY PROVIDE ASSISTANCE WITH CLEAN UP, THEY HAVE RESOURCES AND BUDGETS TO DO THAT.

TCI, FOR EXAMPLE, THE REASON WHY THEY PARTNER WITH US IS THEY WANT TO MAKE SURE THAT THE DRAINAGEWAYS ARE CLEAN OF DEBRIS, SO THE STORM WATER FUND PAYS FOR THOSE EFFORTS.

AND THE GENERAL FUND PAYS FOR THOSE SERVICES IN HUMAN SERVICES FOR NAVIGATION AS WELL FOR HOUSING THE HOMELESS AT OUR SHELTER.

>> SCULLEY: MARIA, YOU MIGHT ALSO TALK ABOUT YOUR QUESTION ON FUNDING FOR MENTAL HEALTH.

BECAUSE WE, THE CITY, ARE BEING ASKED TO PROVIDE MORE FUNDING, CORRECT?

>> THAT IS CORRECT.

SO WE PARTNER WITH THE CENTER FOR HEALTHCARE SERVICES TO PROVIDE TREATMENTS TO THOSE INDIVIDUALS THAT NEED ASSISTANCE.

AND THROUGH THIS PROCESS THEY REQUESTED ADDITIONAL FUNDING, ROUGHLY ABOUT $710,000.

AND WHAT WE ARE WORKING ON IS DIVIDING THAT INTO THE THREE ENTITIES THAT WORK WITH OUR HOMELESS POPULATION.

HAVEN FOR HOPE, THE CENTER FOR HEALTHCARE SERVICES, AND THE CITY OF SAN ANTONIO.

WE HAVE INCLUDED IN OUR BUDGET AND OUR PROPOSED BUDGET AN ADDITIONAL $230,000 TO ADDRESS MENTAL TREATMENT WORKING, AGAIN, WITH HAVEN FOR HOPE AND THE CENTER FOR HEALTHCARE SERVICES.

>> SCULLEY: AND THAT'S BECAUSE THEIR FEDERAL AND STATE FUNDING HAS BEEN CUT.

CENTER FOR HEALTHCARE SERVICES, THAT THEY ARE ASKING FOR MORE FUNDING.

>> VIAGRAN: FROM THE CITY.

>> CORRECT.

>> VIAGRAN: ALL RIGHT.

LET'S GO BACK TO SLIDE NO. 21 WHEN

>> VIAGRAN: WHAT DID YOU GET -- WHEN DID YOU START THIS STUDY?

>> SO WE STARTED THIS STUDY EARLIER THIS YEAR WITH THE POLICE DEPARTMENT.

REALLY GOING THROUGH AND RESEARCHING HOW STAFFING IS DONE AND MY TEAM EMBEDDED WITH THEIR UNIT THAT DOES THE PLANNING FOR THAT, AND SO REALLY TRYING TO UNDERSTAND THAT.

>> VIAGRAN: SO -- OKAY.

I DID WANT TO ASK ABOUT THE PATROL STAFFING.

HOW LONG HAS THIS -- ON SLIDE NUMBER 21, HOW LONG HAS THIS DATA COLLECTION BEEN ONGOING?

>> FOR THE PRIMARY TYPES OF MODELS.

>> VIAGRAN: RIGHT, UH-HUH.

>> WE STARTED THAT, AGAIN, EARLIER THIS YEAR.

USUALLY WHAT WE BEGIN TO DO IN OUR PROJECTS, WE START TO RESEARCH AND TALK WITH OTHER CITIES AS TO WHAT THEY ARE DOING, WHAT TYPE OF BEST PRACTICE RESEARCH IS OUT THERE, AND SO WE GET ON THE PHONE AND TALK TO A LOT OF FOLKS ABOUT IT.

SO WE STARTED THAT COLLECTION A LITTLE EARLIER IN THE YEAR.

>> VIAGRAN: AND SLIDE NUMBER 22, IS THERE ANY -- IS THERE ANY PAST DATA THAT WE HAVE ON THIS, OR JUST THE DATA FROM THIS YEAR THAT Y'ALL HAVE BEEN STUDYING?

[02:20:01]

DO WE HAVE THAT DATA FROM THE PAST DATA?

>> YEAH.

SO WE DO HAVE THE DATA FROM THE PAST FIVE YEARS.

WHAT WE INCLUDED HERE WAS FOR FY '17, BECAUSE ANNUALLY THINGS CHANGE, AND SO AS WE STARTED TO LOOK AT THE MODEL THAT WE CREATED AND TEST THAT, WHAT WE FOUND WAS THAT YEAR OVER YEAR THOSE ADJUSTMENTS NEED TO BE MADE.

SO WHAT WE SHOWED HERE WAS THE MOST RECENT YEAR.

>> VIAGRAN: OKAY.

ALL RIGHT.

OKAY.

AND THEN I THINK GOING BACK TO -- I WANT TO TALK A LITTLE BIT ABOUT RECRUITMENT.

DO WE ALSO RECRUIT AT THE UNIVERSITIES AS WELL?

>> CHIEF: YES, MA'AM.

>> VIAGRAN: OKAY.

AND SLIDE -- I THINK SOMEBODY MENTIONED THIS SLIDE, I DON'T KNOW WHICH ONE, SLIDE NUMBER 25 OF THE POSITIONS FILLED, SO THERE ARE POSITIONS FOR VACANCIES, AND 96.4% OF THOSE POSITIONS ARE FILLED.

WHAT IS DONE WITH THE APPROVED MONEY FOR THOSE VACANCIES, IF THEY'RE NOT FILLED.

>> VILLAGOMEZ: COUNCILWOMAN, AS PART OF THE BUDGET PROCESS, WE BUDGET FOR THE NUMBER OF POSITIONS, ALL POSITIONS IN THE POLICE DEPARTMENT, DEPENDING ON THE STAGE THAT THEY'RE GOING TO BE IN, EITHER IF THEY'RE FILLED POSITIONS OR THEY'RE GOING TO BE IN AN ACADEMY CLASS OR WHEN THEY GRADUATION.

SO WE ADJUST THE BUDGET TO REFLECT PROJECTIONS IN TERMS OF CLASSES AND THOSE POSITIONS THAT ARE ALREADY IN THE FORCE.

>> VIAGRAN: SO IF WE HAVE MANY THAT ARE JUST GOING TO BE JUST NEW ON THE FORCE, WE ONLY HAVE IT FOR THAT MANY -- THAT MUCH MONEY?

>> VILLAGOMEZ: RIGHT.

SO WE ANTICIPATE, FOR INSTANCE, HOW MANY OFFICERS WILL BE STEP A OFFICERS, AND WE BUDGET ACCORDINGLY.

HOW MANY POSITIONS ARE GOING TO BE IN THE ACADEMY, AND WE BUDGET ACCORDINGLY FOR THE CADET COSTS.

>> VIAGRAN: OKAY.

>> SCULLEY: JUST TO SAY THAT IF THE POSITIONS ARE NOT ON PATROL AND WE HAVE MINIMUM STAFFING THAT THE CHIEF THINKS IS APPROPRIATE, DEPENDING UPON RESPONSE TIMES AND WHERE WE HAVE NEEDS, THEN WE USE THE DOLLARS IF THERE ARE -- IF WE NEED OVERTIME.

SO WE HAVE AN OVERTIME BUDGET, BUT SOME OF THOSE MONIES COULD BE TRANSFERRED TO MAKE SURE THAT WE'RE PROVIDING THE PATROL SERVICE THAT WE NEED.

>> VIAGRAN: OKAY.

>> SCULLEY: SO THE NUMBERS ARE USED WITHIN THE DEPARTMENT.

>> VIAGRAN: SO PART OF THAT GOES INTO THE OVERTIME, OKAY, AS NEEDED.

>> SCULLEY: YES, UH-HUH.

>> VIAGRAN: OKAY.

CHIEF, I WANT TO TALK TO YOU ABOUT SUBSTATIONS AND I WANT TO TALK TO YOU ABOUT -- YOU KNOW THAT MY REQUEST WAS TO LOOK FOR HAVING AN ADDITIONAL SUBSTATION ON THE SOUTH SIDE.

YOUR RECOMMENDATION HAS COME BACK YOU DON'T RECOMMEND THAT.

>> CHIEF: YES.

>> VIAGRAN: AND I WOULD LIKE TO KNOW -- FOR YOU TO SHARE WHY THAT IS.

>> CHIEF: BECAUSE THEY -- THE NUMBERS IN TERMS OF CRIME, CURRENT POPULATION AND ANTICIPATED POPULATION GROWTH DON'T SUPPORT A SUBSTATION IN THAT AREA.

>> VIAGRAN: SO CRIME AND THE GROWTH IN THE SOUTHERN SECTOR, THEN, DOES NOT SUPPORT HAVING A SUBSTATION THERE?

>> CHIEF: YES, MA'AM.

>> VIAGRAN: SO WHERE DOES IT SUPPORT HAVING SOME STATIONS?

>> CHIEF: WELL, WHEN WE'VE ASKED --

>> VIAGRAN: WITH THOSE TWO -- WITH THOSE TWO VARIABLES? AND HOW LONG HAVE WE BEEN USING JUST THOSE TWO VARIABLES? IS THAT JUST THE WAY IT'S DONE RIGHT NOW, THE METHODOLOGY YOU USE?

>> CHIEF: WELL, THOSE ARE THE VARIABLES THAT WOULD JUSTIFY PUTTING A SUBSTATION IN AN AREA.

POPULATION GROWTH, ANTICIPATED GROWTH AND CALLS FOR SERVICE, AND CURRENT POPULATION.

AND AS WE DISCUSSED IN YOUR OFFICE, COUNCILWOMAN, I COULDN'T -- --

>> VIAGRAN: DEPARTMENT.

>> CHIEF: YES, MA'AM.

>> VIAGRAN: I KNOW I SHARED THIS WITH CITY STAFF, ONE THAT'S NOT HOW THE RESIDENTS OF THE SOUTH SIDE AT LEAST IN DISTRICT 3 HAVE ALL REACHED OUT TO ME FEEL.

THAT'S NOT THE WAY THEY FEEL AND THAT'S NOT THE EXPERIENCE THAT THEY HAVE ON A DAILY BASIS WHEN THEY DO MAKE THOSE CALLS.

ONE OF THE THINGS THAT I WOULD -- AND I UNDERSTAND THAT SUBSTATIONS ARE COSTING A LOT MORE MONEY NOWADAYS, AND WE ARE SEEING THE TRENDS, I BELIEVE, IN GROWTH AND POPULATION CHANGE IN THE CITY OF SAN ANTONIO AS WE CONTINUE TO JUST TRY AND STAY WITHIN OR JUST AROUND LOOP 410.

SO -- AND WE SEE MORE GROWTH HAPPENING IN THE SOUTHERN SECTOR, WHICH MAKES IT MORE DIFFICULT AS WE'RE CONTINUING TO GROW.

ONE OF THE THINGS THAT I WOULD LIKE TO SEE, AND SEE IF WE COULD LOOK AT IN OUR BUDGET, IF WE CAN -- TO INCREASE THOSE PATROLS, TO INCREASE THAT WORK THAT WE'RE TRYING TO DO IN

[02:25:02]

COVERAGE IN THE SOUTHERN SECTOR OF DISTRICT 3, IN LOOKING AT MORE PATROLS AND MORE -- OR MORE OFFICERS, I SHOULD SAY, IN THE EAST SIDE SUBSTATION AS WELL AS THE SOUTH SIDE SUBSTATION.

I KNOW WE NEED SOME MORE -- IT WOULD BE WONDERFUL TO HAVE MORE SAFE OFFICERS, AS WE CONTINUE TO GROW IN THE AREA IN BOTH SUBSTATIONS, AS WELL AS WHEN IT COMES TO DOMESTIC VIOLENCE, IF WE CAN HAVE MORE OFFICERS IN THOSE SUBSTATIONS TO OVERLAP THE COVERAGE AS WELL.

BECAUSE THESE DISTRICTS HAVE SHIFTED AND HAVE CHANGED.

WE ARE BUILDING MORE SINGLE-FAMILY HOUSING OUT IN THE AREA, AND THE RESPONSE TIMES AREN'T WHAT SOME RESIDENTS WHAT TO SEE, BUT IT'S BECAUSE THEY'RE CONTINUING TO GROW.

AND IT IS A VERY LONG DISTANCE FOR THEM TO GET THERE.

SO WITH THAT, THOSE ARE SOME OF THE QUESTIONS THAT I HAVE AND REQUESTS THAT I'M GOING TO CONTINUE TO FIGHT FOR FOR MY COMMUNITY, AS YOU WELL KNOW, CHIEF.

ONE OF THE OTHER THINGS THAT I WOULD LIKE TO NOTE IS AS -- THAT MY -- WHEN IT COMES TO CUSTOMER SERVICE, ONE OF THE THINGS THAT MY RESIDENTS REALLY APPRECIATE, SPECIFICALLY ON THE EASTERN SIDE OF THE DISTRICT, ARE THOSE CAPTAIN MEETINGS, ESPECIALLY THE CAPTAIN MEETINGS AT THE EAST SIDE SUB.

THEY HAPPEN ALMOST QUARTERLY, AND I'D LIKE TO SEE IF THAT'S SOMETHING THAT WE CAN LOOK AT IN THE SOUTH SIDE SUBSTATION AS WELL.

>> CHIEF: SURE.

>> VIAGRAN: AND THEN ALSO THE TRAINING THAT YOU CONTINUE TO DO WITH YOUR OFFICERS WHEN IT COMES TO JUST THE CONVERSATIONS WHEN THEY'RE TALKING TO THE RESIDENTS AND ROLLING UP ON SCENES FOR NON, CASES -- NONEMERGENCY CASES AS WELL.

THEY DO A REALLY GOOD JOB AND I KNOW THEY FIELD A LOT OF CALLS.

THAT'S ANOTHER ITEM WE WOULD LIKE TO SEE.

I WOULD LIKE YOU TO GO THROUGH JUST HOW THE RESPONSE TIMES FOR CALLS FOR POLICE OFFICERS, HOW THEY'RE MEASURED.

I HEARD CHIEF HOOD, HE LAID IT OUT HOW THE RESPONSE TIMES ARE.

CAN YOU -- BECAUSE I KNOW WE INVESTED A LOT OF MONEY A COUPLE OF YEARS RAMPING UP SOME OF OUR 9-1-1 DISPATCH, HOW ARE THE CALLS MEASURED.

>> CHIEF: RESPONSE TIMES ARE MEASURED FROM THE TIME THE CALL TAKER PICKS UP THE PHONE UNTIL THE ARRIVAL OF THE OFFICER ON THE SCENE.

YOU CALL ME, I'M A CALL TAKER, I PICK THE PHONE UP, THE CLOCK STARTS TICKING.

OFFICER JOE, WHEN HE ARRIVES, THAT'S WHEN THE CLOCK STOPS.

>> VIAGRAN: AND WHAT IS THE RESPONSE TIME? WHAT IS THE AVERAGE RESPONSE TIME?

>> CHIEF: FOR EMERGENCY RESPONSE TIMES, I WANT TO SAY 6:54.

>> VIAGRAN: WHAT SLIDE IS THAT? 7.

>> CHIEF: 6:53 FOR EMERGENCY RESPONSE TIMES, AND NONEMERGENCY IS I THINK 17 MINUTES AND SOME-ODD SECONDS.

>> VIAGRAN: AND WHAT IS OUR DROP RATE, DO WE HAVE THAT?

>> CHIEF: THE ABANDON CALL RATE --

>> VIAGRAN: RIGHT.

>> CHIEF: -- GRADE OF SERVICE, 96.3.

THAT MEANS 96.3% OF THE TIME CALLS ARE ANSWERED UNDER 10 SECONDS.

>> VIAGRAN: GOT IT.

AND THAT'S UP FROM HOW MUCH FROM THE YEAR BEFORE, BEFORE WE INVESTED?

>> CHIEF: DO WE HAVE THAT? WHAT IT IS? YEAH, IT WAS 53% WHEN WE STARTED LOOKING AT THIS FIRST, YEARS AGO.

>> VIAGRAN: YEAH.

RIGHT.

SO WE WENT FROM 53% TO NOW WE'RE AT 96?

>> CHIEF: YES.

IT WAS BAD.

AND PART OF THAT IMPROVEMENT WAS DUE TO A TECHNOLOGY IMPROVEMENT AT COMMUNICATIONS.

>> VIAGRAN: RIGHT.

OKAY.

ALL RIGHT.

I THINK THOSE ARE ALL OF THE -- LET ME MAKE SURE...

I THINK THOSE ARE ALL THE QUESTIONS THAT I HAVE RIGHT NOW.

THANK YOU.

>> CHIEF: THANK YOU.

>> MAYOR NIRENBERG: THANK YOU, COUNCILWOMAN VIAGRAN.

COUNCILMAN SALDAÑA?

>> SALDAÑA: THANK YOU, MAYOR.

CHIEF, IT WOULD BE GREAT -- BOUNDARIES OF THE SOUTH PATROL DISTRICT TO INCLUDE THE AREA AROUND 7242, OLD PEARSALL ROAD, INDIAN CREEK, SKY HARBOR, AND MAYBE I'M JUST REFLECTING A LITTLE BIT ON THE TESTIMONY OF SOME OF MY EXPERIENCE RIDING ALONG WITH OFFICERS, BUT I THINK THAT EXPERIENCE ALSO HAS THE SAME WEIGHT ADDED TO IT THAT SOME OF MY CITIZENS ASK ME ABOUT IN TERMS OF POLICE PRESENCE.

SO I DO WANT TO REEMPHASIZE THE SAME POINT THAT COUNCILWOMAN VIAGRAN IS MAKING AROUND TRYING TO GET MORE FOLKS ON SOUTH PATROL.

I THINK THAT THERE COMES A POINT WHERE SOME OF THE DATA YOU'RE USING IS INCREDIBLY IMPORTANT TO MAKE DECISIONS AROUND STAFFING, AND I THINK THE SCIENCE THAT JOSE HAS EXPLAINED TO US HAS BEEN INFORMATIVE, BUT I DO WANT TO -- I DO BELIEVE THAT SOUTH PATROL IS DUE SOME EXTRA POLICE ENFORCEMENT --

[02:30:03]

POLICE -- TO SUPPLEMENT THE FOLKS THAT ARE CURRENTLY THERE IN SOUTH PATROL.

SO, YOU KNOW, HOPEFULLY -- I THINK WE'VE TALKED ABOUT THIS IN PREVIOUS BUDGET CYCLE, AND JUST WANT TO MAKE THE EMPHASIS THAT WE WOULD LIKE TO SEE A SECOND LOOK THERE WHEN YOU GO BACK AND STUDY SOME OF THE NUMBERS.

>> CHIEF: YES, SIR.

>> SALDAÑA: THE OTHER IS AN ITEM THAT I THINK YOU'VE ALREADY HELPED WORK AROUND WITH ME.

IT'S ON RECRUITING, AND IT GOES BACK TO THE EXPLORERS PROGRAM, EXPLORERS PROGRAM FOR SOME OF MY COLLEAGUES WHO ARE NOT AWARE, IS MANY CASES ARE THE INDIVIDUALS WHO ARE HIGH SCHOOL STUDENTS AND ARE SHADOWING SAPD OFFICERS, THEY'RE IN COHORTS OF -- GOSH, I CAN'T REMEMBER HOW BIG THOSE EXPLORER PROGRAMS ARE YEAR AFTER YEAR, BUT I'VE SEEN GROUPS OF 20 OR 30, ESPECIALLY WHEN WE HAVE THEM OUT FOR NATIONAL NIGHT OUT AND WE'RE THINKING ABOUT RECRUITING FROM WITHIN, RECRUITING FROM WITHIN OUR NEIGHBORHOODS AND OUR HIGH SCHOOLS, THE POLICE EXPLORER PROGRAM IN MY EYES IS A REALLY SUCCESSFUL WAY TO DO THAT.

WE TALKED ABOUT THE ONE STITCH, THAT I THINK WAS TOO BIG OF A BARRIER FOR SOME OF OUR STUDENTS WHICH IS THEY COULDN'T AFFORD THE UNIFORMS TO BE AN SAPD EXPLORER IN HIGH SCHOOL.

AND IF YOU WANT TO GO ON RIDE-ALONGS, YOU DO HAVE TO PAY FOR A UNIFORM AND FOR SOME OF OUR STUDENTS THAT'S JUST NOT SOMETHING THAT THE FAMILY CAN PROVIDE FOR THEM.

THIS IS COMING FROM MY EXPERIENCE TALKING TO A FEW OF THEM WHO HAD TO SHARE UNIFORMS WITH OTHER EXPLORERS, JUST SO THEY MIGHT BE ABLE TO GO ON PATROL.

I THINK, SHERYL, YOU'LL LET ME KNOW, CONFIRM ON THIS, DID WE ADD SOME RESOURCES TO SUPPORT THAT COST?

>> SCULLEY: YES, WE DID.

$20,000 IN THE BUDGET TO HELP.

AND WE THINK THAT WILL HELP US WITH OUR RECRUITMENT LONG TERM, SO, YES, WE DID.

>> SALDAÑA: GREAT.

LIKE I SAID, AGAIN, TO REINFORCE THE IDEA, CHIEF, AND I APPRECIATE YOUR SUPPORT OF THE EXPLORER'S PROGRAM AND I KNOW YOU GET TO INTERACT WITH THEM, A LOT OF ZERO THEM GOING THROUGH THEIR HIGH SCHOOL CURRICULUM, THIS IS THEIR EXTRACURRICULAR, MAYBE IT'S NOT SPORTS, BUT THEY'RE COMPLETELY DEDICATING TO FINISHING UP HIGH SCHOOL AND GOING THROUGH THE EXPLORER PROGRAM.

>> CHIEF: 12 YEARS AGO THERE WERE ABOUT 35 EXPLORERS CITY WIDE.

TODAY THERE'S UPWARDS BETWEEN 180 AND 200 EXPLORERS.

>> SALDAÑA: GREAT.

>> CHIEF: AND A TEAM JUST GOT BACK FROM CORPUS OVER THE WEEKEND IN AN EXPLORER COMPETITION WITH OTHER CITIES, AND SAN ANTONIO FINISHED FIRST.

>> SALDAÑA: OH, GOOD.

YEAH.

IT'S SUCH A WONDERFUL STORY, BECAUSE WE'VE SEEN THIS PROGRAM PROGRESS AND EVOLVE TO THE POINT WHERE WE SEE SOME OF THE EXPLORERS WHO ARE NOW SAPD OFFICERS CHEFS RIGHT.

>> SALDAÑA: SO IT RETURNS AND SO I'M GLAD TO SEE THAT.

WHILE WE'RE TRYING TO REFLECT A COMMUNITY, IT LOOKS LIKE THE COMMUNITY IT SERVES AND PROTECTS, THIS IS A GREAT WAY OF DOING THAT.

THAT WILL GO A LONG WAY.

THANK YOU FOR THE BUDGET INCLUSION.

THE OTHER QUESTION I HAD IS, I GUESS, PULLING BACK, I WANT TO TALK ABOUT MENTAL HEALTH UNIT.

BUT PULLING BACK, WHEN WE TALKED ABOUT ENHANCING THE MENTAL HEALTH UNIT DURING THE BUDGET GOAL SESSION, MY OBJECTIVE WASN'T SIMPLY TO ADD MORE OFFICERS TO THE MENTAL HEALTH UNIT.

TODAY WE HAVE 10.

BUT I DO WANT TO BE STRA TEENLIC IN THE WAY -- STRATEGIC IN THE WAY WE SUPPORT THEIR EFFORTS, AND I DO BELIEVE THAT SOME OF THE WORK THEY DO AROUND MENTAL HEALTH WITH SOME OF OUR RESIDENTS HAS AN INCREDIBLE IMPACT.

SO LET ME JUST ASK ABOUT THE -- I THINK THEY'RE ACTUALLY GIVEN -- THERE'S AN ACRONYM FOR THE CERTIFIED CLINICIANS THAT THEY WORK WITH AT THE CENTER FOR HEALTHCARE SERVICES, QUALIFIED MENTAL HEALTH PROFESSIONALS I THINK IS PROBABLY THE TERM THAT THEY USE.

DO WE ONLY WORK WITH THE CENTER FOR HEALTHCARE SERVICES WITH THOSE QUALIFIED MENTAL HEALTH PROFESSIONALS?

>> CHIEF: I BELIEVE SO.

>> SALDAÑA: AND WHAT DO WE DO? I THINK THIS IS AN ANECDOTE, BUT IT MIGHT BE REFLECTIVE OF A PATTERN, WHAT IF WE DO IF ONE OF THE FOLKS THAT THE MENTAL HEALTH UNIT OFFICERS ARE TREATING OR INTERACTING WITH HAVE A CLINICIAN OR PSYCHOLOGIST THAT IS NOT SOMEBODY WHO IS AT THE CENTER FOR HEALTHCARE SERVICES? BECAUSE I BELIEVE THAT THERE IS A RULE OR LAW, BECAUSE CENTER FOR HEALTHCARE SERVICES IS ITS OWN BUSINESS, NONPROFIT, THAT THEY'RE NOT ALLOWED TO WORK WITH SOMEBODY WHO HAS A HEALTHCARE PROFESSIONAL SOMEWHERE ELSE, RATHER THAN THE CENTER FOR HEALTHCARE?

>> CHIEF: THE OFFICERS AND THE PARAMEDIC FROM THE FIRE DEPARTMENT, AND THERE ARE TIMES THAT WE DO HAVE THAT PERSON FROM CENTER FOR HEALTHCARE SERVICES, BUT OFTENTIMES WE DON'T.

I'M NOT SURE -- I'M NOT SURE THE ANSWER TO YOUR QUESTION ABOUT WHETHER THEY'RE ALLOWED TO WORK WITH OTHER CLINICIANS OR NOT.

>> SALDAÑA: OKAY.

WELL, I GUESS -- I OVERHEARD THE CONVERSATION THAT YOU WERE HAVING WITH COUNCILMAN TREVINO ABOUT THE CENTER FOR HEALTHCARE SERVICES ASKING FOR MORE SUPPORT FROM THE CITY.

I ACTUALLY THINK IF WE SUPPORT THE CENTER FOR HEALTHCARE SERVICES IN HIRING MORE QUALIFIED MEDICAL HEALTH PROFESSIONALS, WHETHER THAT'S FOUR OR SIX, THAT

[02:35:02]

MIGHT SATISFY MY SEARCH FOR WANTING TO SUPPLEMENT AND ENHANCE THE WORK OF THE MENTAL HEALTH UNIT.

BECAUSE I DO KNOW THAT THEY WORK HAND IN HAND WITH THE CENTER FOR HEALTHCARE SERVICES, AND IF WE COULD HAVE THE 10 MENTAL HEALTH UNIT PROFESSIONALS BE ASSISTED BY THE FOUR TO SIX QUALIFIED MENTAL HEALTH PROFESSIONALS ON FOLLOW-UP, I THINK THAT'S THE BEST USE OF MENTAL HEALTH -- I DON'T MEAN TO HAVE UNIFORMED SWORN PERSONNEL HAVING TO DO FOLLOW-UPS IN EVERY CASES, BUT IF THEY CAN REFER THAT TO A PROFESSIONAL TO DO THE FOLLOW-UP, I THINK THAT MIGHT BE A BETTER USE OF BADGE VERSUS, YOU KNOW, QUALIFIED MENTAL HEALTH PROFESSIONALS.

>> CHIEF: WE CAN DRILL DOWN.

I KNOW WE TALKED ABOUT I, YOU WERE TALKING ABOUT CASELOAD, WE CAN DRILL DOWN AND FIND OUT EXACTLY WHAT THAT LOOKS LIKE.

>> SALDAÑA: SO THAT WILL BE MY ASK AND REQUEST IS THAT IF WE ARE HELPING THE CENTER FOR HEALTHCARE SERVICES, THE BEST WAY THAT I WOULD THINK WE COULD HELP THE MENTAL HEALTH UNIT IS BY THE CITY HELPING TO HIRE FOUR TO SIX PROFESSIONALS THAT MAY DO THE REFER TO OPTION AFTER WE HAVE THE INITIAL CONTACT, BECAUSE BETTER THAT THEY DO THE FOLLOW-UP RATHER THAN UNIFORMS, OFFICERS MIGHT BE DOING THAT.

THOSE ARE MY ONLY COMMENTS AND REQUESTS, CHIEF.

I HOPE WE HAVE AN OPPORTUNITY TO FOLLOW-UP ON SOME OF THIS.

>> CHIEF: YES, SIR.

WE'LL FOLLOW UP WITH YOU.

>> MAYOR NIRENBERG: THANK YOU, COUNCILMAN SALDAÑA.

COUNCILWOMAN SANDOVAL VANCE JACKSON --

>> SANDOVAL: CHEW, -- THANK YOU, CHIEF.

I WANT TO THANK ALL THE PEOPLE THAT SERVE IN YOUR DEPARTMENT AND ALL THE FOLK TS OUT AT PRUE AND WEST THAT SERVE US SO WELL.

I HEARD ABOUT DETECTIVE PEREZ, I'M VERY SORRY TO HEAR ABOUT THAT.

AND ALSO THANK YOU TO THE SAFE OFFICERS, ANY TIME I GO TO A NEIGHBORHOOD MEETING AND SOMEONE COMES UP TO ME AT THE END AND STARTS TELLING ME ABOUT, YOU KNOW, SOME ISSUE THAT HAPPENED, THEY ARE RIGHT THERE AND READY TO SAY, I WILL HANDLE THIS.

SO THANK YOU VERY MUCH FOR YOUR LEADERSHIP IN THAT GROUP.

I COULDN'T HELP BUT NOTICE ON SLIDE 15 YOU HAVE MY NAME ON THAT LITTLE PICTURE, AND IT SAYS HELLO, ANA, ON WEDNESDAY WHEN YOU -- WERE YOU GUYS THINKING ABOUT ME WHEN YOU --

>> CHIEF: ACTUALLY NO.

[LAUGHTER]

>> SANDOVAL: CAN YOU TELL ME ABOUT WHEN YOU EXPECT THIS TO COME ONLINE.

>> CHIEF: WE'RE DOING A 30-DAY PROJECT RIGHT NOW FOR THE MONTH OF AUGUST, SO ONCE WE GET THAT SQUARED AWAY, WE'LL EVALUATE AND IT LOOK TO GO OUT, IF IT -- IF IT DOES WHAT WE THINK IT'S GOING TO DO AND WHAT THEY SAY IT'S GOING TO DO, THEN WE'LL GO OUT AND LOOK AT SOLICITATION FOR THAT PRODUCT.

>> SALDAÑA: CAN YOU -- I APOLOGIZE IF I MISSED THIS EARLIER, BUT CAN YOU TELL ME WHAT YOU THINK IT'S GOING TO DO AND WHAT THEY'RE SAYING IT'S GOING TO DO?

>> CHIEF: WELL.

OKAY.

IF YOU CALL THE POLICE, WHEN YOU HANG UP THE PHONE, ALL YOUR INFORMATION IS IN THE CAD.

SO FROM THAT INFORMATION, YOU WILL GET A TEXT MESSAGE OR AN E-MAIL THAT SAYS GOT YOUR CALL, THIS IS YOUR CASE NUMBER, YOU KNOW THIS IS WHAT -- THIS IS WHO YOU CAN CALL IF YOU HAVE A FOLLOW-UP QUESTION.

AND AT SOME POINT ONCE THIS PROGRAM IS IMPLEMENTED WE'LL BE ABLE TO TELL YOU ABOUT HOW MUCH TIME YOU CAN EXPECT BEFORE AN OFFICER ARRIVES.

YOU KNOW, BASED ON -- BASED ON PENDING CALLS THAT WOULD DICTATE THE TIME IT WOULD TAKE FOR AN OFFICER TO GET THERE BASED ON PRIORITIES.

SO IT'S NOT ONLY A CUSTOMER SERVICE TOOL, BUT IT -- I CALL IT A COMMUNITY ENGAGEMENT TOOL AS WELL.

AND WITH ALL THE PEOPLE THAT CALL IN FOR WHATEVER THEY MAY CALL IN, WE HAVE THEIR INFORMATION IN CAD.

WHENEVER WE WANT TO SEND OUT A SURVEY TO FIND OUT HOW WE'RE DOING OR WHATEVER THE CASE MAY BE, WE CAN DO SURVEYS WITH THIS TOOL AS WELL.

AND THEN IF YOU'RE THE VICTIM OF A CRIME, WHEN YOUR CASE IS ASSIGNED TO A DETECTIVE, YOU'LL BE NOTIFIED VIA E-MAIL OR TEXT MESSAGE THAT YOUR CASE HAS BEEN ASSIGNED, THIS IS YOUR DETECTIVE, HERE'S HIS PHONE NUMBER, THIS IS WHAT'S HAPPENING.

SO EVERY SINGLE TIME -- AND WE OFTEN HEAR, YOU KNOW, I CALLED THE POLICE BUT I NEVER HEARD ANYTHING BACK --

>> SANDOVAL: -- SOMEONE RETIRED WHEN THEY HEARD A CASE AND SO I GUESS THE CONSTITUENT NEVER HEARD BACK.

I GUESS THE CASE DIDN'T GET PASTED ON.

IS THIS GOING TO HELP WITH SOMETHING FALLING THROUGH THE CRACKS.

>> CHIEF: IT DOESN'T TYPICALLY HAPPEN THAT THE CASES ARE JUST DROPPED WHEN SOMEONE RETIRES.

[02:40:01]

THEY'RE ALWAYS REASSIGNED.

HAS IT EVER HAPPENED? IT MAY HAVE.

BUT THAT'S NOT TYPICAL FOR CASES THAT HAVE BEEN ASSIGNED TO SOMEBODY WHO RETIRES FOR THEM TO GET LOST IN THE SHUFFLE.

THIS PARTICULAR PROGRAM, IT MAY WHEN A NEW INVESTIGATOR PICKS IT UP, YOU KNOW, AND THEY WORK ON THE CASE, THEY COULD GET A TEXT MESSAGE OR AN E-MAIL SAYING THIS IS THE NEW DETECTIVE THAT'S BEEN ASSIGNED, THIS IS HIS OR HER PHONE NUMBER.

SO IT COULD UPDATE THEM IN THAT REGARD.

>> SANDOVAL: OKAY.

-- SO THIS WOULD COME UP ONLINE IN ABOUT TWO YEARS, AND THIS WOULD PAY FOR THE TWO-YEAR PROJECT.

>> CHIEF: THERE'S TWO PIECES OF IT.

THE CAD RESPONDER AND THE VICTIM ASSISTANCE PART OF IT.

>> SANDOVAL: OKAY.

>> CHIEF: I'M NOT SURE HOW LONG IT WOULD TAKE THEM TO GET THAT ONLINE.

I THINK SINCE WE'RE DOING THE PROJECT, IF THE SAME COMPANY WERE TO GET THE BID, YOU KNOW, WE'D ALREADY BE SET UP AND RUNNING.

YEAH, GREAT.

THANKS.

>> JUST A COUPLE OF DETAILS.

WE'RE ACTUALLY RUNNING A PROTOTYPE WITH A PARTICULAR VENDOR RIGHT NOW.

EVERYTHING THE CHIEF HAS TALKED ABOUT IS WHAT WE'RE TESTING OUT, HOW IT WOULD WORK, HOW IT WORKS WITH OUR EXISTING SYSTEM, AND THEN WHAT'S THE EXPERIENCE WE WANT TO CREATE WITH THE PERSON WHO HAS FILED THE CLAIM.

WE'LL GATHER ALL THAT NFERGHTS TOGETHER -- INFORMATION TOGETHER AND THAT BECOMES OUR REQUIREMENTS TO GO BACK TO MARKET AND ACTUALLY FIGURE OUT WHAT VENDORS ARE OUT THERE THAT CAN DO THAT.

THIS PROTOTYPE HELPS US LEARN THAT.

OUR EXPECTATION ON THE TOP PART OF THIS IS THAT THIS IS PROBABLY A SIX- TO NINE-MONTH PROJECT.

I DON'T WANT TO COMMIT TO THAT UNTIL WE FINISH OUT THIS PROCESS AND SOMETHING WE CAN START OUT IN THE OCTOBER, NOVEMBER TIME FRAME TO GET STARTED ON.

SO THAT'S IT FOR THAT PART.

>> SANDOVAL: THANK YOU.

SO I HAVE TO ASK, THE CUSTOMER -- ARE YOU USING CUSTOMER FEEDBACK TO DO THIS? LIKE MEMBERS OF THE COMMUNITY WHO MAY HAVE EXPERIENCED A THEFT OR A CRIME TO HELP YOU.

>> CHIEF: I'D GUESS IN THE EVALUATION PERIOD, YES, WE WOULD.

>> SANDOVAL: OKAY.

>>

>> CHIEF: AND THAT INFORMATION THAT WE GET INTO THE CAD COULD BE USED AS A SURVEY TO GET FEEDBACK.

>> SANDOVAL: AND SO THE SURVEY WOULD BE LIKE, YOU KNOW, HOW SATISFIED WERE YOU WITH THE RESPONSIVENESS?

>> CHIEF: YES, MA'AM.

>> SANDOVAL: AND YOU'LL BE ABLE TO BRING THOSE RESULTS BACK TO US AND SHARE HOW THAT'S GOING.

>> CHIEF: YES, MA'AM.

>> SANDOVAL: THANK YOU VERY MUCH, CHIEF.

APPRECIATE IT.

THANK YOU, MAYOR.

>> MAYOR NIRENBERG: THAW COUNCILWOMAN SANDOVAL.

COUNCILMAN.

>> SHAW: JUST TWO QUICK QUESTIONS, CHIEF.

WE WERE DOING THE BACKPACK EVENTS OVER THE WEEKEND AND I CAN'T TELL YOU THE NUMBER OF KIDS WHEN WE ASK THEM WHAT DO YOU WANT TO DO WHEN YOU GROW UP, A LARGE NUMBER OR PERCENTAGE WAS SAYING "I WANT TO BE A POLICE OFFICER." I THINK THAT'S IMPORTANT FOR THE LONG-TERM PLANNING FOR SAPD IS HOW DO WE KEEP THESE KIDS ENGAGED UNTIL THEY'RE THE ABLE TO BECOME SAPD.

WHAT KIND OF PROGRAMS OR STRATEGIES RIGHT NOW ARE YOU USING?

>> CHIEF: WE'RE DOING ONE OF OUR MAIN PROGRAMS IS SUCCESS THROUGH RESPECT.

AND WE GO AROUND TO OUR PUBLIC -- OUR PUBLIC INFORMATION OFFICE GOES AROUND TO DIFFERENT HIGH SCHOOLS AND MIDDLE SCHOOLS AND OTHER VENUES TO PRESENT THIS PROGRAM, SUCCESS THROUGH RESPECT.

AND IT'S BEEN WELL RECEIVED, AND ACTUALLY BEFORE WE DID IT, WE RAN IT BY NAACP TO KIND OF GET THEIR STAMP OF APPROVAL ON IT, AND THEY WERE QUITE HAPPY WITH THE PRESENTATION.

SO THAT'S ONE OF THE BIG THINGS THAT WE'RE DOING, SUCCESS THROUGH RESPECT.

>> SHAW: BECAUSE I THINK NATIONWIDE WE'RE LOSING THE NUMBER OF PEOPLE APPLYING TO BE POLICE OFFICERS, SO IT'S NOT AN SAPD ISSUE OR BEXAR COUNTY ISSUE, IT'S A NATIONWIDE SYSTEMATIC ISSUE THAT WE'RE FACING.

SO I'M GLAD TO SEE THAT BEING IMPLEMENTED.

REGARDING THE CUSTOMER SAFE TECHNOLOGY, SO WE WERE AT A NEIGHBORHOOD ASSOCIATION MEETING LAST NIGHT AND TWO OF THE -- OF OUR CONSTITUENTS STATED THAT THEY HAD A BURGLARY, SAPD CAME OUT, THEY DID THE REPORT.

AND THEN THEY WERE FOLLOWING UP EVERY WEEK TO SEE WHAT WAS GOING ON, BUT Y'ALL ARE SO BUSY THAT NO ONE WAS GETTING BACK TO THEM.

SO I FOLLOWED UP, AND COME TO FIND OUT, THAT CASE HAS ALREADY BEEN SENT TO THE DA'S OFFICE FOR AN INDICTMENT.

WITH THE TECHNOLOGY PROGRAM THAT YOU'RE GOING TO IMPLEMENT, IS THERE ANY WAY THAT WE CAN PUT IN THERE A STATUS UPDATE SAYING, THIS CASE HAS BEEN SENT TO THE DA'S OFFICE, THEREFORE THEY CAN START CALLING THE DA'S OFFICE TO FOLLOW UP ON THEIR ISSUES INSTEAD OF SAPD? LASTLY, JUST SO YOU KNOW, YOUR SAFE OFFICERS WERE PICKING ON MY CONSTITUENTS IN A FRIENDLY GAME OF KICK BALL, AND THEY BEAT THE MESS

[02:45:01]

OUT OF THEM.

[LAUGHTER]

>> SHAW: SO I MADE IT A POINT TO START TRAINING, GETTING BACK IN SHAPE, AND WE'RE GOING TO DEVELOP A SUPER TEAM TO PLAY YOU GUYS NEXT YEAR.

Y'ALL ARE DOING A GREAT JOB.

THEY'RE BEING ENGAGED, GOING TO NEIGHBORHOOD MEETINGS, THEY'RE HOSTING EVENTS.

WE HAD A BASKETBALL TOURNAMENT THAT INCLUDED SAFE OFFICERS, AND THEY WON THAT, TOO.

LIKE I SAID, WE'LL BE BETTER PREPARED.

SO GREAT JOB, CHIEF.

>> CHIEF: GOOD.

THANKS.

>> MAYOR NIRENBERG: THANK YOU, COUNCILMAN SHAW.

COUNCILMAN PERRY?

>> PERRY: THANK YOU, SIR.

THANK YOU FOR THE PRESENTATION, CHIEF.

THANK YOU FOR ALL THOSE NUMBERS.

BUT I DO HAVE SOME QUESTIONS ABOUT THE NUMBERS.

YOU PROBABLY EXPECTED THAT.

ALTHOUGH, YOU KNOW, YOU'VE ADDED SOME CHARTS AND WHAT HAVE YOU, BUT LET ME START BACK ON SLIDE 7.

YOU HAVE GOT THE ACTUALS FROM 2017, FY.

THEN YOU HAVE THE TARGET, I'M ASSUMING THAT WAS WHAT Y'ALL ESTIMATED WOULD BE HAPPENING FOR 2018.

AND THEN YOU HAVE A 2018 ESTIMATE.

IS THAT WHERE YOU'RE SAYING THAT'S WHERE WE'RE GOING TO END UP AT, OR IS THAT WHAT WE HAVE TO DATE?

>> CHIEF: THAT'S WHAT WE -- NO, THE ESTIMATE IS WHAT WE EXPECT TO END UP AT, OR WHAT WE ANTICIPATE WE MIGHT END UP AT.

>> PERRY: OKAY.

WELL, WITH THAT IN MIND, JUST LOOKING AT THE TARGETS FOR 2019, WE'RE ESTIMATING WE'LL END UP WITH THE VIOLENT CRIME DOWN TO 602, BUT THEN IT CREEPS BACK UP TO 658 ON THE TARGET FOR 2019.

SHOULDN'T WE -- SHOULDN'T OUR TARGET BE WHERE WE END UP ON 2018 AND MAKE THAT OUR TARGET INSTEAD OF RAISING THAT BAR FURTHER UP FOR 2019?

>> CHIEF: YOU KNOW, WE TALKED ABOUT THAT.

I SAID I KNOW THEY'RE GOING TO ASK THIS QUESTION.

SO WE DID TALK ABOUT THAT, AND OUR PROJECTION ESTIMATE IS AN ESTIMATE BASED ON -- I MEAN, WE WERE REALLY, REALLY SUCCESSFUL THIS YEAR, AND HOPEFULLY WE'LL BE JUST AS, IF NOT MORE SUCCESSFUL NEXT YEAR.

>> PERRY: THAT'S WHY I'M SAYING OUR TARGET SHOULD BE WHAT WE HAVE --

>> CHIEF: I THINK WE'RE GIVING OURSELVES A LITTLE BIT OF ROOM IS ALL WE'RE DOING THERE.

>> PERRY: WELL, I CAN UNDERSTAND THAT.

I THINK WE SHOULD BE SHOOTING FOR THOSE TARGETS BASED ON OUR SUCCESS AND THE THINGS THAT Y'ALL ARE DOING TO LOWER THOSE NUMBERS.

SO I THINK WE NEED TO BE PUTTING THOSE GOALS ON, YOU KNOW, BASED ON THE SUCCESS THAT WE'RE HAVING THIS YEAR, AND NOT RAISE THOSE BACK UP.

FOR EXAMPLE, THE RESPONSE TIMES, THE SAME THING, WE'RE SAYING OUR TARGET -- WE ACTUALLY FOR 2017 WAS 6:54.

OUR ESTIMATE IS 6:53 BUT THEN WE RAISE IT BACK UP TO 7:15 FOR 2019.

>> CHIEF: RIGHT.

>> PERRY: I WOULD RATHER SEE US SET OUR TARGETS BASED ON THE SUCCESS WE'RE HAVING THIS YEAR AND SHOOT FOR THAT SAME SUCCESS FOR 2019, ON ALL THOSE CATEGORIES.

>> CHIEF: SURE.

WELL, NOT TO DEBATE THE NUMBERS, BUT I MEAN, NO MATTER WHAT OUR TARGET IS, WE'RE GOING TO SHOOT FOR AS LOW AS WE CAN GET.

>> PERRY: I UNDERSTAND THAT.

>> CHIEF: YEAH.

>> PERRY: BUT OPTICS-WISE, I'M JUST SAYING THAT, TO ME, DOESN'T --

>> CHIEF: I UNDERSTAND.

>> PERRY: DOESN'T LOOK RIGHT.

>> CHIEF: I UNDERSTAND.

>> PERRY: GREAT.

WHAT IS A COMMUNICATIONS GRADE OF SERVICE.

WHAT D -- DOES THAT MEAN?

>> CHIEF: THAT MEANS THE NUMB THAT WE ANSWER WITHIN 10 SECONDS.

>> PERRY: GREAT.

>> CHIEF: AND THAT WAS -- A FEW YEARS AGO, THAT WAS DOWN IN THE 50S.

>> SCULLEY: WE -- IF I CAN ADD, WE ADDED MORE THAN 100 CIVILIAN STAFF TO IMPROVE THOSE NUMBERS, TOO.

AND THERE WERE A NUMBER OF DROPPED CALLS, WE HAD A LOT OF WORK TO DO IN THAT AREA, BUT THEY HAVE TURNED IT AROUND.

>> PERRY: GREAT.

WELL, I -- AGAIN, I WOULD ENCOURAGE YOU TO -- LET'S TIGHTEN DOWN THOSE 2019 TARGETS.

>> CHIEF: YES, SIR.

>> PERRY: AND -- BASED ON THE SUCCESS THAT YOU'RE HAVING THIS YEAR.

>> CHIEF: OKAY.

>> PERRY: SLIDE 15, AND KIND OF TO WHAT COUNCILMAN CRUZ SHAW WAS TALKING ABOUT, ON THE VICTIM NOTIFICATIONS, ABOUT HAVING UPDATES ON THAT.

IS THERE -- IS THERE A TRIGGER THAT, YOU KNOW, IF NOTHING HAPPENS, LET'S SAY, WITHIN FIVE DAYS OR 10 DAYS, THAT ALL OF A SUDDEN IT KICKS TO THE SUPERVISOR FOR THEM TO SAY, HEY, WHAT'S GOING ON HERE WITH THIS ONE? WHY IS THIS WAITING, YOU KNOW, LONGER THAN OUR STANDARD TWO DAYS' RESPONSE, THAT KIND OF THING.

>> CHIEF: WELL, I DON'T KNOW

[02:50:01]

THAT IT'S WITHIN 10 DAYS, BUT THERE'S A --

>> PERRY: WHATEVER THE NUMBER IS.

>> CHIEF: THERE'S A MONTHLY AUDIT OR CASE REVIEW THAT'S DONE BY EVERY SUPERVISOR FOR EVERY DETECTIVE, AND THOSE CASES -- I MEAN, IF THEY'RE NOT FOLLOWING UP PROPERLY, IF THERE'S A MISSTEP OR THERE'S BEEN A LAG TIME BETWEEN CONTACTING, THEN THE SUPERVISOR SHOULD PICK THAT UP AND BRING IT TO THE ATTENTION OF THE DETECTIVE.

>> PERRY: AND WITH THIS AUTOMATED SYSTEM, I'M SAYING IF THERE IS SOMETHING THAT DOESN'T WORK RIGHT OR WHATEVER, I WOULD SUGGEST THAT THERE'S SOMETHING BUILT INTO THAT AUTOMATED SYSTEM THAT FLAGS IT AND MOVES IT ON UP, UP THE LADDER.

>> CHIEF: I THINK WE NEED TO WAIT UNTIL WE SEE WHAT THIS SYSTEM IS FULLY CAPABLE OF DOING BEFORE I CAN GIVE YOU AN ANSWER ON THAT.

>> PERRY: OKAY.

YEAH, I'D LIKE TO GET A FOLLOW-UP ON THAT.

>> CHIEF: OKAY.

>> PERRY: ON WHERE WE'RE AT.

SO WHEN IS THIS SYSTEM GOING TO BE --

>> CHIEF: WELL, WE'RE PILOTING IT RIGHT NOW.

>> PERRY: ON.

>> CHIEF: AND CRAIG, WHAT, SIX TO NINE MONTHS BEFORE WE --

>> IT WILL BE A COUPLE OF MONTHS BEFORE WE'RE READY TO GET STARTED SPEAKER]

>> PERRY: OKAY.

DO YOU UNDERSTAND WHERE I'M COMING FROM, CRAIG? YOU KNOW, BECAUSE WAITING FOR A MONTH, YOU KNOW, TO DO THAT REVIEW TO ME IS TOO LONG.

>> SIR, BUT I WANT TO BE CLEAR ABOUT SOMETHING.

THIS SYSTEM THAT WE'RE LOOKING AT IS THE FRONT-END SYSTEM THAT INTERACTS WITH THE CONSTITUENTS, IT'S NOT THE BACK-END WORK ORDER SYSTEM IF YOU WANT TO THINK ABOUT IT THAT WAY, THAT MOVES THE FILES THROUGH THE PROCESS.

SO THEY HAVE TO WORK TOGETHER TO ANSWER YOUR QUESTION.

SO I DON'T WANT TO SET AN EXPECTATION THAT THIS NEW SYSTEM WILL CHANGE ANY OF THOSE THINGS UNLESS WE KNOW HOW TO CONNECT IT TO THE BACK-END SYSTEM, THAT'S OUR AFR/RMR SYSTEMS THAT WE'RE TALKING ABOUT HERE.

VERY MUCH LIKE THE 3-1-1 APP, SORRY JUST DID A PLUG THAT WE LAUNCHED TODAY, IS WHAT THE CUSTOMER SEES.

IT WORKS OFF OUR WORK ORDER SYSTEM.

WE HAVE TO BRING THEM TOGETHER.

WE'LL LEARN MORE IN THE NEXT COUPLE MONTHS.

>> PERRY: GREAT.

THANK YOU.

ALL RIGHT.

ALL RIGHT, SLIDE 22, WHEN WE TALK ABOUT UNCOMMITTED TIME, EXPLAIN TO ME WHAT UNCOMMITTED TIME IS AGAIN.

>> CHIEF: THERE'S TWO TIME FRAMES WE'RE LOOKING AT.

ONE IS ONCALL TIME, AND EVERYTHING ELSE IS UNCOMMITTED TIME.

SO IF YOU'RE NOT ON A CALL, YOU'RE ON UNCOMMITTED TIME.

SO THE PROPER BALANCE THAT WE WANT -- THAT WE HAVE DEPARTMENT-WIDE, AND THAT WE WANT TO CONTINUE TO STRIKE, IS A 60/40 BALANCE, 60% ONCALL TIME, 40% UNCOMMITTED TIME.

>> PERRY: SO GIVE ME SOME EXAMPLES OF WHAT UNCOMMITTED TIME IS.

>> CHIEF: YOU JUST CLEARED A CALL FOR A BURGLARY.

>> PERRY: OKAY.

>> CHIEF: AND YOU DON'T HAVE ANOTHER CALL PENDING, YOU'RE ON UNCOMMITTED TIME.

SO THAT GIVES YOU TIME TO DO WHATEVER COMMUNITY POLICING OR OUTREACH OR, YOU KNOW, WHATEVER IT MAY BE THAT, YOU KNOW -- WHATEVER'S GOING ON IN YOUR NEIGHBORHOOD, YOU WANT TO ADDRESS A PROBLEM WITH A NEIGHBOR, YOU CAN GO DO THAT, BUT UNTIL YOU HAVE YOUR NEXT CALL, UNTIL YOU GO IN SERVICE AGAIN, OR AT A SERVICE AGAIN, -- OUT OF SERVICE AGAIN, YOU'RE ON UNCOMMITTED CRIME.

>> PERRY: I CAN TELL YOU ON MY RIDE-ALONGS I'VE NOT SEEN ANY UNCOMMITTED TIME.

IT'S JUST ONE CALL RIGHT AFTER THE OTHER, SO I'M SURPRISED ABOUT THE 60/40 SPLIT THERE.

THAT'S WHY I WAS ASKING, IT JUST DOESN'T SEEM RIGHT.

EVEN THE ADMIN TIME I WOULD, REALLY, THAT'S WHAT I'M GETTING UP TO.

THE ADMIN TIME ON FILLING OUT THE REPORTS, YOU KNOW, AND LOADING IT INTO THE SYSTEM, TO ME WAS EXTRAORDINARILY LONG WHAT IT TAKES TO DO FOR THEM TO GET ALL THAT DONE BEFORE THEY CAN GO TO THE NEXT CALL.

JUST FOR DOING THOSE REPORTS AND FILLING OUT THE COMPUTER -- YOU KNOW, SITTING ON THE COMPUTER DOING -- DRAWING DRAWINGS OF A VEHICLE ACCIDENT, THAT KIND OF THING.

>> CHIEF: YEAH, I DON'T BELIEVE WE TRACK THAT -- WE CAN TRACK THAT NUMBER.

YOU KNOW, IF YOU'RE OUT OF SERVICE ON A CALL OR WHATEVER IT MAY BE, FROM START TO FINISH, I MEAN, WE DON'T BREAK THAT DOWN INTO SEGMENTS AS FAR AS WHAT YOU'RE DOING DURING THAT TIME.

>> PERRY: OKAY.

ALL RIGHT.

THAT JUST SEEMS LIKE 40% OF THE TIME, NOT ON CALL, THAT'S --

>> CHIEF: WELL, RIGHT NOW, COUNCILMAN, THE -- THAT 60/40 BREAK IS THE AVERAGE DEPARTMENT-WIDE.

IT'S NOT NECESSARILY THE AVERAGE ON EVERY SHIFT IN EVERY SUBSTATION.

THAT'S WHAT HAS TO BE -- THAT'S WHAT WE HAVE TO REBALANCE.

>> PERRY: OKAY.

GOT YOU.

>> CHIEF: SO YOU MAY HAVE BEEN RIDING WITH SOMEBODY THAT WAS ON A 30/70 SPLIT.

[02:55:01]

30% OF THE TIME THEY'RE UNCOMMITTED AND 70%, 80% OF THE TIME THEY'RE ON CALL.

AND THERE ARE THOSE IMBALANCES THROUGHOUT THE CITY.

>> PERRY: I GOT YOU.

ALL RIGHT.

THANK YOU.

THEN SLIDE 25, AND I'M NOT GOING TO GO INTO WHAT THE NUMBERS MEAN AND WHAT THE DIFFERENTIAL IS.

WHAT I WANT TO KNOW IS WHEN ARE WE GOING TO BE UP TO 100% OF THE AUTHORIZATIONS ARE? WHEN ARE WE GOING TO BE AT 100%? I MEAN, FIRE DEPARTMENT, YOU KNOW, IS ALWAYS AT 100%, AND THEY HAVE ADDITIONAL GUYS WAITING TO COME ON.

HOW CAN WE -- WHEN ARE WE GOING TO GET THERE WITH THE POLICE DEPARTMENT.

>> CHIEF: YOU KNOW, COUNCILMAN, I'LL BE REAL CANDID WITH YOU, THAT NUMBER OF BEING FLUSH, WE'RE AUTHORIZED 2445.

THAT NUMBER IS -- TO GET THERE IS ALWAYS FLUID.

WE HAVE PEOPLE RETIRING OR LEAVING THE DEPARTMENT FOR ONE REASON OR ANOTHER EVERY DAY.

AND IT TAKES, AS YOU KNOW, WE JUST WENT THROUGH, IT TAKES 11 MONTHS TO GET FROM START TO FINISH BACK ONTO THE STREET.

SO I DON'T KNOW THAT WE EVER GET TO A FLUSH POINT.

WE GET CLOSE TO IT, BUT IN ONE MONTH, IF WE LOSE 15 PEOPLE, ALL OF A SUDDEN WE HAVE 15 VACANCIES, AND THERE'S NOBODY TO FILL THEM BECAUSE WE HAVE PEOPLE IN THE ACADEMY.

AND UNLESS THEY GO THROUGH THAT 11-MONTH PERIOD, THEY'RE NOT GETTING ON THE STREET TO PATROL BY THEMSELVES.

SO I DON'T KNOW THAT WE EVER GET ABSOLUTELY FLUSH UNLESS WE OVERHIRE.

>> SCULLEY: WHICH IS WHAT WE DO IN THE FIRE DEPARTMENT, BECAUSE THERE IS MINIMUM STAFFING.

SO WHAT THE CHIEF DOES IS HANDLE HIS STAFFING REQUIREMENTS WITH OVERTIME.

OFFICERS VOLUNTEER TO WORK OVERTIME SO THAT WE'RE STILL PROVIDING THE LEVEL OF SERVICE THAT WE NEED.

BUT ON AVERAGE, CHIEF, DON'T YOU MAINTAIN OR THE NORMAL NUMBER OF VACANCIES, HISTORICALLY, FOR THE PAST 10, 15 YEARS, HAS BEEN IN THE 50 TO 60 RANGE?

>> CHIEF: BETWEEN --

>> SCULLEY: BECAUSE WE HAVE FIVE TO SIX OFFICERS LEAVING ON A MONTHLY BASIS.

>> CHIEF: THE AVERAGE VACANCY RATE HAS BEEN BETWEEN 50 AND 70, AND THEN IT WAS JUST A COUPLE YEARS AGO THAT IT SPIKED.

WE ARE NOW STARTING TO RISE BACK UP IN OUR RECRUITMENT AND ACADEMY GRADUATIONS.

>> SCULLEY: BUT THIS PROGRAM THAT YOU'VE RECOMMENDED GETS YOU TO OR BELOW WHAT THE NORMAL NUMBER OF VACANCIES ARE.

>> CHIEF: RIGHT.

>> SCULLEY: AND THAT'S ONE OF THE MAJOR REASONS FOR HAVING OVERTIME.

WE USE THE OVERTIME BECAUSE IT'S LESS EXPENSIVE, GIVEN BENEFIT LEVELS, TO PAY OVERTIME TO OFFICERS TO MAKE THE KINDS OF STAFFING NEEDS THAT WE HAVE IN THE COMMUNITY AND TO KEEP THOSE CONSTANT.

SO IT'S A BALANCING, IT'S A LITTLE DIFFERENT IN THE POLICE OPERATION THAN IT IS IN THE FIRE DEPARTMENT, QUITE CANDIDLY, PLUS THE FIRE PERSONNEL STAY LONGER ON AVERAGE.

SO THE COMBINATION OF OVERTIME AND YOUR AGGRESSIVE RECRUITMENT SCHEDULE FOR THIS YEAR, THE ADDITIONAL MONIES WILL ALLOW -- AND FOUR MORE ACADEMY CLASSES WILL ALLOW US TO GET BACK IN SYNC ON THE NORMAL NUMBER OF VACANCIES.

>> PERRY: OKAY.

AND I HEAR ALL THAT ABOUT THE OVERTIME AND THAT KIND OF THING, TO FILL THOSE VACANCIES.

AND I BROUGHT IT UP A YEAR AGO ABOUT THE POSSIBILITY OF -- ON THE RETENTION SIDE, KEEPING PEOPLE ON LONGER IN THESE INSTANCES WHERE WE DO HAVE THOSE SHORTFALLS, AND KEEPING -- YOU KNOW, OFFER THEM TO PAY THEM A BONUS TO STAY ON LONGER FOR ANOTHER SIX MONTHS OR WHATEVER THE REQUIREMENT IS UNTIL WE GET UP -- BACK UP TO THAT 100% MANNING LEVEL INSTEAD OF RELYING ON OVERTIME -- KNOW, THIS PRIME, OUR PROPERTY TAXES AND ROAD REPAIRS ARE THE TOP THREE IN MY DISTRICT.

AND I WOULD SAY THAT'S PROBABLY THE TOP THREE IN MOST OF THE DISTRICTS HERE IN SAN ANTONIO.

AND, YOU KNOW, WE'RE ALWAYS SHOWING THAT LAG ON HAVING VACANCIES IN THE POLICE DEPARTMENT.

AND I'M SAYING WHATEVER WE CAN DO TO MAKE UP THAT LAG, WHETHER IT'S 10 POLICE OFFICERS OR 50 OR 100, THAT'S WHERE WE NEED TO PUT OUR EMPHASIS ON, IS TO GET BACK UP TO WHAT WE'RE AUTHORIZED IN TOTAL STRENGTH.

>> CHIEF: YOU KNOW, I JUST WANT TO BE REAL CLEAR ON THIS: THAT, YOU KNOW, OVER THE PAST FEW YEARS, WE'VE TALKED ABOUT VACANCIES AS THOUGH THERE'S A CRISIS IN THE POLICE DEPARTMENT.

AND THERE IS NOT.

THERE IS NO CRISIS IN THE

[03:00:01]

POLICE DEPARTMENT.

THERE IS NO HIRING PROBLEMS IN THE POLICE DEPARTMENT.

WE HAVE THOUSANDS OF APPLICANTS THAT WE GO THROUGH AND IT'S -- BUT IT'S NOT A WHOLE LOT OF PEOPLE QUALIFY.

BUT THERE IS NO -- THERE IS NO SHORTAGE IN THE POLICE DEPARTMENT.

I HAVEN'T WORKED IN A POLICE DEPARTMENT OR TALKED TO A POLICE CHIEF AROUND THE COUNTRY WHO KEEPS A FLUSH NUMBER OF POLICE OFFICERS, ACCORDING TO THEIR STAFFING AUTHORIZATION.

THERE ARE ALWAYS VACANCIES IN POLICE DEPARTMENT.

AND WE WORK TO FILL THEM AND KEEP THEM AS LOW AS POSSIBLE, BUT I JUST DON'T KNOW THAT WE EVER GET TO THE POINT WHERE WE DON'T HAVE ANY VACANCIES.

I DON'T KNOW HOW THAT WORKS.

I'VE NEVER SEEN IT.

BUT THERE -- AND MY POINT BEING, THAT THERE IS NO CRISIS IN THE AMOUNT OF POLICE OFFICERS THAT WE HAVE.

WE HAVE SOME VACANCIES, WHICH IS TYPICALLY NORMAL EVERYWHERE YOU GO.

IF YOU CAN SHOW ME A POLICE DEPARTMENT THAT DOESN'T HAVE ANY VACANCIES, I'LL BAYOU -- BUY YOU DINNER AT YOUR CHOICE OF RESTAURANT, BUT I DON'T KNOW THAT EXISTS ANYWHERE, COUNCILMAN.

>> PERRY: WELL, CHIEF, I THINK OUR GOAL SHOULD BE TO SHRINK THAT DELTA, WHATEVER IT IS.

>> CHIEF: I AGREE.

>> PERRY: AND I THINK OUR GOAL SHOULD BE 100%, PERSONALLY, AND, YOU KNOW, AGAIN, NOT SAYING THERE'S A CRISIS, BUT WE DO HAVE VACANCIES.

AND I'VE HEARD THIS MORE THAN ONCE THAT WE'RE RELYING A LITTLE BIT TOO MUCH ON OVERTIME.

>> CHIEF: CAN I DEBATE THIS WITH YOU JUST A LITTLE BIT HERE?

>> PERRY: SURE.

>> CHIEF: IF YOU RETIRE FROM THE COUNCIL TOMORROW, HOW LONG DOES IT TAKE TO -- DOES SOMEBODY FILL IN THE NEXT DAY FOR YOU?

>> PERRY: NO.

>> CHIEF: SO THERE'S AN ELECTION SO THERE'S A VACANCY ON THE COUNCIL.

IT'S THE SAME THING.

WE CAN'T IMMEDIATELY FILL A VACANCY IF SOMEONE RETIRES TODAY.

THERE'S NOT GOING TO BE ANYBODY IN THAT SPOT TOMORROW.

THERE'S GOT TO BE AN ACADEMY CLASS THAT GRADUATES BEFORE THAT VACANCY IS FILLED.

AND THEN -- AND THEN WE HIRE ANOTHER ACADEMY CLASS.

SO, AGAIN, IF WE HAVE FIVE PEOPLE TOMORROW THAT RETIRE, WE HAVE FIVE MORE VACANCIES.

AND THEY DON'T GET FILLED UNTIL WE KEEP ROTATING THEM THROUGH THE ACADEMY.

>> PERRY: AND, YEAH, CHIEF, WE CAN GO ON DEBATING THIS STUFF, EVEN THE RETIREMENTS, WE HAVE AVERAGES, WE HAVE -- WE KNOW THROUGH THE FIRE AND POLICE PENSION FUND, YOU KNOW, WHAT THE EXPECTATION IS ON THOSE VACANCIES, AND THAT'S WHAT WE SHOULD BE PLANNING FOR.

BUT OUR PLANNING FACTORS SHOULD, TO ME SHOULD ALWAYS BE FILLING AS MANY OF THOSE POSITIONS AS POSSIBLE.

>> CHIEF: WE'RE ON THE SAME PAGE.

>> PERRY: RIGHT UP TO 100%, AND EVEN -- YOU KNOW, HEY, YOU HAVE A CUSHION THERE, AND I WAS JUST TRYING TO COME UP WITH ADDITIONAL OPTIONS FOR US TO PROVIDE TO KEEP THOSE POSITIONS FILLED.

AND KEEPING PEOPLE THAT WANT TO RETIRE, HEY, YEAH, I'LL KEEP WORKING FOR ANOTHER SIX MONTHS OR SO WITH THAT -- WITH THOSE BENEFITS AND PLUS THE RETIREMENT PAY.

>> COUNCILMAN, THAT WAS ONE OF THE RECOMMENDATIONS THAT JOSE TALKED ABOUT, AND I THINK IT WAS A SUGGESTION THAT COUNCILMAN COURAGE HAD MADE AT THE WORK SESSION ABOUT HR FACILITATING THOSE CONVERSATIONS WITH TENURED OFFICERS THIS FALL.

OKAY, YOU TELL US WHAT WOULD -- IF YOU'RE GOING TO RETIRE IN THE NEXT 12 MONTHS, WHAT WOULD IT TAKE TO KEEP YOU AROUND ANOTHER THREE YEARS OR WHAT IS THE NUMBER? AND WE'LL GET THAT FEEDBACK DIRECTLY FROM THOSE TENURED OFFICERS.

SO THAT'S -- AGAIN, THAT'S ONE OF THE THINGS THAT WE'RE LOOKING AT IN TERMS OF RETENTION, AND IT CAME OUT OF THAT EARLIER CONVERSATION IN JUNE WITH COUNCILMAN COURAGE'S --

>> PERRY: THAT'S GREAT.

I REALLY THANK COUNCILMAN COURAGE.

Y'ALL LISTEN -- BECAUSE I DID BRING THAT UP LAST YEAR AT THE LAST WORKING BUDGET.

BUT THANK YOU, JOHN, FOR BRINGING THAT UP AGAINST THIS YEAR.

>> COURAGE: I KNEW I HEARD IT FROM SOMEBODY.

>> PERRY: BUT -- OKAY.

100% FILL IS OUR -- IN ONE OF OUR GOALS.

NEXT YEAR -- I KNOW YOU DIDN'T ANSWER ME WHEN WE'RE GOING TO GET UP TO, YOU KNOW, CLOSER TO THAT 100%, BUT -- CHEEFS --

>> CHIEF: IF OUR ASSUMPTIONS ARE CORRECT AND I TRY NOT TO GO THERE AND BUILD EXPECTATIONS THAT MIGHT BE UNMET, BUT BY NEXT YEAR, OUR ASSUMPTIONS ARE THAT WE SHOULD BE VERY CLOSE TO FLUSH.

>> PERRY: OKAY.

NEXT YEAR SUMMER? FALL?

>> CHIEF: WHEN DID WE TALK ABOUT, BOB? OKAY.

SO THOSE FOUR CADET CLASSES.

IF EVERYTHING STAYS STATIC, THOSE FOUR CADET CLASSES SHOULD BRING US CLOSE TO FLUSH.

>> PERRY: ALL RIGHT.

I'M WRITING THAT DOWN.

CHEW VERY MUCH, AND THANKS -- THANK YOU VERY MUCH AND THANKS TO THE STAFF.

>> CHIEF: THANKS FOR LETTING ME DEBATE YOU.

>> PERRY: ABSOLUTELY.

THANK YOU, SIR.

>> MAYOR NIRENBERG: THANK YOU, COUNCILMAN PERRY.

CHEW, CHIEF, FOR THE PRESENTATION. -ÚNG

[Executive Session]

[03:05:02]

POPCORN FOR THE DEBATE.

THE TIME NOW IS 5:16 P.M. ON THIS 15TH DAY OF AUGUST PURSUANT TO THE AUTHORITY GRANTED BY CHAPTER 551 OF THE TEXAS GOFTD CODE OF TEXAS OPEN MEETINGS ACT THE CITY COUNCIL WILL NOW RECESS INTO EXECUTIVE SESSION TO DISCUSS ECONOMIC DEVELOPMENT NEGOTIATIONS PURSUANT TO TEXAS GOVERNMENT CODE SECTION 551.087, THE PURCHASE OR EXCHANGE OF REAL PROPERTY, SETTLEMENT OFFER AND A LAWSUIT STYLED HARRIS V CITY OF SAN ANTONIO PURSUANT TO SECTION GOVERNMENT SECTION CODE 551.071 CONSULTATION WITH ATTORNEY AND A LAWSUIT STYLED RODRIGUEZ VERSUS CITY OF SAN ANTONIO PURSUANT TO TEXAS GOVERNMENT CODE 551.071 CONSULTATION WITH A ATTORNEY, CARTER VERSUS CITY OF SAN ANTONIO, CONSULTATION WITH ATTORNEY.

AND LEGAL ISSUES RELATING TO THE LAWSUIT FILED BY SECURE SAN ANTONIO'S FUTURE POLITICAL ACTION COMMITTEE AGAINST THE INTERNATIONAL ASSOCIATION OF FIREFIGHTERS LOCAL 624 IN THE CITY OF SAN ANTONIO PURSUANT TO TEXAS GOVERNMENT CODE SECTION 551.071, CONSULTATION WITH ATTORNEY.



* This transcript was compiled from uncorrected Closed Captioning.