Agenda packet — Hollister City Council, June 5, 2023 (part 3 of 3)

c. Provide the name of the project and a description of the proposed use. d. A Table of Contents listing all plan set sheets, their contents, and page number.

4. Site Plan – The site plan provided does not include adequate information for a complete review.

Additionally, the site plan provided appears to be a copy that is warped and not legible.

Particularly, along the top of the page the lines are not straight. Provide a revised site plan that is clearly legible, and accurately represents the site. An aerial image of the site may be used to represent the site plan, provided that all information outlined below is addressed in the site plan.

In a revised site plan, provide the following information. a. In a data table, provide the following information. Note that this may be provided on a separate sheet.
i. Vicinity Map and North Arrow
ii. Assessor’s Parcel Number (APN)
iii. Parcel Size
iv. Zoning Designation (this site is in the North Gateway (NG) Zoning District) v. General Plan Designation (this site is in the North Gateway (NG) General Plan Designation)
vi. The square footage of all existing and proposed structures on the site. If no structures are proposed, clearly note this.
vii. Existing lot coverage.
viii. The number of buildings.
ix. Total number of existing and proposed parking and loading spaces. If there is a shared parking agreement in place for the shopping center, please provide a copy of said agreement.
x. The total number of ADA parking spaces.
xi. Percentage of landscaping on the project site.
xii. The existing and projected number of employees and company vehicles. xiii. Days and hours of operation (current and proposed). xiv. Location of retail sales area.
xv. Location of all material storage areas.
xvi. Is the project located within a flood zone as depicted on the April 16, 2009 Flood Insurance Rate Map? (No, this project is not).
xvii. Is the project within a Seismic Special (No, this project is not). b. The proposed wine bar location is within a suite that is a part of a larger shopping center.

On the site plan, clearly label all other existing businesses and uses represented on the subject parcel.
c. The site plan provided indicates that there are 150 parking spaces and 10 ADA spaces on the site. In a revised site plan, clearly show all of the parking spaces located on the site.

Provide a complete parking count, listing out the number of regular, compact, and ADA parking spaces on the site. If a shared parking agreement exists for the shopping center, provide documentation of this agreement.

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Packet Pg. 681

Notice of Incomplete Application
CUP 2022-8 / Gaetano David Addamo / 191 San Felipe Rd.

Wednesday, December 7, 2022

Page 3 of 6 ends

5. Building Elevations – In an updated plan set, include a sheet with the following:
a. Elevations of all exterior walls. Color photographs may be provided to show the elevations.
b. Any changes or additions to the building exterior must be clearly called out and identified in the plan set. If there are no changes provided to the exterior, provide a note indicating that no changes are proposed to the existing exterior.
i. Note that any proposed changes to the building exterior would require an additional application for Site & Architectural Review. ii. Note that any proposed signage will require a separate Administrative Sign Permit to be submitted to the City of Hollister Planning Division for review and approval prior to installation.

6. Floor Plans – The floor plan provided requires additional detail. Additionally, the floor plan provided appears to be a copy that is slightly warped. A hand-drawn floor plan is acceptable, provided that all measurements noted are accurate, and that the floor plan is legible and neatly presented. In the resubmittal, ensure that the floor plan provided accurately represents the layout of the space, is clearly legible and is not warped if a photocopy is being provided. In a revised plan set, provide the following information on the floor plan:
a. Include a page number and date on the floor plan sheet. b. List the total square footage of the retail sales area. c. The current site plan indicates that there are a number of rooms existing within the space.

Additional clarification is needed regarding these rooms. Clearly label the proposed use for each of these rooms, and whether they will be accessible to customers of the wine bar.
i. Note that per the City of Hollister Police Department, no alcohol is to be served or consumed in any private rooms, including but not limited to, storage areas, kitchen, bathrooms, or offices.

7. Project Description – In addition to the above requested site plan and floor plan clarifications, provide an updated project description that clearly indicates that no proposed building expansions or façade changes are being proposed with the Conditional Use Permit application.

8. Security – Provide a lighting and security plan that satisfies the requirements of Hollister Municipal Code Section 5.46.020. For questions regarding security requirements, please contact the City of Hollister Police Department’s General Business and Administration line at (831) 636- 4330, or via email at [email protected].
a. Section 5.46.020 states:
…

1. Adequate outdoor lighting, to illuminate the front door and outdoor parking areas during hours of darkness. Outdoor lighting will meet the standards consistent with the City of Hollister police department’s and/or planning department’s current policies and/or recommendations.

2. Surveillance cameras that sufficiently record the interior public space, front sidewalk, all entries and parking lot areas. Cameras should be operational at all G.1.i
Packet Pg. 682

Notice of Incomplete Application
CUP 2022-8 / Gaetano David Addamo / 191 San Felipe Rd.

Wednesday, December 7, 2022

Page 4 of 6 ends

times, recording at all times, and placed in a manner to help identify criminal suspects. Recording footage shall be made available to police when there is a criminal investigation. Surveillance cameras will meet the standards consistent with the City of Hollister police department’s and/or planning department’s current policies and/or recommendations.

9. 3-Stream Waste Management. Provide details demonstrating how recycling, organics, and garbage will be managed for the proposed use. If the business will utilize an existing trash enclosure affiliated with the shopping center at 191 San Felipe, provide details for this enclosure. a. Complete and submit the attached Recology San Benito Enclosure and New Development Questionnaire.
i. Note that all service containers and enclosures must be reviewed and approved by Recology. If the 3-stream waste management will be managed within the existing enclosure on the property, please work with the property owner/manager to complete the Recology San Benito Enclosure and New Development Questionnaire to demonstrate how this new business would fit into the existing 3-stream management system.

10. Additional Documents – In addition to the items listed above, provide the following documents with the project resubmittal.
a. Provide documentation listing the California Department of Alcoholic Beverage Control (ABC) License type(s) that you are seeking for the location at 191 San Felipe Road. If this application is affiliated with an existing ABC License, provide the license number and/or a copy of the existing license agreement.
b. Verify with ABC whether a 245 Form for Public Convenience or Necessity (PCN) will be required for this proposed use. ABC can determine if the PCN is required, and provide the appropriate form. ABC can also assist in providing the relevant census tract, concentration number and crime rate. Contact information for the San Benito County ABC District Office is listed below:

1137 Westridge Parkway
Salinas CA, 93907
Phone: (831) 755-1990
Email: [email protected]

11. Response to Comments – Provide a written response addressing each of the comments provided in this letter as part of your resubmittal package.

In addition to the incompleteness items listed above, the application materials have also been routed to the City of Hollister Development Review Committee (DRC). Please review the following comments on the proposed use, and address these comments in your resubmittal.

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Packet Pg. 683

Notice of Incomplete Application
CUP 2022-8 / Gaetano David Addamo / 191 San Felipe Rd.

Wednesday, December 7, 2022

Page 5 of 6 ends

Planning Division Comments:

1. Kitchen/Food Preparation – Clarification is needed regarding the proposed use, particularly whether the preparation/serving of food. In the statement of operations provided, you have indicated that the location will serve “appetizer food”, and a kitchen is noted on the floor plan provided. Address the following comments and provide the following information in the resubmittal.
a. Provide a complete description of the food preparation and types of food that will be served at this location.
b. The statement of operations notes that the applicant has completed a Food Handlers Certificate. Provide documentation of this certificate. c. The food preparation area and any food handling operations are subject to the review of the San Benito County Environmental Health Department, and additional Environmental Health Permits may be required. Please contact the San Benito County of Environmental Health at 636-4035 to verify permit and inspection requirements. Note that documentation will need to be provided to the Planning Division to verify that all requirements of Environmental Health have been adequately addressed.

2. Use Description – in addition to the statement of operations provided, more information is needed regarding the proposed use. Provide a written description of the proposed use, including all of the following information.
a. Will there be any events held at the proposed wine bar, such as pickup parties, wine release events, etc.? If so, provide details regarding the frequency of such events, the proposed expected number of attendees, the proposed location (within the wine bar storefront, parking lot, etc.)
b. The statement of operations indicates that the space will also be used as an office for the affiliate wholesale business. Where will this office be located? Will the office be accessible to customers, or employees only?
c. Provide a complete description of the use for each of the rooms that are depicted in the floor plan. Indicate whether these rooms will be accessible to customers, or if they are to be accessed by employees only.

Police Department Comments:

1. See Attachment 2 with comments/draft conditions from the City of Hollister Police Department.

For questions regarding the Police Department Comments, please contact them at (831) 636- 4330.

Fire Department Comments:

1. See Attachment 3 with comments/draft conditions from the City of Hollister Fire Department.

Additional items that will need to be addressed from the Fire Department are provided below.

For questions regarding the Fire Department Comments, please contact them at (831) 636-4325.

2. Mount serviceable fire extinguisher with STATE FIRE MARSHAL TAG in business.

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Packet Pg. 684

Notice of Incomplete Application
CUP 2022-8 / Gaetano David Addamo / 191 San Felipe Rd.

Wednesday, December 7, 2022

Page 6 of 6 ends

3. Replace old smoke detector with combination smoke detector/CO detector in business.

4. Update address markings on the front door to represent the unit.

5. Update current keys in the Knox Box for the business.

6. Call Fire Administration to schedule and pay fees for a life safety inspection prior to opening for business.

Next Steps: Please provide a response to the above comments, along with all requested documents together in one resubmittal package. Note that piecemeal resubmittals will not be accepted. For plan set revisions, (2) 24”x36” hardcopies, one (1) 8.5”x11” hardcopy, and one (1) electronic PDF copy of the revised plan set must be submitted to the Planning Division. Note that the revised plan set should include the revision date on each page. Once you are ready to submit your revised materials, please email [email protected] to schedule an appointment. Note that all resubmittals require an in person appointment.

This letter serves as notice of development project completeness/incompleteness under the provisions of Chapter 4.5, Section 65943 of the Planning and Zoning Law of the State of California. If you have any questions, please contact me via email at [email protected] or by phone at (831) 636-4360.

Our regular hours of operation are Monday through Thursday 8:30 am to 12:00 pm and 1:00 pm through 4:30 pm, closed Fridays. Thank you.

Sincerely,

Liz Gagliardi, Associate Planner
Development Services Department – Planning Division

CC: Adrianna Ortiz, Development Services Director

ATTACHMENTS:

1. Recology San Benito New Development Guidelines & Questionnaire

2. Police Department Comments

3. Fire Department Comments

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1 Elizabeth Gagliardi
From:Elizabeth Gagliardi
Sent:Wednesday, January 11, 2023 4:48 PM
To:Fiesta Plaza
Cc:Adrianna Ortiz
Subject:RE: Notice of Incomplete Application_CUP 2022-8_191 San Felipe Good afternoon Kathy,

Thank you for reaching out. Following up on our phone call, I have been working with Mr. Addamo on the review of his application for a Conditional Use Permit, which is required for his proposed wine bar business in accordance with Hollister Municipal Code Section 17.22.070 (Alcohol Uses). On December 7, 2022 I sent Mr. Addamo a Notice of Incomplete Application letter, detailing comments that he will need to address, as there were several items missing from his application submittal.

As outlined in the December 7, 2022 notice to Mr. Addamo, the next step for him at this point will be to review that comment letter, and provide a complete resubmittal to the Planning Division addressing all of the comments provided.

Once he is ready to resubmit, he can email [email protected] to schedule a resubmittal appointment, and once we have received the documents requested we will review everything. If there are any additional comments that need to be addressed, we will notify Mr. Addamo, or if he has sufficiently addressed all comments at that time we can provide the next steps.

Hopefully this is helpful to provide some context regarding the project status, and I would encourage you to reach out to Mr. Addamo if you have additional questions regarding the Notice of Incomplete or status of his resubmittal. If you have any additional questions, please feel free to let me know.

Kind Regards,
Liz Gagliardi, Associate Planner

Get Involved In Community Planning!
General Plan Update Hollister2040.org|[email protected]

DEVELOPMENT SERVICES DEPT. REGULAR PUBLIC HOURS
Monday – Thursday 8:30a - 12:00p, 1:00p - 4:30p
Friday – Sunday CLOSED

UPCOMING OFFICE CLOSURES
November 24-25, 2022
December 23-January 2, 2023

ALL Planning Applications require an appointment with a City Planner for submittal.

From: Fiesta Plaza [ mailto:[email protected]] Sent: Wednesday, January 11, 2023 4:09 PM
To: Elizabeth Gagliardi
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2 Cc: Adrianna Ortiz
Subject: Fwd: Notice of Incomplete Application_CUP 2022-8_191 San Felipe

Hi Elizabeth,

My husband Bob and I are the owners of the center known as Fiesta Plaza located at 191 San Felipe Rd., Hollister.

Our new Tenant David Addamo has been at great lengths to satisfy City Planning with the required documents in order to open his business.

Attached is a prelim of the property. Please let me know if I can be of assistance in any way that could prove helpful to finalize David’s application.

Best regards,

Kathy Sampognaro

P.S. I happened to note the Recology Questionnaire below. In review I can attest to the fact the Fiesta Plaza and it’s Tenants comply with all three collection services’. I have worked closely in the past with Recology’s Lisa Jensema to inform Tenants and help them to become aware and compliant.

Begin forwarded message:

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1 Planning Dept
From:Planning Dept
Sent:Thursday, February 16, 2023 11:52 AM
To:'Gaetano Addamo'
Cc:'Fiesta Plaza'
Subject:RE: Recology questionnaire and letter
Attachments:CUP 2022-8_Notice of Incomplete_191 San Felipe_Addamo.pdf Good morning Mr. Addamo,

The Planning Division received the below email with an attached Recology New Development Questionnaire related to your application for CUP 2022-8. Please note that this does not constitute a resubmittal, and the project application remains incomplete consistent with the attached Notice of Incomplete application that was provided to you December 7, 2022.

Project resubmittals must be provided to the Planning Division at a scheduled resubmittal appointment, with all requested items provided in one resubmittal package. Piecemeal resubmittals are not accepted. The attached Notice of Incomplete Application outlines all of the incompleteness items that must be provided at a scheduled resubmittal appointment.

If you have any questions regarding the comments provided, please feel free to contact the assigned planner for this project, Liz Gagliardi, at [email protected], or by phone at (831) 636-4630, Ext. 1216.

When you are prepared to resubmit the requested items, you can email [email protected] to schedule a resubmittal appointment.

Kind Regards,
City of Hollister Planning Division

Get Involved In Community Planning!
General Plan Update Hollister2040.org|[email protected]

DEVELOPMENT SERVICES DEPT. REGULAR PUBLIC HOURS
Monday – Thursday 8:30a - 12:00p, 1:00p - 4:30p
Friday – Sunday CLOSED

ALL Planning Applications require an appointment with a City Planner for submittal.

From: Fiesta Plaza [ mailto:[email protected]] Sent: Friday, February 10, 2023 2:53 PM
To: [email protected]
Cc: Planning Dept
Subject: Fwd: Recology questionnaire and letter

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Packet Pg. 688

2 Begin forwarded message:

From: DAVID ADDAMO
Subject: Re: Recology questionnaire and letter
Date: February 10, 2023 at 12:16:30 PM PST
To: Fiesta Plaza

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Packet Pg. 689

1 Planning Dept
From:Davidaddamo
Sent:Tuesday, February 28, 2023 3:52 PM
To:Planning Dept; Gaetano Addamo
Subject:Re: Celeste Cellars
Follow Up Flag:Follow up
Flag Status:Completed
10am on Thursday
Thanks
If you have time to give me a call tomorrow that would be great 831-673-9072

Sent from the all new AOL app for iOS
On Tuesday, February 28, 2023, 3:11 PM, Planning Dept wrote:

Good afternoon David,

If you would like to schedule a resubmittal appointment for your application for CUP 2022-8, the following times are available this week. If you would like to schedule an appointment for any of these times, please reply to this email to confirm. If none of these times work for you, we can provide additional availability for the following week.

Wed. 3/1/2023 Thurs. 3/2/2023
1:30 PM 9:00 AM
2:30 PM 9:30 AM
3:00 PM 10:00 AM
3:30 PM 10:30 AM
11:00 AM
11:30 AM
1:30 PM
2:00 PM
2:30 PM
3:00 PM
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2 3:30 PM

Please note that a Planning Technician will assist you at your resubmittal appointment. If you do have project specific questions, or questions regarding comments provided in the most recent Notice of Incomplete Application (see attached), please contact your assigned planner, Liz Gagliardi, directly. Liz can be contacted at [email protected] or at (831) 636- 4360, Ext. 1216.

For future reference, please use the Planning Division email – [email protected] for all general inquiries and appointment requests. You can also call the Planning Division at (831) 636-4360. For project specific questions, you can also reach out to your assigned planner directly.

The General Plan email ([email protected]) is our contact for inquiries specifically related to the Hollister 2040 General Plan Update. More information regarding the General Plan is available at hollister2040.org.

Kind Regards,
City of Hollister Planning Division

Get Involved In Community Planning!
General Plan Update Hollister2040.org|[email protected]

DEVELOPMENT SERVICES DEPT. REGULAR PUBLIC HOURS
Monday – Thursday 8:30a - 12:00p, 1:00p - 4:30p
Friday – Sunday CLOSED

ALL Planning Applications require an appointment with a City Planner for submittal.

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Packet Pg. 691

3 From: Davidaddamo
Sent: Tuesday, February 28, 2023 8:04 AM
To: GeneralPlan
Subject: Celeste Cellars

Hi Liz,
Can I make an appoint to come and show you my documents before I submit everything? I need your help just to review.

Thanks,
David,
Anytime tomorrow if you can
G.1.l
Packet Pg. 692

City of Hollister
Planning Division

339 Fifth Street, Hollister, CA. 95023  Telephone (831) 636-4360  Fax (831) 634-4913

Friday, March 31, 2023

To: Gaetano David Addamo
3060 Airline Highway
Hollister, California 95023

From: Liz Gagliardi, Associate Planner
Development Services Department – Planning Division

RE: Conditional Use Permit 2022-8; Notice of Incomplete Application 191 San Felipe Road, Suite H (APN 051-090-011)

Dear Mr. Addamo,

The City of Hollister’s Development Services Department has reviewed the resubmittal materials and plans for Conditional Use Permit 2022-8 to establish a wine tasting room in Suite H of the existing shopping center located at 191 San Felipe Road (APN 051-090-011) in the General Commercial (GC) Zoning District.

A review of the application and plans indicates that pursuant to §65943 of the Government Code, the application is incomplete for processing. The following items are required, in accordance with the Municipal Code and the City of Hollister’s Site Plan Guidelines and Requirements in order for your application to be deemed complete for processing, as the following comments have not been sufficiently addressed. Please provide a written response addressing the following comments

1. Development Plan Set – The plan set provided in the resubmittal was printed on 8.5”x11” sheets, missing required information as outlined below. In your next resubmittal, plans shall be printed on 24”x36” sheets, as one organized plan set stapled together and folded to approximately 10”x12”. Provide a revised plan set that addresses the following site plan guidelines and requirements, per the General Development Application checklist.

a. All sheets shall be numbered in proper sequence, with numbers located on the lower right hand side of each page. The required sheet sequence is as follows:
i. Sheet #1 – Title Sheet
ii. Sheet #2 – Site Plan
iii. Sheet #3 – Building Elevations
iv. Sheet #4 - Floor Plan
v. Sheet #5 - Details
b. All sheets shall be dated.

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Notice of Incomplete Application
CUP 2022-8 / Gaetano David Addamo / 191 San Felipe Rd.

Friday, March 31, 2023

Page 2 of 5 ends

2. Title Sheet – Revise the tile sheet to include the following information.

a. Page number in the bottom right hand side of the page (Title Plan should be Sheet #1). b. A Table of Contents listing all plan set sheets, their contents, and page number.

3. Building Elevations – In an updated plan set, include a sheet with the following.

a. Elevations of all exterior walls shall be included in the plan set as Sheet 3. As noted in the resubmittal materials received March 2, 2023 no changes are proposed to the exterior of the existing building or façade. Therefore, color photographs may be provided to show the existing elevations.

4. Floor Plans – The floor plan provided requires additional detail. A hand-drawn floor plan is acceptable, provided that all measurements noted are accurate, and that the floor plan is legible and neatly presented. In a revised plan set, provide the following information on the floor plan, which has not been adequately addressed in the materials received with the March 2, 2023 resubmittal.

a. Include a page number and date on the floor plan sheet (Sheet 4). b. List the total square footage of the retail sales area. c. The current site plan indicates that there are a number of rooms existing within the space.

Additional clarification is needed regarding these rooms. Either on the site plan, or in an attached written project description, clarify which rooms will be accessible to customers of the wine bar. If any areas are for employees only, clearly note this. i. Note that per the City of Hollister Police Department, no alcohol is to be served or consumed in any private rooms, including but not limited to, storage areas, kitchen, bathrooms, or offices.

5. Details – The completed Recology Questionnaire indicates that the proposed business will be utilizing an existing trash enclosure on the site. In the revised plan set, a Detail sheet shall be provided (Sheet #5), demonstrating details of the proposed trash enclosure.

a. If the proposed project will utilize an existing trash enclosure, provide color photographs of all elevations (North, South, East, and West) of the existing enclosure can be provided on Sheet #5 to satisfy this requirement.

6. Security – Provide a lighting and security plan that satisfies the requirements of Hollister Municipal Code Section 5.46.020. For questions regarding security requirements, please contact the City of Hollister Police Department’s General Business and Administration line at (831) 636- 4330, or via email at [email protected].

a. Section 5.46.020 states:
…

1. Adequate outdoor lighting, to illuminate the front door and outdoor parking areas during hours of darkness. Outdoor lighting will meet the standards G.1.m
Packet Pg. 694

Notice of Incomplete Application
CUP 2022-8 / Gaetano David Addamo / 191 San Felipe Rd.

Friday, March 31, 2023

Page 3 of 5 ends

consistent with the City of Hollister police department’s and/or planning department’s current policies and/or recommendations.

2. Surveillance cameras that sufficiently record the interior public space, front sidewalk, all entries and parking lot areas. Cameras should be operational at all times, recording at all times, and placed in a manner to help identify criminal suspects. Recording footage shall be made available to police when there is a criminal investigation. Surveillance cameras will meet the standards consistent with the City of Hollister police department’s and/or planning department’s current policies and/or recommendations.

7. Additional Documents – In addition to the items listed above, provide the following documents with the project resubmittal.

a. Provide documentation listing the California Department of Alcoholic Beverage Control (ABC) License type(s) that you are seeking for the location at 191 San Felipe Road. If this application is affiliated with an existing ABC License, provide the license number and/or a copy of the existing license agreement.
b. Verify with ABC whether a 245 Form for Public Convenience or Necessity (PCN) will be required for this proposed use. ABC can determine if the PCN is required, and provide the appropriate form. ABC can also assist in providing the relevant census tract, concentration number and crime rate. Contact information for the San Benito County ABC District Office is listed below:

1137 Westridge Parkway
Salinas CA, 93907
Phone: (831) 755-1990
Email: [email protected]

8. Response to Comments – Provide a written response addressing each of the comments provided in this letter as part of your resubmittal package.

In addition to the completeness items listed above, the below Planning Division comments were provided in the December 7, 2022 Notice of Incomplete Application, and are reiterated below as these comments have not been sufficiently addressed. In your next resubmittal, provide a response to each of the items requested below to clarify the proposed use.

Planning Division Comments:

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Notice of Incomplete Application
CUP 2022-8 / Gaetano David Addamo / 191 San Felipe Rd.

Friday, March 31, 2023

Page 4 of 5 ends

a. Provide a complete description of the food preparation and types of food that will be served at this location.
b. The statement of operations notes that the applicant has completed a Food Handlers Certificate. Provide documentation of this certificate. c. The food preparation area and any food handling operations are subject to the review of the San Benito County Environmental Health Department, and additional Environmental Health Permits may be required. Please contact the San Benito County of Environmental Health at 636-4035 to verify permit and inspection requirements. Note that documentation will need to be provided to the Planning Division to verify that all requirements of Environmental Health have been adequately addressed.

a. Will there be any events held at the proposed wine bar, such as pickup parties, wine release events, etc.? If so, provide details regarding the frequency of such events, the proposed expected number of attendees, the proposed location (within the wine bar storefront, parking lot, etc.)
b. The statement of operations indicates that the space will also be used as an office for the affiliate wholesale business. Where will this office be located? Will the office be accessible to customers, or employees only?
c. Provide a complete description of the use for each of the rooms that are depicted in the floor plan. For the rooms labeled “retail”, what types of merchandise will be sold? Indicate whether these rooms will be accessible to customers, or if they are to be accessed by employees only.

Please note that this does not constitute a final review of the proposed project. Note that additional comments may be provided upon review of the required resubmittal items. Additional review will be conducted, and further comments provided regarding project design and compliance with the Hollister Municipal Code after the Planning Division is in receipt of a complete application submittal.

Our regular hours of operation are Monday through Thursday 8:30 am to 12:00 pm and 1:00 pm through 4:30 pm, closed Fridays. Thank you.

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Notice of Incomplete Application
CUP 2022-8 / Gaetano David Addamo / 191 San Felipe Rd.

Friday, March 31, 2023

Page 5 of 5 ends

Sincerely,

Liz Gagliardi, Associate Planner
Development Services Department – Planning Division

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1 Elizabeth Gagliardi
From:Planning Dept
Sent:Monday, April 3, 2023 4:36 PM
To:DAVID ADDAMO; Elizabeth Gagliardi; Brett Miller
Subject:RE: CUP 2022-6, Application for 191 San Felipe Wine Bar Good afternoon Mr. Addamo,

Your withdrawal request has been received. Refund requests are subject to determination of the Development Services Director, so I will be forwarding the request for her consideration.

Sincerely,
Liz Gagliardi, Associate Planner

Get Involved In Community Planning!
General Plan Update Hollister2040.org|[email protected]

DEVELOPMENT SERVICES DEPT. REGULAR PUBLIC HOURS
Monday – Thursday 8:30a - 12:00p, 1:00p - 4:30p
Friday – Sunday CLOSED

ALL Planning Applications require an appointment with a City Planner for submittal.

From: DAVID ADDAMO [ mailto:[email protected]]
Sent: Sunday, April 2, 2023 4:45 PM
To: Elizabeth Gagliardi ; Brett Miller
Cc: Planning Dept
Subject: Re: CUP 2022-6, Application for 191 San Felipe Wine Bar

Hello Liz
I am withdrawing my application project number cup2022-6.

I am demanding a full refund. I have been through damaging stress and needed to seek medical attention because of this application! I was simply leasing an existing commercial building and you treated this as if I was building a new Target! In fact you even used Target as an example to me in one of the past emails! It was made clear to me that the city of Hollister does not have in place how to handle a cup with an existing building! You have made it impossible for me to start a small business in this city. If I don’t receive a refund I will seek legal action for my refund and medical expenses! Please respond to this email that you received it.

Sent from my iPhone

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Packet Pg. 698

2 On Mar 29, 2023, at 2:26 PM, Elizabeth Gagliardi wrote:

Good afternoon David,

I wanted to follow up with you regarding your application for CUP 2022-6 that is currently under review with the Planning Division for a proposed wine bar at 191 San Felipe Road. I understand you called this afternoon and spoke to our Permit Technician Rosa regarding this application. She let me know that you had inquired about the process to withdraw the application. If you are looking to withdraw the application, the process is as follows:

Application Withdrawal Process:

1. Provide in writing your request to withdraw the application. This can be provided via email – please CC myself at [email protected], as well as [email protected].

1. In the withdrawal request, please specify the project number; CUP 2022-6.

2. If you are requesting a refund or partial refund of the fees paid for the review of this application, you will need to specify this request in your written withdrawal request.

Note that a we cannot guarantee a refund of fees paid for the application review

Please let me know if you have any questions. Note that unless we receive a formal withdrawal request from you in writing, your application will be considered active and we will continue to review it as such.

Sincerely,
Liz Gagliardi, Associate Planner
Get Involved In Community Planning!
General Plan Update Hollister2040.org|[email protected]

DEVELOPMENT SERVICES DEPT. REGULAR PUBLIC HOURS
Monday – Thursday 8:30a - 12:00p, 1:00p - 4:30p
Friday – Sunday CLOSED

ALL Planning Applications require an appointment with a City Planner for submittal.

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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: JUNE 5, 2023
SUBMITTED: May 30, 2023
DEPARTMENT:

DEPARTMENT HEAD:

Planning
Christine Hopper, Development
Services Director

SPONSOR(S): Burns

TITLE OF ITEM: CONSIDERATION OF WAIVING THE PRE-APPLICATION FEE FOR THE

GROWING HEARTS GARDEN CENTER

BRIEF DESCRIPTION: At the May 1, 2023 City Council meeting, representatives from the non- profit organization, Growing Hearts Garden Center, requested the City waive the pre-application fees for their proposed garden center. By consensus, the Council requested staff return with an agenda item to consider waiving the pre-application fees.

RECOMMENDATION: Discuss and consider waiving the pre-application fees for the Growing Hearts Garden Center project.

DEPARTMENT SUMMARY: At the May 1, 2023 City Council meeting, representatives from the local non-profit organization, Growing Hearts Garden Center, requested the City waive the pre- application fees for their proposed garden center located at the vacant site at 102, 140 and 190 San Benito Street. Growing Hearts Garden Center was founded in 2018, dreaming of creating a space where special needs adults could work and develop skills in a supportive environment.

By consensus, the Council requested staff return with an agenda item to consider waiving the Pre-application fee of $1,541.55. A Pre-application allows an applicant to discuss a project at a high level with staff members prior to submitting a formal application. The Pre-application is a service provided so an applicant has an understanding of the application process and potential challenges a project may have before spending time and money on a formal submittal. The applicant receives verbal communication from staff during the meeting with a follow-up in writing.

Should the City Council direct staff to return with a Resolution approving the fee waiver, staff recommends the Council suggest findings for approval of the request. An example of a finding could be that the organization is a locally based non-profit providing service to the special needs communities of the City of Hollister and San Benito County.

FINANCIAL IMPACT: Development fee in the amount of $1,541.55.

CEQA: Discussion of this item is not a project under CEQA.

THIS REPORT WAS REVIEWED BY THE INTERIM CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

David Mirrione, Interim City Manager

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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: JUNE 5, 2023
SUBMITTED: May 3, 2023
DEPARTMENT:

DEPARTMENT HEAD:

City Manager
David Mirrione, Acting City
Manager

SPONSOR(S): Resendiz

TITLE OF ITEM: LGBTQ+ GUIDE FOR PUBLIC OFFICIALS

BRIEF DESCRIPTION: Following the April 3, 2023 City Council meeting, staff transcribed the “Friendly Workplace Training Manual for Public Officials” created by the Inland Northwest LBGT Center and it is now available for distribution to members of the public, City Council, and other public officials.

RECOMMENDATION: Receive a report from staff.

DEPARTMENT SUMMARY: At the April 3, 2023 City Council meeting, Councilmember Resendiz provided the “Friendly Workplace Training Manual for Public Officials” created by the Inland Northwest LBGT Center in Washington state. Councilmember Resendiz requested staff transcribe the manual and include updates suggested by members of the Esperanza Center. Following transcription, the members of the Esperanza Center reviewed the edits and finalized the changes. The LGBTQ+ Friendly Workplace Training Manual for Public Officials is available for distribution to members of the public, City Council, and other public officials.

ATTACHMENTS:

1. Friendly Workplace Training Manual For Public Officials_FINAL

THIS REPORT WAS REVIEWED BY THE INTERIM CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

David Mirrione, Interim City Manager

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1 City of Hollister

Friendly Workplace
Training Manual For
Public Officials

Revision Date: June 2023

Thank you to the Peer Mentors at the Esperanza Center for their input and contributions in revising and updating the original training manual.

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2 Acknowledgments

Special thanks to the Inland Northwest LGBT Center who created the original manual.

This manual has been developed from the following resources:

Southern Poverty Law Center
www.splcenter.org - 400 Washington Ave., Montgomery, AL 36104

Safe Zone Training - Worcester Polytechnic Institute
http://users.wpi.edu/~alliance/safezone/safezone-manual-2003.pdf www.wpi.edu/offices/diversity/resources/lgbtq-support
100 Institute Road Worcester, MA 01609

Safe Space Training Manual - Loyola University
6525 N. Sheridan Road, Student Life. Chicago, IL 60626

GLSEN - Safe Space Training Manual
http://www.ct.gov/dcf/lib/dcf/wmv/pdf/safespace guide.pdf

Wikipedia - various articles
www.wikipedia.org

WebMD - various articles
www.webmd.com

Gay and Lesbian Medical Association (GLMA) - various articles www.glrna.org

Lambda Legal - various articles
www.lambdalegal.org

Washington Secretary of State
http://www.sos.wa.gov/corps/domesticpartnerships/faq.aspx 801 Capitol Way South, PO Box 40234, Olympia WA 98504-0234 - (360) 725-0377

National Center for Transgender Equality
http://transequality.org/PDFs/NTDSReportonHealth final.pdf 1325 Massachusetts Avenue NW, Suite 700, Washington, DC 20005

Safe Schools Coalition
www.safeschoolscoalition.org - Seattle Washington

National Coalition of Anti-Violence Programs
240 W 35th St, Ste 200, New York NY 10001 - www.avp.org G.3.a
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3 TABLE OF CONTENTS

THE BASICS .............................................................................................................................. 5

INTRODUCTORY DEFINITIONS ................................................................................................ 7

LGBTQ+ HISTORY .................................................................................................................. 11

9 ANTI-GAY MYTHS DEBUNKED ........................................................................................... 14

PHOBIA'S ................................................................................................................................. 20 Homophobia - Myths & Realities of Homosexuality ................................................................... 20 Consequences of Homophobia ................................................................................................. 21 Biphobia - Myths & Realities of Bisexuality ................................................................................ 22 Transphobia- Myths & Realities of Transgender ........................................................................ 24 Consequences of Transphobia ................................................................................................. 26 Statistics ................................................................................................................................... 27

PROPER ETIQUETTE WHEN TALKING WITH TRANSGENDER PEOPLE ............................ 28 Respect Their Gender Identity .................................................................................................. 28 Ask Respectful and Appropriate Questions ............................................................................... 28 Respect Their Privacy ............................................................................................................... 28 Treat Them Like Any Other Person of that Gender ................................................................... 28 Familiarize Yourself with the Vocabulary ................................................................................... 28

COMING OUT........................................................................................................................... 30 Things to do to Support Family and Friends Coming Out .......................................................... 36 Parents & Families .................................................................................................................... 36 Friends ...................................................................................................................................... 36 Tips for LGBTQ+ Interaction ..................................................................................................... 37 Coming Out as Transgendered ................................................................................................. 38 Who are Transgender Youth? ................................................................................................... 38 Gender Sexuality ...................................................................................................................... 39 Sex/Gender/Sexuality Continuums ............................................................................................ 39 G.3.a
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4 Coming Out as Intersexed ........................................................................................................ 41

HETEROSEXUAL PRIVILEGE ................................................................................................. 44 Suggestions for Combating Heteronormativity .......................................................................... 45

DOMESTIC VIOLENCE IN THE LGBTQ+ COMMUNITY ......................................................... 49 What is Domestic Violence? ...................................................................................................... 49 The Prevalence of LGBTQ+ Domestic Violence ........................................................................ 51 Barriers in Addressing LGBTQ + Domestic Violence ................................................................. 52 Special Issues in LGBTQ + Domestic Violence ......................................................................... 52 HIV/AIDS and Domestic Violence ............................................................................................. 53

RESOURCES ........................................................................................................................... 56

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5 The Basics

Our goals in providing this training are to: offer information to straight allies in positions where they may be in contact with lesbian, gay, bisexual and transgender people; provide a greater sense of safety for the gay, lesbian, bisexual, and transgender community; and act as a resource of information regarding homophobia, heterosexism, transphobia and LGBTQ+ issues.

"What Do You Think?"

The first three words that come to mind when I hear the word "gay" are:
, and .

The first three words that come to mind when I hear the word "lesbian" are:
and

Almost all homosexuals are .

Approximately % of the adult population is gay (male).

Approximately % of the adult population is lesbian.

Most male homosexuals recognize that they are gay at approximately the age of . Most lesbians recognize that they are gay around the age of .

Three ways in which gays or lesbians are different from other men and women are:

Most gay relationships

Most lesbian relationships

Most homosexuals have parents who

Most gay people have had no heterosexual experiences.

Yes No I Don't Know

Most gay people approve of non-monogamous relationships.

Yes No I Don't Know
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6 Most gay people go to gay bars regularly.

Yes No I Don't Know

I know a gay person who

A gay family

A gay employee

You and your partner (gay or lesbian) have a child in 1st grade. Parent-teacher conferences are scheduled for next week, and both of you want to go. What problems do you anticipate?

Your partner (gay or lesbian) has been critically injured in an automobile accident, and s/he is in intensive care. You arrive, breathless, at the hospital. What happens next?

You are invited to a family wedding. You are in a committed relationship (gay or lesbian).

The invitation says, "Bring a Guest". What do you do?

You are in a committed homosexual relationship. Your family expects you home for the holidays, but does not invite your partner. What do you do?

You have a new job, and there is an office party scheduled at your boss' home for the next weekend. The invitation says, "Bring your spouse". You are in a committed lesbian/gay relationship. What do you do?

How do these examples make you feel? Why?

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7 Introductory Definitions

What is LGBTQ+? LGBTQ+ stands for Lesbian, Gay, Bisexual, Transgendered, and Queer. The letter "Q" can also stand for Questioning and at times you will also see the letter "A" for Ally and "I" for Intersexed. As the climate for the community continues to change so do the definitions evolve, so while this is a common list of verbiage in the gay community it is not complete.

Aromanticism: is a romantic orientation characterized by experiencing little to no romantic attraction.

Asexuality: A person who experiences little to no sexual attraction. This is not synonymous with celibacy or Aromanticism. Asexuals are often excluded from the Queer Community or seen as flawed or broken.

Androgyny: Displaying characteristics of both or neither male or female.

Biological Sex: The distinction between female, male, and intersex people based on physiological characteristics, especially chromosomes and external genitalia.

Biphobia: Fear or hatred or invalidation of those assumed to be bisexual. Like Transphobia, it is prevalent in both the straight and gay/lesbians communities.

Bisexual/Bi: A person who is emotionally, physically and/or sexually attracted to both men and women as well as non-binary and trans people.

Butch/Femme: A lesbian or gay woman, who prefers traditionally masculine (butch)/feminine dress, style, expression, or identity. Use caution with these terms as they can be taken offensively.

Cis-gender: denoting or relating to a person whose gender identity corresponds with the sex registered for them at birth; not transgender.

Closeted/In the Closet: The confining state of being secretive about one's true Sexual Identity. This should be respected as it is often a means of surviving in a family, group, or broader setting which might be intolerant or confrontational towards their gender/ sexuality.

Come Out (of the closet): To acknowledge one's true Sexual Identity, either to oneself or to others. · This is a very personal and significant choice for queer people and should not be pushed or forced by others.

Drag: Wearing the clothing of another gender, often exaggerating stereotypical characteristics of that gender. The intention of drag is often to provide a safe space for queer people; exaggerates stereotypical characteristics for the purpose of; drag is an art form and form of pride and should not be confused with actual sexual or ge nder identity.

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8 Dyke: A derogatory term for lesbian, the word dyke was reclaimed by lesbians in the 1970's as slang, and many lesbians now refer to themselves as dykes. This is still used as a derogatory slur toward lesbians, though many have reclaimed.

Family: What the gay community calls each other.

FTM: Female to Male. A term used in the LGBTQ+ community that refers to male identified people who were categorized as female at birth. This is sometimes referred to as AFAB (Assigned Female at birth). (See also MTF and Transgender).

Gay: A common and acceptable term for male homosexuals, but also used when referring to both men and women.

Gender: Characteristics of masculine or femininity that are learned or chosen. A person's assigned sex does not always match their gender (see Transgender), and more people display traits of more than one gender.

Gender is different than sexuality.

Heterosexism: A bias towards heterosexuality or the exclusion of homosexuality. It is also, the presumption that heterosexuality is superior to homosexuality. Or, prejudice, bias or discrimination based on these things. This is more commonly referred to as “heteronormativity”.

Heterosexual: A person who is emotionally, physically and/or sexually attracted to members of the opposite sex.

Homophobia: Fear or hatred of those assumed to be LGBTQ+ and anything connected to their culture. It is when a person fears homosexuality, either in other people or within themselves. Homophobia within oneself is often called “internalized homophobia”.

Homosexual: A person who is emotionally, physically and/or sexually attracted to a person of the same sex.

Intersex: A person who is born with physically ambiguous genitalia which doctors have trouble classifying as "female/girl" or "male/boy." Avoid use of the word "hermaphrodite" which is offensive and outdated.

Lesbian: A common and acceptable term for female homosexuals.

MTF: Male to Female. A term used in the LGBTQ+ community that refers to female- identified people that are categorized as male at birth. Also referred to as AMAB (Assigned male at birth). (See also FTM and Transgender).

Non-binary: Used to describe someone whose gender identity can’t be described as exclusively woman or man. Umbrella term including people who don’t identify fully or a t all with “male” or “female”. Exists on a spectrum and is not dependent on gender assigned at birth.

Openly Gay: Used in instances where the Sexual Orientation of the individual is relevant to the story and the individual has previously outed her/himself.

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9 Outing/Outed: Publicly revealing the Sexual Orientation of an individual who has chosen to keep their orientation a secret. Don’t use private pronouns for people around other people they are closeted toward. (You could accidentally out them). This is a safety concern.

Passing: With regards to sex, gender, and sexuality; passing means being read as a sex, gender, or sexuality other than the one you were assigned or with which you identify. Do not comment whether others are “passing” unless explicitly asked”

Pride: A healthy safe respect, which, in the context of the LGBTQ+ community, promotes empowerment, education, safe-living, and the sense that it is "okay to be queer."

Queer: In the past, this term was a derogatory word for gays and lesbians. It has been reclaimed by LGBTQ+ activists during the 1980's. Considered a more inclusive term than gay. It is an umbrella term applied to all members of the LGBTQ+ community and is a personal identifier.

Sero-conversion: is a sign that the immune system is reacting to the presence of the virus in the body. It's also the point at which the body produces antibodies to HIV. Once seroconversion has happened, an HIV test will detect antibodies and give a positive result.

Sexual Identity: How one is recognized by others. Heterosexuality is automatically assumed in the United States unless a person "comes out."

Sexual Orientation: The attraction that one feels toward either or both sexes. Why people feel the attraction they feel is unclear. Studies state that sexual orientations are concreted by the age of five, if not sooner. The median age at which youth recognize the nature of orientation is thirteen.

Stonewall: The Stonewall Inn Tavern in New York City's Greenwich Village was the site of several nights of violent protests following a police raid committed on June 28, 1969 for no other reason than it was a queer bar.

Although not the nation's first gay-rights demonstration, Stonewall is now regarded as the birth of the modern LGBTQ+ movement.

Straight: A heterosexual person.

Transgender: An umbrella term for individuals who blur the lines of traditional gender expression. Transgendered individuals recognize the social construction of their genders and thus do not fit neatly within societal- prescribed gender roles determined by biological sex. Identifies differently from their gender assigned at birth.

Gender nonconformity does not equal transgender.

Transphobia: Hatred and/or discrimination against people who break or blur gender roles and sex characteristics. Like biphobia, it is prevalent in both the straight and gay/lesbian communities.

Two-Spirit: Native American concept present in some indigenous cultures across North America and parts of Central and South America. It is a term of reverence, G.3.a
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10 traditionally referring to people who display either masculine and feminine sex or gender characteristics. Those who are Two -Spirited are and were traditionally respected and may be healers or leaders thought to possess a high spiritual development.

(adapted and updated from Safe Zone and Safe Space Training Manuals)

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11 LGBTQ+ History

1869 - Kertbeny Coins "Homosexual" - The writer used "homosexual" as part of a system for the classification of sexual types. He believed that each of his categories is rooted in heredity, and used that argument as a basis for opposition to laws against consensual sex between men.

1909 - Freud "Invents" - Sexuality Freud rejects hereditary theories of the causes of homosexuality and that homosexuals are necessarily feminine.

According to Freud, a boy can develop into an effeminate heterosexual, a masculine homosexual, or some other combination of gender and sexuality.

1962 - Illinois is the first state to decriminalize homosexual contact

1967 - First "Gay Campus Group" - Columbia University's Student Homophile League gains official recognition

1969 - Stonewall Riots - New York police regularly raided gay bars, harassing and arresting patrons, but on the 29th of June the lesbians and gay men of the Stonewall Inn fought back, forcing the police to barricade themselves inside the bar for their own protection.

1973 - American Psychiatric Association on Homosexuality Declares homosexuality per se is not a psychiatric disorder, but as "normal."

1977 - Lead by Harvey Milk Proposition 6 is defeated by voters in California, it would have barred teachers from being openly gay.

1978 - San Francisco city supervisor (aka "Mayor of Castro Street") Harvey Milk is murdered in City Hall by former city supervisor Dan White. The now famous "Twinkie Defense" was used successfully to reduce the charges against Dan White for the murder.

1982 - Wisconsin is the first state to pass a statewide same-sex rights bill.

1987 - ACT UP Against AIDS is formed to bring about change for HIV/AIDS patients. Demands FDA assistance in affording AZT and brings awareness to the AIDS issue in America.

1989 - Same Sex Partnerships Recognized October- Denmark is the first country in the world to give legal recognition to same-sex partnerships.

1990 - Gays and Lesbians allowed to Immigrate to the U.S. Policies restricting Gays and Lesbians from immigrating to the United States are rescinded.

1992 - London hosts first Europride.

1993 - Senator Sam Nunn's "Don't ask, Don't tell" policy for the U.S. military becomes law. The law includes the determination that "persons who demonstrate a propensity or intent to engage in homosexual acts" are an "unacceptable risk" for inclusion in the military.

1995 - Gaytime TV is launched - One million viewers tuned in each week to catch lesbian and gay programming.

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12 1996 - Marriage Laws

President Clinton signs the Defense of Marriage Act (DOMA), denying federal benefits to same sex spouses should gay marriage ever become legal, and creating an exception to the US constitution allowing states to disregard same-sex marriages performed in other states.

A Hawaiian state court upheld the right of same-sex couples to be legally wed. The ruling makes Hawaii the first state to legally recognize gay and lesbian couples. Voters approved a constitutional amendment in 1998 granting the Hawaii State Legislature the power to reserve marriage to opposite-sex couples, which resulted in a law banning same-sex marriage. In 2010, Hawaii House Bill 444, which would create civil unions for same-sex and opposite-sex couples, passed the Hawaii House of Representatives and the Hawaii Senate and was vetoed by Governor Linda Lingle.

1998 - October 12th Matthew Sheppard is murdered.

2000 - Civil Unions/Registered Domestic Partnership Laws passed and goes into effect in Vermont.

2003 - In a historic decision on June 26, Sodomy Laws were reversed in the United States.

2004 - Limited Domestic Partnerships were passed and came into effect in New Jersey, while state constitutions were changed to ban same sex marriage in: Mississippi, Missouri, Montana, Oregon and Utah and these states included the banning of civil unions: Arkansas, Georgia, Kentucky, Louisiana, Michigan, North Dakota, Ohio, Oklahoma, Virginia and Wisconsin.

2005 - Civil Unions/Registered Domestic Partnerships become effective in California, while Kansas and Texas added verbiage to ban same sex marriage in their state constitutions.

2006 - State Constitutions changed banning same sex marriage in Tennessee and Alabama, Colorado, Idaho, South Carolina, South Dakota, Virginia, Wisconsin included civil unions in their ban.

2007 - Limited Domestic Partnership passed and go into effect in Washington State, laws were expanded in 2008 and 2009.

2008 - Same sex marriage goes into effect in Connecticut.

May 2008 - same sex marriage goes into effect in California and ends in November when Prop 8 is passed. Same sex marriage is also banned in Arizona and Florida included Civil Unions in their ban. Arkansas passed a law banning adoption by same sex parents.

Civil Union/Registered Domestic Partnership Laws go into effect in New Hampshire.

Limited Domestic Partnership laws go into effect in Oregon.

2009 - Same sex marriage goes into effect in Iowa and Vermont, were passed in New Hampshire, and Washington DC. Maine passed same sex marriage which later was banned and never went into effect.

Civil Unions/Registered Domestic Partnerships passed and go into effect in Nevada. Limited G.3.a
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13 Domestic Partnership laws go into effect in Colorado and Wisconsin.

Washington DC recognizes unions made abroad.

Matthew Shepard Act passes also known as the "Hate Crimes Bill." The California Supreme Court upholds Prop 8, banning same sex marriage. In 2010, US District Judge Vaughn Walkers strikes down Prop 8 stating it violates the United States Constitution's Fourteenth Amendment of Equal Protection and Due Process Clauses.

2010 - Australia becomes the first country in the world to recognize a "non-specified' gender.

December 22, 2010 - President Barack Obama signs into a law a bill to eliminate "Don't Ask Don't Tell." Elimination of this law means that homosexuals will be able to serve in the US Military openly and without fear.

2011 - Same sex marriage passes and goes into effect in New York. Civil Union/Registered Domestic Partnerships passed in Illinois, Delaware and Hawaii.

September 20, 2011 - official end of "Don't Ask Don't Tell".

2015 - Nationwide legalization of same sex marriage passes.

2019 - Transgender Military Ban under Trump Administration

2019 - Gay and Trans Panic Defense Prohibition Act of 2019.

2021 - Transgender Military Ban repealed under Biden Administration.

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14 9 Anti-Gay Myths Debunked

MYTH# 1
Homosexuals molest children at far higher rates than heterosexuals.

THE ARGUMENT
Depicting gay men as a threat to children may be the single most potent weapon for stoking public fears about homosexuality.

THE FACTS
According to the American Psychological Association, "homosexual men are not more likely to sexually abuse children than heterosexual men are." Gregory Herek, a professor at the University of California, Davis, who is one of the nation's leading researchers on prejudice against sexual minorities, reviewed a series of studies and found no evidence that gay men molest children at higher rates than heterosexual men.

Anti-gay activists who make that-claim allege that all men who molest male children should be seen as homosexual. But research by A. Nicholas Groth, a pioneer in the field of sexual abuse of children, shows that is not so. Groth found that there are two types of child molesters: fixated and regressive. The fixated child molester - the stereotypical pedophile - cannot be considered homosexual or heterosexual because "he often finds adults of either sex repulsive" and often molests children of both sexes. Regressive child molesters are generally attracted to other adults, but may "regress" to focusing on children when confronted with stressful situations. Groth found that the majority of regressed offenders were heterosexual in their adult relationships.

The Child Molestation Research and Prevention Institute notes that 90% of child molesters target children in their network of family and friends. Most child molesters, therefore, are not gay people lingering outside schools waiting to snatch children from the playground, as much religious-right rhetoric suggests.

MYTH# 2
Same-sex parents harm children.

THE ARGUMENT
Most hardline anti-gay organizations are heavily invested, from both a religious and a political standpoint, in promoting the traditional nuclear family as the sole framework for the healthy upbringing of children. They maintain a reflexive belief that same-sex parenting must be harmful to children - although the exact nature of that supposed harm varies widely.

THE FACTS
No legitimate research has demonstrated that same-sex couples are any more or any less harmful to children than heterosexual couples.

The American Academy of Pediatrics in a 2002 policy statement declared: "A growing body of scientific literature demonstrates that children who grow up with one or two gay and/or lesbian parents fare as well in emotional, cognitive, social, and sexual functioning as do children whose parents are heterosexual." That policy statement was reaffirmed in 2009.

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15 The American Psychological Association found that "same-sex couples are remarkably similar to heterosexual couples, and that parenting effectiveness and the adjustment, development and psychological well-being of children is unrelated to parental sexual orientation."

Similarly, the Child Welfare League of America's official position with regard to same- sex parents is that "lesbian, gay, and bisexual parents are as well-suited to raise children as their heterosexual counterparts."

MYTH# 3
People become homosexual because they were sexually abused as children or there was a deficiency in sex-role modeling by their parents.

THE ARGUMENT
Many anti-gay rights proponents claim that homosexuality is a mental disorder caused by some psychological trauma or aberration in childhood.

THE FACTS
No scientifically sound study has linked sexual orientation or identity with parental role- modeling or childhood sexual abuse.

MYTH #4
Homosexuals don't live nearly as long as heterosexuals.

THE ARGUMENT
Anti-gay organizations want to promote heterosexuality as the healthier "choice."

THE FACTS
This falsehood can be traced directly to the discredited research of Paul Cameron and his Family Research Institute, specifically a 1994 paper he co-wrote entitled, "The Lifespan of Homosexuals." Using obituaries collected from gay newspapers, he and his two co-authors concluded that gay men died, on average, at 43, compared to an average life expectancy at the time of around 73 for all U.S. men. On the basis of the same obituaries, Cameron also claimed that gay men are 18 times more likely to die in car accidents than heterosexuals, 22 times more likely to die of heart attacks than whites, and 11 times more likely than blacks to die of the same cause. He also concluded that lesbians are 487 times more likely to die of murder, suicide, or accidents than straight women. Remarkably, these claims have become staples of the anti-gay right and have frequently made their way into far more mainstream venues. For example, William Bennett, education secretary under President Reagan, used Cameron's statistics in a 1997 interview he gave to ABC News' "This Week."

However, like virtually all of his "research," Cameron's methodology is egregiously flawed - most obviously because the sample he selected (the data from the obits) was not remotely statistically representative of the homosexual population as a whole. Even Nicholas Eberstadt, a demographer at the conservative American Enterprise Institute, has called Cameron's methods "just ridiculous."

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16 MYTH# 5
Hate crime laws will lead to the jailing of pastors who criticize homosexuality and the legalization of practices like bestiality and necrophilia.

THE ARGUMENT
Anti-gay activists, who have long opposed adding LGBTQ+ people to those protected by hate crime legislation, have repeatedly claimed that such laws would lead to the jailing of religious figures who preach against homosexuality -part of a bid to gain the backing of the broader religious community for their position.

In a related assertion, anti-gay activists claimed the law would lead to the legalization of psychosexual disorders (paraphilias) like bestiality and pedophilia. Bob Unruh, a conservative Christian journalist who left The Associated Press in 2006 for the right- wing, conspiracies news site WorldNet Daily, said shortly before the federal law was passed that it would legalize "all 547 forms of sexual deviancy or 'paraphilias' listed by the American Psychiatric Association." This claim was repeated by many anti-gay organizations, including the Illinois Family Institute.

THE FACTS
The claim that hate crime laws could result in the imprisonment of those who "oppose the homosexual lifestyle" is false. The Constitution provides robust protections of free speech, and case law makes it clear that even a preacher who suggested that homosexuals should be killed would be protected.

Neither do hate crime laws - which provide for enhanced penalties when persons are victimized because of their "sexual orientation" (among other factors) - "protect pedophiles," as Janet Porter and many others have claimed. According to the American Psychological Association, sexual orientation refers to heterosexuality, homosexuality and bisexuality - not paraphilias such as pedophilia. Paraphilias, as defined by the American Psychiatric Association, are disorders characterized by sexual urges or behaviors directed at nonhuman objects or non-consenting persons like children, or that involve the suffering or humiliation of one's partner.

Even if pedophiles, for example, were protected under a hate crime law - and such a law has not been suggested or contemplated anywhere - that would not legalize or "protect" pedophilia.

Pedophilia is illegal sexual activity, and a law that more severely punished people who attacked pedophiles would not change that.

MYTH# 6
Allowing homosexuals to serve openly would damage the armed forces.

THE ARGUMENT
Anti-gay groups are adamantly opposed to allowing gay men and lesbians to serve openly in the armed forces, not only because of their purported fear that combat readiness will be undermined, but because the military has long been considered the purest meritocracy in America (the armed forces were successfully racially integrated long before American civilian society, for example). If gays can serve honorably and effectively in this meritocracy, that would suggest that there is no rational basis for discriminating against them in any way.

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17 THE FACTS
Homosexuals now serve in the U.S. armed forces, though under the "Don't Ask, Don't Tell" (DADT) policy instituted in 1993, they cannot serve openly. At the same time, gays and lesbians serve openly in the armed forces of 25 countries, including Britain, Israel, South Africa, Canada and Australia, according to a report released by the Palm Center, a policy think tank at the University of California at Santa Barbara. The Palm Center report concluded that lifting bans against openly gay service personnel in these countries "ha[s] had no negative impact on morale, recruitment, retention, readiness or overall combat effectiveness." Successful transitions to new policies were attributed to clear signals of leadership support and a focus on a uniform code of behavior without regard to sexual orientation.

MYTH# 7
Homosexuals are more prone to be mentally ill and to abuse drugs and alcohol.

THE ARGUMENT
Anti-gay groups want not only to depict sexual orientation as something that can be changed but also to show that heterosexuality is the most desirable "choice" - even if religious arguments are set aside. The most frequently used secular argument made by anti- gay groups in that regard is that homosexuality is inherently unhealthy, both mentally and physically. As a result, most anti-gay rights groups reject the 1973 decision by the American Psychiatric Association (APA) to remove homosexuality from its list of mental illnesses.

Some of these groups, including the particularly hardline Traditional Values Coalition, claim that "homosexual activists" managed to infiltrate the APA in order to sway its decision.

THE FACTS
All major professional mental health organizations are on record as stating that homosexuality is not a mental disorder.

It is true that LGBTQ people suffer higher rates of anxiety, depression, and depression- related illnesses and behaviors like alcohol and drug abuse than the general population. But studies done during the past 15 years have determined that it is the stress of being a member of a minority group in an often-hostile society - and not LGBTQ+ identity itself - that accounts for the higher levels of mental illness and drug use.

Richard J. Wolitski, an expert on minority status and public health issues at the Centers for Disease Control and Prevention, put it like this in 2008: "Economic disadvantage, stigma, and discrimination ... increase stress and diminish the ability of individuals [in minority groups] to cope with stress, which in turn contribute to poor physical and mental health."

MYTH# 8
No one is born a homosexual.

THE ARGUMENT
Anti-gay activists keenly oppose the granting of "special" civil rights protections to homosexuals similar to those afforded black Americans and other minorities. But if people are born gay -in the same way people have no choice as to whether they are black or white- discrimination against homosexuals would be vastly more difficult to justify. Thus, anti-gay G.3.a
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18 forces insist that sexual orientation is a behavior that can be changed, not an immutable characteristic.

THE FACTS
Modern science cannot state conclusively what causes sexual orientation, but a great many studies suggest that it is the result of biological and environmental forces, not a personal "choice." One of the more recent is a 2008 Swedish study of twins (the world's largest twin study) that appeared in The Archives of Sexual Behavior and concluded that "[h]omosexual behavior is largely shaped by genetics and random environmental factors." Dr. Qazi Rahman, study co-author and a leading scientist on human sexual orientation, said: "This study puts cold water on any concerns that we are looking for a single 'gay gene' or a single environmental variable which could be used to 'select out' homosexuality - the factors which influence sexual orientation are complex. And we are not simply talking about homosexuality here - heterosexual behavior is also influenced by a mixture of genetic and environmental factors."

The American Psychological Association (APA) acknowledges that despite much research into the possible genetic, hormonal, social and cultural influences on sexual orientation, no evidence has emerged that would allow scientists to pinpoint the precise causes of sexual orientation. Still, the APA concludes that "most people experience little or no sense of choice about their sexual orientation."

In October 2010, Kansas State University family studies professor Walter Schumm said he was about to release a study showing that gay parents produced far more gay children than heterosexual parents. He told a reporter that he was "trying to prove [homosexuality is] not 100% genetic." But critics suggested that his data did not prove that, and, in any event, virtually no scientists have suggested that homosexuality is caused only by genes.

MYTH# 9
Gay people can choose to leave homosexuality.

THE ARGUMENT
If people are not born gay, as anti-gay activists claim, then it should be possible for individuals to abandon homosexuality. This view is buttressed among religiously motivated anti-gay activists by the idea that homosexual practice is a sin and humans have the free will needed to reject sinful urges.

A number of "ex-gay" religious ministries have sprung up in recent years with the aim of teaching homosexuals to become heterosexuals, and these have become prime purveyors of the claim that gays and lesbians, with the aid of mental therapy and Christian teachings, can "come out of homosexuality." Exodus International, the largest of these ministries, plainly states, "You don't have to be gay!" Another, the National Association for Research and Therapy of Homosexuality, describes itself as "a professional, scientific organization that offers hope to those who struggle with unwanted homosexuality."

THE FACTS
"Reparative" or sexual reorientation therapy - the pseudo-scientific foundation of the ex-gay movement - has been rejected by all the established and reputable American medical, G.3.a
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19 psychological, psychiatric, and professional counseling organizations. In 2009, for instance, the American Psychological Association adopted a resolution, accompanied by a 138-page report that repudiated ex-gay therapy. The report concluded that compelling evidence suggested that cases of individuals going from gay to straight were "rare" and that "many individuals continued to experience same-sex sexual attractions" after reparative therapy.

The APA resolution added that "there is insufficient evidence to support the use of psychological interventions to change sexual orientation" and asked "mental health professionals to avoid misrepresenting the efficacy of sexual orientation change efforts by promoting or promising change in sexual orientation." The resolution also affirmed that same-sex sexual and romantic feelings are normal.

Some of the most striking, if anecdotal, evidence of the ineffectiveness of sexual reorientation therapy has been the numerous failures of some of its most ardent advocates.

For example, the founder of Exodus International, Michael Bussee, left the organization in 1979 with a fellow male ex-gay counselor because the two had fallen in love. Alan Chambers, current president of Exodus, said in 2007 that with years of therapy, he's mostly conquered his attraction to men, but then admitted, "By no means would we ever say that change can be sudden or complete."

Used with permission from the Southern Poverty Law Center "10 Anti-Myths Debunked" lntellegence Report issue #140; winter 2010

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20 Phobia’s

Homophobia - Myths & Realities of Homosexuality
Homophobia takes many different forms, including physical acts of hate, violence, verbal assault, vandalism or blatant discrimination such as firing an employee, evicting someone from their housing or denying them access to public accommodations. There are many other kinds of homophobia and heterosexism that happen every day. We often overlook these more subtle actions and exclusions because they seem so insignificant by comparison.

They are not. The following are examples commonly believed to be homophobic:

 Looking at a lesbian or gay man and automatically thinking of her/his sexuality rather than seeing her/him as a whole/complex person;
 Failing to be supportive when your gay or lesbian friend is sad about a quarrel or breakup;
 Changing your seat in a meeting because a gay or lesbian person sat in the chair next to yours;
 Thinking you can "spot one";
 Using the terms "lesbian" or "gay" as-accusatory;
 Thinking that a lesbian (if you are female) or gay man (if you are male) is making perceived sexual advances which they are not.
 Feeling repulsed by public displays of affection between lesbians and gay men but accepting the same affectionate displays between heterosexuals;  Assuming all lesbians and gay men are sexually active;  Assuming that everyone you meet is heterosexual;
 Feeling that a lesbian is just a woman who couldn't find a man or that a lesbian is a woman who wants to be a man;
 Feeling that a gay man is just a man who couldn't find a woman or that a gay man is a man who wants to be a woman;
 Wondering why lesbians and gay men have to "flaunt" their sexuality, when all around you on TV, billboards, and in film heterosexuals are exhibiting much more blatant behavior; and/or
 Assuming that a lesbian or gay man would be heterosexual if given an opportunity.

(Adapted from Safe Zone Training Manual)

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21 In a clinical sense, homophobia is defined as an intense, irrational fear of same sex relations that becomes overwhelming to the person. In common usage, homophobia is the fear of intimate relationships with persons of the same sex. Below are listed four negative homophobic levels and four positive levels of attitudes towards lesbian and gay relationships/people. They were developed by Dr. Dorothy Riddle, a psychologist from Tucson, Arizona.

HOMOPHOBIC LEVELS OF ATTITUDE

Repulsion: Homosexuality is seen as a "crime against nature". Gay/lesbians are sick, crazy, immoral, sinful, wicked, etc. Anything is justified to change them: prison, hospitalization, negative behavior therapy, electroshock therapy, etc.

Pity: Heterosexual chauvinism. Heterosexuality is more mature and certainly to be preferred.

Any possibility of "becoming straight" should be reinforced, and those who seem to be born "that way" should be pitied, "the poor dears".

Tolerance: Homosexuality is just a phase of adolescent development that many people go through and most people "grow out of'. Thus, lesbians/gays are less mature than "straights" and should be treated with the protectiveness and indulgence one uses with a child. Lesbians/ gays should not be given positions of authority because they are still working through their adolescent behavior.

Acceptance: Still implies there is something to accept. Characterized by such statements as "You're not a lesbian to me, you're a person!" or "What you do in bed is your own business," or "That's fine with me as long as you don't flaunt it!"

POSITIVE LEVELS OF ATTITUDES

Support: Work to safeguard the rights of lesbians and gays. People at this level may be uncomfortable themselves, but they are aware of the homophobic climate and the irrational unfairness.

Admiration: Acknowledges that being lesbian/gay in our society takes strength. People at this level are willing to truly examine their homophobic attitudes, values, and behaviors.

Appreciation: Value the diversity of people and see lesbian/gays as a valid part of that diversity.

These people are willing to combat homophobia in themselves and others.

Nurturance: Assumes that gay/lesbian people are indispensable in our society. They view lesbians/gays with genuine affection and delight, and are willing to be allies and advocates.

(adapted from Safe Space Training Manual)

CONSEQUENCES OF HOMOPHOBIA

You do not have to be LGBTQ+ or know someone who is to be negatively affected by homophobia.

Homophobia:

1. Inhibits the ability of heterosexuals to form close, intimate relationships with members of G.3.a
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22 their sex for fear of being perceived as being LGBTQ+;

2. Locks people into rigid gender-based roles that inhibit creativity and self-expression;

3. Is often used to stigmatize heterosexuals, those perceived or labeled by others as LGBTQ+, children of LGBTQ+ parents, parents of LGBTQ+ children and friends of LGBTQ+'s;

4. Is one cause of premature sexual involvement, which increases the chances of teen pregnancy and the spread of sexually transmitted diseases. Young people, of all sexual identities, are often pressured to become heterosexually active to prove to themselves and others that they are "normal";

5. Prevents some LGBTQ+ people from developing an authentic self-identity and adds to the pressure to marry, which in turn places undue stress and often times trauma on themselves as well as their heterosexual spouses and their children; and/or

6. Inhibits appreciation of other types of diversity, making it unsafe for everyone because each person has unique traits that are not considered mainstream or dominant. We are all diminished when any one of us is demeaned.

(adapted from Safe Space Training Manual)

BIPHOBIA - MYTHS & REALITIES OF BISEXUALITY

Sexuality runs along a continuum. It is not a static entity but rather has the potential to change throughout one's lifetime, and varies infinitely among people. We cannot fit our sexuality into nice neat categories which determine who and what we are. Bisexuality exists at many points along the sexual continuum.

Myth: Bisexuality doesn't really exist. People who consider themselves bisexuals are going through a phase, or they are confused, undecided, or fence-sitting. They'll realize that they're actually homosexual or heterosexual.

Reality: Bisexuality is a legitimate sexual orientation. Some people go through a transitional period of bisexuality on their way to adopting a lesbian/gay or heterosexual identity. For many others bisexuality remains a long-term orientation. For some bisexuals, homosexuality was a transitional phase in their coming out as bisexuals. Many bisexuals may well be confused, living in a society where their sexuality is denied by homosexuals and heterosexuals alike, but that confusion is a function of oppression.

Fence-sitting is a misnomer; there is no "fence" between homosexuality and heterosexuality except in the minds of people who rigidly divide the two. Whether an individual is an "experimenting heterosexual" or a bisexual depends on how s/he defines her/himself, rather than on a rigid standard.

While there certainly are people for whom bisexual behavior is trendy, this does not negate the people who come to a bisexual identity amidst pain and confusion and claim it with pride. Many bisexuals are completely out of the closet, but not on the lesbian/gay community's terms.

Bisexuals in this country share with lesbians and gays the debilitating experience of heterosexism (the assumption that everyone is heterosexual and thereby rendering other sexual G.3.a
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23 identities invisible) and homophobia (the hatred, fear, and discrimination against homosexuals).

Myth: Bisexuals are equally attracted to both sexes. Bisexual means having concurrent lovers of both sexes.

Reality: Most bisexuals are primarily attracted to either men or women, but do not deny the lesser attraction, whether or not they act on it. Some bisexuals are never sexual with women, or men, or either. Bisexuality is about dreams and desires and capacities as much as it is about acts. Bisexuals are people who can have lovers of either sex, not people who must have lovers of both sexes. Some bisexual people may have concurrent lovers, but bisexuals do not need to be with both sexes in order to feel fulfilled.

Myth: Bisexuals are promiscuous hypersexual swingers who are attracted to every woman and man they meet. Bisexuals cannot be monogamous, nor can they or live in traditional committed relationships. They could never be celibate.

Reality: Bisexual people have a range of sexual behaviors. Like lesbians, gays or heterosexuals, some have multiple partners, some have one partner, some go through periods without any partners. Promiscuity is no more prevalent in the bisexual population than in other groups of people.

Myth: Politically speaking, bisexuals are traitors to the cause of lesbian/gay liberation. They pass as heterosexual to avoid trouble and maintain heterosexual privilege.

Reality: Obviously there are bisexuals who pass as heterosexual to avoid trouble. There are also many lesbians and gays who do this. To "pass" for heterosexual and deny the part of you that loves people of the same gender is just as painful and damaging for a bisexual as it is for a lesbian or gay person.

Myth: Bisexuals get the best of both worlds and a doubled chance for a date on Saturday night.

Reality: Combine our society's extreme heterosexism and homophobia with lesbian and gay hesitance to accept bisexuals into their community, and it might be more accurate to say that bisexual people get the worst of both worlds. As to the doubled chance for a date theory, that depends more upon the individuals’ personality than it does upon her/his bisexuality. Bisexuals don't radiate raw sex any more than lesbians, gays, or heterosexuals. If a bisexual woman has a hard time meeting people, her bisexuality won't help much.

The terms "bisexual' "lesbian", "gay", and "heterosexual" sometimes separate the gay community unnecessarily. The members of the LGBTQ+ community are unique and don't fit into distinct categories. The community sometimes needs to use these labels for political reasons and to increase their visibility. Their sexual esteem is facilitated by acknowledging and accepting the differences and seeing the beauty in diversity.

(Adapted from: Wall, Vernon A. and Nancy J. Evans (eds.)"Using Psychological development theories to understand and work with gay and lesbian persons" Beyond Tolerance: Gays, Lesbians and Bisexuals on Campus. American College Personal Association. 1991.)

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24 TRANSPHOBIA - MYTHS & REALITIES OF TRANSGENDER

It can be found in forms ranging from jokes to violence to simply not acknowledging that transgender people exist. Transphobia hurts trans people first and foremost. It also sends a message out to the population at large that anyone who tries on any expression or identity that does not conform to societal expectations of their gender will be ridiculed, silenced, economically marginalized, assaulted, or even killed. Often transphobia is used to keep people in rigid gender roles through intimidation. Everyone has something to gain from combating transphobia, even if you do not know of anyone in your life who is transgender.

The first and best way to fight transphobia is to speak out against violence and hateful speech about or directed towards trans people. Movies that display transgender people as a joke or as psychotic should be denounced publicly for encouraging harmful stereotypes.

When someone speaks of trans people as "disgusting," "exotic," "funny," "sick," or other stereotypes that dehumanize trans people let them know it is not okay to say hateful or hurtful things in your presence. The first big way allies can help is by calling people, media, and politicians on their comments and publicly acknowledging that they are being transphobic.

The other way to help trans people is to know the facts about trans people and their lives and educate people when transphobic myths are being perpetuated. Some common myths about trans people are:

Myth: All trans people are gay.

Reality: Some trans people are attracted to the gender opposite of what they identify, some are attracted to the same gender as they identify, and some pick and choose among the genders.

The simple truth is that gender identity has very little to do with sexual orientation.

Myth: Most trans people are male-to-female.

Reality: Most media images of trans people, have been MTF (male-to-female) but there are just as many FTM (female- to-male) transgender people in the world.

Myth: All this transgender stuff is a trend.

Reality: Transgender people have existed in every documented society and culture in human history. Recently trans people have been coming out more and talking about their lives, and more attention has been focused on their issues. Breaking the silence is an important part of securing safety for trans people.

Myth: All transgender people want to change their sex.

Reality: Some trans people do but many other trans people are perfectly happy with their bodies but simply express or think of themselves in terms of a gender they were not assigned at birth.

Myth: Trans people are miserable/ disturbed people.

Reality: Many transgender people have a lot of stress and anxiety, in large part due to the massive lack of acceptance of them and their identity. However, many trans people still live G.3.a
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25 meaningful, accomplished lives. Those who transition into a new gender role may find much relief, but many trans people find happiness and health across the many stages of their lives.

Myth: Trans people are erotic/exotic.

Reality: The sexualization of transgender people is a huge industry and perpetuates many myths about trans people and their sexuality. The objectification and eroticization of trans people hurts and detracts from their basic humanity.

Myth: Trans women are not "real women" or trans men are not "real men."

Reality: Many people, upon finding out someone they know is transgender comment something like "Oh! You mean he's really a woman!" Transgender people are really the gender they identify as, and usually have been so their whole lives, while it is true their experiences at times differ from someone who might have been assigned their gender at birth, difference of perspective does not make for inauthentic gender.

(Adapted from Safe Zone Training Manual)

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26 CONSEQUENCES OF TRANSPHOBIA

Transphobia is defined as a fear and/or hatred towards transgender people, and it is a serious problem that affects many people. Transgender people are often marginalized and ignored in both gay and straight communities. Transphobia includes invalidation. Ignorance and hatred keep many transgender people from speaking out or identifying themselves, which obscures them further. Like gay and lesbian people, many transgender people cannot be picked out of a crowd just by the way they look and blend into the local communities.

Just remember, there are at least a handful of transgender people in every community and institution. You might very well sit next to a transgender person at school or at the office and not realize it.

Transgender people are people just like you, but they have life experiences and struggles that differ from most cisgender people, which should be acknowledged and understood. The following stories are examples of transphobia that have happened to acquaintances of the author of this article, who also happens to be a member of the WPI community. The names of people in these examples have been changed in all but the last. While reading or hearing these stories please think about your classmates, housemates, loved ones, and family members.

Think about how such incidents could affect you personally or the members of the community around you.

Mike is a transgendered man who is in the midst of medical transition and is gender- ambiguous looking. He also suffers from an ovarian/uterine condition that causes him much pain. Midnight on New Year's Eve, he is rushed to a hospital by his roommate because he has begun hemorrhaging and is doubled over in pain. The nurses and doctor in the emergency room noticeably back away from him and avoid physical contact, despite his serious medical problem. After hours of waiting on a gurney in an isolated room, no tests or exams are performed and he is escorted to the parking lot. He is sent home bleeding and in great pain without any treatment.

Tyler is a transgender-identified high school student who presents himself as gender ambiguous despite the cruel treatment he receives by classmates. At a gathering after school, some male students beat him to the ground and gang rape him. Other students notice the commotion and gather around to laugh and point, but not to help their peer.

Ukea and Stephanie were both born biologically male, but identify as and live as women.

They are best friends and stick by one another in the face of the taunts and harassment they receive from neighbors. Late one night, they drive home from a friend's house and are never seen again. Their bodies are found early the next morning in Stephanie's car.

Both girls were shot at least ten times while sitting at a stop light. It is believed that their murders were motivated by hate.

These tragic incidents occur because of people's ignorance, intolerance, and hatred towards transgender people. By educating yourself and becoming an ally to transgender people, you can combat ignorance and hatred and help prevent the occurrence of these atrocities.

(Adapted from Safe Zone Manual)

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27 STATISTICS

More than half of transgender and gender non-conforming people who were bullied, harassed or assaulted in school because of their gender identity have attempted suicide, according to just- released findings from the National Transgender Discrimination Survey, conducted by the National Gay and Lesbian Task Force ( www.thetaskforce.org) and National Center for Transgender Equality ( www.transequality.org) .

A 2009 study, "Family Rejection as a Predictor of Negative Health Outcomes" led by Dr. Caitlin Ryan and conducted as part of the Family Acceptance Project at San Francisco State University, shows that adolescence who were rejected by their families for being LGBTQ+ were

8.4 times more likely to report having attempted suicide. And for every completed suicide by a young person, it is estimated that 100 to 200 attempts are made (2003 Youth Risk Behavior Surveillance Survey). ( http://gaylife.about.com/od/gayteens/a/gaysuicide.html

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28 Proper Etiquette When Talking with Transgender People

RESPECT THEIR GENDER IDENTITY

If the person standing in front of you is presenting themselves as a woman then address that person as a woman. If the person is presenting as a man, then consider that person a man. This means that you should use the proper pronouns and address them with the proper name. If the person has always been known to you as Christopher but uses the name Christine when dressed as a woman, you should address her as "Christine." If you mistakenly use the wrong pronoun or name, don't apologize too much, just follow the mistake with the right term and continue what you were saying.

ASK RESPECTFUL AND APPROPRIATE QUESTIONS

If you have a question that isn't too personal, ask it. Most transgendered people will be happy to answer any question as long as you are respectful and the question isn't inappropriate. Just keep in mind what is and isn't appropriate. It is certainly appropriate to ask them what name they are using but asking about how they have sex is certainly not appropriate. You probably would not ask a woman that you just met at a cocktail party if they are gay or bisexual, so don't feel that it is OK to ask such a personal question of a transgendered person. Generally, it’s better to ask for pronouns first, since gender expression might not align with gender identity.

This is already fairly commonplace with younger queer people and allies.

If a situation is appropriate for asking personal questions, here are a few that you may consider:

 How do you identify?
 In what ways can I support you?

Please keep in mind that not every trans person is an authority on gender-issues, so don't expect them to know everything. Also, if the person looks obviously uncomfortable with these questions, please be courteous and gently change the subject.

RESPECT THEIR PRIVACY

Many transgendered people are not "out," so please do not out them. When a transgendered person tells you of their transgendered status, they are entrusting you with a secret. If you out them then you are betraying that trust and potentially putting them in gender.

TREAT THEM LIKE ANY OTHER PERSON OF THAT GENDER

A trans person presenting as a woman wants to be considered to be a woman and treated as such. Similarly, a trans person presenting as a man wants to be considered a man and treated as a man. If you have any doubt how to act, just use some common sense and act as if they had been born and raised in the gender they are presenting.

FAMILIARIZE YOURSELF WITH THE VOCABULARY

It is often very helpful and less awkward for everyone if you became familiar with some of common transgender-related terms and their usage. By doing so, you are better equipped to G.3.a
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29 talk more intelligently about transgender-related topics and will also help the transgendered person you are talking with feel comfortable.

It should be noted that the term transgender should be used as an adjective, not as a noun. Do not say, "Chris is a transgender," or "There are a lot of transgenders here." Instead say, "Chris is a transgender person," or "There are a lot of transgendered people here."

Please be careful of 'slang' terms. "Shemale" is one of the most noteworthy. Although this term may not have the exact same connotation everywhere, in the United States it is considered to be a term used only in the porn industry or with sex workers. Other defamatory terms include "he- she" and "it." In a related note, it is never appropriate to put quotation marks around the pronoun used with a transgendered individual. Again, treat the trans person as you would anyone else of the gender that individual is presenting as.

Used with permission from "I am Transgendered!" WNW.iamtransqendered.com l1ttp://iamtransqendered.com/Eliquelte.aspx

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30 Coming Out

WHY do people come out as lesbian, gay, bisexual, transgender or intersex (LGBTQ+)?

Some people don't have any choice. Somehow they've been recognizable as LGBTQ+ since they were infants. Their most natural, honest gender expression differed enough from their culture's stereotypes that they were "out" before they knew themselves. But other gay, lesbian, bi, intersex (and some trans) people are not particularly different from heterosexual non-trans folk in their gender expression or, at least, they fall somewhere within an acceptable range of "normal" gender roles for their culture at their time in history. And they may decide to come out.

Why?

For all kinds of reasons:

 Because it feels wrong to pretend to be someone you’re not and nobody can get really close you when you’re pretending.

 Because you can't tell whether the people who love you are just loving your mask or the real person behind it. So it's lonely.

 Because it isn't fair that other people can have boyfriends or girlfriends and you can't or that other people can walk and talk and sit the way they like while you may have to watch every move you make.

 Because watching every move you make can be exhausting; it can sap emotional energy that could otherwise go into being a better student or better at your job.

 Because you may feel as if you're betraying your people by not standing with someone who's harassed or discriminated against for being lesbian, gay, bi or trans.

 Because it may mean preventing yourself from hanging out with people who have this important thing in common with you, if you're worried that people will see you with them.

 Because your health care providers and counselors can provide you the best of care when they know your whole biological, emotional, social self.

 Because, as the Human Rights Campaign says, it's "a powerful thing you can do" for the movement. Public opinion polls indicate that people who realize that they know someone LGBTQ+ are more likely to support laws and policies of equality. You can correct people's stereotypes, assuage their fears and open their hearts.

 Because it's a powerful thing you can do in support of those who aren't ready to be open yet, letting yourself be a role model, demonstrating that there are healthy, happy, "normal" LGBTQ+ people in the world ... even people of your particular race, age, disabilities, etc.

 Because nobody should have to pretend to be someone else in order to get an education, hold a job, get respectful health care, or be loved by their family.

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31 But know that it is also OK to work for human rights in quieter ways if it isn't safe to be "out" at this point in your life or in your particular home or work environment. So if your school is a dangerous place, if you are pretty sure your family would kick you out or beat you up, if you can't afford the emotional or practical costs of coming out right now, know that you are entitled to walk the journey at your own pace. Nobody else gets to decide for you when the costs of silence outweigh the risks of openness. Don't let people guilt-trip you into taking steps you aren't ready for. Someday you will find peace in bringing your whole self to work or school and especially sharing your honest, unmasked self with the people who love you. Until then, know that your life is still a gift to the world. And there are still actions you can take to end homophobia!

NOBODY SHOULD ALLOW SOMEONE ELSE'S enthusiasm about human rights activism to pressure them into coming out before they're ready. We're each on our own personal journey!!

Why do people come out as heterosexual allies (or as children or other family members or friends) of LGBTQ+ people?

 Because sometimes allies have more clout than members of a targeted group in moving people's hearts. They aren't perceived as "having an ax to grind."

 Because they can; they have heterosexual privilege. It may be safer for them to do this work than it might be for an LGBTQ+ person.

 Because it just seems unfair to them that they can hold hands with their girlfriend in public, or put their husband's picture on their desk at work, or join the military and live on base with their family, or get married, but their sister or dad or whomever they care about who's LGBTQ+ can't do the same.

Adapted from Safe Schools Coalition - "Coming Out" flyer - by Beth Reiss. www.safeschoolscoalition.org/Coming_Out.pdf - updated 10/11/11

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32 How might LGBTQ+ individuals feel about coming out to someone?

scared vulnerable relieved wondering how the person will react proud
How might someone feel after someone comes out to them?

scared shocked disbelieving uncomfortable
not sure what to say or do next wondering why the person "came out" supportive flattered honored angry disgusted
What do LGBTQ+ individuals want from the people they come out to? Acceptance support understanding comfort closer
friendship that knowing won't negatively affect their friendship a hug and a smile an acknowledgment of their feelings to be viewed as we were before

not their “gay friend”

Coming out always has risks involved in it, so when a LGBTQ+ person comes out, he/she is entrusting us with that valuable information.

Because LGBTQ+ people are often in different stages of being out and are not always out to everyone, it is the responsibility of those who have been trusted with the information that someone is LGBTQ+ not to "out" that person.

Coming out is a significant part for LGBTQ+. It reduces isolation and alienation and allows for increased support from other LGBTQ+ people.

There have been many theories that attempt to outline stages of coming out. The stages of the following process, provided by PsychPage, are not meant to show a linear progression or be definite categories. It is very common for individuals to move from one stage to another out of the listed order or even be in more than one stage simultaneously. Individuals often move back and forth between stages and are sometimes at a midway point between stages. The model should be thought of more as a continuum that people can move about freely:

Self-Recognition as Gay

More than just an awareness of attraction to members of the same sex, it involves confusion, some attempt at denial and repression of feelings, anxiety, trying to "pass," counseling, and often religious commitment to "overcome" sexuality. Eventually, acknowledgment and G.3.a
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33 acceptance of one's sexual orientation develops. There may be some grief over "the fall from paradise" and feelings of loss of a traditional heterosexual life. Gay and lesbian people may be fairly closeted at this point. However, most seek out information about being gay.

Disclosure to Others

Sharing one's sexual orientation with a close friend or family member is the first step in this stage. Rejection may cause a return to the Self-Recognition stage, but positive acceptance can lead to better feelings of self-esteem. Usually disclosure is a slow process. Some gays and lesbians come out in "gentle" ways, admitting they are gay if asked but not volunteering it.

Others do it in "loud" ways, proclaiming their sexuality to others to end the invisibility of being gay. As this stage progresses, a self-image of what it means to be gay develops, and the individual studies stereotypes, incorporates some information about gays while rejecting other information.

Socialization with Gay People

Socializing with gay people and lesbian people provides the experience that the person is not alone in the world, and there are other people them. A positive sense of self, indeed pride develops, and is strengthened by acceptance, validation, and support. Contact with positive gay or lesbian role models can play a big role in this stage.

Positive Self-Identification

This stage entails feeling good about oneself, seeking out positive relationships with other gays or lesbians, and feeling satisfied and fulfilled.

Integration and Acceptance

Entails an openness and non-defensiveness about one's sexual orientation. One may be quietly open, not announcing their sexual orientation, but available for support to others nonetheless.

Couples live a comfortable life together and generally seek out other couples. Openness is often mitigated by age. Older men may be less open in their lives, and may see no need to change.

Younger men may be more open, politically active, and visible in the gay community.

Coming Out to Others

Perhaps your most difficult step in coming out will be to reveal yourself to other people. It is at this step that you may feel most likely to encounter negative consequences.

Thus, it is particularly important to go into this part of the coming out process with open eyes.

For example, it will help to understand that some heterosexuals will be shocked or confused initially, and that they may need some time to get used to the idea that you are LGBTQ+. Also, it is possible that some heterosexual family members or friends may reject you initially; however, do not consider them as hopeless...many people come around in their own time. Loss of employment or housing are also possibilities that some LGBTQ+ people face. In some places it is still legal to discriminate against LGBTQ+ individuals for housing, employment and other issues. You should take this into consideration when deciding to whom and where you come out. Coming out to others is likely to be a more positive experience when you are more secure G.3.a
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34 with your sexuality and less reliant on others for your positive self-concept. The necessary clarification of feelings is a process that usually takes place over time. It may be a good idea to work through that process before you take the actual steps. Usually it is not a good idea to come out on the spur of the moment. Make coming out an action, not a reaction.

In coming out to others, consider the following:

 Think about what you want to say and choose the time and place carefully;  Be aware of what the other person is going through. The best time for you might not be the best time for someone else;
 Present yourself honestly and remind the other person that you are the same individual you were yesterday;
 Be prepared for an initially negative reaction from some people. Do not forget that it took time for you to come to terms with your sexuality, and that it is important to give others the time they need;
 Have friends lined up to talk with you later about what happened; and/or  Don't give up hope if you don't initially get the reaction you wanted. Due to inculcated societal prejudices mentioned earlier, some people need more time than others to come to terms with what they have heard. Above all, be careful not to let your self-esteem depend entirely on the approval of others. If a person rejects you and refuses to try to work on acceptance, that's not your fault. Keep in mind that this initial refusal may get reversed once the individual gets used to the idea that you are LGBTQ+. If time does not seem to change the individual's attitude toward you, then you may want to re-evaluate your relationship and its importance to you. Remember that you have the right to be who you are, you have the right to be out and open about all important aspects of your identity including your sexual orientation, and in no case is another person's rejection evidence of your lack of worth or value.

When A Person Comes Out t o You...

Remember that the LGBTQ+ person is apt to have spent many hours in thoughtful preparation and shares the information with keen awareness of the possible risk.

There is no way for the LGBTQ+ person to predict your reaction accurately. ·

It is important to understand that the person has not changed. You may be shocked by their revelation, but remember this is still the same person as before. Don't let the shock lead you to view the LGBTQ+ person as suddenly different or bad. Don't ask questions that would have been considered rude within the relationship before this disclosure.

This person has the same sensibilities as before; however, you may well need to do some "catching up."

Some common questions that you may consider are:

1. How long have you known you were gay, lesbian, bisexual or transgender?

2. Is there someone special?
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35 3. Has it been hard for you carrying this secret?

4. Is there some way I can help?

5. Have I ever offended you unknowingly?

Be honest and open about your feelings. It makes the sharing more complete and makes change possible.

If you know or suspect that someone you know is LGBTQ+ and have not yet been told, appreciate the fear and anxiety that inhabits the disclosure. All you can do, usually, is to make it openly known that you appreciate and support LGBTQ+ people.

Seven Things You Can Do for Co-Workers and Patients Who Are Gay

1. Remember that not everyone is heterosexual.

2. Use inclusive language. Use "partners" instead of "boy/girlfriend."

3. Encourage and support educational programs addressing sexual orientation issues.

4. Discourage homophobic humor. Actively confront this form of discrimination.

5. Have supportive publications/posters/stickers in your office to create a safe environment.

6. Create workplace behavioral guidelines that prohibit discriminatory speech, but encourage candid, informational discourse.

7. Recognize National Coming Out Day-October 11.

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36 Things to Do to Support Family and Friends Coming Out

Parents & Families

 Reaffirm your love for your son/daughter, brother/sister, or other family member.

Unconditional love is the most important thing a person needs after coming out.  Be supportive. It is your responsibility as a parent or family member to be there for this person. Let him/her know that coming out was the right thing to do.  Remember that your gay or lesbian family member is the same person he/she was before coming out.
 Give yourself time to adjust to the news.
 Keep lines of communication open. Ask as many questions as you want and LISTEN to what your family member says, encouraging them to discuss their feelings with you.  Teenagers have special needs that should be addressed. Contact a gay or lesbian youth organization (Odyssey Youth Center), PFLAG, or a gay and lesbian positive therapist to get necessary information on how to assist him/her in coping with coming out.
 Develop a positive atmosphere around this issue and celebrate your child's sexual orientation by understanding the difficulties he or she faces, speaking out against homophobia, and helping other family members to be accepting.  Avoid turning the disclosure into a family crisis.
 Be as proud of your son/daughter's, brother/sister's, or other family member's relationship as you are of the relationships with your heterosexual family members.  Teach heterosexual children to respect their gay and lesbian siblings and schoolmates.  Become a role model for other parents or families coming to terms with having gay and lesbian children and/or family members.

Friends

 Don't assume that your gay or lesbian friend(s) know you are supportive. Tell them and encourage them in their coming out process.
 Discuss your reservations and concerns with your gay and lesbian friend(s). As in all relationships, a good level of communication solves problems and resolves misunderstandings.
 Some heterosexual people believe that gay and lesbian people are attracted to every one of the same gender. Don't make this mistake and don't' think when a gay or lesbian friend of the same gender comes out to you that he/she is making a pass.

This type of assumption and reaction can destroy friendships.  Celebrate diversity and rejoice in having gay or lesbian people as friends.

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37 Tips for LGBTQ+ Interaction

1. Don't be surprised when someone "comes out" to you. They might have tested you with a series of "trial balloons" over a period of time. Based on your previous responses they've decided you can be trusted and helpful.

2. Respect confidentiality. If a gay, lesbian, bisexual, or transgender person shares with you information about his or her sexual orientation, you have a trust that must be respected. A breach of this confidence has led some to suicide.

3. Be informed and examine your own biases. Most of us are the products of a homophobic society influenced by misinformation and fear. You can't be free of it just by deciding to; read reliable sources and talk to queer and qualified persons.

4. Know when and where to seek help. Know the referral agencies and counselors in your area. Gay help-lines can provide you with professional persons and organizations that are qualified to help. Tell them who you are and what kind of assistance you need.

They'll be helpful and fair.

5. Maintain a balanced perspective. Sexual thoughts and feelings are only a small (but important) part of a person's personality.

6. Understand the meaning of sexual orientation. Each person's sexual orientation is what is natural to that person, and we don't know what determines any type of sexual orientation, be it lesbian, bisexual, gay, heterosexual, etc.

7. Deal with feelings first. Most gay, bisexual, and lesbian people feel alone, afraid and guilty. You can assist by listening, thus allowing them to release feelings and thoughts that are often in conflict.

8. Be supportive. Explain that many people have struggled with this issue in the past. Admit that dealing with one's sexuality is difficult. It defies easy and fast answers, whether heterosexual, bisexual, gay, lesbian, or transgendered. Keep the door open for more conversations and assistance.

9. Anticipate some confusion. Many people are sure of their sexual orientation by the time they finish the eighth grade, but some people will be confused and unsure. They have to work through their own feeling and insights; you can't talk them into or out of being queer.

10. Help but do not force. If you are heterosexual, you probably do not understand what it means to be different in this manner. Clues for how you can help will come from the person. Don't force him or her into your frame of reference to make it easier for you to understand.

11. Challenge homophobic remarks and jokes. Would you be silent if someone made a racial slur or disparaging remark about someone's race? If not, then speak up. Don't perpetuate injustice through silence.

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38 Coming Out as Transgender

Some Basics

To understand gender identity and gender dysphoria we must first point out the difference between sex and gender. A person's sex is determined by their physical and biological make- up; whereas gender is the social role attributed to a particular sex. To put it another way, sex is what you look like on the outside, and gender is how you feel on the inside. That being said, gender identity disorders and gender dysphoria arise when a person's sex does not match their gender. It could be a man who feels trapped inside of a woman's body, or a woman who feels trapped inside of a man's. The common name for this disorder is gender dysphoria. Non-binary people can experience strong gender dysphoria as well. Non-binary also falls under trans umbrella, along with binary trans people.

The difference between transgender people and non-binary people is to an extent, the degree of dysphoria and the steps taken to eliminate it. Binary transgender people, like non-binary trans people, can be unhappy with their sex, that they seek help from therapists and doctors who can assist them with gender reassignment surgery, commonly called a sex change operation, or Hormone replacement therapy if desired.

Who Are Transgender Youth?

To put it simply, transgender youth challenge gender. When we are born we are labeled as male or female, and are prepared by society to live our lives accordingly. Fortunately, our lives and bodies and gender are more complex than this. Some people born with "female bodies", experience their gender as male and vice-versa. Others don't experience gender as male or female at all. We must recognize that no two people experience gender the same way - and that's a good thing!

Most individuals, when it comes to their gender, sex, and sexuality do not always lie on one end of the spectrum, but somewhere in the middle. Today's culture leaves little room for androgynous individuals, but as you can see every person's gender/sex/sexuality is very personal, complex and quite unique to them.

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39 Gender Sexuality

Sex

Individuals are not necessarily born male or female (which implies gender), but are born with male or female sexual characteristics. With changes (either chosen or unchosen) a person can move along this spectrum.

Gender

A persons' gender includes IDENTITY (how one views his/herself in relation to how society defines a man or a woman), EXPRESSION (the way one allows others to view him/her), and ATTRIBUTION (what someone assumes about your gender when they look at you). An individual, again, may fall anywhere along these spectra.

Sexuality

Sexuality (sexual/affectional orientation; who you are attracted to) also varies greatly individual to individual. If you think of men being on one side of the spectrum and women being on the other, it may be males, females, and/or genderqueer people that the person is attracted to, or is it really masculinity/femininity? For someone in the middle of the spectrum, are gender variant individuals attractive to you?

Sex/Gender/Sexuality Continuums
Supporting Transgender People
Apart from speaking out against transphobia and educating our communities about the realities of transgender people and their lives, allies can also make an effort to be respectful and supportive of trans people and their experience. If you know transgender people in your community, be sure to respect their identity and expression.

 Validate their identity. Simply acknowledging and believing a transposon’s gender can be an extreme relief. Be sure to use their preferred pronoun and name.

 Respect their privacy. Many trans people want only a few trusted people to know their history or physical status. Make sure it is okay with the person to discuss with other people that they are transgender or other related specifics of their lives.

 Consider transgender people when announcing community events. At present when a "men's event" or "women's event" is announced, trans people cannot always assume they are welcome. Specify women or men-identified. Remember also that some people identify as both, neither, or other. “All genders welcome" is a good all-inclusive phrase.

 Include protection for transgender people in worker contracts and laws. It is currently legal in most areas to discriminate on the basis of gender expression and/or identity. A big way allies can help is by advocating and implementing explicit protection for trans workers and citizens.

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40  Be aware of gendered spaces. Be sensitive to the fact that bathrooms, locker rooms, and gender-specific events can be a place of potential embarrassments or violence for trans people.

 Just ask! If you are not sure what pronoun a person prefers or how they identify, just ask. If for some reason asking doesn't feel comfortable, try to speak without using gender-specific pronouns.

 If you make a mistake, apologize and move on. Occasionally you might accidentally use a wrong pronoun or say a wrong name when addressing someone transgender.

Apologize and correct yourself, but not too profusely.

 Acknowledge their experience. If a trans person does talk about their body, identity and experience you at times might be surprised to hear that their lives do not match up to your expectations. For instance, a male you know might have given birth at some point.

This is simply part of the trans experience. Accept it and learn!

 Above all it is important to send the message out to transgender people in our communities that they are welcome, appreciated, and that transphobia will not be tolerated. By holding people accountable for transphobic actions and by including trans people in our events we can all benefit from living in safer communities.

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41 Things Cisgender Individuals Take for Granted

 My validity as a man/woman/human is not based upon how much surgery I've had or how well I "pass" as a non-trans person.

 I don't have to hear "So have you had the surgery?" or "Oh, so you're really [an incorrect sex or gender]?" each time I come out to someone.

 Strangers do not ask me what my "real name" (birth name) is and then assume they have a right to call me by that name.

 I do not have to worry about whether I will be able to find a bathroom to use or whether I will be safe changing in a locker room.

 When I go to the gym or a public pool, I can use the showers.

 Strangers don't assume they can ask me what my genitals look like and how I have sex.

 If I end up in the emergency room, I do not have to worry that my gender will keep me from receiving appropriate treatment nor will all of my medical issues be seen as a product of my gender.

 When I express the internal identities in my daily life, I am not considered "mentally ill" by the medical establishment.

 I am not required to undergo extensive psychological evaluation in order to receive basic medical care.

 The medical establishment does not serve as a "gatekeeper" which disallows self- determination of what happens to my body.

Coming out as lntersex

What does being Intersex mean?

lntersex is a general term used for any form of congenital (inborn) mixed-sex anatomy. This doesn't mean that intersex people have all the parts of a female and all the parts of a male; that is physiologically impossible. What this means is that an intersex person has some parts usually associated with males and some parts usually associated with females, or that she or he has some parts that appear ambiguous (like a phallus that looks somewhere between a penis and a clitoris, or a divided scrotum that looks more like labia). It's important to understand that intersex doesn't always involve "ambiguous" or blended external sex anatomy.

Sometimes a child or adult who is intersex can look quite unambiguous sexually, although internally their sex anatomy is mixed. This happens, for example, with complete androgen insensitivity syndrome, where a person has some male parts (including a Y chromosome and testes) internally, but is quite clearly feminine on the outside. It's important to also be clear that intersex is different from transgender in that a person with intersex is born with mixed sex anatomy, where as a person who is transgender is a person who is a different gender than the G.3.a
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42 one they were assigned at birth. Some people who are transgender were born intersex, but most were born with "standard" male or female anatomy.

How common are Intersex people?

No one knows exactly how many children are born intersex because of the secrecy and deception surrounding it. Estimates range widely depending largely on where you draw the line.

Sometimes the phrase "ambiguous genitalia" is substituted for "intersexuality," but this does not solve the problem of frequency, because we still are left struggling with the question of what should count as "ambiguous." The following statistics are drawn from the work of Dr. Fausto- Sterling's and her colleagues. Note that the frequency of some of these conditions, such as congenital adrenal hyperplasia, differs for different populations.

These statistics are approximations.

 Not XX and not XY one in 1,666 births
 Klinefelter (XXY) one in 1,000 births
 Androgen insensitivity syndrome one in 13,000 births
 Partial androgen insensitivity syndrome one in 130,000 births Classical congenital adrenal hyperplasia one in 13,000 births
 Late onset adrenal hyperplasia one in 66 individuals
 Vaginal agenesis one in 6,000 births
 Ovotestes one in 83,000 births
 Idiopathic (no discernable medical cause) one in 110,000 births  5 alpha reductase deficiency no estimate
 Mixed gonadal dysgenesis no estimate
 Complete gonadal dysgenesis one in 150,000 births
 Hypospadias (urethral opening in perineum or along penile shaft) one in 2,000 births Hypospadias (urethral opening between corona and tip of glans penis) one in 770 births  Total number of people whose bodies differ from standard male or female one in 100 births
 Total number of people receiving surgery to "normalize" genital appearance one or two in 1,000 births

As a growing number intersex people have shared their experiences, the conclusion has been reached that, for most, this management model has led to profoundly harmful sorts of medical intervention and to neglect of badly needed emotional support. Intersexuality – their status as individuals who are neither typical males nor typical females – is not beneficially altered by such treatment. Instead, it is pushed out of the view of parents and care providers. This "conspiracy of silence" – the policy of pretending that intersexuality has been medically eliminated – in fact simply exacerbates the predicament of the intersexual adolescent or young adult who knows that s/he is different, whose genitals have often been mutilated by "reconstructive" surgery, whose sexual functioning has been severely impaired, and whose treatment history has made clear that acknowledgment or discussion of our intersexuality violates a cultural and a family taboo.

The new model which has been proposed recommends: Avoidance of harmful or unnecessary genital surgery on infants and children. No surgery should be performed unless it is absolutely necessary for the physical health and comfort of the intersexual child. Any essentially elective cosmetic surgery should be deferred until the intersexual child is able to understand the risks G.3.a
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43 and benefits of the proposed surgery and is able to provide appropriately informed consent.

Counseling for the entire family of a newborn intersexual and for the intersexual child as soon as he or she is old enough. This should include thorough exploration of all the medical and surgical options open to the intersexual and his/her family and should address the family's feelings about same-sex arousal patterns and behavior since a large minority of intersexual people develop into gay, lesbian, or bisexual adults or choose to change sex---regardless of whether or not early surgical repair or reassignment was performed. This counseling should be performed by a mental health professional with extensive training and experience in psychotherapy and specialized competence in sex therapy and sexological theory. Very few intersexual people remain unaware of their status, but many are prevented, by shame and stigma, from discussing it with anyone. Shame surrounds not only intersexual status, but also damaged erotic function due to genital surgery. It is imperative that intersexual people learn of their status in a properly supportive emotional environment and have access to a peer support group, or referral to a peer support group.

For many contacting others through the lntersex Society has been a life-changing, or even life- saving, experience. ISNA provides a safe space for us to develop and express healthy identities as intersexual people.

Access to medical services with informed consent; The option of surgical and hormonal intervention should be offered around puberty. Intervention should be undertaken only at the request and with the full informed consent of the intersexual child, including the opportunity to discuss sexual function with adults who have undergone similar surgeries, and validation of the child's right to delay or to choose no surgery at all.

Plastic surgery of the genitals is profoundly damaging to erotic function, and the individual choosing surgery must be allowed to evaluate the tradeoff for her/himself.

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44 Heterosexual Privilege

Heterosexual Privilege is living without ever having to face, confront, engage in, cope with, or think twice about any of the following:

 Not questioning your normalcy - sexually and culturally;

 Having role models of your gender and sexual orientation;

 Learning about romance and relationships from fiction, movies, and television; and/or

 Having positive media images of people with whom you can identify.

Validation from the culture in which you live:
 Living with your partner and doing so openly;
 Talking about your relationship, and what projects, vacations, and family planning you and your lover/partner are creating;
 Expressing pain when a relationship ends and having other people notice and attend to your pain;
 Receiving social acceptance from neighbors, colleagues, and new friends;  Dating the person of your desire in your teen years;
 Kissing/hugging/being affectionate in public without threat;  Living comfortably in a residence hall without enduring the fear of rejection from floor or roommates;
 Dressing without worrying what it represents; and/or
 Working without being identified by your sexuality/culture. (As in- you get to be a farmer, bricklayer, or artist without being labeled the heterosexual farmer, the heterosexual bricklayer, the heterosexual artist.)

Institutionalized Acceptance:
 Increased possibilities for getting a job, receiving on the job training or promotion;  Receiving validation from your religious community, being able to be a member of the clergy/religious leadership;
 Being employed as a teacher in pre-school through high school without fear of being fired any day because you are assumed to corrupt children; G.3.a
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45  Adopting children or becoming a foster parent;
 Raising children without threats of state intervention, without children having to be worried which of their friends might reject them because of their parents' sexuality; and/or
 Being able to serve in the military

Legal Marriage (which includes the following privileges):

 Public recognition and support for an intimate relationship;

 Celebration of your commitment to one another with gifts, cards, congratulations from others;

 Social expectations of longevity and stability for your committed relationships;

 Joint child custody;

 Paid leave from employment and condolences when grieving the death of your partner/lover;

 Property laws, filing of joint tax returns, inheriting from your partner/lover automatically under probate laws;

 Sharing health, auto, and homeowners' insurance policies at reduced rates;

 Immediate access to your loved ones in case of accident or emergency; and/or

 Family-of-origin support for a life partner/lover.

Suggestions for Combating Heteronormativity
 Assume that wherever you are, there are LGBTQ+ individuals who are wondering how safe the environment is for them.
 Don't assume that everyone you meet is heterosexual.
 Provide safety by making clear your support of the LGBTQ+.  Realize that the cultural oppression of gays and lesbians is perpetuated in social situations where physical affection is exclusively heterosexual.  Challenge heteronormativity whether or not LGBTQ+ individuals are present. Don't always leave it to LGBTQ+ people to do it.
 Confront your own fear, memories, and bad feelings about LGBTQ+ individuals. Recall and release those feelings, thereby diminishing their hold on you.

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46  Don't assume that a LGBTQ+ individual of the same gender is automatically attracted to you.

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47 Heterosexual Questionnaire

Clarifying our attitudes helps us to become more conscious of what we feel. The purpose in responding to the following items is not to try to change your attitudes and values, but to bring to your consciousness what those attitudes and values are. There are no "right" or "wrong" answers. The important thing is that you understand what you personally feel, not what you think you should feel. You might want to ask yourself why you feel the way you do.

Answer the following with the number that corresponds to your feelings:
5 -strongly agree
4 -agree
3 -indifferent
2 -disagree
1 -strongly disagree

1. I feel comfortable when I'm with people I know are gay.

2. If I found out that a close friend was gay, I think our relationship would be less close in the future.

3. I don't mind being around gay people as long as they don't flaunt their homosexuality.

4. I am comfortable around men who act feminine and women who act masculine.

5. Gay people should not be teachers because they could make their students gay.

6. Gay people are probably going to hell.

7. I am against social groups specifically organized to meet the needs of gay people.

8. If a close friend came out as bisexual, I think our relationship would be less close in the future.

9. I am able to accept seeing open expressions of affection between gay people.

10. I would feel comfortable if a member of my sex made a sexual advance towards me.

11. I would feel comfortable attending a social function where homosexuals were present.

12. I would feel comfortable confronting jokes made at the expense of homosexuals.

13. I would feel comfortable leaving out books and magazines pertaining to homosexuals in my home or office.

14. If a close friend told me she felt she might be transgender, I think our relationship would be less close in the future.

15. I would feel comfortable knowing my doctor is a homosexual.

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48 16. I would feel comfortable if the person I was dating told me he or she was bisexual.

17. I would participate in a gay rights parade in my hometown.

18. Gays, lesbians, and bisexual people have made a conscious decision to be gay or bisexual.

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49 Domestic Violence in the LGBTQ+ Community

What is Domestic Violence?

Domestic violence (also called intimate partner violence/abuse) is defined as a pattern of behaviors utilized by one partner (the abuser or batterer) to exert and maintain control over another person (the survivor or victim) where there exists an intimate, loving and dependent relationship.

Most of the activity in recent years that has brought attention to domestic violence and the responses to it has been designed to assist women in heterosexual relationships. It is not unusual to encounter definitions of domestic violence that characterize it more or less exclusively as a heterosexual women's problem. Certainly, women in heterosexual relationships account for a very large proportion of the individuals victimized by domestic violence in the world today, for reasons that clearly stem from the longstanding subjugation of women in male dominated societies.

Still, the patterns of abusive behavior observed in many types of relationships, including those in which partners share the same gender, very often exhibit the same dynamics as those present in abusive intimate heterosexual relationships. We now recognize that in addition to the sexist controls created and perpetuated in the larger patriarchal culture, there is a multitude of ways our society (and the LGBTQ+ community) bestows entitlements and control to some people based on various aspects of identity (race, gender expression, ability, immigration status, age, class, etc.) and that this manner of privilege is often used as a means to oppress and maintain control within an abusive relationship.

In a situation of intimate partner violence, there is abuse of the survivor by the batterer through the use of coercive and abusive behaviors that result in the batterer's having all - or virtually - all of the control over the resources and decision-making for both parties and for the relationship. It is defined by the lack of ability of the survivor to make independent decisions or exercise agency without harmful consequences from the batterer. This is often marked by the survivor's having feelings of fear and dread much of the time in relation to the anticipated reactions and actions of the batterer. The survivor becomes increasingly isolated and dependent; their world becomes increasingly smaller and more restricted.

Types of abusive relationships can vary depending upon the actions utilized by the abuser (tools of abuse) to limit and control the survivor. Tools that are used by the batterer to gain' and maintain control are often highly individualized to the situation, relationship and people involved.

However, there are several common ways in which perpetrators of domestic violence abuse and control their victims. Many of these tools are similar to domestic violence among heterosexuals.

These behaviors can include combinations of one or more of the following:

 Verbal abuse including name calling
 Emotional manipulation
 Isolation, including limiting or prohibiting survivor's contact with family or friends  Stealing, limiting access to or destroying survivor's property  Withholding or otherwise controlling or restricting access to finances  Depriving survivor of shelter, food, clothing, sleep, medication or other life sustaining G.3.a
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50 mechanisms
 Limiting or prohibiting survivor from obtaining or keeping employment, housing or any other station, benefit or service (including creating circumstances which lead to loss of such things)
 Harming, attempting or threatening to harm, victim physically (including slapping, hitting, punching, biting, pushing, restraint, striking with or throwing an object, stabbing, choking, cutting, drowning, burning, shooting, etc.)
 Harming, attempting or threatening to harm, victim's family, friends, children and/or pets  Sexual assault or rape (including forced sex work, violating "safe words" or the boundaries of an S/M scene)
 Using intentional exposure to sexually-transmitted and other diseases (includes both forced exposure of victim as well as abuser exposing self to STDs victim has, despite victim's attempts to practice "safer sex," in attempts to obligate victim to stay in the relationship)
 Threats or attempts of suicide or harm to self if victim tries to end a relationship or does not comply with an abuser's demands
 Stalking or harassment
 Use of facets of abuser or survivor's identity including race, gender, class, sexual orientation, national origin, physical ability, religion, level of education, occupation, or legal immigration status, etc., to demean, insult, endanger, isolate, or otherwise oppress.  Threatening to engage in any of the above behaviors, including threats to do these things to a victim's family, friends, children and/or pets  Intimidating a victim in any other way

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51 The Prevalence of LGBTQ+ Domestic Violence

It's important to note that Domestic Violence occurs in every part of our community, to LGBTQ+ people of every race, ethnicity, class, age, ability or disability, education level, and religion. While LGBTQ+ domestic violence is becoming the focus of increasing research attention, it has thus far not been examined with anything near the thoroughness afforded to heterosexual domestic violence, and attempts thus far have been further limited by lack of resources and unfettered access to LGBTQ+ communities and victims. As a result, estimates of the prevalence of LGBTQ+ domestic violence remains highly speculative and there is a complete lack of scientific research on domestic violence among transgender and intersex individuals.

One might criticize the sample sizes and methodologies of some of the studies that have been done, but the remarkable uniformity of their findings strongly suggests that domestic violence is experienced by a large percentage of LGBTQ+ individuals at some point in their lives.

Consequently, most LGBTQ+ domestic violence researchers and service practitioners start from the point of view that domestic violence in LGBTQ+ relationships is just as widespread as domestic violence in relationships between heterosexual couples. Rather extensive studies of the latter suggest a prevalence ranging from 20%-35%, depending on the definition of domestic violence used (see note 1).

A study released in 2002, indicated that gay and bisexual men experience abuse in intimate partner relationships at a rate of 2 in 5, one comparable to that of DV experienced by heterosexual women (see notes 1&2). Island and Lovelier describe it as "the third most severe health problem facing gay men today," behind HIV/AIDS and substance abuse (see note 3). Among lesbians, a 1985 study by Gwat-Yong Lie and Sabrina Gentlewarrier reported that slightly more than half of 1,109 respondents had been abused by a woman partner in their lifetime (see note 4). Several smaller studies seem to support this finding.

Coleman's 1990 study of 90 lesbians, for example, reported that 46.6% had experienced repeated acts of violence, and Ristock's 1994 survey of 113 lesbians reported that 41% been abused in at least one relationship with another woman (see note 5).

Studies of other populations in the LGBTQ+ community have documented even higher rates of abuse over respondents' lifetimes. The Portland, OR based Survivor Project's 1998 Gender, Violence, and Resource Access Survey of transgender and intersex (see note 6) individuals found that 50% of respondents had been raped or assaulted by a romantic partner, though only 62% of these individuals (31% of the total) identified themselves as survivors of domestic violence when asked (see note 7).

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52 Barriers in Addressing LGBTQ+ Domestic Violence
Despite the prevalence of this issue, social service, criminal justice and medical personnel remain largely deficient in their ability to serve LGBTQ+ people who are the victims of domestic violence. Most mainstream agencies do not have any training or particular programs to provide for the unique needs of LGBTQ+ survivors of domestic violence. In fact, there is tremendous denial in the mainstream domestic violence response community and the LGBTQ community of the existence of domestic violence in lives of LGBTQ+ women. When LGBTQ+ survivors do reach out, their needs are often dismissed and disregarded or met with homophobic responses about LGBTQ+ people and relationships.

These specific barriers facing LGBTQ+ survivors of domestic violence, coupled with the obstacles facing all women seeking refuge from abuse, means that most LGBTQ+ survivors of domestic violence continue to exist in isolation, suffering long-term psychological, emotional and physical harm. Even in the best cases, providers frequently lack the skills necessary to respond appropriately to same-sex violence. Well-meaning and otherwise knowledgeable providers often fail to identify domestic violence in same-sex relationships and consequently do not respond appropriately.

Additionally, a domestic violence advocates may not be aware of the differences in legal protections and access available to LGBTQ+ people and therefore may refer them or manage their cases inappropriately. For instance, many of the laws and policies set up in states to address heterosexual domestic violence do not apply to same-sex couples.

Special Issues in LGBTQ+ Domestic Violence

While many aspects of LGBTQ+ domestic violence are similar to those experienced by heterosexual victims, it is not in all ways identical. Perpetrators often attempt highly specific forms of abuse based on identity and community dynamics, including:

 "Outing" or threatening to out a partner's sexual orientation or gender identity to family, employer, police, religious institution, community, in child custody disputes, or in other situations where this may pose a threat.

 Reinforcing fears that no one will help the victim because s/he is lesbian, gay, bisexual or transgender, or that for this reason, the partner "deserves" the abuse.

 Alternatively, justifying abuse with the notion that a partner is not "really" lesbian, gay, bisexual or transgender (i.e. the victim may once have had, or may still have relationships, or express a gender identity, inconsistent with the abuser's definitions of these terms). This can be used both as a tool in verbal and emotional abuse as well as to further the isolation of a victim from community.

 Telling the survivor that abusive behavior is a normal part of LGBTQ+ relationships, or that it cannot be domestic violence because it is occurring between LGBTQ+ individuals.

 Monopolizing support resources through an abuser's manipulation of friends and family supports and generating sympathy and trust in order to cut off these resources to the survivor. This is a particular issue to LGBTQ+ people and others living in small insular.

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53 Communities, where there are few community specific resources, neighborhoods or social outlets.

 Portraying the violence as mutual and even consensual, especially if the partner attempts to defend against it, or as an expression of masculinity or some other "desirable" trait.

 Depicting the abuse as part of sadomasochistic (S/M) activity. Sadomasochism is deriving pleasure, often of a sexual nature, from the infliction of physical psychological pain on another person or on oneself or both. Domestic violence can exist in S/M relationships but it is not implicit, nor unique to this type of relationship. Domestic Violence is not S/M, nor should any non-consensual violent or abusive acts that take place outside of a pre-arranged scene or in violation of pre-determined safe words or boundaries be considered part of, or justified as, a normal S/M relationship.

HIV/ AIDS and Domestic Violence

The presence of HIV/AIDS tends to lead to other fairly specific dynamics. For example, the presence of HIV or AIDS can act as a potent emotional stressor that precipitates some incidents of abuse. While the presence of HIV/AIDS in an abusive relationship adds many unique dynamics, there are some issues that those in this situation may have in common with others surviving domestic violence coupled with another chronic or life threatening illness. In addition, the outcomes of domestic violence can become more serious when they directly or indirectly affect the health of an HIV-positive person (or in some examples the health of someone dealing with another life threatening illness) as in some of the examples below:

 The abuser may threaten to tell others that the partner has HIV/AIDS. This is, in some ways, not dissimilar from "outing" of sexual orientation or gender identity, as discussed earlier. However, because of additional social stigma attached to HIV regarding drug use and sexuality, as well as the continued bias that people with HIV/AIDS face, this can pose an additional threat even to people who may already be "out" about their sexual orientation and/or gender identity.

 An HIV-positive abuser may suggest s/he will sicken or die if the partner ends the relationship (or alternatively, that the abused partner's health will fail). The threat may have the ring of truth, if the HIV-positive partner is dependent on the other for housing, nutrition, health care or other forms of support. The additional power that accompanies this threat is that the survivor may fear dying alone and/or their partner, who despite abuse the victim usually loves, dying alone. The victim may also fear that family, friends and community who do not understand or are not aware of the abuse may fault and turn against the victim for leaving someone who may be sick or perceived as vulnerable.

 An abuser may interfere with the survivor's health care by withholding, throwing away or hiding medications, canceling medical appointments, or preventing the HIV-positive partner from receiving needed medical care.

 An HIV-positive abuser may even do the same things to him/herself, in an attempt to blackmail the survivor.

 An abuser may take advantage of an HIV-positive partner's poor health by using it as a G.3.a
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54 rationale to limit contact with other individuals, assume sole power over economic affairs, and foster a partner's utter dependency.

 The threat of physical violence can become more potent to victims living with illness, who may be too weak to defend themselves or may fear the HIV-related complications (easy bruising, infections, slow or difficult healing) that can result from being subjected to physical harm. Additionally, the emotional stress associated with surviving an abusive relationship can adversely affect a person's already debilitated immune system, potentially resulting in exacerbated symptoms, and further compromising the health of someone with HIV/AIDS, or another life threatening illness.

 An abuser with HIV/AIDS may infect or threaten to infect a partner, or may use claims that the victim is responsible for the abuser's sero-conversion and use this as a reason why the victim cannot leave.

Adapted from: National Coalition of Anti-Violence Programs - New York, New York http://www.ncavp.org/issues/DomesticViolence.aspx

1. Lundy, S. 'Abuse That Dare Not Speak Its Name: Assisting Victims of Lesbian and Gay Domestic Violence in Massachusetts', (Winter 1993) 28 New England Law Review 273.

2. Greenwood, Gregory L, PhD, MPH (el. al.), "Battering Victimization Among a Probability-Based Sample of Men Who Have Sex With Men," American Journal of Public Health, Vol. 92, No. 12, December 2002.

3. Island, D. & P Letellier. Men Who Beat the Men Who Love Them: Battered Gay Men and Domestic Violence, Harrington Park Press, New York, 1991, 27.

4. Gwat-Yong Lie and S. Gentlewarrier. 'Intimate Violence in Lesbian Relationships: Discussion of Survey Findings and Practice Implications', (1991) 15 Journal of Social Service Research 46, The Haworth Press.

5. Ristock, J. 'And Justice for All?...The Social Context of Legal Responses to Abuse in Lesbian Relationships', (1994) 7 Canadian Journal of Women and the Law 420.

6. lntersex people are those who "naturally (that is, without any medical intervention) develop primary or secondary sex characteristics that do not fit neatly into society's definitions of male or female." The Survivor Project, Guide to lntersex and Trans Terminologies, wvm.survivorproject.org/basic.html.

7. Courvant, Diana and Loree Cook -Daniels, 'Trans and lntersex Survivors of Domestic Violence:

Defining Terms, !3arriers, & Responsibilities', 1.vww.survivmproject.org/defbarresp.lltml.

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55 "Free To Be Me Statement"

I, , hereby have permission to be imperfect with regard to people who are different from me. It is okay that I do not know all of the answers about LGBTQ+ issues or if, at times, my ignorance and misunderstandings become obvious. I have permission to ask quest ions. I have permission to struggle with issues and to be honest about my feelings.

I am, however, committed to educating myself and others about oppression, heterosexism, and homophobia, and to combating them on a personal level.

I am committed to working toward providing a safe, confidential support network for members of the gay, lesbian, bisexual, and transgender community.

I am committed to treating each person with the dignity and respect to which they are entitled as human beings.

I am the product of a heterosexist culture and I am who I am. I do not have to feel guilty about what I know or believe, but I do need to take responsibility for what I can do now.

I am committed to learn as much as I can.

I am committed to struggle to change my false/inaccurate beliefs or oppressive attitudes towards gay, lesbian, bisexual, and transgender people.

Signature Date

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56 Resources
Local Resources

Esperanza Center https://www.cosb.us/departments/behavioral-health/esperanza-center 544 San Benito Street, Suite 202. Hollister, CA 95023 (831) 636-4020 ext. 309 National Resources

General Background:

GLBT National Help Center www.qlnh.org
National non-profit organization offering toll-free peer counseling, information, and local resources, including local switchboard numbers and gay -related links 888-THE-GNLH (843-4564)

GLBT National Youth Talkline
Youth peer counseling, information, and local resources, through age 25 800-246-PRIDE (7743)

Substance Abuse Mental Health Services
https://www.samhsa.gov/behavioral-health-equity/lgbtqi

General Information: National LGBTQ+ Rights

Human Rights Campaign www.hrc.org
(national organization working for LGBTQ+ equal rights on federal government level)

Lambda Legal www.lambdalegal.org
(national LGBTQ+ legal and policy organization protecting civil rights of LGBTQ+ and people living with HIV) legal helpdesk: 212-809-8585

National Center for Lesbian Rights www.nclrights.org
(national legal resource center advancing the rights and safety of lesbians and their families, and representing gay men and bisexual and transgender individuals on legal issues that also advance lesbian rights. or hotline: 415-392-6257

National Gay and Lesbian Task Force www.ngltf.org
(national grassroots organization supporting LGBTQ+ advocacy efforts at state and federal levels)
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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: JUNE 5, 2023
SUBMITTED: May 12, 2023
DEPARTMENT:

DEPARTMENT HEAD:

Police
Carlos Reynoso, Police Chief

TITLE OF ITEM: REPORT ON THE FEASIBILITY STUDY FOR DISPATCH AND LIVE CRIME

CENTER IN HOLLISTER

BRIEF DESCRIPTION: This item is a presentation and submittal of the Feasibility Study for a Hollister Police Department Dispatch Center and Live Crime Center.

RECOMMENDATION: Receive the report and provide possible direction.

DEPARTMENT SUMMARY: On September 6, 2022, the City Council of the City of Hollister awarded a feasibility study for a Hollister Police Department Dispatch and Live Crime Center.

Federal Engineering, Inc. was awarded the study after a formal bidding process.

The City of Hollister has been contracting for Public Safety Dispatching with Santa Cruz Regional 911 (SCR911) since 2010. Previously the city contracted services with San Benito County. Over the years, the cost of the contract has steadily increased and some services are not offered to our community by SCR911.

Earlier in 2022, the Ad Hoc Committee assigned to look into the communication needs of our community held a meeting with staff. The Ad Hoc Committee requested that staff look into a feasibility study to look into the possibility of Hollister starting a local dispatch center and to use our camera network to create a live crime center along with the dispatch center. City Council approved a request for bids for a feasibility study.

The bid process was conducted and Federal Engineering, Inc. was selected to conduct the study. Federal Engineering, Inc. staff have met with staff from the police department, the Hollister Fire Department, San Benito County Sheriff, San Benito County Probation, Santa Cruz Regional 911, and City of Hollister staff to complete the study.

Chuck M. Bardan, Senior Consultant, from Federal Engineering, Inc. is scheduled to provide a brief verbal report and be available for any questions in regards to the study.

The final study is attached to this item and staff recommends City Council to receive the report, conduct a discussion, and provide possible direction to staff.

ATTACHMENTS:

1. Hollister Dispatch and RTCC Feasibility Study Final - 20230509

2. Hollister Presentation to City Council 20230605

THIS REPORT WAS REVIEWED BY THE INTERIM CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

David Mirrione, Interim City Manager

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Prepared by:

Federal Engineering, Inc.
10560 Arrowhead Dr, Suite 100
Fairfax, VA 22030
703-359-8200

City of Hollister, CA

Dispatch – Live Crime Center
Feasibility Study

FINAL

May 09, 2023
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City of Hollister
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Feasibility Study Report

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Executive Summary
Federal Engineering, Inc. (FE) is pleased to provide the City of Hollister (City) with this evaluation of the feasibility of moving 9-1-1 dispatching back to the City. The City contracted with FE to conduct a feasibility study for the City and indicated that the San Benito County Sheriff (SBCSO) would be interested in joining such a facility if created.

The City and SBCSO contracted with the Santa Cruz Regional 9-1-1 Center in 2011 to provide dispatch services. This report assesses existing operations, explores feasible options for a new dispatch center, costs involved in creating a new dispatch center, and develops a roadmap with clear milestones that achieve their vision of a fire dispatch operation in the City.

Methodology
FE approached this effort through data gathering, Client Agency interviews, and a site visit. Our data gathering included a discovery process in which statistical, demographic, technology inventory, and operational information were gathered and analyzed to assist FE in understanding the Client Agencies’ organizations, operations, support programs, and technology.

FE’s subject matter experts spent significant time evaluating existing operations, interviewing stakeholders, and assessing alternatives for creating a dispatch center. This evaluation provides options that best meet the City's needs and offers opportunities for additional agencies to join in the future.

FE’s observations, conclusions, and recommendations are the informed opinions of FE based on information provided by the agencies, including interviews with personnel from the Santa Cruz Regional 9-1-1dispatch center (SCR), Hollister Police Department (HPD), Hollister Fire Department (HFD), American Medical Response (AMR), and the San Benito County Probation Department.

FE would like to thank the staff at these agencies for their cooperation during this project.

The agencies should be commended for their dedication and cooperation throughout this process.

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Conclusions and Recommendations
Creating a dispatch center, as described in this report, is feasible and, in FE’s view, a desirable option for the following reasons:
• It returns local control to the San Benito County agencies, allowing them to determine costs and technical changes based on their needs. • It allows the agencies to establish policies and procedures specific to San Benito County.
• Dispatchers can be trained on the specific geography and operational needs of San Benito County, making for more of a connection with the communities in San Benito County.
• Localized projects, such as checking on seniors in the community, can be established and run through the dispatch center.

Creating a new dispatch center will take 24-36 months once a decision is made and the required amount of startup funds is secured.

FE recommends the following approach to accomplish this endeavor.

Establish Funding
The first decision will be to determine how to finance not only the initial creation of the dispatch center but funding ongoing operations. Initially, the costs will be soft administrative costs that the City could possibly absorb. Once hard costs (architectural design, construction, purchase of equipment, hiring, etc.) enter the picture, a funding formula will need to be determined if this will be a joint effort with SBCSO and perhaps AMR. While there are many models to choose from, FE recommends a simple call-for- service model.

An additional funding task in creating a new dispatch center is to get approval from the California 9-1-1 Branch to become a PSAP. Once approval has been granted from the 9- 1-1 Branch, access to funding for 9-1-1 customer premise equipment and interfaces with the State’s 9-1-1 infrastructure would be available when needed.

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Project Management
The next task will be to hire or assign a project manager. The project manager could be an existing employee from the City, or through a contract with an outside project manager.

There are four working groups or committees that should be created at the start of the project to provide input on all aspects of the new dispatch center:
• Executive Committee
• Operations Working Group
• Financial Working Group
• Technical Working Group
A transition plan needs to be developed to ensure that the transfer of dispatch from SCR is completed without interruption of service. The transition plan should include a schedule for each agency move. Each move should be completed, and some time should be allowed before the next move to ensure that all aspects of the transition are completed and settled.

Construction of the Dispatch Center
The facility should be designed to accommodate the City’s needs, with room for expansion if other agencies wish to join. As described in the body of this report, there are three location options to add the square footage needed for the new dispatch center. The City will need to engage an architect familiar with California Essential Service Act and NFPA 1225 standards to help with the effort it would take for each option and then design the space.

Because of the length of time it will take to complete the work needed to make the facility NFPA 1225 and California Essential Services Building compliant, this project should be started as soon as the project is approved and funding is secured. Depending on the extent of the work needed, this process could take anywhere from 18 to 24 months.

RFPs would need to be developed for CAD and radio console equipment. 9-1-1 customer premise equipment (CPE) vendors are pre-selected under state contract by the California 9-1-1 Branch. A vendor will need to be selected from the California 9-1-1- Branch’s list of G.4.a
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authorized CPE vendors. FE estimates an additional 12-month contingency for unanticipated obstacles related to construction and operational changes.

Staffing the Dispatch Center
Since this is a new dispatch center, all personnel will be new hires. Except for the NFPA 1225 minimum staffing requirement of two dispatchers on duty around the clock, staffing will be determined by functional positions and the ability to meet performance standards for call answer and event processing. New dispatchers will become City employees, so City Human Resources will be responsible for recruiting and hiring. A dispatch supervisor should be the first hire so they can develop the training program for new employees. The final step is to move the dispatch operations from SCR to the new dispatch center.

At the time of the cutover, the first shift for the new center would be in place, with all equipment and systems fully tested. Dispatch staff at SCR will ensure all phones, CAD, radio, and any other connections have successfully been transitioned to the new dispatch center.

Startup Costs
Startup costs are any items procured to bring the new dispatch center up to full operation.

Table 1 - Estimated Start Up Costs
Estimated Start Up Costs
Item Cost
Construction $3,100,000
100kW Generator $100,000
Technology Costs - Dispatch
Computer-Aided Dispatch (CAD) $500,000
Records Management System (RMS) $200,000
9-1-1 Customer Premise Equipment (CPE) $250,000
Radio Consoles $20,000
Radio System Connectivity/Upgrades TBD
Furniture – Dispatch $80,000
Technology Costs – RTCC
Situational Analysis Hardware/Software $200,000
Workstations (2) $10,000
Furniture Costs - RTCC $40,000
Estimated Total Start-Up Costs
(not including radio upgrades) $4,500,000
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On-going Operational Costs
On-going operational costs are those recurring costs such as salaries and benefits, computer software and hardware maintenance fees, and any facilities costs such as janitorial service.

Table 2 - Estimated Annual Costs
Estimated Annual Costs
Item Cost
Staffing Costs - Dispatch $1,600,000
Staffing Costs - RTCC $125,000
System Maintenance Fees $200,000
Building Logistics Fees (Utilities, Support Services,
etc.)
$50,000
Other Operational Costs $100,000
Estimated Annual Costs $2,075,000

Based on rough estimates, the City can save money with its own dispatch center, contingent on SBCSO and AMR also joining and contributing to the operational funding.

Table 3 - Santa Cruz Regional 9-1-1 Cost Comparisons
Santa Cruz Regional 9-1-1 Cost Comparisons
Fiscal
Year
American
Medical
Response
Hollister
FD/PD
San
Benito
Sheriff
Total SCR
Charges
FY 23/24
Estimated
Recurring
Costs for
New
Center
Annual
Cost
Savings
22/23 $659,216 $1,332,087 $609,783 $2,601,086 $2,075,000 $526,086

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Table of Contents
Executive Summary ......................................................................................................... 2 Table of Contents ............................................................................................................. 7 Introduction .................................................................................................................... 12

1. Background ....................................................................................................... 13

1.1 Methodology ..................................................................................................... 13

1.2 Demographics ................................................................................................... 14

2. Dispatching in San Benito County .................................................................... 15

2.1 Agency Overviews ............................................................................................ 15

2.1.1 Hollister Police Department .............................................................................. 15

2.1.2 Hollister Fire Department .................................................................................. 16

2.1.3 American Medical Response ............................................................................ 16

2.1.4 California Department of Forestry and Fire Protection (CALFIRE) ................... 17

2.1.5 San Benito County Sheriff’s Office (SBCSO) ................................................... 17

2.1.6 California Highway Patrol (CHP) ...................................................................... 18

3. Santa Cruz Regional 9-1-1 ............................................................................... 19

3.1 Organization ..................................................................................................... 19

3.1.1 Contract Details ................................................................................................ 20

3.1.2 Costs ................................................................................................................. 22

3.1.3 Contract Termination ........................................................................................ 22

3.2 Dispatch Facility ................................................................................................ 23

3.2.1 Backup Center .................................................................................................. 23

3.3 Technology ....................................................................................................... 23

3.3.1 Computer-Aided Dispatch (CAD) ...................................................................... 23

3.3.2 Emergency Telephone System ......................................................................... 24

3.3.3 Records Management Systems (RMS) ............................................................ 24

3.3.4 Mobile Data Devices (MDDs) ........................................................................... 24

3.3.5 Emergency Medical Dispatch (EMD) ................................................................ 25

3.3.6 Emergency Notification System (ENS) ............................................................. 25

3.3.7 Fire Station Alerting (FSA) ................................................................................ 25

3.3.8 Digital Paging .................................................................................................... 25

3.3.9 Geographic Information Systems (GIS) Mapping ............................................. 26 G.4.a
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3.3.10 Radio System ................................................................................................... 26

3.4 Workload Analysis ............................................................................................ 30

3.4.1 Staffing .............................................................................................................. 31

3.4.2 New Employee Training .................................................................................... 32

3.4.3 Dispatch Workload ............................................................................................ 32

3.4.4 Performance Standards .................................................................................... 35

3.4.5 Workflow ........................................................................................................... 36

4. State 9-1-1 Requirements ................................................................................. 37

4.1 California 9-1-1 Standards ................................................................................ 37

4.2 Receiving State Funding ................................................................................... 38

4.3 Timeline for Implementation ............................................................................. 39

5. Comparable Agencies ...................................................................................... 40

5.1 Newark Police Department ............................................................................... 40

5.2 Rohnert Park Public Safety ............................................................................... 42

5.3 Los Banos Police Department .......................................................................... 44

5.4 Yuba City Police Department ............................................................................ 45

5.5 Tuolumne County Sheriff’s Office ..................................................................... 46

6. Design of a Dispatch Center/Real-Time Crime Center ..................................... 48

6.1 Space Requirements ........................................................................................ 48

6.1.1 Dispatch Floor ................................................................................................... 49

6.1.2 Server Room ..................................................................................................... 50

6.1.3 Breakroom/Kitchen ........................................................................................... 51

6.1.4 Bathrooms – Showers – Lockers ...................................................................... 51

6.1.5 Quiet Room ....................................................................................................... 51

6.1.6 Supervisor Office .............................................................................................. 51

6.1.7 RTCC ................................................................................................................ 52

6.2 Connection with the Current Facility ................................................................. 52

6.2.1 Option 1 – North-West Corner Adjacent to Records/Reception ....................... 53

6.2.2 Option 2 – North-East Corner Adjacent to the Gymnasium .............................. 53

6.2.3 Option 3 – Remodel Administrative Offices/Build New Administrative Offices . 54

6.3 New Infrastructure Required ............................................................................. 54

6.3.1 HVAC ................................................................................................................ 54

6.3.2 Power ................................................................................................................ 54 G.4.a
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6.3.3 Earthquake Resistance – Essential Services Standards .................................. 54

6.3.4 Security Between Public Areas and Dispatch ................................................... 55

6.4 Costs ................................................................................................................. 55

6.4.1 Construction Per Square Foot .......................................................................... 55

6.4.2 Technology ....................................................................................................... 56

6.4.3 Emergency Telephone System ......................................................................... 56

6.4.4 Records Management Systems (RMS) ............................................................ 57

6.4.5 Mobile Data Devices (MDDs) ........................................................................... 57

6.4.6 Emergency Medical Dispatch (EMD) ................................................................ 57

6.4.7 Emergency Notification System (ENS) ............................................................. 57

6.4.8 Fire Station Alerting (FSA) ................................................................................ 57

6.4.9 Digital Paging .................................................................................................... 58

6.4.10 Geographic Information Systems (GIS) Mapping ............................................. 58

6.4.11 Radio System ................................................................................................... 59

6.4.12 Furnishings ....................................................................................................... 59

6.4.13 Backup power Generation ................................................................................ 59

6.4.14 Radio ................................................................................................................ 59

7. Staffing the Dispatch Center ............................................................................. 60

7.1 Division of Labor/Job Responsibilities .............................................................. 60

7.2 Functional Positions .......................................................................................... 61

7.2.1 Hollister PD Radio ............................................................................................ 61

7.2.2 Hollister FD Radio ............................................................................................. 61

7.2.3 SBCSO Radio (Optional) .................................................................................. 61

7.3 Call Taking Tied to Performance Standards ..................................................... 62

7.3.1 National Standards ........................................................................................... 62

7.4 Call Volumes and Performance Standards ....................................................... 62

7.5 Staffing Recommendations ............................................................................... 64

7.6 Staffing Costs ................................................................................................... 66

8. Real-Time Crime Center ................................................................................... 68

8.1 Definition of an RTCC ....................................................................................... 68

8.2 Staffing .............................................................................................................. 71

8.3 Space Requirements ........................................................................................ 71

8.4 Technology Needed .......................................................................................... 72 G.4.a
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8.4.1 73

8.4.2 Desktop Console Technology ........................................................................... 73

8.4.3 Computer-aided Dispatch (CAD) ...................................................................... 74

8.4.4 Radio Communications ..................................................................................... 75

8.4.5 Situational Awareness ...................................................................................... 75

8.4.6 Automated License Plate Reader Technology ................................................. 77

8.4.7 Hardware .......................................................................................................... 77

8.4.8 Network ............................................................................................................. 78

8.4.9 Miscellaneous Equipment ................................................................................. 78

9. Estimated Costs ................................................................................................ 79

9.1 SCR Cost Summary ......................................................................................... 79

9.2 Estimated Costs of a New Dispatch Center ...................................................... 80

10. Recommendations ............................................................................................ 82

10.1 Anticipated Changes to Service ........................................................................ 82

10.2 Implementation Steps ....................................................................................... 83

10.3 Timeline ............................................................................................................ 85 Appendix A ................................................................................................................... 86 Cloud-Based Video Management Systems (VMS) ........................................................ 86 Genetec Community Connect VMS ............................................................................... 87 Avigilon Control Center (ACC) ....................................................................................... 87 Arcules/Milestone ........................................................................................................... 87 Analytics: Agent Vi InnoVi .............................................................................................. 88 Cameras ......................................................................................................................... 88 Panoramic View 180-360 (indoor/outdoor) .................................................................... 89 Lobby/Entrance High Definition ...................................................................................... 89

List of Tables
Table 1 - Estimated Start Up Costs .................................................................................. 5 Table 2 - Estimated Annual Costs .................................................................................... 6 Table 3 - Santa Cruz Regional 9-1-1 Cost Comparisons ................................................. 6 Table 4 - New Nextedge Repeaters ............................................................................... 29 Table 5 - Santa Cruz Regional 9-1-1 Staffing ................................................................ 31 Table 6 - Emergency and Non-Emergency Calls 2018-2022 ......................................... 33 Table 7 - Percent of Change - 2011 to 2022 .................................................................. 35 Table 8 - Newark PD Demographics .............................................................................. 41 G.4.a
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Table 9 - Rohnert Park DPS Demographics .................................................................. 42 Table 10 - Los Banos Demographics ............................................................................. 44 Table 11 - Tuolumne County Demographics ................................................................. 46 Table 12 - Space Allocation for new Dispatch Center and RTCC .................................. 48 Table 13 - Calls for Service 2017-2022 .......................................................................... 63 Table 14 - Staffing Recommendations by Hour ............................................................. 65 Table 15 - Shift Schedule Discussion ............................................................................ 66 Table 16 - Dispatch Staff Salary Comparisons .............................................................. 66 Table 17 - RTCC Production Workstation Minimum Requirements ............................... 74 Table 18 - Situational Awareness System Cost Estimates ............................................ 76 Table 19 - Santa Cruz Regional 9-1-1 Annual Costs ..................................................... 79 Table 20 – Estimated Total Annual and Recurring Costs .............................................. 81 Table 21 - Implementation Tasks ................................................................................... 84

List of Figures
Figure 1 - Calls for Service by Discipline 2011-2022 ..................................................... 32 Figure 2 - 9-1-1 and 10-Digit Emergency Call Volume 2011-2022 ................................ 33 Figure 3 - Incoming Telephone Workload ...................................................................... 34 Figure 4 - Los Banos Call Activity 2022 ......................................................................... 45 Figure 5 - Potential Expansion Sites .............................................................................. 53 Figure 6 - San Benito County Calls per Hour 2021 ........................................................ 60 Figure 7 - San Benito County Calls per Hour 2021 ........................................................ 63 Figure 8 - San Benito County Calls per Day of Week 2021 ........................................... 64 Figure 9 - Dispatch Personnel Wage Comparisons ....................................................... 67 Figure 10 - Santa Cruz Regional 9-1-1 Cost Sharing .................................................... 80 Figure 11 - Sample Timeline .......................................................................................... 85

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Introduction
Federal Engineering, Inc. (FE) is pleased to provide the following City of Hollister Dispatch Center / Live Crime Center Feasibility Study Report.

On June 6, 2022, the City of Hollister released a Request for Proposal (RFP) inviting “qualified Dispatch/Live Crime Center Consultant firms and consultants to submit a written proposal for conducting a total feasibility study and analysis for the City of Hollister creating its own dispatch and live crime center to provide services to the community of Hollister and San Benito County.” On June 24, 2022, FE responded to the RFP, and on October 17, 2022, contracted with the City of Hollister as the consulting firm to provide these services.

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1. Background

1.1 Methodology
To successfully conduct a comprehensive staffing analysis and assessment, it is necessary to capture the current conditions. These conditions include, but are not limited to, dispatch staffing, workload and workflow, support staff and technology systems such as Computer Aided Dispatch (CAD), Mobile Data Systems (MDS), Law Enforcement Records Management (LERMS) and Fire Records Management Systems (FRMS). This provides the opportunity for the participating responder agencies, leadership, and stakeholders to confirm and validate the statements and descriptions authored by FE that are the basis and foundation for all subsequent steps of the project.

The data discovery process began with a Project Initiation meeting (kick-off) that took place on December 15, 2022. This meeting was held to clarify the project’s scope, planning, expectations, deliverables, and schedule and introduce the FE project team and the Hollister Police Department’s administration, leadership, stakeholders, and prospective ECC management.

On December 4, 2022, FE prepared and delivered a Data Collection Workbook (survey tool) for the City of Hollister to complete. Along with additional documentation made in the Request for Information (RFI), the Data Collection Workbook captures information such as demographics, communications center statistics (i.e., call volumes, dispatch volumes, staffing levels), and technologies in use. The RFI documentation supports information such as budgetary items, organizational charts, labor agreements, contracts, service level agreements, and software documentation.

The data collection effort was followed up with a scheduled onsite visit. This took place over two days and consisted of face-to-face interviews and focus group sessions with designated personnel from the ECC, responder agencies, leadership, and other interested stakeholders. This report will serve as a summary of those sessions. These meetings were arranged and took place on February 1-2, 2023.

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1.2 Demographics
The City of Hollister is situated in the Central Coast region of California. It is the county seat of San Benito County with a US Census population of 41,678 as of 20201. The City spans 7.84 square miles, is one of the largest cities in the Monterey Bay Area, and is primarily known for its agriculture. The city is governed by a city council of four council members and an elected mayor. San Benito County covers 1,390 square miles and has a population of 66,677 according to the 2021 US Census.

The City of Hollister has municipal Police and Fire Departments, while the San Benito County Sheriff’s Office provides patrol, detective, and coroner service for the unincorporated areas of the County, plus court protection and jail management. The HFD is the de facto San Benito County fire department, working in cooperation with the California Department of Forestry and Fire Protection (CALFIRE) San Benito-Monterey Ranger Unit (BEU). The City of Hollister provides animal control services for all of San Benito County. American Medical Response provides Advanced Life Support (ALS) ambulances for patient transportation.

1 https://en.wikipedia.org/wiki/Hollister,_California#2020 G.4.a
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2. Dispatching in San Benito County

2.1 Agency Overviews
There are six public safety agencies operating in San Benito County:
• City of Hollister Police Department (HPD)
• City of Hollister Fire Department (HFD)
• American Medical Response (AMR)
• San Benito County Sheriff’s Office (SBCSO)
• California Department of Forestry and Fire Protection (CALFIRE) • California Highway Patrol (CHP)
Except for CALFIRE and CHP, all dispatch services in San Benito County currently occur under the Santa Cruz Regional 9-1-1 (SCR9-1-1) emergency communications center.

SCR9-1-1 is a joint powers authority handling dispatching responsibilities for multiple law enforcement, fire, and EMS agencies in Santa Cruz and San Benito Counties. In 2022, SCR9-1-1 processed 501,768 total telephone calls, from which 28,503 calls for service were created for the HPD, 5,681 calls for service were created for HFD, and 23,286 call for service for SBCSO.

2.1.1 Hollister Police Department
The Hollister Police Department (HPD) currently operates with 29 field officers, three community service officers, four animal control officers, two code enforcement officers, and three administrative staff that are randomly on patrol. There are three trainees in the Academy, and two reserve officers. They have four vacancies – two patrol officers, one in Animal Control, one in Code Enforcement.

Operations
HPD provides patrol for the City with three to four units up to 1800 hours, after which there are four to six units that patrol during the evening.

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Technology
HPD has Motorola PremierOne (P1) Mobile deployed on Dell Tablets. They do not have access to CLETS/CAD from mobile devices.

2.1.2 Hollister Fire Department
Hollister Fire Department (HFD) is the fire department responsible for the City of Hollister and the local responsibility areas (LRA) of San Benito County. They operate out of three stations, and a fourth station in the City of San Juan Bautista that is staffed under an agreement with the City of San Juan Bautista to staff an engine with four people. • Station 1 - 110 5th Street, Hollister, CA
• Station 2 - 1000 Union Road, Hollister, CA
• Station 3 - 60 Airport Drive, Hollister Municipal Airport • Station 4 - 24 Polk Street, San Juan Bautista, CA
The HFD is putting a question on the next general election ballot to see if there is support for HFD to become a Fire Protection District. This will allow HFD to get new sources of revenue to augment its existing budget.

Operations
The HFD has automatic aid agreements with Santa Clara County and Aromas. When requested, they will switch to their designated radio channels for operations.

Technology
All HFD apparatus are equipped with either laptops running Motorola PremierOne (P1) Mobile software or iPads running Tablet Command software.

2.1.3 American Medical Response
AMR has two ALS ambulances assigned to San Benito, and one additional ambulance during the day on weekends and every other Friday. All AMR ambulances are dispatched by SCR.

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AMR depends heavily on Active 9-1-1 for their dispatch information and they do not use mobile data computers (MDCs), so any updates that HFD receives (including any EMD determinants) on their MDC may not get to the responding ambulance. All data from e- PCR reports must be transcribed between AMR and HFD – there is no common platform.

2.1.4 California Department of Forestry and Fire Protection (CALFIRE) CALFIRE is responsible for fire suppression in a majority of the wildland areas of San Benito County. The San Benito/Monterey Ranger Unit (BEU) Emergency Communications Center is in Monterey. BEU has four stations located in San Benito County:
• Antelope Fire Station 20400 Panoche Road Paicines, CA • Bear Valley Fire Station 25820 Airline Highway Paicines, CA • Hollister Air Attack Base 2300 San Felipe Road Hollister, CA • Hollister Fire Station 1979 Fairview Road Hollister, CA CALFIRE and HFD frequently jointly respond to events outside the city limits. HFD will switch to the CALFIRE (BEU) channels for mutual responses. HFD reports that the CALFIRE radio system has better coverage throughout the County. AMR cannot be on the CALFIRE frequencies, so there are issues with coordination on incidents involving injuries.

2.1.5 San Benito County Sheriff’s Office (SBCSO)
The San Benito County Sheriff’s Office provides law enforcement for the County's unincorporated areas. They are also responsible for managing the San Benito County jail and local court orders and judgments, including foreclosures, tax delinquencies, subpoenas, and repossessions. The SBCSO is dispatched by SCR but is interested in being a part of a new dispatch center. Overall, SBCSO feels that the SCR dispatchers have a good knowledge of the City, but it is inconsistent - some do, but most do not.

There is a feeling at the SBCSO upper management level that the needs of the SBCSO are not a priority for SCR. They would like to see them more invested in their agency and G.4.a
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community and given an equal footing with the Santa Cruz County agencies. It is very rare that SBCSO is asked to do any training with the dispatchers – only once in the recent past. It is not uncommon for field units to have to wait for a response from the dispatchers or they ask you to stand by.

SBCSO has around five deputies in the field at any one time. Their vehicles have mobile data computers but currently do not have the capability to run license plates in their vehicles.

SBCSO deputies frequently interact with Hollister PD, more than most Police Departments and Sheriff’s Offices in California. Currently, they all operate on the same channel, and officers operate extensively in the City limits. They rarely interact much with the surrounding counties. (Santa Cruz, Monterey, Fresno, Merced, Santa Clara).

They have four radio channels, but because of system issues, they are currently operating from the public works channel. The feeling is that the radio system is creating dangerous situations in the field.

SBCSO would also be interested in the Real Time Crime Center (RTCC).

2.1.6 California Highway Patrol (CHP)
The CHP has the statewide authority to enforce traffic laws on county and state highways.

The secondary mission is to assist in emergencies exceeding local capabilities. The dispatch center is located at the Coastal Division headquarters in Salinas.

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3. Santa Cruz Regional 9-1-1
In 2011, dispatching services for the City and the SBCSO were transferred to Santa Cruz Regional 9-1-1 (SCR). SCR is located in the City of Santa Cruz. SCR is the primary 9-1- 1 PSAP for all of Santa Cruz County, dispatching law, fire, and emergency medical. SCR is also the Santa Cruz County Operational Area dispatch center for mutual aid.

3.1 Organization
SCR is an independent Joint Powers Authority (JPA) under California Government Code2. A JPA is a separate government organization created by the member agencies but is legally independent of them. A joint powers agency shares powers common to the member agencies, and those powers are outlined in the joint powers agreement. The JPA has officials from the member agencies on its governing board. The members of the JPA are:
• Santa Cruz County (SCC)
• City of Santa Cruz
• Capitola
• Watsonville
A representative from each member agency is appointed to the JPA Board of Directors.

All legal transactions, budget approvals, operational policies, and capital equipment purchases are approved by the JPA Board.

SCR also has contracts with other agencies, like the City of Hollister, for dispatching services:
• American Medical Response (AMR)
• Ben Lomond Fire Protection District
• Boulder Creek Fire Protection
District
• Branciforte Fire Protection District
• Central Fire Protection District
• City of Hollister (Police and Fire
Departments)

2 California Government Code - Section 6500-6536
• Felton Fire Protection District
• Pajaro Valley Fire Protection District
• San Benito County Public Works
• Santa Cruz County Animal Services
• Santa Cruz County Public Works
• Scotts Valley Fire Department
• Zainte Fire Protection District
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3.1.1 Contract Details
The term of the latest contract between SCR and the City is from July 1, 2022, through June 30, 2023, with an automatic renewal for two successive one-year periods. The basic communications services provided 24 hours per day, seven days per week, under the contract, are summarized below:
• Radio transmitting and receiving services.
• Telephone and 9-1-1 answering services for urgent, emergency, and non- emergency calls, including text-to-9-1-1, TDD, and foreign language translation services.
• Provide Emergency Medical Dispatch (EMD) pre-arrival and lifesaving protocols. • The use of a Computer Aided Dispatch System (CAD), and a Management Information System (MIS).
• Provide common network support services.
• Access to, in a standard SQL database format, an automated file of CAD data. • Configuration and coordination for City-owned devices that may be directly connected to the CAD system.

SCR provides services to the City in the following manner:
• Provide working space and facilities at the Center for the personnel and equipment described in the contract.
• Provide a general business telephone number that can be used for official business.
• Provide radio console and control equipment and connections to effect radio transmissions from and between the Center and the City. • Provide recording equipment to log and record incoming and outgoing public safety related radio and telephone transmissions/incidents.
• Serve as the City Public Safety Answering Point (PSAP) for 9-1-1 emergency service, in accordance with the rules, policies and regulations of the State of California 9-1-1 Emergency Communications Branch.
• Maintain incident and case numbering systems unique to the City. • Maintain detailed incident records "on-line" for at least 365 days and permanently for three (3) years.
• Jointly share with the City the responsibility for developing and maintaining the City’s public safety layers of an automated geographical file needed for accurate CAD dispatching.

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• Allow on-site access to the Center at all times by designated City representatives. • Adhere to the instructions or commands of the on-duty public safety supervisor or City Management Representative regarding public safety incidents or operations. • Provide a direct line of communication with the City's Executive Management Representative regarding matters such as inter-personal working relationships or other matters or disagreements.
• Submit to mutually agreeable and routine technical audits on the CAD, Radio- Telecommunications systems, timekeeping devices, and associated interfaces. • Maintain synchronization of all timekeeping components within the Center that are necessary for event review.
• Timely notify City Managers and/or Administrators of events and/or circumstances as mutually defined and established by policy.
• Administratively investigate instances in which notification was not accomplished in accordance with established time frames.

In turn, there are obligations from the City to SCR:
• Provide at its own facility, personnel and/or arrangements to answer and coordinate incoming business and other non-dispatch related calls during business hours.
• Jointly share with the Center in the responsibility for developing and maintaining the Police and Fire layers of an automated geographical file. • Provide an on-duty Police or Fire Field Supervisor who is available to the on-duty City dispatcher as the Plan Manager to whom specific plan and deployment questions may be routed.
• Be responsible for paying costs associated with devices directly connected to the CAD system, which may include purchase, maintenance, and recurring costs. • Be responsible for paying costs associated with the discretionary development of any specialized software interface(s) designed to transfer CAD data to the City’s computer systems.
• Participate in the SCR-developed Quality Improvement (QI) program. • Provide a direct line of communication with the Center’s General Manager regarding matters such as inter-personal working relationships or other matters or disagreements.
• Participate in the Center’s Law and Fire/EMS Users’ Executive Committees and Users’ Committee.
• Participate in the Center’s Law and Fire/EMS Task Teams to review and establish dispatch protocols.

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3.1.2 Costs
There has been a total of four contracts for service with SCR. Each contract has the same basic information and requirements. The current formula takes the following factors into consideration:
• Percentage of annual hours provided for a dedicated staff position (weighted

33.33%)
• Percentage of annual calls for service for the past 3 calendar years (weighted

33.33%)
• Percentage of radio transmissions sent and received on agency channels (weighted 33.33%)
If SCR implements any additional certain cost-effective opportunities to add related and specialized services in the future, these would be added only upon mutual agreement and approval by the City and the Center’s Board of Directors and would be funded by agencies receiving such service. At the time of this report, there have not been any additional costs approved by the Board.

3.1.3 Contract Termination
The City is obligated to notify SCR, in writing, of its intent to terminate the contract at least 180 days before the expiration of the then-current annual term. In the event that the County of San Benito notifies the Center of its intent to terminate its separate agreement with the Center, the City agrees to renegotiate its contract with SCR. If the City terminates the contract prior to the conclusion of the term, the City acknowledges that will incur costs including, but not limited to:
• Any and all costs associated with the separation of employment of budgeted personnel.
• Any and all outstanding costs for equipment or other assets • State of California 9-1-1 Customer Premise Equipment (CPE) allotments pertaining to the City's joint public safety dispatch operation. • Any other damages incurred by the Center.

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3.2 Dispatch Facility
SCR is located on a municipal golf course in the City of Santa Cruz and was built in the 1980s. The facility has backup power generation and an uninterruptable power supply.

The dispatch floor at SCR contains 15 workstations, all equipped identically with CAD, Radio, 9-1-1, and mapping.

If the dispatch center had to be evacuated, dispatchers are sent to facilities at the Watsonville (nine positions) and Hollister (four positions) Police Departments. Each county is then dispatching resources separately.

3.2.1 Backup Center
There are two backup dispatch centers in the event of an evacuation or complete outage cases. In the case of a “bug out,” dispatchers go to one backup facility or the other. Both locations are “cold standby,” meaning the systems are turned off or must be brought from elsewhere. Watsonville PD is 19 miles (40 minutes) away and has nine positions. Hollister PD is 45 miles (75 minutes) away and has four positions. There is also an option to set up a command post in downtown Hollister at the HPD substation. This can be used for large events in the City.

3.3 Technology

3.3.1 Computer-Aided Dispatch (CAD)
Computer Aided Dispatch (CAD) is a critical system that assists call-takers and dispatch personnel in processing, prioritizing, dispatching, and controlling calls for service for respective emergency service agencies. SCR operates a CAD system by Motorola. The system is called Premier One and was originally installed in 2018. The Operations Manager and the supervisors are responsible for CAD configuration changes.

CAD systems also include interfaces allowing the software to provide other critical features and functionality. The following is a list of interfaces in the PremierOne CAD:
• Zetron Model 25 - Dual tone paging for fire agencies
• Tablet Command – Mobile data software for fire apparatus G.4.a
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• Premier Mobile – Mobile data software for law apparatus • Active911 – Smartphone notification application
• Priority Dispatch Paramount – emergency medical dispatch software • ePCR – patient care reporting for fire and AMR
• Various data downloads to law and fire record management systems

3.3.2 Emergency Telephone System
The SCR9-1-1 utilizes an Intrado VIPER phone system maintained by AT&T. There are 18 9-1-1 trunks at SCR. 9-1-1 calls are routed through one of two selective routers (four trunks from Salinas and 14 from Santa Cruz). 9-1-1 customer premise equipment (CPE) is provided by Intrado/AT&T through a contract with the California 9-1-1 Branch. The system was last upgraded in 2016 and is overdue for replacement. The 9-1-1 Branch had a hold on all new installations/upgrades for over a year while Next Generation 9-1-1 (NG9- 1-1) requirements were being revised. A limited number of vendors are now certified to provide CPE for the 9-1-1 Branch. All 9-1-1 calls in San Benito County are routed to SCR.

A 10-digit emergency and a non-emergency number are also forwarded to lines appearing on the phone sets in SCR.

3.3.3 Records Management Systems (RMS)
SCR pushes event data to the HFD RMS and electronic patient care reporting system (e- PCR). The law RMS is called Santa Cruz Metro Records System. There is an SCR annual report that is produced at the beginning of each year. Automated reports are sent daily to all law enforcement agencies. Canned special reports can be accessed on a SQL Server by the agencies directly.

3.3.4 Mobile Data Devices (MDDs)
The HPD has laptops mounted in the patrol vehicles running P1 Mobile. HPD MDDs do not have access to criminal justice databases (i.e., CJIS), nor do they have electronic license plate readers in the vehicles. The HFD has iPads running the Tablet Command application. HPD and HFD have Cradlepoint GPS on 80% of their units, but SCR cannot see vehicle locations in CAD.

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3.3.5 Emergency Medical Dispatch (EMD)
EMD is performed by SCR on all requests for medical assistance. The County Medical Director has signed off on Priority Dispatch’s Paramount Pro QA software, which is interfaced with the PremierOne CAD system. EMD data is pushed to Priority Dispatch for quality assurance. Not all call takers have received EMD certification, and in those cases, they pass critical calls to a certified EMD call taker. EMD training is handled by Priority Dispatch – either in person at a class or in some instances using virtual training classes.

Continuing education courses are required for recertification.

3.3.6 Emergency Notification System (ENS)
Santa Cruz County utilizes a stand-alone web browser by Code Red for mass notification and some internal group paging. It is a web-based application. SCR is evaluating other vendor applications for possible replacement of the system.

3.3.7 Fire Station Alerting (FSA)
The HFD stations are paged by a Zetron Model 25 two-toned paging system. Stations also receive printed event data.

3.3.8 Digital Paging
The CAD system sends out an email message to responders containing the basic elements of the event: location and event type. This is a one-way message with no confirmation that the responder received the message. In addition, HFD and AMR utilize a third-party application called ActiveAlert (formerly known as Active911) for notifications of CAD incidents. Events are delivered through Android, iOS, or PC app, SMS text message, voice, or email. Responders can see all incident data on one screen.

ActiveAlert can be configured to send specialized alerts to individuals, a specific group, or the whole team. It also displays a map of the event and includes agency-specific data, such as hydrants, Knox Boxes, and pre-fire plans. ActiveAlert includes response buttons for responders to indicate their response or who is unavailable, which can help responders see where units/personnel are as they head to a scene.

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While ActiveAlert is a good, low-cost notification tool, it is a “one-way” system that cannot take the place of an MDC or tablet and is not recognized as a primary means of dispatch by the NFPA 1225 standards3.

3.3.9 Geographic Information Systems (GIS) Mapping
The Motorola P1 CAD system uses an Esri base mapping system that is integrated with the CAD and Mobile systems. Santa Cruz Regional maintains the mapping for the CAD system and a dedicated GIS person uploads the data.

3.3.10 Radio System
Hollister Police, Fire, and San Benito Sheriff’s Office all utilize VHF high band frequencies for communications with SCR and with each other. SCR uses T1 circuits from Santa Cruz to Hollister to control three repeater systems:
1) San Benito Sheriff and Hollister Police share the 158.775 MHz repeater under the WPVY817 call sign. This is an analog system licensed to the County for repeaters at three mountaintop locations: Call Mountain, Fremont Peak, and San Benito Mountain.
2) The Hollister Fire Department, which provides all-hazards services throughout the County, uses the 155.805 MHz repeater under the KUZ854 call sign. This is an analog system licensed to the City of Hollister for repeaters at two locations: one at 420 Hill Street and another site at 417 4th Street in Hollister. 3) The San Benito County Public Works Department, Police Department, Sheriff’s Office, and Fire Department all share a 151.025 MHz repeater under the WPWR746 call sign. While primarily a Public Works, Water Department, and Agricultural Commissioner channel, this frequency is also used for interoperability and as a backup communications system by the Public Safety users in the County, including Hollister’s Police and Fire Departments. This analog system is licensed

3 National Fire Protection Association 1225 Standard for Emergency Services Communications, Chapter 17 G.4.a
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to the County for repeaters downtown, on Fremont Peak and on San Benito Mountain.

In addition to the repeated channels, tactical simplex channels are used for direct communications between responders for safety reasons and to offload communications from the repeated channel:
1) The tactical channel shared by the Sheriff and PD is actually an interoperability channel licensed to the State, 154.920 MHZ (CALAW 1), and cannot be monitored by SCR.
2) Of the three tactical (mobile only) channels assigned to the Fire Department, 155.520 MHz and 155.685 MHz (TAC1 and TAC3) are licensed to the County under the WPYV817 call sign. 155.550 MHz (TAC2) was licensed to the City of San Juan Batista under the WPVU574 call sign, but that license was allowed to expire on August 22, 2022. SCR can monitor none of the Fire tactical channels.

There are multiple issues with the radio system. Due to the placement of the systems transmitters and receivers, coverage gaps exist, especially for portable radios. Even though multiple transmit locations are licensed, they are not configured as a simulcast system. As a result, individual transmitter sites must be selected by SCR for each transmission, increasing the chance of the targeted recipient of the message being out of range of the selected transmitter.

Because the contract ambulance provider – AMR – does not have mobile data terminals (MDTs), or the MDTs don’t work in San Benito County, additional radio traffic is required for SCR to provide AMR with their required updates. If the fire system was working reliably, this would not be as much of an issue as it is when everyone in Hollister is on the same channel.

In addition to the transmitter location issues, the system has been in place for approximately 25 years, and maintenance and updates have been deferred. Users complain that the system crashes periodically – it “hangs up” or acts as if there is a stuck mobile transmitter, which forces everyone off the main channel and onto the Public Works channel. The Federal Communications Commission (FCC) was contacted during those G.4.a
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episodes and visited but was unable to find any source for the interference. The same problems that affect the Police system are also occurring with the Fire Department system, forcing Fire to also move over to the Public Works channel. All our interviewees agree that these failures are a constant problem. In fact, at the time of our visit in February, the Fire, Sheriff, PD, County Probation, and DPW were all running on the one DPW repeater due to multiple radio system failures. County Probation Department has given up on the radio system and primarily uses cell phones for communicating with themselves and SCR.

The County, which is responsible for the radio systems, had promised over the years to fix the problems, but this clearly has not happened. As a result of the continuous failures of the radio system, the City of Hollister started the paperwork to license a new system in 2016 and made the decision in 2019 to use the six new repeaters on six new frequencies.

The new system would be digital rather than analog, using a very-narrow bandwidth signal called NEXTEDGE. Because the Police Department had been purchasing Nextedge-capable mobile and portable radios, they would be able to use the existing mobile and portable radio fleet with a simple reprograming. The County did not want to participate in the new system. Notably, Nextedge is not compatible with the P25 digital Public Safety Standard4 used by the vast majority of public safety departments on digital systems in the U.S. and Canada.

The new frequencies were licensed in 2016, and Hollister certified to the FCC that the system installation was complete in November 2017.

The new repeaters have been tested and have shown clear communication within the city. However, those repeaters are currently not being used by SCR for dispatching and have not resolved the Police Department’s communications problems. The new frequencies are licensed under the “20-foot rule”, which is a provision in the FCC regulations that allows the licensing of transmitters whose antennas are no more than 6.1 meters (20 feet) above an existing building. During the frequency coordination process

4 NFPA 1225, the Standard for Emergency Services Communications, requires digital conventional radio systems for Public Safety to comply with TIA-102.BAAA, the Project 25 FDMA Common Air Interface.

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that is required when applying for new frequencies, using the “20-foot rule” makes it much easier to be awarded a frequency, because the likelihood of your interfering with another, distant user is much less when your transmitter antennas are very low.

Table 4 - New Nextedge Repeaters
New Nextedge Repeaters
Site Frequency Height above
building Height above average terrain
1331 South St 159.4425 6.1 meters Minus 127.1 meters
110 5th Street 151.0850 6.1 meters Minus 131.5 meters
1000 Union Rd 151.0775 6.1 meters Minus 135.8 meters
395 Apollo Way 155.1525 6.1 meters Minus 132.7 meters
1979 Fairview Rd 155.4375 6.1 meters Minus 130.2 meters 498 Hill Court 159.2475 6.1 meters Minus 80.1 meters
Altitude is everything when building a new public safety radio system. This is why cellular towers in the countryside are so high and why the existing Police and DPW systems are installed on mountaintops. It’s the reason the Fire Department switches to DPW or to CalFire when they’re in certain parts of the County because their highest site on Hill Street is not high enough. You will note that all the sites show a height above average terrain (HAAT) that is negative. In a valley coverage area such as Hollister, surrounded by high mountains and plateaus, that is not uncommon. There are some locations in the City where minus 80 meters HAAT would still provide good coverage of a portion of the coverage area. What is unique in this case is that only one of the six sites – 498 Hill Court – approaches this height. It is apparent that this system was designed to provide overlapping coverage within the City of Hollister but was not designed to serve the Sheriff’s Office as they elected not to participate. If the goal now is to provide coverage that works for both the Police and Sheriff, some changes would need to occur. Additional repeaters at a higher height would have to be incorporated to provide proper coverage for county calls for service.

Some work remains to be done to make the system work for the Police Department. The newer repeaters are up and operating, but they are not connected to SCR, and could be G.4.a
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used as a replacement for the troubled existing County system if additional sites are added to incorporate the needs of the county sheriff’s office. Hollister would need to ensure that all of the repeater sites utilize the same input frequency, so that officers are not dependent on the transmit frequency choice made by the radio. All sites would retransmit the mobile transmissions as well as the PSAP transmissions. The radios can be programmed to find the strongest output signal on one of the repeaters in order to make this happen, which would make the system much easier to operate for the officers.

The additional high sites to allow coverage across the county would need to be coordinated and integrated into the overlapping, lower system that covers the City itself.

There are several potential reasons to explain why the legacy County and Fire systems are operating so poorly. The connections from the remote mountaintop site to SCR could be the problem, the transmitters could fail, and their associated receivers could very well be "deaf,” or the antennas, their associated coaxial feed lines or the cable connections could be failing. A comprehensive study of the entire radio system by a competent, third- party professional firm that does not sell communications systems is overdue.

3.4 Workload Analysis
A combination of factors determines the efficiency of a dispatch center. First is having enough people to handle what can be considered a “normal” volume of incoming requests for service. A dispatch center cannot staff for every contingency – it is not cost-effective to have people waiting for the next disaster, so they must plan on having enough people to handle incoming events based on national standards.

The second factor is having a well-trained staff. A standardized training manual and training plan are essential for consistency. It is not uncommon in dispatch centers across the country to train their dispatchers when they are first hired, and then never receive another minute of training except by learning “on the job.” Dispatchers should continue to receive training on new topics and review “seldom-used, critical importance” policies and procedures.

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The third factor is having clear and consistent policies and procedures. This is especially critical for multi-agency, multi-discipline dispatch centers. Too often, policies are passed on by word of mouth, and often, a policy will be applied differently based on the shift or opinion of the person passing on the information. Having written policies and procedures can ensure they are consistently applied.

3.4.1 Staffing
The SCR9-1-1 is currently authorized for the following staffing levels:

Table 5 - Santa Cruz Regional 9-1-1 Staffing
SCR Staffing
Position Authorized Current
Management 2 2
Line supervisors 3 3
Dispatchers 48 38
Support staff 9 8

For dispatchers, SCR currently has nine of the 38 still in training, and two of the 38 are on long-term absences. Due to staffing shortages, dispatchers must sign up for 16 hours of overtime every two weeks, although they will run below minimum staffing if needed.

Dispatchers are assigned a position at the beginning of the shift and are regularly rotated through all the positions in the center. HPD and SBCSO share an SCR dispatch position, while HFD is dispatched by the Santa Cruz County Fire dispatcher along with all other fire departments in the county.

Dispatchers work a combination and 12-hour and 10-hour shifts. Staffing does overlap for continuity. Minimum staffing at SCR is as follows:
• 0600-0800 hours – 5 people
• 0800-1000 hours – 7 people
• 1000-2100 hours – 9 people
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• 2100-2200 hours – 8 people
• 2200-0600 hours – 6 people

3.4.2 New Employee Training
Dispatchers attend an in-house classroom academy which includes four weeks of initial call-taking training, followed by on-the-job training (OJT) on the dispatch floor for three weeks. Then they are brought back into the classroom for nine weeks for 9-1-1 call-taking and emergency medical dispatch (EMD) training. After another week on the dispatch floor, they return to the classroom for an additional week of fire service training. The Academy provides basic knowledge and skills for dispatchers to succeed through incremental instruction. All training is conducted by a Communications Training Officer (CTO). CTOs are certified using the Association of Public-Safety Communications Official’s (PCO) CTO course. On average, the training will last seven to nine months, depending on the trainee's abilities.

3.4.3 Dispatch Workload
Since joining SCR in 2011, calls for service have slowly risen, with the exception of 2020, which is an anomaly due to COVID-19. HPD is the largest user of SCR services.

Figure 1 - Calls for Service by Discipline 2011-2022

*HPD, HFD, SBCSO, and AMR started on 10/01/2011
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Calls for Service 2011-2022
Hollister PD San Benito SO County Fire AMR
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Table 6 - Emergency and Non-Emergency Calls 2018-2022
Line Type 2018 2019 2020 2021 2022
9-1-1
Wireless Calls 3,228 3,574 4,201 4,735 4,903
CHP Transfers 2,174 2,106 2,378 2,662 2,298
Wireline Calls
Hollister Police 1,630 1,533 1,149 1,099 1,164
San Benito Sheriff 676 655 499 735 446
Total 9-1-1 Calls 7,708 7,868 8,227 9,231 8,811
HPD/SBCSO 10-Digit
Emergency calls 1,972 1,981 2,025 2,180 2,081
Total Emergency
Calls 9,680 9,849 10,252 11,411 10,892
Non-Emergency
Non-Emergency Lines 18,776 7,483 2,040 6,171 2,510
HPD Rollover (4331) 0* 10,557 15,672 15,747 15,953
SBCSO Rollover
(4080) 4,953 4,866 5,268 1,895 4,956
Officer Line (Shared) 8,598 9,160 8,253 8,391 7,718
Total Non Emerg.

Calls 32,327 32,066 31,233 32,204 31,137
*Management Information System was not configured with HPD lines identified in 2018
Overall, incoming emergency calls have remained constant, with the only change being fewer calls on the 10-digit emergency lines and more calls on 9-1-1.

Figure 2 - 9-1-1 and 10-Digit Emergency Call Volume 2011-2022

-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 SCR 9-1-1 and 10-Digit Call Volume 2011-2022
Total 9-1-1 Total 10-Digit
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As seen in Figure 2, the majority of incoming calls are on the non-9-1-1 lines, which does include their 10-digit emergency lines.

Figure 3 - Incoming Telephone Workload

0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
2018 2019 2020 2021 2022
Incoming Telephone Workload
Total 9-1-1 Calls 10 digit Emergency Calls Total Non Emergency Calls G.4.a
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Table 7 - Percent of Change - 2011 to 2022
Percent of Change
Calls for
Service
2012
to
2013
2013
to
2014
2014
to
2015
2015
to
2016
2016
to
2017
2017
to
2018
2018
to
2019
2019
to
2020
2020
to
2021
2021
to
2022
2011
to
2022
Hollister
PD 1.61% 9.79% -1.06%
-

1.58% 3.42% 6.11% -0.92% -8.25% 5.19% -7.32% 8.17%
San
Benito SO
-

7.23% 2.16% 13.44% 1.13%
-

0.25% 2.72% 12.26% 11.50%
-

6.74% -0.79% 26.86%
Hollister
FD 4.23% 9.46% 5.34% 8.92% 6.11% 1.91% 2.93% 6.73% 3.69% 1.67% 40.96% AMR 1.36% 6.96% 10.38% 4.67% 2.47%
-

0.71% 1.19% 6.72% 2.74% 12.34% 39.48%
Total SCR 0.11% 3.52% 1.76% 3.66% 6.12%
-

2.24% -0.42% -5.46%
-

6.17% -2.53% -0.93%

As can be seen in Table 4, SBCSO, HFD, and AMR have seen significant increases since joining SCR. SCR, however, has a slight drop in total calls for service. HPD’s increase is typical of the growth in the area.

3.4.4 Performance Standards
SCR has set performance standards for call-taking and radio dispatching to help with continuous quality improvement and meet or exceed national standards. The National Emergency Number Association (NENA) and the National Fire Protection Association have established standards for answering emergency lines. Dispatchers are expected to answer 9-1-1 calls within 15 seconds, 90% of the time. Overall compliance with these standards for 2021 was 88%. This is expected to improve as staffing increases.

Once a 9-1-1 call is answered, depending on the nature of the incident, SCR9-1-1 dispatchers are expected to create a call for service within 60-90 seconds. For high- priority events, the maximum allowable time to generate a call for service is 75 seconds from when the call was answered. In 2021, the average call processing time (time answered to time dispatched) for a Priority 1 (highest priority) call for service in Hollister Police jurisdiction was 79 seconds; SCR’s standard is within 120 seconds.

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3.4.5 Workflow
Work in the dispatch center is split between call-taking and radio dispatch positions. As with many centers, all personnel are cross-trained to fill all positions, and during a shift, the dispatchers will help cover tasks for others when needed.

Calls are answered by a primary call- taker and the event is placed into a pending queue for the appropriate radio dispatcher while the initial call-taker performs EMD if appropriate.

That radio dispatcher gives a pre-alert notification (location, event type) on the appropriate channel then determines (with help from the CAD system) the appropriate units to dispatch. That dispatch announcement is broadcast on the primary channel for that discipline. If it is a call for HFD, CAD will automatically send tones to activate the fire station alerting system(s).

SCR has the following functional positions in dispatch:
• Radio - Santa Cruz PD
• Radio - Santa Cruz PD Backup / Secondary Channel
• Radio - Santa Cruz County Fire Red
• Radio - San Benito County Fire
• Radio - Hollister PD/San Benito Sheriff
• Radio - Watsonville PD
• Radio - Capitola PD
• Radio - Santa Cruz Sheriff
• Radio - Santa Cruz Sheriff's Backup
• Call taker/Backup/Training Positions (6)
Nine to ten of these positions are usually staffed at peak staffing, but it can be as little as five positions from 0300-0600 hrs.

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4. State 9-1-1 Requirements
The 9-1-1 system in California is managed by the Governor’s Office of Emergency Services, Public Safety Communications Division, 9-1-1 Branch. The 9-1-1 Branch provides funding for 9-1-1 customer premise equipment (CPE) and manages the 9-1-1 infrastructure state-wide.

4.1 California 9-1-1 Standards
California Government Code, Section 53114.2 establishes mandatory standards to provide the fastest, most reliable, and cost-effective telephone access to emergency services for any 9-1-1 caller in California.5
To receive funding from the 9-1-1 Branch, PSAPs must adhere to the following operational standards:
• Call Answer Time Within Fifteen (15) Seconds: ninety-five (95) percent of incoming 9-1-1 calls shall be answered within fifteen (15) seconds. • Call Transfers - When transferring a 9-1-1 call, procedures will be developed for advising the 9-1-1 caller that the call is being transferred and to remain on the line.

Every effort should be made to minimize the number 9-1-1 call transfers. • Hours of Operation - Each PSAP funded by the CA 9-1-1 Branch shall be staffed with 9-1-1 call-taker(s) and committed to answer 9-1-1 calls 24 hours per day, every day of the year, for a minimum of five (5) years. • Non-published Emergency Number(s) - Each PSAP shall have a minimum of one (1) non-published ten-digit 9-1-1 number for emergency call transfers. • Transfer Numbers - PSAPs shall provide their 10-digit emergency numbers to entities requiring a backup number to route to, or other service providers not delivering calls into the 9-1-1 network.

5 9-1-1 Operations Manual, Chapter 1, https://www.caloes.ca.gov/wp-content/uploads/PSC/Documents/Chapter-I- Standards.pdf
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4.2 Receiving State Funding
The California (CA) Revenue and Taxation Code Sections 41001 – 41176, known as the Emergency Telephone Users Surcharge Act defines the method and amount of funding encumbered by the State for the installation and maintenance of 9-1-1 systems in California. These funds are held in the State Emergency Telephone Number Account (SETNA) and are used to reimburse PSAPs for equipment and services necessary for the delivery and answering of 9-1-1 calls.

Any PSAP approved to receive funding shall accept all 9-1-1 call types, including, but not limited to:
• Wireline
• Wireless
• VoIP
• Text-to-9-1-1 (including TTY/TDD)
• Any emerging technologies (such as telematics and video).

The requesting agency must also meet the following Funding Criteria, of which here are the pertinent requirements:
• Be a public agency as defined in Government Code Section 53101, which the City of Hollister meets.
• Submit a letter on agency letterhead to the CA 9-1-1 Branch detailing the current 9-1-1 call processing procedures; a detailed summary of alternative arrangements that have been evaluated by the agency; results of the evaluation and justification of the agency’s need to be recognized as a PSAP. The evaluation must include an analysis of consolidation or regionalization. • Detailed documentation, such as emergency incident reports, to support an anticipated call volume of 1,201 or more 9-1-1 calls per month. • Complete an Emergency Number System Plan/Agreement (TD-280, Rev. 12/16) form with signatures from participating PSAPs that agree to send/receive 9-1-1 calls to/from the requesting agency; and, signatures of the Sheriff, Police Chief, or Fire Chief, and Finance Officer to acknowledge financial penalties that will be G.4.a
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imposed to the PSAP by the CA 9-1-1 Branch if the 5-year commitment is not met.

If approved, funding will be authorized at a level needed for the PSAP to answer 9-1-1 calls at a P.01 grade of service (no more than one busy per 100 call attempts during a normal busy hour). An approved “new” PSAP will be funded with a standard Cloud/Data Center Based 9-1-1 System.

If the 9-1-1 Branch determines that the City of Hollister does not meet the criteria for a new PSAP, they will not provide any funds towards the procurement and installation of a 9-1-1 system. This decision can be appealed to the State 9-1-1 Advisory Board. It can be argued in that appeal that San Benito County should have local control of 9-1-1 calls for continuity of operations within the county and local interoperability between the public safety agencies.

Denial by the 9-1-1 Branch and 9-1-1 Advisory Board does not preclude the City of Hollister from purchasing a 9-1-1 system using its own funding. The 9-1-1 Branch must connect such a system to the 9-1-1 network but may add fees for that connectivity.

In 2021, the 9-1-1 Branch elected to require all new CPE installations and upgrades to PSAPs to be cloud-based. Currently, only three vendors are certified to provide that equipment, although others are in the certification process. For a four position 9-1-1 system, the annual costs would be in the neighborhood of $40,000.

4.3 Timeline for Implementation
The City can expect that the 9-1-1 Branch approval/denial could take three to six months.

Procurement and installation of the 9-1-1 CPE will depend on the status of the 9-1-1 Branch’s implementation of the NG9-1-1 infrastructure and how busy the selected vendor of CPE is with other installations. Once the CPE is on-site, installation can be done in a matter of days.

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5. Comparable Agencies
To get an idea of the costs associated with a dispatch center, FE has gathered pertinent information from similar-sized agencies in Northern California. The following agencies have provided information:
• Rohnert Park Police Department
• Newark Police Department
• Los Banos Police Department
• Tuolumne County Sheriff’s Office
• Yuba City Police Department
The following data elements were requested from these agencies:
• Agency Name
• Total number of field law enforcement officers
• Number of Fire Stations (if dispatching fire/EMS)
• Total Annual Law and Fire (if dispatching fire/EMS) Event Volumes • ECaTS Call Summary 2022 for 9-1-1 and 10-digit emergency lines. • Agency Total Budget figures (Revenue In, Personnel Costs, Operational Costs, Capital Improvement Costs, etc.)
• PSAP Budget (if separate, same categories as Agency Budget) • A copy of your organizational chart, or a description of where the dispatch center falls in your chain of command.
• Number of Authorized Line Dispatchers/Supervisors
• Actual number of Line Dispatchers/Supervisors
• Minimum Staffing levels per hour/day
• Maximum staffing levels per hour/day
• Salary ranges for all positions in dispatch

5.1 Newark Police Department
Contact: Marissa Huntley – [email protected]
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Newark is located in Alameda County. It was incorporated as a city in September 1955.

Composing 13.94 square miles, Newark is surrounded by the city of Fremont. Its population in 2021 was 47,434.

The communications center is staffed with eleven Public Safety Dispatchers and is supervised by a Police Support Services Manager who oversees the day-to-day operations of the unit.

Newark dispatchers receive and process all emergency and non-emergency telephone calls for service within the City. In 2021, the Communications Division received over 63,000 emergency and non-emergency phone calls from the community while handling radio transmissions and documentation for 31,958 Police events. Dispatchers transfer fire and medical calls to the Alameda County Regional Emergency Communications Center (ACRECC).

Newark Police Department Communications personnel are cross-trained in police dispatch and 9-1-1 telephone operations, as well as non-emergency telephone operations. Some Dispatchers have received additional training as Tactical Dispatchers to support the S.W.A.T. and Hostage Negotiations Teams.

Table 8 - Newark PD Demographics
Total number of field law enforcement
officers
58 sworn personnel including COP, Captains,
Lieutenants, Sergeants, and Officers –
between 25 to 30 officers. We are currently
understaffed.

Number of Fire Stations (if dispatching
fire/EMS)
3 fire stations are dispatched by Alameda
County Regional Emergency
Communications Center.

Total Annual Law and Fire (if dispatching
fire/EMS) Event Volumes
35,083, includes officer-initiated calls.

ECaTS Call Summary 2022 911 = 14,634 as abandoned calls must be returned immediately, 10-digit and admin
inbound and outbound = 49,780
Agency Total Budget figures (Revenue In,
Personnel Costs, Operational Costs, Capital
Improvement Costs, etc.)
$24,935,000
PSAP Budget Included in overall PD budget
Description of where the dispatch center falls
in your chain of command
Communications reports to the Support
Services Manager who reports to the Support
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Services Captain, who reports to the Chief of
Police
Number of Authorized Line
Dispatchers/Supervisors
11, currently have two Leads and nine
dispatchers.

Actual number of Line
Dispatchers/Supervisors
11, we are fully staffed
Minimum Staffing levels per hour/day 2 dispatchers 24/7 Maximum staffing levels per hour/day 3 dispatchers during overlap shifts and payback shifts
Salary ranges for all positions in dispatch Lead Dispatcher - $117,658 Dispatcher - $108,943

5.2 Rohnert Park Public Safety
Rohnert Park is a city in Sonoma County and located approximately 50 miles (80 km) north of San Francisco. The population at the 2020 United States Census was 44,390.

Rohnert Park was incorporated in 1962, comprising 7.29 square miles.

Rohnert Park is a Public Safety agency. Public Safety Officers are cross trained to be proficient as both police officers and fire fighters. On occasions with a major structure fire, officers assigned to patrol will respond to the scene of a fire and then go into their role as a fire fighter.

Contact: Nicole Litzie, Support Services Manager, [email protected]

Table 9 - Rohnert Park DPS Demographics
Total number of field law enforcement
officers
54 allocated Public Safety Officer positions
Number of Fire Stations (if dispatching
fire/EMS)
4 ISO fire stations; only 3 are staffed with
firefighters 24/7
Total Annual Law and Fire (if dispatching
fire/EMS) Event Volumes
Approximately 37,000
ECaTS Call Summary 2022 9-1-1- and 10-digit emergency lines - 14,369 Agency Total Budget figures (Revenue In,
Personnel Costs, Operational Costs, Capital
Improvement Costs, etc.)

SOURCES
P.O.S.T. Reimbursement $40,000
Prop 172 Augmentation $310,000
State & Federal Grants $582,816
Public Safety Services $40,000
Plan Check Fees $708,300
Fines & Forfeitures $65,000
Donations and
Miscellaneous
$0
Other Financing $0
Transfers In $452,184
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General Fund $18,421,603
TOTAL SOURCES $20,619,903

EXPENDITURES
Salaries $11,031,198
Benefits $6,373,788
Operational Expense $1,769,065
Contractual/Professional
Svc
$1,546,020
Information Technology $420,841
Vehicle Expenses $1,071,235
Facilities $0
Utilities $0
Capital Outlay $70,000
Debt Services $42,064
Reimbursement ($1,704,309)
TOTAL EXPENDITURES $20,619,903
Informational Purposes
Only: FY 22-23

Public Safety Budget $20,619,903
Reimbursement from
Measure M Fire
$728,826
Reimbursement from
Supplemental Law
Enforcement Services
$250,000
State Asset Forfeiture $25,000
Traffic Safety - Vehicle
Purchase
$40,000
Southeast Specific Plan
CFD
$450,503
Westside Residential
Services CFD
$226,960
Bristol CFD $48,019
Casino Mitigation Program $3,397,478

TOTAL RESOURCES

PROVIDED FOR PUBLIC
SAFETY
$25,786,689

PSAP Budget Not separate
Description of where the dispatch center falls
in your chain of command
Communications Supervisor reports to the
Support Services Manager who reports to the
Deputy Chief, Police Division
Number of Authorized Line
Dispatchers/Supervisors
2 Supervisors
10 Dispatchers (requesting 11 next fiscal
year)
Actual number of Line
Dispatchers/Supervisors
2 Supervisors
10 full time Dispatchers
2 unallocated part time Dispatchers
Minimum Staffing levels per hour/day 2 dispatchers required 24/7 3 dispatchers preferred 1100 - 0200
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Maximum staffing levels per hour/day 4 for special event upstaffing Salary ranges for all positions in dispatch Public Safety Dispatcher I (PSD) $61,848.63 - $75,176.58 Annually
Public Safety Dispatcher II (PSD2)
$68,269.28 - $82,980.68 Annually
Public Safety Communications Supervisor
83,179.11 - $101,104.16 Annually

5.3 Los Banos Police Department
Los Banos is located in Merced County. It is in the heart of the San Joaquin Valley in central California, near the junction of State Route 152 and Interstate 5. Its population was 46,398 in 2021. The City was incorporated in 1907 and encompasses 9.99 square miles.

Contact: Ray Reyna - [email protected]
Table 10 - Los Banos Demographics
Total number of field law enforcement
officers
Authorized 48 Sworn
22 Currently Assigned To Solo Patrol
5 On FTO – 1 In Academy
6 Officer Positions Vacant
Number of Fire Stations (if dispatching
fire/EMS)
Two fire stations, in the process of building a
third station
Total Annual Law and Fire (if dispatching
fire/EMS) Event Volumes
52,860 total incidents
Agency Total Budget figures (Revenue In,
Personnel Costs, Operational Costs, Capital
Improvement Costs, etc.)
Los Banos Police Department Budget
General Fund: $28,182,130
Code Enforcement: $654,174
Capital Improvement: $1,003,609
CFD: $894,820
Other: $196,852
Measure H:

Police Department $2,031,330
Dispatch $395,641
Code Enforcement: $154,367
Measure P: $17,368,709
Total $50,881,632

PSAP Budget (if separate, same categories
as Agency Budget)
Part of the agency budget
A description of where the dispatch center
falls in your chain of command
The Communications Division is under the
Police Services Manager, who reports
directly to the Police Chief.

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Number of Authorized Line Dispatchers/
Supervisors
10 Actual number of Line
Dispatchers/Supervisors
10 Minimum Staffing levels per hour/day – Two must be on duty at any given time. Also, because of our jail, two people must be in the
building at all times.

Maximum staffing levels per hour/day – 3 to 4
Salary ranges for all positions in dispatch $4,548 – $5,804

Figure 4 - Los Banos Call Activity 2022

5.4 Yuba C ity Police Department
Yuba City is the county seat of Sutter County. The City of Yuba City is located near the Feather River at the base of the Sutter Buttes and 40 miles north of Sacramento. The population was 70,117 at the 2020 census. The city has a total area of 14.7 square miles.

Total number of field law enforcement officers 70 (including all specialty positions) Number of Fire Stations (if dispatching
fire/EMS)
5 Total Annual Law and Fire (if dispatching
fire/EMS) Event Volume
48,173 Events, ECaTS 196,969 (does not
include text2911)
Agency Total Budget figures (Revenue In,
Personnel Costs, Operational Costs, Capital
Improvement Costs, etc.)
Adopted 2022-2023 Budget
Salaries and
Benefits
$16,543,465
Supplies and
Services
$3,466,645
Capital Acquisitions $0
Total $20,010,110

0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Jan
a
u
a
r
y
Feb
r
u
a
r
y
Ma
r
c
h
Ap
r
i
l
Ma
y
Jun
e Jul
y
Au
g
u
s
t
Sep
t
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b
e
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Los Banos Call Activity 2022
9-1-1 Abandoned Administrative Inbound
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PSAP Budget (if separate, same categories
as Agency Budget)
Included in overall budget
A description of where the dispatch center
falls in your chain of command
Dispatch Supervisor reports to the
Operations Support Manager who reports to
the Chief of Police
Number of Authorized Line Dispatchers/
Supervisors
15 (1 Supervisor, 3 Lead Dispatchers, 11
Dispatchers)
Actual number of Line
Dispatchers/Supervisors
7 (1 Supervisor, 2 Lead Dispatchers, 4
Dispatchers)
Minimum Staffing levels per hour/day 2 Dispatchers 24hrs 7 days a week Maximum staffing levels per hour/day 4 Dispatchers & 1 Supervisor Salary Public Safety Dispatcher I $4,120 – $4,326
Public Safety Dispatcher II $4,849 – $5,894
Public Safety Dispatcher III $6,169 – $6,477
Comm Center Supervisor $6,285 – $7,638

5.5 Tuolumne County Sheriff’s Office
Tuolumne County is located in eastern Central California, in the Sierra Nevada mountains. The County encompasses 2,274 square miles. As of 2021, the population was 55,810. There are nine full-time dispatchers at the Sheriff's Office, and they are seeking two additional dispatchers to fill vacancies. The county seat and only incorporated city is Sonora which has its own police department and dispatch center.

The Communications Division provides 24-hour emergency and non-emergency services to the public. This includes communications via the telephone and radio to the county's Fire, Search and Rescue, Animal Control, Boat Patrol, Public Works Department, Forest Service, Highway Patrol, and Tuolumne County Ambulance departments.

Contact: Capt. Jarrod Pippin, Tuolumne County Sheriff’s Office Operations Bureau Email: [email protected]

Table 11 - Tuolumne County Demographics
Total number of field law enforcement
officers
65 Number of Fire Stations (if dispatching
fire/EMS)
39 Total Annual Law and Fire (if dispatching
fire/EMS) Event Volumes
47,325 (2022)
Call Summary 2022 Total Calls - 129,340, 9-1-1 24,412
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Agency Total Budget figures (Revenue In,
Personnel Costs, Operational Costs,
Capital Improvement Costs, etc.)
$15,025,153.00
PSAP Budget (if separate, same
categories as Agency Budget)
$1,968,243.00
A description of where the dispatch
center falls in your chain of command
The Communications Center Supervisor
reports to the Operations Bureau Captain
who reports to the Undersheriff.

Number of Authorized Line Dispatchers/
Supervisors
1 Supervisor
4 Lead Dispatchers
8 Dispatchers
Actual number of Line
Dispatchers/Supervisors
10 Minimum Staffing levels per hour/day 3 dispatchers from 1200-2400 Friday through Monday, 2 dispatchers all other
times
Maximum staffing levels per hour/day 3 dispatchers/ 1 lead dispatcher; varies depending on local events, holidays etc.

Salary ranges for all positions in dispatch Communications Supervisor - $32.32- $39.29/hr
Lead Dispatcher - $27.23-$33.10/hr
Dispatcher I - $22.64-$27.57/hr
Dispatcher II - $25.02-$30.41/hr

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6. Design of a Dispatch Center/Real-Time Crime Center
Developing a recommended dispatch/real-time crime center design for the City presents several options to consider. The first consideration is how much space will be needed for a dispatch center that runs 24 hours a day, 365 days a year. Next, since it is the City’s desire to create a new annex for this facility that ties into the existing police department, where that annex would be placed on the property needs to be determined to be able to allow for optimal interaction with the other functions in the building. Finally, considerations need to be given to physical security and site hardening to allow the dispatch center to operate under adverse conditions. Cost estimates will be, by necessity, ballpark construction costs per square foot until a more detailed design can be developed. FE recommends that the City hire an AIA-certified architect to develop more detailed proposals.

All dispatch centers are required to be built to essential services building standards. An essential services building is any building, or any building, a portion of which is used or designed to be used as a fire station, police station, emergency operations center, California Highway Patrol office, sheriff’s office, or emergency communications dispatch center. An RTCC could also be considered an essential service and be covered under this standard.

6.1 Space Requirements
The following table outlines the spaces needed for a dispatch center and RTCC:

Table 12 - Space Allocation for new Dispatch Center and RTCC Function Estimated Sq.

Feet Required
Dispatch floor (Workstations, printers, office
supplies, reference materials)
2,000
Breakroom/Kitchen 400
Quiet room 100
RTCC 800
Server Room 400
Bathrooms (2) 200
Supervisor Office 200
Hallways–Lockers (20-30%) 900
Total Estimated Square Feet 5,000
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These amounts do not consider any space required for mechanical infrastructure (i.e., HVAC, emergency generators) needed to allow this facility to isolate from other portions of the building.

6.1.1 Dispatch Floor
Flooring
Flooring in dispatch also has the option of raised floor or just conventional flooring on top of the cement floor. The advantage of a raised floor is that all wiring can run under the floor and come up into the workstations. But raised floor can be noisy when walking through, and there are ADA concerns that will require a ramp if the expanded area is not all raised up. If it is a regular concrete floor, all wiring will have to come down the walls or through conduits dropping from the ceiling.

The flooring material also requires careful consideration. A smooth, hard surface is easy to install and maintain, but tends to cause sound to bounce around the room, making for a noisy environment. Carpeting, on the other hand, has sound-dampening properties. But running dispatch chairs with caster wheels can tend to stretch the fabric and can be hard to keep clean. FE recommends carpeting with the plastic chair mats. One possible solution is to put in carpet squares that have a Post-It-style glue on the back so that if one or more tiles are stained or damaged, they can be pulled up and replaced.

Workstations
Based on present and future call volumes and staffing needs, FE recommends allowing space for four ergonomic dispatch workstations. It is not anticipated that there would be more than two dispatchers on duty at any time (see Section 3.4 for the staffing analysis), but the extra positions can be used for exigent circumstances and training. Today’s dispatch workstations are modular in design and come in countless configurations based on the space and operational needs of the dispatch center. They are also engineered to allow dispatchers optimal ergonomic adjustability, with personal comfort features such as heaters and fans controlled by the user.

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One area that is often overlooked is the need for space for printers/copiers, reference materials, office supply storage, and a place for spare dispatch chairs. Consideration must be given to bookshelves and tables for these items. Only critical equipment and materials should be placed/stored on the actual dispatch workstations.

6.1.2 Server Room
A common axiom is that you “can never have a big enough server room or enough power plugs.” Most of the computers, servers, and network hardware will go into this room depending on the technology. This room will also house radio and telephone equipment.

In addition to size, there are other considerations – fire suppression, cooling, wiring, and seismic bracing.

It is common for server rooms to have a fire suppression system that is separate from any water sprinkler system in the rest of the building. Usually, that is a gaseous agent that will not harm electronics like a water spray will.

Flooring is also a consideration on the dispatch floor and in the server room. The decision is whether to put in a raised floor. Raised flooring serves two purposes – provide cooling to equipment from below, and as a hidden method of running wiring to the equipment.

Raised flooring is costly, and in California, cooling from below isn’t a factor like other locations in the United States that have high humidity in the summer. It is common practice to have a concrete floor and run wiring above the racks in cable trays.

Because this is California, racks in the server room need to be secured top and bottom for seismic safety. Racks can be bolted to the concrete floor, but due to the height of most racks, they also need to be stabilized at the top. This is usually accomplished by metal bracing or cables that are secured to structural steel in the ceiling.

The final consideration for a server room is cooling. While cooling from below is usually not a requirement for a single-story building, conditioned air is critical due to the amount of heat generated by the equipment in the racks. Because of the different cooling requirements in a server room, the system needs to be separate from the rest of the building where people work. And that system needs to have redundancy – a primary and G.4.a
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backup system, or a split system with two units online all the time, either of which can handle the full load of the room in case one system breaks down.

6.1.3 Breakroom/Kitchen
Having a place for the dispatchers to be able to temporarily store food and drinks, and the ability to heat up meals is an essential need for space. Because of limited staffing, dispatchers usually don’t have the ability to be away from the workstations for long, and will eat their meals while working, so there isn’t a need for dining tables, just kitchen appliances.

6.1.4 Bathrooms – Showers – Lockers
NFPA 1225 requires that the “…toilet facility and lunch area be directly accessible to the dispatchers…within the security area.6” This means that a separate toilet facility will need to be within the footprint of the new dispatch center. While not required, locker space for the dispatchers can be located adjacent to toilet facilities or in a wide hallway. Showers are not a part of the requirement but should be considered as a part of disaster planning in cases where staff is required to work extended contiguous days.

6.1.5 Quiet Room
A relatively new feature in dispatch centers is a small room where dispatchers can be allowed to decompress after a particularly severe event. This room should be equipped with comfortable furniture and have WiFi access. In case of disaster, this room could be outfitted with cots for use as a sleeping area.

6.1.6 Supervisor Office
While NFPA 1225 only requires on-site supervision when there are more than two dispatchers on duty7, an office for a supervisor needs to be in the space planning. This

6 National Fire Protection Association 1225 Standard for Emergency Services Communications, 2022 Edition, Section 12.4.9 7 National Fire Protection Association 1225 Standard for Emergency Services Communications, 2022 Edition, Section 15.3.4 G.4.a
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will allow not only a place for a supervisor to work but keep sensitive files and conduct disciplinary meetings in a confidential setting.

6.1.7 RTCC
The RTCC should have an open floor plan to allow collaboration and space for growth.

While it is anticipated that only one person would be occupying the space at any one time, room for at least two workstations should be allocated. All the workstations would be facing the same way – all looking at a planned video wall. This space will also require sufficient numbers of power and network connections for all the technology that could be placed in the space. While the video wall concept may not be a part of the initial work, making sure that power and network connects are pre-built in the wall to make it easier to install when the video wall is developed. The RTCC will need to have a CAD connection so they can monitor developing situations.

It is recommended that there be access between dispatch and the RTCC, but with a door so they can be isolated from each other for noise reduction. It is also recommended that the entrance to the RTCC not be through dispatch, as foot traffic in dispatch can be distracting.

6.2 Connection with the Current Facility
During the site visit, three possible sites for an expansion of the building were discussed.

As stated before, an AIA-certified architect would need to evaluate the current construction to determine how the connection to the existing building could be accomplished.

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Figure 5 - Potential Expansion Sites

6.2.1 Option 1 – North-West Corner Adjacent to Records/Reception It was felt that the dispatch center would interact with the Records Division the most, and Option 1 has the new construction extending northwest from Records. There would be a locked entrance (with a security vestibule) either from the outside of the building, or through the front lobby. This site would require some leveling and stormwater drain relocation, as well as consideration for physical security of the dispatch center.

6.2.2 Option 2 – North-East Corner Adjacent to the Gymnasium The largest area on the site is Option 2. This option could include the defunct pond area as the main entrance to dispatch, not through the gym. Again, this site would require leveling and stormwater drain relocation. The downside is that it is far from Records.

OPTION 1
OPTION 2
OPTION 3
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6.2.3 Option 3 – Remodel Administrative Offices/Build New Administrative Offices
Option 3 is taking a different approach – remodeling the current Chief’s area into a new dispatch center and building a new addition that would house new administrative offices.

An advantage of this option is that the dispatch center would not be exposed to public areas or outside walls. A disadvantage would be the extent of remodeling that would be required to the existing structure to meet Essential Services and NFPA standards.

6.3 New Infrastructure Required

6.3.1 HVAC
NFPA 1225 requires an HVAC system for the communications center that is separate from the rest of the building8. As mentioned before, server rooms require redundant systems. The equipment that is located on the exterior of the structure must be protected from unauthorized access and tampering as defined in the NFPA standard9. The system should be configured so that the dispatchers can close the system from outside air.

6.3.2 Power
Commercial power to the communications center should be on a separate feed from the rest of the facility. Emergency power generation can be from one or more generators10.

Provisions should be made for a connection to allow for a portable generator in case the primary generator fails. An Uninterruptible Power System (UPS) needs to be installed to cover all critical equipment on the dispatch floor.

6.3.3 Earthquake Resistance – Essential Services Standards Construction of the facility needs to comply with California Essential Services11 standards.

This section defines an “Essential services building means any building, including buildings designed and constructed, for public agencies used, or designed to be used, or

8 National Fire Protection Association 1225 Standard for Emergency Services Communications, 2022 Edition, Section 12.5.1.2 9 Ibid, Section 12.5.1.9
10 Ibid, Section 12.8.1.2
11 California Health And Safety Code - Division 12.5. Buildings Used By The Public, Chapter 2. Essential Services Buildings G.4.a
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any building a portion of which is used or designed to be used, as a fire station, police station, emergency operations center, California Highway Patrol office, sheriff’s office, or emergency communication dispatch center.” Designs for a new communications center shall be based upon an assessment of the geological conditions of the site and the potential for earthquake damage. The design of the communications center should also follow NFPA 122512, NFPA 5000, and local building codes.

6.3.4 Security Between Public Areas and Dispatch
Physical security must be considered both inside and outside the building. Security can either be through physical barriers – locked doors, ballistic-resistant windows, walls, etc. or through distance from publicly-accessible areas such as parking lots and walkways.

For physical barriers, having at least two locked doors between public areas is a reasonable solution. If Option 1 has an entrance through the public lobby or from the parking lot, a security vestibule would be required to provide that level of security. If the expansion area has windows in the design, they need to comply with NFPA 122513 for ballistic-resistant glass and window dimensions.

For distance security, keeping public vehicular access at least 82 feet away from the exterior walls is essential, but reality is that public parking for government services dictate convenience and accessibility. In these cases, having exterior walls constructed in accordance with NPFA 122514 for blast/impact resistance can mitigate some of the risk.

6.4 Costs

6.4.1 Construction Per Square Foot
Normal commercial building construction costs in California have a Rough Order of Magnitude (ROM) from $250 to $400 per square foot. Because this expansion needs to be built to essential services standards, you can expect this ROM to go up from between $400 to $700. If you use $700 per square foot for a 5,000-square-foot addition,

12 National Fire Protection Association 1225 Standard for Emergency Services Communications, 2022 Edition, Section 12.4.10 13 Ibid Section 12.7.4
14 Ibid Section 12.7.5
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construction costs will be around $3.5 million. This does not include any environmental impact, site leveling, or storm water management mitigation.

6.4.2 Technology
Computer-Aided Dispatch (CAD)
Computer Aided Dispatch (CAD) is a critical system that assists call-takers and dispatch personnel in processing, prioritizing, dispatching, and controlling calls for service for respective emergency service agencies.

CAD systems also include interfaces allowing the software to provide other critical features and functionality. The following is a sample list of interfaces in a typical CAD system:
• Paging - Dual-tone paging for fire agencies.
• Mobile data software for law and fire apparatus
• Smartphone application(s) for off duty and volunteer notifications • Emergency Medical Dispatch software
• ePCR – patient care reporting for fire and AMR
• Various data downloads to law and fire record management systems

6.4.3 Emergency Telephone System
9-1-1 trunks that are currently routed to SCR would be re-routed to a new dispatch center. 9-1-1 customer premise equipment (CPE) is provided through a contract with the California 9-1-1 Branch. The 9-1-1 Branch placed a hold on all new installations/upgrades for over a year while Next Generation 9-1-1 (NG9-1-1) requirements were being revised.

A limited number of vendors are now certified to provide CPE for the 9-1-1 Branch. A 10- digit emergency and a non-emergency number would also need to be redirected to San Benito County.

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6.4.4 Records Management Systems (RMS)
SCR currently pushes event data to the HFD RMS and electronic patient care reporting system (e-PCR). RMS for HPD would have to be created, as HPD currently uses Santa Cruz Metro Records System.

6.4.5 Mobile Data Devices (MDDs)
Mobile data is primarily a function of the CAD system. Depending on the CAD system selected, the agencies would have options to use the CAD-native MDD system or adopt a third-party system that could be interfaced with CAD - the HFD has iPads running the Tablet Command application. HPD MDDs do not have access to criminal justice databases (i.e., CJIS), nor do they have electronic license plate readers in the vehicles currently, but this could be changed with software and interfaces with CAD. HPD and HFD have Cradlepoint GPS on 80% of their units, and a new CAD system could integrate this data so the dispatchers can see the units on a map.

6.4.6 Emergency Medical Dispatch (EMD)
EMD is a part of SCR operations, so there is an expectation that this level of service will be in the new dispatch center. The County Medical Director will have to sign off on an EMD protocol system, which should be interfaced with the CAD system. Initial EMD training, continuing education courses, and quality assurance will have to be addressed through an agreement with a QA company or in-house.

6.4.7 Emergency Notification System (ENS)
Currently San Benito County uses the ENS at SCR. A new system would need to be procured. Most ENS are web-based, so no hardware is usually required. ENS usually change an annual fee based on anticipated usage of the system.

6.4.8 Fire Station Alerting (FSA)
The HFD stations are currently paged by a Zetron Model 25 two-toned paging system.

Stations also receive printed event data from the CAD system. This is an older system G.4.a
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that should be evaluated. There are other FSA systems on the market with more functionality.

6.4.9 Digital Paging
A basic function of most CAD systems is to send out an email message to responders containing the basic elements of the event: location and event type. This is usually a one- way message with no confirmation that the responder received the message but allows off-duty and volunteer staff to use their smartphone and not a single-use pager. In addition, HFD and AMR utilize a third-party application called ActiveAlert (formerly known as Active911) for notifications of CAD incidents. This requires an interface and possibly a data warehouse for the CAD events to be available to the application. Events are delivered through Android, iOS, or PC app, SMS text message, voice, or email.

Responders can see all incident data on one screen. ActiveAlert can be configured to send specialized alerts to individuals, a specific group, or the whole team. It also displays a map of the event, and includes agency-specific data, such as hydrants, Knox Boxes, and pre-fire plans. ActiveAlert includes response buttons for responders to indicate their response or who is unavailable, which can help responders see where units/personnel are as they head to a scene.

While ActiveAlert is a good, low-cost notification tool, it is a “one-way” system that cannot take the place of an MDC or tablet and is not recognized as a primary means of dispatch by the NFPA 1225 standards15.

6.4.10 Geographic Information Systems (GIS) Mapping
San Benito County GIS currently feeds map changes to the Motorola P1 CAD system at SCR. A new CAD system should use an Esri-based mapping system that can be integrated with the CAD and Mobile systems. San Benito County GIS would need to maintain the mapping for the CAD system.

15 National Fire Protection Association 1225 Standard for Emergency Services Communications, Chapter 17 G.4.a
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6.4.11 Radio System
As noted in 3.3.10, there are many issues with the current radio systems. Addressing just the needs of the new dispatch center, new radio consoles would need to be procured. If the new dispatch center will provide dispatching services to the county sheriff, there will be a need to be connected to the two transmitters at the North and South County sites, either by leased lines or line-of-sight microwave.

6.4.12 Furnishings
Aside from miscellaneous office furniture, chairs, etc., the largest cost will be for the dispatch workstations. The dispatch workstations are more than standard modular office furniture. Each workstation needs to have ergonomic features, including the ability for the dispatcher to either sit or stand, and the ability to adjust the height of the work surface according to ergonomic guidelines. Workstations can also include forward/backward slides for the monitors to allow for individual focal lengths. Modern workstations will also include personal comfort controls for heat and air. Finally, these workstations have built- in cable management for all of the power and data cables that are used.

Depending on the vendor, the size of each workstation, and the number of features, a ROM for each workstation is $20,000. FE recommends four workstations to allow for peak call loads and future expansion for a total ROM of $80,000.

6.4.13 Backup power Generation
While the existing building has a backup generator, FE recommends a second generator.

This generator can be specific for the dispatch center and live crime center or the two generators could be wired to support the entire building in case one fails.

6.4.14 Radio
A comprehensive study of the entire radio system by a competent, third-party professional firm that does not sell communications systems would be needed to determine a cost to not only connect to the existing system, but to make changes to that system to improve reliability and coverage.

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7. Staffing the Dispatch Center
Typically, call volumes in public safety dispatch centers follow a consistent pattern – the busiest time is between 1400 and 1700 hours, and the slowest time is between 0300 and 0700 hours, with a predictable curve in between. But emergency calls do not come in on a scheduled basis – there may be multiple calls coming in every minute for a short time period, then no calls for another time period. And while dispatch centers want to answer every call within seconds, there are times when callers may have to wait to be helped. A dispatch center cannot practically be staffed for the worst-case scenario all the time – it would be too costly and a waste of resources - they instead try to staff for “normal” volumes.

Figure 6 - San Benito County Calls per Hour 2021

7.1 Division of Labor/Job Responsibilities
In medium-to-large dispatch centers, it is a common practice that radio and telephone job functions are handled by separate individuals. Incoming calls are answered by a call taker, who interrogates the caller and enters the information into the CAD system and performs emergency medical dispatch if appropriate. The event is then picked up from the CAD system and a dispatch is broadcast by the radio dispatcher, who then tracks the 0 100
200
300
400
500
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700
00 0
0 01
0 0
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0 0
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0 0
San Benito County Calls Per Hour 2021
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resources through the completion of the event. In small dispatch centers like this proposed center for the City, telecommunicators will often be both call taker and radio dispatcher. Often a dispatch agency will have a policy on under what circumstances a radio dispatcher will answer a phone call and when a call taker will answer a radio, always working together as a team.

7.2 Functional Positions
Regardless of incoming phone call volumes, certain job functions are deemed as essential to have staffed around the clock. Usually, these are radio positions, primarily due to a need to provide officer safety. In small to medium centers, it is common to have one dispatcher per function during peak periods and then “collapse” radio channels (either move people to one common channel or patch two channels together) so that only one radio dispatcher is needed during the slowest times. For a new dispatch center, if SBCSO does not contract services, PD and FD would be combined during the slow periods.

7.2.1 Hollister PD Radio
Hollister PD is the busiest agency in San Benito County, with the Sheriff’s Office a close second. Currently at SCR, one radio dispatcher handles both HPD and SBCSO.

7.2.2 Hollister FD Radio
Hollister FD handles all local government responses within San Benito County. They are either handled by a separate radio dispatcher or combined with the Santa Cruz County Fire Departments.

7.2.3 SBCSO Radio (Optional)
SBCSO is responsible for all unincorporated areas of San Benito County, the City of San Juan Bautista, the Probation Department, and the county courts system. Currently at SCR, one radio dispatcher handles both SBCSO and HPD. SBCSO has indicated that they would like to be a part of a new dispatch center.

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7.3 Call Taking Tied to Performance Standards
The data received from SCR is not granular enough to apply standard Erlang-C or APCO RETAINS calculations. This is primarily due to the comingling of incoming phone calls between Santa Cruz and San Benito Counties. The NFPA 1225 standard uses historical performance to predict needed staffing for call-taking positions.16 It is common practice in small centers to direct dispatch staff in primary, secondary, and even tertiary responsibilities while working. If a dispatcher has a primary responsibility to answer radio traffic, they also have a secondary responsibility to answer phones if they are not currently engaged in their primary responsibility. Similarly, if a dispatcher is assigned to answer phones as a primary responsibility, and radio calls are not being answered by the radio dispatcher, a secondary responsibility of that call taker to answer the radio traffic. In these types of centers, communications and teamwork among the on-duty crew is essential.

7.3.1 National Standards
The National Emergency Number Association (NENA) and the National Fire Protection Association (NFPA) have established standards for answering emergency lines.

Dispatchers are expected to answer 9-1-1 calls within 15 seconds, 90% of the time. The 9-1-1 Branch monitors this compliance and does require compliance to this standard to continue to receive 9-1-1 funding.

Once a 9-1-1 call is answered, depending on the nature of the incident, dispatchers are expected to create a fire or medical call for service within 60 to 90 seconds. This follows the NFPA 1225 standards.

7.4 Call Volumes and Performance Standards
While HPD has shown just over a four percent decrease over the past six years, San Benito County public safety agencies have seen a 12.78% increase in calls for service.

16 National Fire Protection Association 1225 Standard for Emergency Services Communications, 2022 Edition, Section 15.4 G.4.a
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Table 13 - Calls for Service 2017-2022
Calls for Service
Agency/Year 2017 2018 2019 2020 2021 2022
6-Year
Change
Hollister PD 29,746 31,683 31,394 29,002 30,588 28,503 -4.36% San Benito SO 18,923 19,452 22,169 25,050 23,469 23,286 18.74% Hollister FD 4,778 4,871 5,018 5,380 5,586 5,681 15.90% AMR 3,688 3,662 3,706 3,973 4,085 4,660 20.86%
Totals 57,135 59,668 62,287 63,405 63,728 62,130 12.78% If calls came in at a predictable rate per hour, it would be simple to calculate how many calls one dispatcher can handle. The reality is that calls can come in groups, and when considering how many dispatchers you need to answer phones, you need to have enough people to comply with these national standards. As mentioned previously, San Benito County call volumes per hour mostly follow a typical pattern, but the peak call volume isn’t until 2000 hours instead of the usual 1500–1800-hour range.

Figure 7 - San Benito County Calls per Hour 2021

Calls by day of week show that Saturday is the busiest day, with Tuesday and Wednesday tied for the slowest days.
0 100
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0 0
San Benito County
Calls Per Hour 2021
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Figure 8 - San Benito County Calls per Day of Week 2021

7.5 Staffing Recommendations
Based on all the above factors, a minimum staffing level of two to a maximum of three dispatchers would be needed to staff the center. The number of dispatchers is based on functional and call volume needs. These numbers would need to be evaluated six months to a year after implementation to ensure that performance standards are being met. 0 500
1000
1500
2000
Sunday Monday Tuesday Wednesday Thursday Friday Saturday San Benito County
Calls by Day of Week 2021
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Table 14 - Staffing Recommendations by Hour
Staffing Recommendations
Hour
Call
Takers
Needed
Radio
Dispatchers
Needed
Total
Positions
0:00 1 1 2
1:00 1 1 2
2:00 1 1 2
3:00 1 1 2
4:00 1 1 2
5:00 1 1 2
6:00 1 1 2
7:00 1 1 2
8:00 1 1 2
9:00 1 1 2
10:00 1 1 2
11:00 1 1 2
12:00 1 1 2
13:00 1 1 2
14:00 1 1 2
15:00 1 1 2
16:00 1 2 3
17:00 1 2 3
18:00 1 2 3
19:00 1 2 3
20:00 1 2 3
21:00 1 2 3
22:00 1 2 3
23:00 1 1 2
To determine the total number of dispatchers needed, a decision needs to be made on the shift hours and schedule. There are options for eight-hour, ten-hour, 12-hour, and even 24-hour shifts, each with advantages and disadvantages:

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Table 15 - Shift Schedule Discussion
Schedule Advantages/Disadvantages
Number of
Personnel
Required
8-hour day/40-
hour week
Standard shift schedule. Requires 4.2 people to cover
one position 24/7. 13
10-hour day/40-
hour week
Dispatchers only work 4 days a week. Depending on
how the shifts are designed, can take as many people
or more as an 8-hour shift.
12-14
12-hour day/36-
48-hour week
Most efficient use of a limited number of dispatchers.

Requires from two to 8 hours of overtime every two
weeks.
10 24-hour day –
56-hour week
Traditional fire department schedule. Requires
dispatchers to sleep a minimum of 6 hours a night
which can increase the number of personnel needed
on each shift. Depending on how the hourly wages are
set, overtime could be a limiting factor.
9 Again, each schedule can be customized to fit the needs of the dispatch center. The number of personnel required above does not consider sick leave, vacation, training, etc.

An additional 25% more personnel should be hired to minimize overtime.

The NFPA 1225 standard only requires a supervisor to be on duty if there are more than two dispatchers on duty17. While the proposed staffing levels between 1600 and 2300 hours have three, one of those three could be a line or lead supervisor.

7.6 Staffing Costs
Based on the data for comparable in Table 13, for an entry level dispatcher step 1, the range is a low of $3,900 and a high of $5,200. The salaries cap out at a low of $4,300 and a high of $9,000.

Table 16 - Dispatch Staff Salary Comparisons

17 National Fire Protection Association 1225 Standard for Emergency Services Communications, 2022 Edition, Section 15.3.4 Agency Job Title Monthly Salary
Santa Cruz
Regional
9-1-1
Public Safety Dispatcher I
Public Safety Dispatcher II
$3,867 - $5,571
$4,299 - $6,829
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Figure 9 - Dispatch Personnel Wage Comparisons

Based on the comparable salaries, and with a goal of offering a competitive wage, the City should expect to pay about $4,550 - $6,650 per month for an entry-level dispatcher.

For a staff of 15 (14 dispatchers and one supervisor), the annual base salary alone would be approximately $1.2 million plus benefits, which average 30% of the base salary or $360,000 annually.
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
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Santa Cruz
Regional 9-1-
1 Rohnert Park Public
Safety
Los
Banos
Police
Yuba City Police Tuolumne County Sheriff Newark
Police
Dispatcher and Supervisor Monthly Wage Comparisons
Starting Highest
Rohnert Park
Public Safety
Public Safety Communications Supervisor Public
Safety Dispatcher I (PSD)
Public Safety Dispatcher II (PSD2)
$6,931.59 - $8,425.35
$5,154.05 - $6,264.72
$5,689.11 - $6,915.06
Los Banos
Police
Dispatcher $4,548.00 – $5,804.00
Yuba City
Police
Comm Center Supervisor
Public Safety Dispatcher I
Public Safety Dispatcher II
Public Safety Dispatcher III

$6,285 – $7,638
$4,120 – $4,326
$4,849 – $5,894
$6,169 – $6,477

Tuolumne
County
Sheriff
Communications Supervisor
Lead Dispatcher
Dispatcher I
Dispatcher II
$5,602.00 - $6,810.00
$4,720.00 - $5,737.00
$3,924.00 - $4,779.00
$4,337.00 - $5,271.00
Newark
Police
Lead Dispatcher
Dispatcher
$8,063.03 - $9,804.87
$7,465.77 - $9,078.58
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8. Real-Time Crime Center
Currently, the City has numerous cameras deployed throughout the city. They also have license plate readers and want to live stream body cameras and are in the initial stages of a drone program. SCR is not able to view cameras or access the license plate readers.

The City would like to bring up a Real-Time Crime Center (RTCC). The City understands that it’s not practical to staff an RTCC around the clock but wants to consider having an analyst that has other duties when there is no work related to the RTCC.

8.1 Definition of an RTCC
An RTCC can provide many roles and each component has broad capabilities beyond its core role. The core mission of the RTCC is to provide timely and actionable information in support of an active event. The RTCC can do more, but it is designed to inform the decision maker(s) with as complete and accurate information as quickly as possible within the unfolding event, to support appropriate decision-making.

Today’s RTCC often serves many ancillary functions, resulting from the capabilities of its technology platforms. Supporting these other needs can dilute the core mission of the RTCC as well as potentially expose it to privacy concerns. The RTCC needs to be effectively administered through policies and governance that prevent abuse and undesired consequences. This is a widespread practice within law enforcement.

The systems that support the RTCC’s core mission have two dimensions. The first is the potential technical capabilities of the components. The second is the governance and/or constraints placed on those capabilities by both policy and the flow of real time activities.

This important distinction is critical to understanding how the individual components that comprise the RTCC should be used and how they integrate.

A good illustration of these common misconceptions is the relationship between products marketed by the Physical Security Information Management (PSIM) industry and products marketed by the Situational Awareness (SA) industry. The following provides an overview of the two to provide a distinction between the two products/platforms.

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Physical Security Information Management (PSIM)
PSIM systems represent a range of software largely used by the physical security industry to provide some automation to the management of guard/security services. This automation is largely in the form of standard operating procedures scripted into responses for events triggered by the “system.” The maturation process of PSIM software has equipped it with capabilities to interact with a broad range of physical security monitoring components. This rich library of interconnectivity within a PSIM platform is often seen as complementary to providing Situational Awareness services.

Situational Awareness (SA)
SA in law enforcement refers to simply being aware of situations in real time. In the absence of a “system,” it is the simple act of opening your eyes, ears, (sensors), and mind (aggregator) to monitor your surroundings and relying on your brain to perform the analysis and correlation.

Conceptually, the RTCC performs the same simple but technologically complex act of reaching out to existing information repositories/sources to acquire relevant content in real time; and route that content through correlation and analytics filters to derive actionable information.

Facilitating SA at an RTCC begins with having tools that can access content from a broad range of information repositories. These tools can be developed from the ground up or, existing tools can be adapted. PSIM platforms, based on their evolved capabilities to communicate with numerous disparate systems, represent the adaptive approach. Some of these adaptations are extensive, delivering vast improvement in the capability to assimilate information specific to law enforcement’s needs. The true value of the PSIM is the capability to interact with disparate information repositories, especially video imagery and alarm triggers. Situational awareness in the RTCC regarding an evolving event is achieved by reaching out to numerous content repositories to acquire relevant content.

These sources include Criminal Justice databases, vehicle license plates, imagery from live/recorded camera video, social media, etc. Typically, this is done through software functionality (systems/modules) that connect to various repositories and retrieve relevant content.

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In the absence of system-based analysis tools, the relevance and timeliness of the raw content are limited and constrained by operator knowledge and experience. Ideally, it is enhanced by using Artificial Intelligence (AI). The use of AI-based correlation has been driven by the massive increase in available content.

The generic discussion of needs and capabilities above applies to all modern RTCC platforms. How that is accomplished within a specific RTCC deployment such as the City of Hollister cannot be generalized. The best method to enhance capabilities for a specific RTCC is unique to that RTCC. Introducing a new RTCC function involves deploying modules to enhance the capabilities of an existing ecosystem.

The goal of enhancing the RTCC is to tap into new or legacy components in a better, faster, more complete, and more refined manner. When enhancing an existing RTCC, connecting to existing assets is much more frequent and likely than deploying new assets.

It is usually unnecessary and cost-ineffective to replace existing components with a different version simply for the sake of standardization. This legacy integration is most prevalent in security video camera content obtained as part of a Public/Private Partnership. Small and large partners will not replace their functional VMS platforms to use the version compatible with the local PD. This need for video-centric compatibility drives the use of a PSIM platform as the presentation layer for SA systems.

The need for analytics and correlation within the RTCC environment exists because of the amount of raw content available. When only five cameras are available for access and the video history is counted in days, it is possible to quickly scan this content. With hundreds of cameras within a sector, it is not feasible nor even possible to scan their content for relevant information within the lifetime of an unfolding event. That review approach limits the RTCC function to an after-the-fact investigation tool for prosecutorial purposes. The timeliness of data analytics is critical to the RTCC’s core function.

Reviewing video from many cameras quickly requires AI modules for video analytics.

Because AI is a technology that is good at doing one type of thing quickly; the more types of things are analyzed, the more modules/engines are needed. The operational needs of the RTCC will drive the discussion as to how many and what types of AI is to be deployed.

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Like video analytics, there is no need for correlation when only one source of data exists.

However, when expanded to multiple or even dozens of sources for similar information, correlating the commonality across multiple results requires significant operator time and effort, or an AI capability specific to data correlation also referred to as big data analytics.

Finally, the last component of a comprehensive RTCC differs from the reactive roles described above. This component consists of proactive triggers to action. These include CAD alerts, LPR hits, social media triggers, sensor triggers (e.g., chemical, gunshot detection, etc.) as well as many other automated events. In this sense, the RTCC role is similar to a security service function, as it may be the first receiver of the notice of an event requiring action. How proactive the mission of the RTCC depends on local policies that will define the extent of deployment for these triggering mechanisms. However, these mechanisms provide valuable input even in a largely reactive mission as they help inform the decision-making process.

8.2 Staffing
The decision to set the RTCC operational hours is for the City to determine. Hours of operation are related to the optimal use of personnel to meet the core mission of the RTCC. In FE’s experience, staffing would be based on known periods of criminal activity and will always be a “best guess” due to the unpredictable nature of LPR hits or criminal activity.

Cross-staffing the RTCC with an analyst that would have other job duties would be the most practical solution. This could be a records clerk, or other administrative assistant– type of job description.

8.3 Space Requirements
As identified in Section 5, the RTCC needs to be close to both dispatch and records. In the foreseeable future, this would only be staffed with one person, but in critical situations, the space needs to be sufficient to allow three or four people to operate.

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8.4 Technology Needed
The mission of an RTCC is to provide a law enforcement agency with the ability to capitalize on a wide and expanding range of technologies for efficient and effective policing. Real-time crime centers are centralized technology platforms that extract and unify live video and data feeds from virtually any source, creating a central hub that enhances the situational awareness and investigative capabilities of law enforcement and public safety agencies. The primary objective of these systems is to identify criminal activity through proactive monitoring and provide enhanced situational awareness across the full spectrum of public safety organizations.

It also provides information that quickly enhances the real-time situational awareness of responding units while reducing potential risk and error. While improving response times is this capability's most visible element, the potential risk and mistakes reduction should also be considered. The benefits of managing a responding unit’s information flow can be immense.

Information makes it possible to respond quickly and effectively with less risk and with fewer mistakes. The broader the information base, the quicker the acquisition, and the more refined the correlation from data to information, the more beneficial the response.

For this reason, the RTCC focuses on rapidly accessing all available information. Rapidly accessing available information can help identify intent and outcome early in the response. Ideally, prevention is the strategic goal.

Law enforcement agencies have generally defined a need for real-time situational awareness and event correlation among their technology platforms. Expectations include the ability to view cameras from numerous sources (VMSs) through a single pane of glass. They expect to be able to enter search criteria once and to launch a federated query across multiple databases using that single entry. They expect complex analytics that runs behind the scenes to identify objects of interest and behavior anomalies from live and recorded video input across many cameras, as well as provide real-time triggers when an object of interest passes the field of view of a camera.

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8.4.1 Technologies Needed with Pricing Estimates
Given the desire for an RTCC, the following is an estimate of the technology and pricing that the City can use in its budget and planning process.

The particular issue facing Hollister is that RTCC costs alone do not reflect the total investment to be made, since an entirely new ecosystem is required, and the critical underpinning of the ecosystem is the CAD system. Without identification of the requirements for a new system, estimating costs is an inexact exercise.

FE’s experience is that in any project of this complexity, unexpected and/or unanticipated costs may be incurred. For example, over the course of the project, the City may choose to make an investment in emerging technology to maximize the return on investment or achieve efficiency or functionality gains not previously available. Establishing a project contingency envelope of 15 to 20 percent of the overall project value is a prudent approach to prevent funding shortfalls during project execution.

FE provides the following approximate cost estimates to Hollister based on experience and knowledge of the RTCC industry and interaction with many of the vendors in the public safety domain, many of whom may submit a proposal to a City procurement. The cost information provided, however, is subject to change based on the state of the economy, the geographic proximity of certain vendors, and competitive positioning among vendors within the industry.

8.4.2 Desktop Console Technology
Typically, FE would not highlight technology at its most basic level, i.e., desktop PC.

However, it is germane to this recommendation because of the limitations in power and capability that the desktop PC poses. The solution should include considerations such as adding video cards / increasing Graphics Processing Units (GPU) resources at each PC.

Addressing this upfront illustrates how easily even the most basic technology tools can undermine the best of capabilities and that the sum of all its parts defines RTCCs capabilities. The RTCC operator’s console is the keystone between the platform’s capabilities and the device through which those capabilities are accessed. Consequently, G.4.a
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a properly provisioned PC continues to be the core requirement. However, the technologies that provide the User Interface continue to change, with many migrating towards “browser-based” interfaces and away from the more traditional “heavy-client” approach in Client-Server technology.

Just as desktop space limits the size of the display monitors that can be deployed, so does the under-the-desk physical space and heat envelope limit the number and type of PCs that can be deployed to serve as the “Operator’s Console.” The RTCC should have at least one complete RTCC production workstation setup with consideration for a backup for emergencies or technological issues.

Subtotal Cost Estimate – $5,000 per workstation
Table 17 - RTCC Production Workstation Minimum Requirements

8.4.3 Computer-aided Dispatch (CAD)
The RTCC needs to receive Computer-aided Dispatch (CAD) activity in real time. When an operator is notified of and selects a CAD incident, they’ll get views of any nearby cameras, any prior history, any preplan information, etc. Many systems also do real-time analysis based on those activities. They try to identify similar incidents with suspect info or any information that might help quickly resolve the problem. As Hollister does not currently have their own CAD and Santa Cruz cannot support extending CAD into an RTCC Production Workstation Minimum Requirements
Browser: Google Chrome (latest version)
Resolution:

1024x768, though 1920x1080 is recommended for a better
experience (edited)
OS:

Windows 10, Windows server 2019 to run the Config Tool and Redaction Tool. Using a browser to access search, Windows 10, 2019 (or latest, depending on software to be installed
CPU: 4GHz total at minimum
RAM: Minimum of 8GB
GPU:

H.264 acceleration (for example, if you are using the built-in GPU of an Intel CPU, you need the Quick Sync Video feature supported and enabled))
Audio: Speakers for audible alerts about events in the queue G.4.a
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RTCC, acquiring CAD software is recommended to be sure the agency is taking full advantage of the new technologies available.

8.4.4 Radio Communications
Enhanced mission-critical communications in an RTCC will likely include a means to communicate via radio to dispatchers or responding field units. This could be a full radio console, a mobile radio, or a portable radio. Radio communications continue to evolve, but at a minimum, this will require a computer interface to the radio system and likely be a touch-screen-driven device that may require its own stand-alone PC tower and touchscreen display.

8.4.5 Situational Awareness
RTCCs are often integrated with a regional traffic management system, where traffic cameras installed for that purpose are ingested into the Situational Awareness system.

They can often also have sensors of various types that can send alerts to the RTCC. This would include systems such as gunshot detection or license plate readers (LPR).

This cost includes situational awareness software, interfaced with the above applications, that is used to integrate all the real-time intelligence information being collected. Video analytical data is used to automatically analyze the video to detect and determine time- based or spatial events allowing the search for key events or to find suspects. These systems allow all this information to be collected, analyzed, searched and, if necessary, to be pushed out to other systems or people.

The RTCC requires a wide range of technologies and technical resources. While some technologies and resources are fundamentally necessary for the implementation of an RTCC, others can be integrated as the needs grow or as more resources become available.

The price below includes the costs associated with accessing the City’s Public Safety Solution’s automated applications such as CAD, mapping, mobile data, Law Enforcement records management system, and associated hand-held device applications. The pricing G.4.a
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also includes access to other critical technology that is typically found within a Public Safety Communications Center and is used to communicate with the various field units.

Must-haves:
• Computer-Aided Dispatch (CAD) and Integrated Mapping/AVL • Law Enforcement Records Management
• Access to the radio system
Other Considerations:
• Situational Awareness software
• Body-worn cameras
• License Plater Reader System (LPR)
• Video Feeds (both public and private)
• Video Analytics software
• Video camera infrastructure with camera directional controllers, video screens, and video recording technology to access, direct, and record camera feeds. • Facial Recognition software.
• Social Media applications
• Federated Queries
• Data Analytics software
The cost of these elements will vary from vendor to vendor, but the following table reflects a range of costs:

Table 18 - Situational Awareness System Cost Estimates
Situational Awareness Systems
Cost Elements Price Range
Integration $108,415 - $288,636
Software $76,080 (SaaS) - $ 589,090 (on-prem)
Hardware $10,200 - $20,694
Yearly subscription/mtce $115,703 – $271,698
The costs shown reflect an estimate cost for each element, extrapolated from a very recent competitive procurement. Difference in scope and scale between this project and the one for the City have been factored in – such as two workstations and three VMS integrations - but do not represent direct comparison.

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8.4.6 Automated License Plate Reader Technology
Most real-time crime centers use automated license plate reader (ALPR) technology.

RTCC staff actively monitor the automated LPRs that are placed in both fixed- and mobile infrastructure throughout the City. LPRs serve a dual purpose:
• They constantly scan license plates to identify vehicles that are listed as stolen or that may be on various watch lists, (e.g., linked to prior crimes) and sends an alert and the screen shows the vehicle and the reason for the alert. • As the LPR captures license plate information, it can cross-check across multiple databases when it is integrated with law enforcement applications, e.g., CAD systems.

8.4.7 Hardware
The price below estimates system hardware costs to implement the system and network.

These hardware costs cover the necessary workstation hardware, monitors, video display panels, cameras, and switching equipment to stand up the system.

The video wall should be used to display large quantities of smaller camera views. The server hardware that drives those video wall displays is optimized for the processing intensity of graphic displays. Video wall servers can handle dozens if not hundreds of camera streams.

The costs include using a single intuitive viewer, which allows displaying incoming or queried video feeds from different systems using specific proprietary file formats. The system allows videos to be collected and organized from a multitude of different sites.

Hardware costs will vary among vendors since their software is usually benchmarked against specific hardware configurations and the fact that they will utilize a variety of components offered by distinct manufacturers. As an option, the City may elect to purchase this hardware separately based on vendor-provided specifications. In this scenario, vendors would be required to certify that the specified hardware configuration and minimum specifications are optimal to support the applications they propose, which would include third-party applications as well.

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• Computer workstations
• Printers
• Video Wall
• Universal Video Viewer
• Video Aggregation
• License Plate Reader (LPR) Capable Cameras
Hardware costs are dependent on the solution implemented, and for which system. The City has an option to pursue fully on-premises, hosted/cloud-based and hybrid for most systems identified above. Each of those options has greatly varied pricing.

8.4.8 Network
The network provides the ability to connect to the various systems necessary. It includes the required high-speed internet connectivity with proper security protocols and firewalls.

It also provides the ability to extend the network in the cloud to help reach various users and resources.
• Cloud connectivity
• Internet connectivity
• Security/firewalls
A detailed review of the target environment and existing infrastructure will be necessary to provide estimated pricing.

8.4.9 Miscellaneous Equipment
Desktop width is constrained, so mounting displays vertically is an option, but that may interfere with the sight lines of the video wall. The industry trend leans toward deploying high-powered “gaming” systems for their graphic display capabilities. When computerized AVL is integrated into the RTCC’s operation, deployment of more robust server class systems to support Virtualization will be needed.

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9. Estimated Costs

9.1 SCR Cost Summary
Table 19 shows the costs for SCR dispatch services. Numbers for SBCSO are proposed budget numbers only; FE could not obtain information from SBCSO in terms of what they actually paid. The current annual costs for both the City and SBCSO are just over $1.5 million. Over the past six fiscal years, the City’s cost of dispatching services from SCR has increased by over $320,000, and SBCSO’s estimated costs of over $85,000.

Table 19 - Santa Cruz Regional 9-1-1 Annual Costs
Santa Cruz Regional 9-1-1 Annual Costs
Fiscal Year
City of
Hollister^
San Benito Co.

SO# AMR# Totals
Percent
Change
18/19 $930,476 $495,384 $523,919 $1,949,779 -
19/20 $1,061,238 $405,245 $494,235 $1,960,718 12.32% 20/21 $1,051,152 $401,213 $489,574 $1,941,939 -0.96% 21/22 $1,096,404 $418,554 $510,440 $2,025,398 4.13%
22/23 $1,182,828 $542,715 $577,219 $2,302,762 7.31%
Proposed 23/24 $1,332,087+ $609,783+ $659,216+ $2,601,086+ 11.20% Change 18/19 to
23/24 $401,611 $114,399 $135,297 $651,307 34.00%
^ Actual Costs # - Budgeted Costs + - Based on an anticipated 6% rate increase announced by SCR on 4/3/23

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Figure 10 - Santa Cruz Regional 9-1-1 Cost Sharing

9.2 Estimated Costs of a New Dispatch Center
The total costs associated with creating a new dispatch center include initial startup costs (construction, equipment purchases, implementation fees), personnel costs, recurring maintenance/licensing costs, and any other miscellaneous expenses that will be needed.

Table 14 includes the cost of 9-1-1 CPE, which may be paid for by the California 9-1-1 Branch but is included as a worst-case scenario.

In the coming fiscal year, the City will pay $1,256,686 for dispatching services from SCR.

Putting the initial start-up costs aside, the estimated annual salary/benefit and maintenance costs show an expense of $2,075,000 - an additional cost of $818,314. The number of staff does not change – a minimum of two dispatchers are required to staff the center. Adding additional agencies is not anticipated to increase that staffing level.

If SBCSO opts to join the new dispatch center (projected payment to SCR of $575,267), that’s a total of $1,831,953 for the fiscal year 23/24. With an anticipated estimated operating cost of $2,075,000, this is an additional cost of $243,047. If AMR were to move $0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
18/19 19/20 20/21 21/22 22/23 Proposed 23/24
Santa Cruz Regional 9-1-1 Annual Costs
City of Hollister San Benito Co. SO AMR
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the dispatching of their San Benito units to the new dispatch center and still pay the same rate as SCR, then the savings would be over $375,000.

Table 20 – Estimated Total Annual and Recurring Costs
Estimated Start Up Costs
Item Cost
Construction $3,100,000
100kW Generator $100,000
Technology Costs - Dispatch
Computer-Aided Dispatch (CAD) $500,000
Records Management System (RMS) $200,000
9-1-1 Customer Premise Equipment (CPE)
(only if PSAP status declined by CA 9-1-1 Branch) $250,000 Radio Consoles $20,000
Radio System Connectivity/Upgrades TBD
Furniture – Dispatch $80,000
Technology Costs – RTCC
Situational Analysis Hardware/Software $200,000
Workstations (2) $10,000
Furniture Costs - RTCC $40,000
Estimated Total Start-Up Costs
(not including radio upgrades) $4,500,000
Estimated Annual Costs
Staffing Costs - Dispatch $1,600,000
Staffing Costs - RTCC $125,000
System Maintenance Fees $200,000
Building Logistics Fees (Utilities,Support Services, etc.) $50,000 Other Operational Costs $100,000
Estimated Annual Costs $2,075,000
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City of Hollister
Dispatch – Live Crime Center
Feasibility Study Report

May 09, 2023 82

10. Recommendations
From an operational standpoint, creating a new dispatch center in Hollister is a feasible option for the City:
• It returns local control to the San Benito County agencies, allowing them to determine costs and technical changes based on their needs. • It allows the agencies to establish policies and procedures specific to San Benito County.
• Dispatchers can be trained on the specific geography and operational needs of San Benito County, making for more of a connection with the communities in San Benito County.
• Localized projects, such as checking on seniors in the community, can be established and run through the dispatch center.

SBCSO and AMR should be included in the center to not only supplement the funding but, as an interoperable regional center, it will have more opportunities for grant funding.

10.1 Anticipated Changes to Service
There are many advantages to bringing 9-1-1 and dispatch back into the City. As their own agency, changes and service offerings are specific to the City and/or San Benito County and not having to match Santa Cruz County. And due to their size and diverse disciplines, SCR needs to provide a standardized service. Finally, the City will have more of a say on technologies and procedures that are available to other agencies in California that perhaps SCR was unable to provide. Here are some examples:
• Consistency in radio communications
o SCR dispatchers rotate positions, so field units don’t know who will be working the Hollister radio position from day to day and can’t get used to the voices.
o A smaller staff will allow dispatch and field units to interact both on the radio and in person, since the dispatch center is a part of the police department.

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City of Hollister
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Feasibility Study Report

May 09, 2023 83
o Policies related to radio procedures can be customized to fit the needs of the City.
o Place the configuration and operation of the county radio system under the dispatch center.
• Acquiring an NCIC switch, which HPD does not currently have, that will allow the officers to run license plates and check for warrants in the field while on patrol. • Better control of any cost increases.
• Ability to be an “all-risk” dispatch center – taking care of all the disciplines equally. • Dispatchers can have a better knowledge of the local area geography/landmarks. • Law and fire responses can be better coordinated and be notified at the same time. • Resume the OES Fire and Rescue/Law Enforcement Operational Area dispatch to handle mutual aid resource requests for San Benito County. • Be able to develop specifications specific to the City in a CAD system. • Set specific policies on how issues are investigated, resolved, and reported on. • Develop an Operations Committee for input/feedback on dispatch issues that meets regularly and has a say in the day-to-day operations. • Return the San Benito County 9-1-1 Coordinator position to the City/County. • Start the “Elderly Check-In” program or vacation check program that SCR did not have the capacity to implement.

10.2 Implementation Steps
The following table and figure reflect the high-level tasks necessary to bring a new dispatch center to fruition. Many of these tasks would be happening simultaneously. FE estimates the entire process to take from 24 to 36 months, depending on unforeseen factors such as facility and legal issues.

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City of Hollister
Dispatch – Live Crime Center
Feasibility Study Report

May 09, 2023 84

Table 21 - Implementation Tasks
Task Description Duration
Create a financial plan Primary task at this point is to develop a funding formula 3 months
Create a project
management structure
Select a project manager 6 months
Engage architect to
design new center
Experience in essential services buildings and
NFPA 1225 2 months
Create working
groups/committees
Executive, Operations, Human Resources,
Financial, Technical 1 month
Get approval from CA 9-
1-1 Branch
Create a new secondary PSAP and receive
funding for 9-1-1 equipment 3 months
Discuss withdrawal from
SCR
Discuss options and issues related to withdrawing 1 month Create a budget and cost
allocation formula
Initial budget and a modified cost allocation
based on phase of the project 3 months
Construction Release an RFP for a contractor, award contract, complete construction
12-18
months
Procure new technology CAD, radio, 9-1-1 CPE 12 months
Determine staffing needs Staff required to be an independent dispatch center 1 month
Establish operational
policies and procedures
For the interim agencies with consideration for
the final RFDC (consistency) 6 months
Hire dispatch staff Recruit, hire and train new dispatchers 6-12 months
Develop a transition plan Ensure a smooth transition 1 month Integrate CAD data Depending on the CAD information available from SCR 3 months
Perform 9-1-1
Translations to new
PSAP
AT&T work
1 month
Transition agencies to
the new facility
One agency at a time 3 months
Staff dispatch center Develop a transition plan with SCR 1 month G.4.a
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City of Hollister
Dispatch – Live Crime Center
Feasibility Study Report

May 09, 2023 85

10.3 Timeline
Figure 11 - Sample Timeline

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City of Hollister
Dispatch – Live Crime Center
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May 09, 2023 86
Appendix A
Industry Assessment
The information contained in this Appendix provides background and additional information on the various solutions available in the market. As with the public safety system market today, new applications and capabilities are continuing to be developed as more and more private and public sector users understand the benefits of these systems. This list is not exhaustive but is provided to highlight the varying solutions and prospective vendors in this industry.

Cloud-Based Video Management Systems (VMS)
The VMS is an umbrella for products that comprise a video security solution. Currently, at its lower end, video security consists of an IP-based networked recorder with networked cameras. Moving up on the scale, the VMS can span multiple physically distant facilities but continues in its video-only capacity. Further up to scale, the VMS can also include analytics and rules-based proactive triggers.

Two technology strategies define the service offerings in the cloud-based options, with multiple price variations within each option. The more traditional model uses a cloud- based recording server, to which the remote cameras communicate directly via the customer’s LAN and Internet connection. A more recent model deploys a local gateway at the customer’s premises for the local cameras to communicate to the cloud-based recording servers. The subtle insertion of the local gateway introduces additional capabilities into the solution, which may be of interest to the individual customers, as well as to the City, especially as they may incorporate enhanced camera-based analytics.

All instances require the addition of the individual cameras used to capture the video images, as well as the requirement that each camera must be supported by the native VMS. FE can provide recommendations for specific camera types to be used in specific applications to be able to meet the higher-level goals of RTCC.

The following section provides available cloud-based VMS solutions.

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City of Hollister
Dispatch – Live Crime Center
Feasibility Study Report

May 09, 2023 87
Genetec Community Connect VMS
Genetec is considered a market leader in its adoption of the public-private collaboration concept, as well as, in the range of services its platform offers.

Genetec has a Stratocast offering that could align itself with the RTCC. Stratocast presents a simple, subscription-based, end-user-friendly, solution. Stratocast is compatible with any of the RTCC platforms and uses the Microsoft Azure environment for storage.

Avigilon Control Center (ACC)
Motorola’s Avigilon is also a market leader in this field. The Avigilon VMS is a feature-rich product, which provides good value and capabilities when used with their specific Avigilon-manufactured cameras. When operating with non-Avigilon cameras they follow the general ONVIF-compliant integration model, ACC is a hybrid on-premises/cloud offering that has local recording (the local gateway) coupled with cloud storage/viewing capabilities.

Arcules/Milestone
Milestone has a reputation as one of the most popular VMS platforms. The Milestone Xprotect VMS can be installed in the cloud-as-a-service at AWS or Azure. They have recently released an innovative cloud-based product named Arcules. The Arcules system’s topology/footprint and cost structure follow the general cloud-based model. It consists of a gateway product that includes a proprietary on-premises hardware appliance that can be a software module that runs on a generic computer workstation.

The Arcules gateway platform is viewed using a thick- or browser-based client.

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City of Hollister
Dispatch – Live Crime Center
Feasibility Study Report

May 09, 2023 88
Qognify (formerly OnSSI) / Ocularis Cloud: AWS, Cloud Service Currently, Ocularis is installed in the cloud on AWS and Azure servers, the base and recorders for the cameras run on servers in the cloud, but the client interface is the same as in an on-premises solution.

This has become a popular solution for decentralized companies that do not want to incur the cost of all camera video being backhauled to a remote location. In those instances, the cameras are associated with recorders in the cloud, with viewing capability provided through rich-client and browser-based viewers.

A hidden benefit of browser-based viewers as a concept is that they eliminate the need for aggregation platforms such as PSIM to undertake complex integration using the unique Software Development Kit/Application Programming Interface (SDK/API)’s offered by each VMS vendor. With browser-based viewers, only the access credentials need to be integrated across platforms.

Analytics: Agent Vi InnoVi
Video analytics presents several opportunities for the RTCC concept. Analytics is a useful triggering tool to raise awareness based on a logic/rule violation.

Agent Vi is an industry-leading analytics vendor that works with many of the leading VMS platforms, including all those listed in the VMS section. They also offer a product named InnoVi which is an on-premises appliance connected to a cloud logic server.

Cameras
The RTCC will need robust video camera infrastructure with camera directional controllers, video screens, and video recording technology to access, direct, and record camera feeds. This technology allows RTCC staff members to provide immediate support to officers responding to calls for service and to search calls for service incidents and other pertinent records, and cameras post-hoc for investigative purposes.

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Dispatch – Live Crime Center
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May 09, 2023 89
The two most significant factors of interest for the RTCC are that the camera needs to be capable of supporting its mission and it must be well integrated with the VMS platforms in use. The following sections identify specific vendor camera capabilities and their unique qualifications for inclusion.

Panoramic View 180-360 (indoor/outdoor)
RTCC needs to see a panoramic view of public spaces. The old notion of a manually operated PTZ camera does not fill this need. There is a new generation of cameras referred to as multi-imagers. These cameras are in fact a cluster of two to four individual cameras with built-in capability to combine their views into a single image operating under a single IP address and VMS license.

The panoramic view is the well-known aspect of these cameras, but the existence of multiple imagers, the optical image capture elements of cameras, also enables the installation of different resolution lenses on each of those imagers. This technique is used to capture a panoramic view of a highway while simultaneously reading the license plate tags, all through a single camera.

High Definition (License Plate Recognition-Capable) Single direction Roadways, exits/entrances, or areas with a narrow field of view, can make use of high- definition cameras with single imagers. Often these cameras provide the most detailed image of the area in their view. For this purpose, these cameras are used for telephoto applications, as well as for object recognition, such as embedded license plate reader capabilities and even long-gun detection.

Lobby/Entrance High Definition
Entrance ways and lobby areas present an opportunity to capture facial images. The best practice is to install a 5MP or better camera at these locations to provide the image stock for future facial recognition engines.

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Federal Engineering, Inc.
“Unleashing the Power of Technology”
Charles “Chuck” Berdan, Senior Consultant
June 5, 2023
City of Hollister, CA
Dispatc h –Live Crime Cente r
Fe asibility Study
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Project Overview
•Federal Engineering was asked to evaluate the
feasibility of moving public safety dispatching back to the City of Hollister
•Areas of Focus
•Existing conditions at Santa Cruz Regional 9-1-1
•Feasibility of hosting the center at the existing Hollister Police Department building
•Availability of funding from the California 9-1-1 Branch •Technical challenges in moving dispatch operations
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Summary of Findings
•There are no insurmountable roadblocks operationally or technically •The California 9-1-1 Branch has operational policies that could require local funding of 9-1-1
•The radio systems will need to be evaluated and upgrades completed to ensure adequate coverage
•Returns local fiscal control to the City of Hollister
•Allows the City to establish policies and procedures specific to the City of Hollister
•Dispatchers can be trained on the specific geography and operational needs of the City of Hollister
•Local community projects can be established and run through the dispatch center that weren’t allowed at Santa Cruz 9-1-1 3 G.4.b
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4 Current Costs from Santa Cruz 9-1-1
4 •Santa Cruz Regional 9-1-1 Center ’s annual assessment for the 22/23 fiscal year is as follows for San Benito
County:

Current Santa Cruz Regional 9-1-1 Costs
Fiscal Year Hollister FD/PD
American
Medical
Response
San Benito
Sheriff
Total SCR
Charges FY
23/24
22/23 $1,332,087 $659,216 $609,783 $2,601,086
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Steps Towards Implementation
l Establish a funding model and secure funds for the start up costs
l Hire or assign a project manager
l Assemble working groups from the stakeholders
l Conduct a radio systems evaluation
l Engage an architect familiar with California Essential Service Act and NFPA 1225 standards
l Develop Specifications and Requests For Proposals for the construction and technology pieces
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Construction of an Emergency
Communications Center
•Built as an extension
of the existing Police
Department
•Needs to be
designed to
accommodate the
City’s current needs,
with room for future
expansion
6 G.4.b
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l Startup costs are those items required to build and
equip a new emergency communications center at
the Hollister Police Department. Costs are
estimates only. Actual costs will vary.
7 Startup Costs
Estimated Start Up Costs
Item Cost
Construction $3,200,000
Te chnology Costs $1,300,000
Estimated Total Start-Up Costs $4,500,000 (not including radio upgrades) G.4.b
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8 On-Going Operational Cost
•On-going operational costs are those recurring costs
such as salaries and benefits, computer software and
hardware maintenance fees, and any facilities costs
such as janitorial service.

Estimated Annual Costs
Item Cost
Personnel $1,725,000
Operational Costs $350,000
Estimated Annual Costs $2,075,000
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9 On-Going Operational Cost
9 •Due to the size of San Benito County, on-going
operational costs are fixed whether there is a single
agency or multiple agencies involved
•With more agencies involved, the individual cost to each agency will be reduced
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10 Prospective Timeline
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QUESTIONS?
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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: JUNE 5, 2023
SUBMITTED: May 18, 2023
DEPARTMENT:

DEPARTMENT HEAD:

City Manager
David Mirrione, Acting City
Manager

TITLE OF ITEM: UPDATED CITY COUNCIL PROJECTS

BRIEF DESCRIPTION: City Council requested a list of agenda items, work items, and updates requested by the City Council to staff to be created and placed on each agenda under Unfinished Business.

RECOMMENDATION: Receive the report and hold a discussion, if desired.

DEPARTMENT SUMMARY: On February 22, 2022, The City Council provided direction for staff to compile a list of all requests from Council that have been given to s taff, back to January 18, 2022. The request is for this list to be added to, and placed under “Unfinished Business” on each agenda.

ATTACHMENTS:

1. 20230605 - Agenda Item and Update Request log
H.1
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2022 Council Agenda Item Requests 5/31/2023
\\coh-homesvr\CityClerkPublic\Geri\My Documents\City Council Request Form\NEW - Agenda Item and Update Request log 1 Velazquez 1/18/2022 &
5/2/2022 Discussion on parking/parking garage fees Development Services (Planning/Engineering)6/20/2023
Parking fee study has been finalized and will be
brought forward to Council for discussion and
possible action. Agreement being drafted for
developer to proivde improvements at garage.
2 Velazquez 5/2/2022
Add language in City Code to fine developers
who block the alleys, streets, public right of
way for longer than 2 days with dumpsters or
equipment
Development Services
(Planning)TBD Included in Zoning and Municipal Code Update project.
3 Burns, Morales 2/22/2022
Discuss the appeal process for developers
appealing Planning Commission decision,
analysis on what other cities are doing
Development Services
(Planning)TBD Included in Zoning and Municipal Code Update project.
4 Morales 3/20/2023 Update on when Council will discuss the fee for Accessory Dwelling Units Development Services 6/20/2023 Staff returning with recommendations re: fee amounts
5 Morales 3/21/2022 Outdoor Night Market Development Services (Planning)TBD Included in Zoning and Municipal Code Update project.
6 Burns, Morales, Perez 4/4/2022 Food Truck Ordinance Review Development Services 6/5/2023 Planning Commission reviewed on 4/27/2023.
6/5/23 Council public hearing. Staff working to
conduct outreach for businesses and food truck
owners.
7 Burns, Morales, Perez 4/18/2022
Review Hollister Municipal Code that speaks
about security for events, fees, and permit
fees associated with them.

Administrative Services 8/7/2023 Willdan completed scope and has begun the study.

Meeting DateDepartment#Council Member(s)Date
Requested Item Description Status
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2022 Council Agenda Item Requests 5/31/2023
\\coh-homesvr\CityClerkPublic\Geri\My Documents\City Council Request Form\NEW - Agenda Item and Update Request log Meeting DateDepartment#Council Member(s)Date
Requested Item Description Status
8 Council Member(s)5/2/2022
Strategic Plan and Study for Vista Park Hill
improvements, quotes for creating a dog park
at Park Hill to be included in next budget cycle
Parks & Recreation 6/26/2023
Topo survey has been contracted with Kelly
Engineering and survey should be ready by
10/31/22. Dog park at Vista Park will to be
included in 2023-24 budget for Council
consideration. Topo survey has been received.

Staff working to issue an RFP for a Vista Park Hill
Master Plan.

UPDATE: Staff to request funding in FY23-24
budget
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2022 Council Agenda Item Requests 5/31/2023
\\coh-homesvr\CityClerkPublic\Geri\My Documents\City Council Request Form\NEW - Agenda Item and Update Request log Meeting DateDepartment#Council Member(s)Date
Requested Item Description Status
9 Burns 5/16/2022
Adopt a policy for staff to return calls and
emails within 24 hours, and if out of office
place notification on their email
Administrative Services (HR)6/30/2023 Working on finding a good customer service training.
10 Burns 5/16/2022
Hire full time employees for building
Department Building Official and Building
Inspector
Administrative Services (HR)8/31/2023 Applications were screened. Staff is working on updating job descriptions.
11 Burns 10/3/2022 Special Meeting to Discuss the Library City Manager TBD Staff working to prepare meeting 12 Burns 1/17/2023 Reconsideration of City's development impact fees Administrative Services TBD Fee Study being completed for all city fees 13 Morales 1/17/2023
Procurement Policy to express City's
preference for a skilled and trained workforce
instead of just the lowest responsive bidder,
such as preference for local hires and working
with veterans
Administrative Services TBD Staff is working with legal team to develop policy. 14 Burns 2/6/2023
City to take on cost for internet service for
computers installed by LULAC at Community
Center
Information Technology 6/26/2023 Developing cost estimates for FY 2023-24 budget 15 Resendiz 2/6/2023 Art development fees Parks & Recreation 6/20/2023 Arts and Cultural Commission approved on 4/11.

Bringing to Council on 6/20/23
16 Resendiz 2/21/2023 Policy on use of Council travel funds Administrative Services 6/20/2023 Policy under development 17 Perez 2/21/2023 Program to support beautification of Downtown business and empty lots Development Services TBD Staff working to develop options for Council discussion
18 Resendiz 2/21/2023
Consideration of an amendment to HMC
regarding adoption of tentative maps by the
City Council
Development Services TBD Staff working with City Attorney to review previous discussion and direction.
19 Burns 3/6/2023
4/3/2023
Clarification regarding Council discretionary
funds. Consider raising budget to $100K Administrative Services 6/26/2023 Staff is researching the 2022-23 budget hearings and will be providing an update.

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2022 Council Agenda Item Requests 5/31/2023
\\coh-homesvr\CityClerkPublic\Geri\My Documents\City Council Request Form\NEW - Agenda Item and Update Request log Meeting DateDepartment#Council Member(s)Date
Requested Item Description Status
20 Perez 3/6/2023 Tree Replacement Program Community Services 6/26/2023 Staff preparing program for 2023-24 Budget 21 Casey 3/6/2023 Speed Cushion Policy Engineering 6/20/2023 Staff developing policy. Council adopted a
resolution pausing traffic calming measures until
policy is approved.
22 Burns 3/20/2023 Create litter abatement and graffiti abatement team Community Services 6/26/2023 Developing cost estimates for FY 2023-24 budget 23 Burns 3/20/2023
Consider placing the raising the Transient
Occupancy Tax on the ballot for the next
general election
City Clerk 8/7/2023
Will reach out to BBK to provide election
consulting services and include in FY 2023-24
budget
24 Casey 3/20/2023 Provide an ADA accessible update for Apricot Park Drive Parks & Recreation 6/20/2023 Developing cost estimates for FY 2023-24 budget 25 Perez 4/3/2023 Information on chemical pesticide use by the City and policy on use of chemical pesticides Community Services TBD Staff to draft memo on topic 26 Casey 4/3/2023 Ordinance re: Vacant commercial buildings Development Services TBD Working with City Attorney to discuss options to present to Council
27 Morales 4/17/2023 Use of Council discretionary funds for beautification projects Development Services 6/5/2023 Discretionary funds policy being drafted as part of 2023-24 budget
28 Morales, Perez 4/17/2023 Campaign finance City Attorney TBD City attorney drafting report for future council meeting
29 Casey 4/17/2023 Review Council Code of Conduct City Attorney TBD City attorney drafting report for future council meeting
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2022 Completed Agenda Items 5/31/2023
1 Burns 1/18/2022
Victor Gomez's project (2021-147)
be placed on a future special
meeting agenda
City Clerk 4/2/2022 Special Meeting with
presentations by Victor 4/2/2022
2 Resendiz 1/18/2022
Presentation from the high school
on the need for another high
school and impact fees for funding
City Manager 4/2/2022 Special Meeting (ran out of
time at the 3/7 Meeting)4/2/2022
3 Velazquez 1/22/2022
City Manager and City Attorney to
negotiate a Rally contract with
Roadshows, that includes a fair
reimbursement to the promoter if
the City cancels, and to add that it
may be canceled due to COVID or
public safety staffing shortage.

Requested that the contract come
back by March 7 for Council to
review
City Manager 3/21/2022 Rally was canceled via Council
consensus 3/21/2022
4 Burns 2/7/2022 Consider cancelling Bird Scooter
program City Manager 3/21/2022 Direction given to staff re: Bird Contract 3/21/2022
5 Burns 2/22/2022 Closed session item to discuss
Safer Grant funding for firefighters City Manager 3/7/2022 3/7/2022 6 Morales 2/22/2022 Discussion on Gavilan College -
special meeting City Manager 4/2/2022 Special Meeting with presentation 4/2/2022
7 Perez 3/7/2022 Library AdHoc City Clerk 3/21/2022 created ad hoc, appointed 2 Council Members 3/21/2022
8 Perez 3/7/2022 Recreation Community Center Ad
Hoc City Clerk 3/21/2022 made this a subcommittee of
the Library Ad Hoc 3/21/2022
9 Velazquez 3/7/2022 Purchase or more speed cushions
placed on a future agenda City Manager 3/21/2022 done via Resolution 3/21/2022 10 Council
Member(s)3/21/2022 150th Celebration Proclamation City Clerk 4/4/2022 4/4/2022 11 Burns 2/7/2022 Discussion on hazard pay first
meeting of April City Manager 4/4/2022
MOU's re: Hazard Pay for
Employees approved
5/2/2022
5/2/2022
Notes Completed#Council
Member(s)Date Requested Item Description Department Meeting Date H.1.a
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2022 Completed Agenda Items 5/31/2023
Notes Completed#Council
Member(s)Date Requested Item Description Department Meeting Date 12 Council
Member(s)3/21/2022 "Welcome to Hollister" sign arch
over downtown, cost and design City Manager Approved at Special meeting 4/25/22 4/25/2022
13 Burns, Morales,
Perez 4/4/2022 Appropriation for $20,000 to
Bulldog Boxing City Manager 4/4/2022 Approved $30,000 at 5/2/222 Meeting 5/2/2022
14 Burns, Morales,
Perez 4/18/2022 Special Council Meeting for Sign
Contract City Manager 4/25/2022 Completed 4/25/22 4/25/2022 15 Burns, Morales,
Perez 4/4/2022
Research cost to have fiber to
Brigantino Park and Treatment
Plant and Fire Station 2
IT Completed 4/27/2022
16 Burns, Morales,
Perez 4/18/2022 Special Council Meeting to discuss
Rally and Fire District City Clerk Scheduled Special meeting for 5/14/22 5/14/2022
17 Burns 3/21/2022 Police Department Ad Hoc
Committee City Clerk 4/18/2022 Created PD Communications AdHoc on 12/20/2021 4/18/2022
18 Morales 2/22/2022 Discussion on the Ordinance
regarding Council Code of Conduct City Clerk 4/18/2022 Provided update on 4/18/2022 CCM.4/18/2022
19 Burns, Morales,
Perez 4/4/2022 Committee for Rally and Festivals City Clerk 4/18/2022 Council Members Morales and
Perez were appointed on April
18, 2022.
4/18/2022
20 Morales 1/18/2022 Create a way for Council to submit memos for the agenda City Clerk 4/18/2022
Clarified Council Member
wants to submit items to City
Clerk for posting to COH Social
media sites.
4/18/2022
21 Perez 1/18/2022
Discuss changing/increasing
Council salaries-City Clerk provided
Council & CM with current
Ordinances 978 & 1080
City Manager 3/7/2022
First Reading of Ordinance to
amend City Code set for May
16, 2022. Item did not pass.
5/16/2022
22 Burns, Morales,
Perez 4/4/2022
Presentation of substandard
Housing with statistics for past
substandard housing that are
significant
Code Enforcement 4/4/2022 On May 16, Council Meeting
Agenda 5/16/2022
23 Burns, Morales,
Perez 4/4/2022 Council Salary Ordinance City Manager
First Reading of Ordinance to
amend City Code set for May
16, 2022-Did not pass
5/16/2022
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2022 Completed Agenda Items 5/31/2023
Notes Completed#Council
Member(s)Date Requested Item Description Department Meeting Date 24 Burns 5/2/2022 Update on substandard housing
Housing,
Development
Services
Presentation on May 16, 2022 5/16/2022
25 Council
Member(s)5/2/2022
Presentation on the RDA, bring
back the annual report for
acceptance (Jamila)
Housing,
Development
Services
Presentation on May 16, 2022 5/16/2022
26 Burns, Morales,
Perez 4/4/2022
Code of Conduct Ordinance
Review to make sure it is not
unconstitutional
City Clerk 4/4/2022
Memorandum will be
provided to Council by outside
attorney. Memo provided on
5/25/2022 on Regulating
Speech and removing
disruptive speakers
5/25/2022
27 Burns 2/22/2022
Discussion on Charter City, Term
Limits, and placing these items on
the ballot.

Ad Hoc 4/18/2022
Consultant is working on
Term Limits. Council
Direction for Charter City to
be brought back for
discussion in February of
2023. Council Term limit on
agenda for 6/6/2022 for
approval
6/6/2022
28 Burns 2/22/2022
Discussion on vacant lot downtown
San Benito Street at 7th St across
from the Memorial Building as a
park for green space
City Manager Inquiring with realtors, owner
doesn't want to sell.6/30/2022
29 Burns 2/22/2022
Discussion on acquiring
commercial vacant parcel on
Sunnyslope east of Airline Hwy and
South of Memorial, on South side
of road (6 acres) for a community
park.

City Manager
Developer working on a
project for site and the land is
in escrow.
6/30/2022
H.1.a
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2022 Completed Agenda Items 5/31/2023
Notes Completed#Council
Member(s)Date Requested Item Description Department Meeting Date 30 Velazquez 3/21/2022 Discussion or Study Session on
creating a Fire District City Clerk 4/18/2022
Request to LAFCo on the
process & working with
Elections Consultant. Special
Meeting to be held on May
14, 2022. LAFCO provided the
process to Council. May be
ready for Election in 2024 if
process is started in time.

Considered
complete
5/14/2022
31 Burns 3/21/2022 Discussion of putting the Rally on
the ballot City Clerk 4/18/2022
Special Meeting to be held in
May 14. Consultant is working
on Advisory Measure. On
June 6 Agenda for Council
Approval.
6/6/2022
32 Burns, Morales,
Perez 4/4/2022
Identify which sidewalks need
repairs and determine from that
how much money is needed
City Manager
Direction given to staff to
allocate $500,000 from ARPA
Funds, divide amongst 5
Council Members - Council to
send locations
Waiting on
individual Council
Members
33 Council
Member(s)5/2/2022 Presentation on grants, low
income housing
Housing,
Development
Services
Agenda item in June 2022 6/6/2022
34 Burns 5/16/2022 Look again at non permitted
vendors in city jurisdiction Code Enforcement Code patrolling on weekends 6/30/2022 35 Burns 5/16/2022
Report on Fire Inspection
Resources & how prevention may
have helped prevent fires
downtown
Fire Department Fire Presented in June 2022 6/21/2022
36 Burns 5/16/2022 Creation of Fire Bureau &
Resources necessary
Fire Department &
City Manager
Approved as part of the
Budget 6/27/2022
37 Burns 5/16/2022
Report on Budget for Fire
Department being Over Budget
and Under budgeted
Fire Department &
City Manager Presentation on June 6, 2022 6/21/2022
H.1.a
Packet Pg. 867

2022 Completed Agenda Items 5/31/2023
Notes Completed#Council
Member(s)Date Requested Item Description Department Meeting Date 38 Burns 5/16/2022 Fire Department Liaison
Appointment on next agenda City Clerk 6/6/2022 Placed on June 6, 2022 Agenda 6/6/2022
39 Resendiz 5/16/2022 Speed Cushion update City Manager emailed Council 6/30/2022 6/30/2022 40 Burns 3/21/2022 Renaming Union Road to "Cesar
Chavez Way"City Manager 8/1/2022
Engineering bringing to August
2022 Meeting. If approved
working on ribbon cutting
8/1/2022
41 Burns 3/21/2022 RFP for Communications Center
feasibility study Police PD to bring agenda item on
9/6.9/6/2022
42 Burns, Morales,
Perez 4/18/2022 Review policies for Noise
Ordinance to include other animals
Police (Animal
Control)/ City
Attorney
This matter has been handled
via Ordinance brought to
Council on September 6, 2022.
9/14/2022
43 Burns/Perez/Mora
les 9/6/2022
Proclamation declaring October as
Breast Cancer Awareness month.

Fly Breast Cancer flag in October at
City Hall.

City Manager 9/19/2022 Proclamation on 9/19 agenda.9/19/2022 44 Burns 9/19/2022 Closed Session item on the Airport
Tenant Eviction City Manager
City Manager provided Council
Member Burns with necessary
information so item does not
need to be put on closed
session.
9/19/2022
45 Burns, Morales,
Perez 4/4/2022 Shopping Cart Ordinance Review
City Attorney /
Police (Code
Enforcement)
10/3/2022
Second reading of ordinance
will be brought to Council on
10/3/22.
10/3/2022
46 Morales 9/6/2022 Council pay increase City Attorney Update provided to council.10/3/2022 47 Perez 10/3/2022 Developer Meeting City Manager 10/10/2022 City Manager will work on scheduling a Special Meeting 10/10/2022
48 Perez 10/3/2022 Building maintenance program Community Services 10/17/2022 Department working on RFQ
for Facility Assessment Survey.

Will bring to the 10/17/22 City
Council Meeting
10/17/2022
H.1.a
Packet Pg. 868

2022 Completed Agenda Items 5/31/2023
Notes Completed#Council
Member(s)Date Requested Item Description Department Meeting Date 49 Burns, Morales,
Perez 4/18/2022 Building maintenance program Community Services 10/17/2022 Department working on RFQ for Facility Assessment Survey.10/17/2022
50 Morales 9/6/2022 Water Conservation Presentation City Manager 11/7/2022 Will contact SBCWD to
schedule date for
presentation.
11/7/2022
51 Resendiz/Morales/
Perez 9/6/2022
Letter to Board of Supervisors
regarding fentanyl crisis in San
Benito County
City Manager 11/7/2022
Behavioral Health has
requested to present at
11/7/22 council meeting. Will
evaluate need for letter post
presentation.
11/7/2022
52 Burns, Morales,
Perez 4/18/2022 Analysis of Swope Alley City Manager 11/7/2022 Bid documents for the Wentz-
Browns-Swope Alley
Pavement and Drainage
Project are being presented to
the Council for approval on
11/7/22.
11/7/2022
53 Burns 11/21/2022
Municipal Code Section 1010-1050
(Parking of RV& Boats in Private
Property)
Police (Code
Enforcement)12/5/2022 Discussion scheduled for 12/5
Council meeting 12/5/2022
54 Burns 11/21/2022 Discussion on Rally City Manager 12/19/2022 Discussion scheduled for 12/19 Council meeting 12/19/2022
55 Resendiz 11/21/2022
Process for Police Department to
Wear LGBTQ+ Pride Awareness
Flag on Patch
Police City attorney reviewing 1/17/2023
56 Casey 2/6/2023
Creation of an ad hoc committee
for the animal shelter and invite
county representatives
Police (Animal
Control)/ City
Attorney
Casey and Resendiz to serve
on committee 2/6/2023
57 Resendiz 9/6/2022
Review Animal Control Ordinance
to ensure that "puppy mills" are
not inadvertently permissible in
city.

Police (Animal
Control)/ City
Attorney
Will be discussed at the
Animal Control Ad Hoc
Committee meeting
2/14/2023
H.1.a
Packet Pg. 869

2022 Completed Agenda Items 5/31/2023
Notes Completed#Council
Member(s)Date Requested Item Description Department Meeting Date 58 Burns 2/6/2023
Proclamation honoring LULAC for
35 years of service to the
community
City Manager 2/21/2023 Item scheduled for 2/21/23 2/21/2023 59 Burns 2/6/2023 Closed session on 2/21/23 to
discuss City Manager City Attorney 2/21/2023
City Manager contract
discussion scheduled for
Closed Session
2/21/2023
60 Casey 2/21/2023
Options to address feral cat
population including two
additional spay/neuter clinics in
March
Police/Animal
Control 3/6/2023 Agenda item scheduled for
3/6/23 3/6/2023
61 Casey 2/6/2023 Special meeting to discuss traffic
calming measures and city streets Community Services 3/6/2023 Agenda item scheduled for 3/6/23 3/6/2023
62 Resendiz 3/6/2023
Options for recognizing June as
LGBTQ+ month, such as flag
raising, progressive stickers, email
logos, inclusivity training, unisex
restroom signs
City Manager 3/20/2023 Item on the 3/20/23 agenda 3/20/2023 63 Burns 3/6/2023
Proclamation recognizing the
Hollister High School girl's soccer
team on their state championship
City Clerk 3/20/2023 Presented on 3/20/23 3/20/2023
64 Casey 3/6/2023 Study session on traffic calming
projects Engineering 3/27/2023
Council directed staff to draft
a speed cushion/traffic
calming measure policy
3/27/2023
65 Perez 3/20/2023 Raise the Christian Flag at City Hall on April 2 City Clerk 3/27/2023
Council approved resolution
on 3/27/23 authorizing the
raising of the Christian flag on
4/2/23
3/27/2023
66 Morales 2/21/2023 Presentation on new laws
impacting city operations City Attorney 4/3/2023 Presented to Council on 4/3/23 4/3/2023
67 Burns 2/21/2023 Policy regarding proclamations City Clerk 4/3/2023 Approved by Council on 4/3/23 4/3/2023
H.1.a
Packet Pg. 870

2022 Completed Agenda Items 5/31/2023
Notes Completed#Council
Member(s)Date Requested Item Description Department Meeting Date 68 Burns 3/6/2023
Update HMC 1.18.060 to reflect
location of Code Enforcement
office
City Attorney 4/3/2023
Second reading of ordinance
will be brought to Council on
4/17/23
4/17/2023
69 Casey 3/6/2023
3/20/2023
Neighborhood/Community
Meeting to discuss Ladd Lane
traffic calming measures
Engineering 4/17/2023 Council approved public
outreach project 4/17/23 4/17/2023
70 Burns 4/3/2023
Proclamation for Cole Seymour
and Eliana Salcedo for their recent
wins at Razorback Wrestling
competition
City Clerk 4/17/2023 Presented on 4/17/23 4/17/2023
71 Perez 2/21/2023 Discussion of Council Pay (HMC

2.04.320)City Attorney 4/17/2023 Council direction provided 4/17/23. 4/17/2023
72 Burns 2/21/2023 Presentation on Flock Cameras Police 4/17/2023 Presented 4/17/23 4/17/2023 73 Burns 2/6/2023 Rename Community Center for
Pauline Valdivia
Parks & Recreation
(Tina)4/17/2023 Approved 4/17/23 4/17/2023
74 Casey 1/17/2023 Policy on how items are added to
the City Council agenda City Clerk 4/17/2023 Council direction provided 4/17/23. On 5/1/23 agenda 4/17/2023
75 Burns 1/17/2023
Request update to municipal code
related to Administrative Hearing
Officer requirements
City Attorney 4/17/2023 Council direction provided
4/17/23. 4/17/2023
76 Resendiz 3/20/2023
Refer to the Arts & Cultural
Advisory Commission the design of
the Hollister logo to incorporate
the LGBTQ+ Progress Pride flag
Parks & Recreation 4/11/2023 a logo considered at the ACC meeting on 4/11/23 4/11/2023
77 Burns 3/21/2022 Discuss a Historical Officer position at budget time City Manager 3/27/2023 Will bring item back to goal setting meeting.3/27/2023
H.1.a
Packet Pg. 871

2022 Completed Agenda Items 5/31/2023
Notes Completed#Council
Member(s)Date Requested Item Description Department Meeting Date 78 Burns, Morales,
Perez 4/18/2022
As part of budget process, reports
from each dept on year to date
accomplishments, 3 year fiscal
analysis or forecast for anticipated
equipment , projects,
expenditures, performance
measures, task performance
measures, and employee
satisfaction rate.

City Manager 3/27/2023 Will be included as part of
2023-24 Budget Hearings 3/27/23 - 6/30/23
79 Burns 3/6/2023
Fly the Deferred Action for
Childhood Arrivals flag at City Hall
for a month
City Clerk 5/1/2023
Resolution to Raise DACA flag
5/4/23-5/7/23 on 5/1/23
agenda
5/1/2023
80 Burns 2/21/2023
Proclamation recognizing Bill's
Bullpen for 35 years of business in
Hollister
City Clerk 5/1/2023 Scheduled to coincide with
start of Comic Book Week 5/1/2023
81 Perez 3/20/2023 Install electric vehicle charging
systems throughout the City Community Services 5/1/2023 Staff working with 3CE on a
grant proposal to provide
funding for EV stations.
5/8/2023
82 Morales 9/6/2022 Future park to be developed in
District 3 Parks & Recreation N/A
Federal appropriation request
submitted. Not awarded. Staff
exploring grant opportunities
for the Leatherback property.

TBD
83 Resendiz 5/1/2023
Presentation by United Way of San
Benito County regarding 2-1-1
Program
City Clerk 5/15/2023 Presentation confirmed 5/15/2023
84 Council 4/3/2023
Letter of opposition re: Taxpayer
Protection and Government
Accountability Act initiative
City Attorney 5/15/2023 Letter prepared for 5/15/23
meeting 5/15/2023
H.1.a
Packet Pg. 872

2022 Completed Agenda Items 5/31/2023
Notes Completed#Council
Member(s)Date Requested Item Description Department Meeting Date 85 Burns 5/1/2023
Consideration of waiving pre-
application fee for the Growing
Hearts garden center
Development
Services 6/5/2023 Staff prepared agenda item
for 6/5/2023 meeting
86 Resendiz 5/1/2023
Consideration of refund for
conditional use permit fee for
Fiesta Plaza
Development
Services 6/5/2023 Staff prepared agenda item
for 6/5/2023 meeting
87 Burns 5/15/2023 Proclamation for Hollister High
School Green Ribbon Award City Clerk 6/5/2023 Staff prepared agenda item for 6/5/2023 meeting
88 Burns/Perez 9/6/2022 Develop cooling and warming
center policy City Manager N/A Posted OES approved policy on City Website 6/1/2023
H.1.a
Packet Pg. 873

2022 Update Requests from Council
(non-agenda items)
5/31/2023
\\coh-homesvr\CityClerkPublic\Geri\My Documents\City Council Request Form\NEW - Agenda Item and Update Request log 1 Morales 1/22/2022
Development Services to create a
checklist of steps for new businesses to
get started to help streamline the process
Development Services Working to include in EDC MOU 7/31/2023 2 Velazquez 2/7/2022 Update on lighting on 6th street and solar lights Engineering
Supplies have been received by contractor. Material
delays have slowed project. Installation will begin in May of 2023
6/30/2023
3 Council 5/2/2022
Upgrade or replace the lights downtown
and the first block of the side streets with
APRA funds
Community Services RFP is closed. Contract will be brought to the 6/5 Council meeting for approval.6/30/2023
4 Velazquez 5/2/2022 Discussion on dark sky Ordinance to prevent light pollution at night. Development Services Included in Zoning and Municipal Code Update project.TBD 5 Burns 9/6/2022 Shade structure at Valley View Park Parks & Recreation Structures are ordered and will be installed by the end of August.8/31/2023
6 Resendiz 9/6/2022 Develop toddler activity area at Dunne Park Parks & Recreation Recreation researching costs to add feature to Dunne Park 6/26/2023
7 Burns 2/6/2023
Mountain lion shooting incident from
2022 - Requested independent
investigation of the incident and the body
camera footage to be released and
presented at regular city council meeting
City Attorney/Police Referred to City Attorney TBD
8 Burns 3/20/2023 Update on collection of fees from
litigation City has won Administrative Services Staff are gathering information and will report back to Council at a future date TBD
9 Morales 3/20/2023
Update on the status of City's
involvement in regional efforts regarding
broadband installation
City Manager
Staff working on developing a report for council. Staff is currently amending its LATA grant application in an
effort to secure $500k for broadband design work.

TBD
10 Burns 4/3/2023 Comprehensive training report City Manager City Manager developing report format TBD #Completed DateCouncil Member Meeting Date Update Requested Department Status Estimated Date of Completion
H.1.a
Packet Pg. 874

2022 Update Requests from Council
(non-agenda items)
5/31/2023
\\coh-homesvr\CityClerkPublic\Geri\My Documents\City Council Request Form\NEW - Agenda Item and Update Request log #Completed DateCouncil Member Meeting Date Update Requested Department Status Estimated Date of Completion
11 Burns, Morales 4/3/2023 Employee Recognition Program Human Resources Staff looking at options to bring back pre-COVID events TBD H.1.a
Packet Pg. 875

2022 Completed Update Requests 5/31/2023
#
1 Burns 1/8/2022 Set a hard stop date for map submission City Clerk 1/8/2022 2 Perez 1/8/2022
Requested the number of hits to the redistricting
website and emails received re: submitting maps
be emailed to council prior to the next meeting
Information Systems
& Technology 1/8/2022
3 Velazquez 1/18/2022
Request any communications sent to Council
Members re: redistricting be sent to the City
Clerk and shared with all of Council
City Clerk 2/7/2022
4 Burns 1/18/2022 Report on the Bird Scooter pilot program-- revenue, issues, etc.City Manager 3/21/2022
5 Burns 1/18/2022 Update on the process of adding roofs to the parklets downtown City Manager 1/28/2022
6 Burns 1/18/2022 Update on the Executive recruitment process for various positions City Manager 1/22/2022
7 Burns 1/18/2022 Update on the American Rescue Plan (ARPA), plans for recognition or payment to staff City Manager 1/22/2022 8 Morales 1/18/2022
Council to submit information to be distributed
to the Community by Social Media or any other
ways from their committees
City Clerk 4/18/2022
9 Morales 1/18/2022
Update on all of the grants she mentioned the
City could apply for in December-Received an
email from CM on 4/12/2022 with an attached
excel sheet.

City Manager 4/12/2022
10 Perez 1/18/2022 Update on the Central Ave traffic calming project if it is complete DS-Engineering 3/16/2022
11 Morales 1/18/2022 Report on other City Council salaries and benefits City Manager 3/7/2022
Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested H.1.a
Packet Pg. 876

2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 12 Morales 1/18/2022 Update on the Broadband for the City Information Systems & Technology 4/27/2022
13 Burns 1/22/2022 Analysis on how other cities are spending ARPA funds City Manager 4/4/2022
14 Burns 1/22/2022
Department Heads go through the list of City
staff and put them into categories, such as front
line staff, public safety, office workers, consider
tiers of hazard pay by April 1
City Manager 2/23/2022
15 Burns 1/22/2022
Have Council come up with ways to recognize
other groups of essential workers outside of City
Staff, such as teachers, grocery clerks, gas
station attendants, come up with plan to give
hazard pay or gift cards, by April 1
City Manager 4/4/2022
16 Burns 2/7/2022 Update on Executive position recruitment City Manager 3/15/2022 17 Morales 2/7/2022 Spreadsheet of all actions items requested by Council City Clerk 3/21/2022
18 Morales 2/7/2022 Update on 150th Celebration City Manager 3/21/2022 19 Morales 2/7/2022 Submit applications for grants due by Feb. 24th Fire 2/22/2022 20 Morales 2/7/2022 List of all projects utilizing Measure G funds, status, amount spent, etc.City Manager 2/23/2022
21 Resendiz 2/22/2022 Find out if other cities have a Veterans preference in hiring for all depts., not just PD
Administrative
Services
Finance/Human
Resources
4/4/2022
22 Burns 2/22/2022
How many HPD officers are veterans? How
many City staff members throughout the city are
veterans?
Administrative
Services
Finance/Human
Resources
4/4/2022
H.1.a
Packet Pg. 877

2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 23 Burns 2/22/2022
Consider adding to the Assistant City Manager
position job description to be a liaison to
Council.

City Manager 2/22/2022
24 Resendiz 2/22/2022 Consider adding to the Assistant City Manager position job description to work on PRA requests City Manager 2/22/2022 25 Burns 2/22/2022
Evaluate K-rails blocking union road are a
hindrance to Fire and Police response in an
emergency
DS-Engineering 2/25/2022
26 Burns 2/22/2022
Consider an item to purchase 400-500
"grabbers" for picking up trash, and have Council
give these away at park openings so public can
help keep parks clean.

Recreation 3/5/2022
27 Morales 2/22/2022 Update on 2021 goals and accomplishments, and what is our road map for 2022 goals City Manager 2/24/2022 28 Morales 2/22/2022
Requested a report on what percent of our
budget is from grants and what the grants are
for (separate from entitlement grants)
City Manager 2/22/2022
29 Morales 2/22/2022 Update on the 311 application Information Systems & Technology 2/7/2022
30 Council 2/22/2022 Update on the total number of PRA requests the City Clerk's Office receives per year City Clerk 4/4/2022 31 Morales 2/22/2022 Report on all of the IT projects to help with streamlining
Information Systems
& Technology 2/25/2022
32 Morales 3/7/2022 4th of July Fireworks bring back location of event Recreation 3/21/2022 H.1.a
Packet Pg. 878

2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 33 Burns 3/7/2022 Staff look at other cities using Accela and talk with IT, Planning, and Building
Information Systems
& Technology 4/27/2022
34 Burns, Morales,
Perez 4/4/2022 Assistant City Manager update City Manager 4/4/2022 35 Burns, Morales,
Perez 4/4/2022 Update on Deputy City Clerk recruitment-CC is Waiting for HR City Manager HR posted Deputy City Clerk position online 5/2/2022
36 Burns, Morales,
Perez 4/4/2022 Social Media posts-votes of previous night Council Mtgs City Clerk Waiting for additional Deputy City Clerk 3/31/2023
37 Burns, Morales,
Perez 4/4/2022 Naming of park by Fire Station 2: Cesar Chavez Park Parks & Recreation
Received Prop 68 grant for park
construction. Will include the
name in all public outreach efforts
as required by the grant.
3/31/2024
38 Burns, Morales,
Perez 4/18/2022
Provide training at the County's Fentanyl and
Opioid Training in June to have video available
to be able to administer NARCAN
PD
Presentation given on 5/2/2022,
with Narcan training for public
offered on 6/11/2022
5/2/2022
39 Morales 3/7/2022
Assistant City Manager Recruitment be
completed in ideally 3 months, no later than 6
months
City Manager
Approved contract with Peckham
& McKenney for recruitment
services
5/2/2022
40 Perez 3/21/2022 Dog Park Grass - Update. Recreation-Report to be provided at May 2, 2022 Council Meeting.

Community Services
Parks/Streets/Utilitie
s/Fleet
5/2/2022
41 Velazquez 1/22/2022
Move ARPA funds to general fund by March,
earmarking funds for business revitalization,
tourism, "Welcome to Hollister" sign, develop
loan or grant program for businesses to apply for
City Manager 4/25/2022
H.1.a
Packet Pg. 879

2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 42 Burns 2/22/2022
Report on the City's intentions and ideas on
what to do with Park Hill. Recreation-Report to
be provided at May 2, 2022 Council Meeting
Recreation Recreation gave a presentation on
5/2/2022 5/2/2022
43 Burns 3/21/2022 Promoting the 150th Celebration City Manager Update given by Ad Hoc (Morales) during meeting 5/2/2022
44 Perez
Morales
3/7/2022
4/4/2022
Report on speed cushions, current locations,
future locations and remaining amount,
provided an update on 3/21/2022 Council
requested another update on 4/4/2022
DS-Engineering 4/18/2022
45 Burns, Morales,
Perez 4/18/2022 Update on Youth Art and Cultural Commissioner applications City Clerk Two applicants for appointment
on 5/16/2022 5/16/2022
46 Burns, Morales,
Perez 4/18/2022
Information on City of Hollister plans for Office
Professionals Day and recognition events that
have to do with our staffing.

City Manager
Recognized Office Professionals
Day. Working on other staff
morale ideas
4/27/2022
47 Perez 5/2/2022 Requested a 5 minute timer for all presentations City Clerk Completed 5/16/2022 48 Morales 1/18/2022 Traffic study on San Benito Road near 7-11 DS-Engineering Study in process-Speed humps not warranted 4/30/2022
49 Velazquez 1/22/2022 See if other nearby cities want to purchase speed cushions so we may order in bulk
Community Services
Parks/Streets/Utilitie
s/Fleet
Invite was given to CAO & City
Manager of SJB 3/30/2022
50 Velazquez 2/7/2022 Monthly or bi-Monthly meetings with the Fire Committee Fire Fire Committee created 5/26/2022
51 Burns 2/22/2022
Asked if City Attorney can confirm if we can
close/stop public comment, requested his legal
opinion on the matter
City Attorney Requested from Consultant as a
separate memo 5/26/2022
52 Morales 2/22/2022 Update on traffic study for speed cushions on San Benito Street by 7-11 DS-Engineering Study in process-Speed humps not warranted 4/30/2022
H.1.a
Packet Pg. 880

2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 53 Burns, Morales,
Perez 4/18/2022 Dunne Park Community Center update City Manager Recreation Services Manager Garza provided presentation 5/2/2022
54 Burns, Morales,
Perez 4/18/2022 Add to second evaluation of Ord. 1202 for constitutionality City Clerk Requested from Consultant as a separate memo on 4/19.5/25/2022
55 Council 5/2/2022
Divide the APRA $500K for sidewalks between
the 5 council members to allocate for use in
their respective districts.

City Manager 5/2/2022
56 Resendiz 5/2/2022
Requests staff consider putting spikes on top of
the streetlights on Piane Crati Court (in D2) due
to complaints of bird waste on cars
Public Works Purchasing Bird Spikes 5/13/2022
57 Burns, Morales,
Perez 4/4/2022 Outstanding Building Permits over 6 months with status Building Council given monthly 6/30/2022
58 Resendiz 5/2/2022 Update on Dollar General's weed and graffiti abatement Code Enforcement Weeds removed 5/25/2022
59 Burns, Morales,
Perez 4/18/2022 memo clarification on using titles, city issued equipment, and our platform for campaigning City Clerk
Requested from Consultant as a
separate memo on 4/19.

Requested clarification from
consultant on using city logo shirts
and posting videos
5/20/2022
60 Morales 3/7/2022 Process for requesting speed cushions be placed on website for the public to access DS-Engineering
Council wanted to keep it simple
so the process is that a request is
made to a council member who
relays it to the City Manager who
relays it to Engineering for study.

A more detailed process was
brought to Council, but rejected.
6/6/2022
H.1.a
Packet Pg. 881

2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 61 Morales 2/7/2022
Revisit Council Committee assignments, updates
on committees that do not meet, and create
committee assignments for Finance and Public
Works
City Clerk
Staff requested clarification on
which committees updates are
being requested from.

Department Liaisons for Finance is
Council Member Resendiz and
Community Services Liaison is
Mayor Velazquez.
6/21/2022
62 Perez 2/22/2022 Consider changes to City's Parking Ordinance, regarding parking across from the Library.Police Department PD working on removing parking
restrictions on 5th St. On
6/6/2022 Agenda
6/6/2022
63 Morales 2/22/2022 Discussion on Planning Department projects that are delayed and what the problems are DS-Planning Spreadsheet provided to Council on 6/24/2022 6/24/2022
64 Burns, Morales,
Perez 4/4/2022 Safe Zones Police Dept PD working on testing site before press release.6/21/2022
65 Perez 5/2/2022 Consider making a temporary loading zone area in front of Gunnagle Funeral Home for Hearses
Planning,
Engineering?
A work order has been issued to
Public Works to create a loading
zone out of two of the parking
spaces in front of the funeral
home.
7/22/2022
66 Resendiz 5/16/2022 May we look to see what may be done about accidents at Alvarado & Santa Ana.PD Staff provided status on 7/21/2022 7/21/2022
67 Burns 1/18/2022 Look into Central Coast 3CE Grant City Manager Staff is working with 3CE staff and the new grant writer 7/25/2022
68 Morales 1/18/2022
Discuss changing the time of Council meetings so
they are earlier, so they do not go late into the
night
City Clerk/ City
Attorney
Will request as part of HMC 2.04
changes. Requested start time is
9:00 am. Was not changed as part
of the revisions.
5/16/2022
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 69 Morales 1/18/2022 Proposal for electric vehicles, to utilize grants for electric vehicles
Community Services
Parks/Streets/Utilitie
s/Fleet
Staff given direction to look at
available electric vehicles. Have
not found any. Staff will need to
put a refundable deposit down
and order them.
7/22/2022
70 Morales 2/7/2022
Finance to provide more details on the budget
totals, percent paid vs. actual with the warrant
registers for approval
Administrative
Services
Finance/Human
Resources
Will begin 8/1/2022. Item is part
of the warrant registers.8/1/2022
71 Burns, Morales,
Perez 4/4/2022 Renaming of Union Road and new park by FS2 to Cesar Chavez Way and Cesar Chavez Park City Manager Engineering is in process. Will be on 8/1 Council agenda.8/1/2022
72 Morales 1/22/2022 Analysis on the speeding complaints in the City by neighborhood Police Department
PD confirmed that they do not
track complaints at the
neighborhood level.
9/1/2022
73 Morales 1/22/2022 Add Community Development position to help businesses get started go through the processes City Manager Will be done by Asst. City Manager 9/1/2022
74 Burns, Morales,
Perez 4/4/2022 Intelligence on PD Issues and Trends in the community Police Dept Annual report with statistics is
posted on PD website.9/1/2022
75 Burns, Morales,
Perez 4/4/2022 Cameras up at all access and have PD work with IT work on and add a privacy aspect PD & IT Policy determined to be adequate by City Attorney 9/1/2022
76 Morales 5/2/2022
List of resources for the community with links on
the City's webpage, such as local non profits,
food assistance, housing assistance, etc. Link to
see what district residents live in.

City Manager
Resources added to existing site
and will be included on new city
website.
9/7/2022
77 Morales, Burns 5/2/2022
Add the Council updates and request
spreadsheets to the City's webpage for public
transparency
City Manager
Reports add under "Transparency"
tab on existing site. Reports will
be included on new city website.
9/30/2022
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 78 Resendiz 9/6/2022 Ensure that Mexican music is played during Summer Concert Series Recreation Mariachi groups will play on September 16th. 9/16/2022
79 Council 5/2/2022
Install sod grass at Jerry Gabe dog park, one side
at a time, to keep one side open at all times
while laying sod on the other side. Block off side
of park with fence to keep dogs/people out
Community Services
/ Parks & Recreation
Staff has tried to fence off areas of
the dog park in the past. This did
not contain the small dogs nor
stopped visitors from entering the
other sides
9/14/2022
80 Resendiz 9/6/2022
Inquiries from Hollister School District for
Planning: Rosati project, parking lot and
walkway, CFDs, increasing development fees,
and shared facility use agreements
Development
Services (Planning)
Staff has not received any inquires
from HSD. Staff has had
discussions with HSD recently
regarding approved housing
developments.
9/14/2022
81 Morales 5/2/2022
Study session on Code Enforcement problem
solving, communications training, dispute
resolution
Police (Code
Enforcement)
PD has met with Councilmember
Morales and addressed her
concerns.
8/31/2022
82 Morales 2/22/2022 Receipts of budget vs actuals Administrative Services
Reports will start with new
budget. Included with standing
warrant agenda item.
8/1/2022
83 Resendiz 5/2/2022
Have staff to remove the fenced area at Klauer
park so it is not used as a dog park, and come up
with an alternative solution for the area
Parks & Recreation /
Community Services
Received quote from contractor to
remove fence. Scheduled to be
removed by 9/23/22
9/26/2022
84 Perez 9/6/2022 Provide speed hump installation schedule Community Services Dept provided schedule to City Manager's Office for review 9/20/2022
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 85 Perez 9/6/2022 Parks ADA Schedule Parks & Recreation Staff is working to prepare
schedule. Will be provided at
Parks and Recreation Commission
meeting and to council.
9/27/2022
86 Morales 9/6/2022 Provide update on status of salary study Administrative Services
Update will be provided on 9/19
council meeting 9/19/2022
87 Morales 9/6/2022 PIO Plan City Manager Assistant City Manager developing plan.9/8/2022
88 Resendiz 9/6/2022 200 Zinc Plates available for donation.Parks & Recreation Referred to Art & Cultural Commission 10/5/2022
89 Morales 9/6/2022 Business Loan Program update City Manager Update program to make more
businesses are eligible to receive
loan.
10/3/2022
90 Resendiz 9/6/2022 Need speed cushions at intersection of Alvarado and Santa Ana
Community Services
/ Development
Services
(Engineering)
Will be installed the week of
September 26th.9/30/2022
91 Morales 2/7/2022
Grant chart, showing what grants are available,
which are applied for, status, etc. Will provide a
template
City Manager
On 6/6/2022 Agenda to request
grant writer. Grant writer
approved.
9/30/2022
92 Resendiz, Burns 5/2/2022
Earmark funds from ARPA to help businesses
transition to going green (after other ARPA
funding priorities are met)
City Manager
City will assist businesses as
requested. City Manager will
provide update at 10/3 Council
meeting.
10/3/2022
93 Morales 5/2/2022 An Ordinance to ensure that business are not fined for stolen shopping carts
Police (Code
Enforcement) / City
Attorney
Second reading of ordinance will
be brought to Council on 10/3/22.10/3/2022
94 Burns 9/6/2022 Organizational Charts for City and Departments (include vacant positions)City Manager
Departments submitting org
charts to City Managers Office for
review.
10/17/2022
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 95 Burns 9/6/2022 Update on downtown sign
City Manager /
Development
Services
(Engineering)
Engineering is currently reviewing
plans for sign. Structural review
will be completed on 9/16/22.
9/30/2022
96 Perez 1/18/2022 Update on the tree program Community Services Dept has received a list of all trees
trimmed or removed in Fiscal Year
2021-22. Report under review and
will be distributed to council.
10/5/2022
97 Burns/Velazquez 9/19/2022 Crosswalk on Ladd Lane City Manager Staff installed temporary
crosswalk markings while
contractor works to permanently
correct Ladd Lane.
10/3/2022
98 Burns 10/3/2022 Prune Street Pavement Community Services Prune St construction is scheduled
for August 2023. Potholes on
Prune St are scheduled to be
refilled by 10/31/22.
10/10/2022
99 Morales 10/3/2022 San Benito and Hawkins Street Traffic Study Engineering Study on intersection was
completed in 2022. All ways stops
were not warranted.
10/3/2022
100 Burns/Velazquez 9/6/2022
Confirm that judgement is due to city from Irma
Gonzalez and Elia Salinas and begin collection
process if applicable.

City Attorney
City's Risk Management firm has
confirmed that they are beginning
the collection process. Confirmed
that there are no other
outstanding legal judgements.
10/14/2022
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 101 Resendiz 10/17/2022
Forward email from Gavilan College
President/Superintendent to the local press and
to City Clerk for submission into the official
record
City Manager Email was forwarded as requested 10/18/2022 102 Resendiz 5/2/2022 Update on whether the City can be more restrictive regarding use of plastic bags
Community Services
/ City Attorney
City cannot pass a more restrictive
ordinance than the state.10/20/2022
103 Resendiz, Perez 10/17/2022 Provide letter from Gavilan College on Presentation done by Sunnyslope Water District
City Manager/City
Clerk Letter was provided as requested 10/18/2022
104 Perez 11/7/2022 Financials for 150th Celebration City Manager Follow up meeting held with
Councilmember Perez and City
Manager.
11/14/2022
105 Perez/Morales 9/6/2022 Provide streets/sidewalks/alleys schedule Community Services City Manager's office is sending
out project schedules as
confirmed. Schedules will be
posted on social media as well.
11/21/2022
106 Morales 9/6/2022 Timeline for Council Projects City Manager Assistant City Manager working
with Department Heads to
develop timelines for projects.
11/30/2022
107 Morales 11/7/2022
Follow up with Planning Department regarding
customer service concerns brought up at San
Benito Chamber of Commerce Business
Advocacy Committee
City Manager Confirming follow up meeting.

Will provide an update to Council.11/30/2022
108 Burns 11/21/2022 Status Update on General Plan Development Services (Planning)
Timeline emailed to Council on
11/30/2022 11/30/2022
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 109 Resendiz 9/6/2022 General Plan Action Committee (GPAC) Update Development Services (Planning)
Timeline emailed to Council on
11/30/2022 11/30/2022
110 Burns 11/21/2022
Status on hiring an Development Services
Director, Airport Manager, Chief Building
Official, and Building Inspector
City Manager
Recruitment update provided to
Council. Interviews for
Administrative Services Director
will take place on the week of
December 5th. City Engineer
interviews scheduled for week of
December 12th.
11/30/2022
111 Perez 11/7/2022 Cienega Road Survey Engineering Draft report received 11/18. Final report expected on 12/15/22 12/12/2022
112 Burns 12/5/2022 Financials for the 150th Year Celebration City Manager City Manager developing final
financial report to send to City
Council.
12/19/2022
113 Burns 12/5/2022 Status Report on Shot Spotter Program Update Police PD working with vendor to provide a presentation to Council.1/17/2023
114 Burns 11/21/2022 Next Steps to Implement Term Limits City Clerk Clerk will provide a memo to City Council 1/30/2023
115 Burns 2/22/2022 Requested additional cameras be installed in the Sunnyslope area due to stolen car items Police
Equipment has been delivered.

Staff is waiting for the weather to
clear prior to install them.
1/31/2023
116 Burns 11/21/2022 Status on Gateway Monument Sign City Manager Installation is underway.2/10/2023 H.1.a
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 117 Burns 12/5/2022 Status on Gateway Monument Sign City Manager Installation is underway.2/10/2022 118 Morales 2/6/2023 Copies of City's contracts with 4LEAF City Manager Contracts sent to Council.2/9/2023 119 Morales 2/6/2023 Status of money raised by the Community Foundation to assist flood-impacted residents City Manager Update provided to Council 2/15/2023 120 Burns 2/21/2023 Options for fencing the Downtown area for the motorcycle rally and charging an entrance fee Police Update will be provided at 3/6/2023 City Council meeting 3/6/2023
121 Burns 3/6/2023 Update on Police Communications Center Police Update sent to Council 3/15/2023 122 Burns 3/6/2023 Update on parklet request for 300 block of Monterey
Development
Services
Application incomplete, business
owner and neighbor 3/12/2023
123 Morales 3/6/2023 HPD to follow up on incident reported by Mr.

Rojas Police Police report taken 3/12/2023
124 Burns 3/6/2023 Status of the downtown monument sign Development Services
Update provided to council on
3/16/23 3/16/2023
125 Resendiz 9/6/2022 Need speed cushions near Calaveras School on Central Avenue
Community Services
/ Development
Services
(Engineering)
Post speed study completed.

Councilmember can request to
add speed hump using their
district allocation
2/20/2023
126 Velazquez 2/7/2022 Update from Beautification ad hoc committee in March Ad Hoc Committee Waiting on Ad Hoc Committee to
meet TBD
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 127 Burns 12/5/2022 Update on Cameras at the skate park Police Camera purchase request being
considered at 3/20/2023 council
meeting
3/20/2023
128 Burns 11/21/2022 Lighting on side streets Community Services Need to issue an RFP as estimate
is $150k. RFP boilerplate is
currently under review with City
Attorney. RFP released on March
15, 2023.
6/30/2023
129 Casey 4/3/2023 Post city vacancies on website Human Resources All active recruitments are
currently published on the City’s
website and other websites,
including GovernmentJobs.com,
as well as industry-specific bulletin
boards based on Department
needs.

Updated on a
rolling basis
130 Burns 4/3/2023 Certificate of Recognition for former Parks & Recreation Commissioner Alliyah Gomez City Clerk To be signed by Mayor on 4/17/23 and provided to Alliyah Gomez 5/15/2023
131 Morales 4/3/2023 Certificate of Recognition for Sarah Nordwick with the SBC Food Bank City Clerk To be signed by Mayor on 4/17/23 and provided to Sarah Nordwick 5/1/2023
132 Burns 4/17/2023 Use of Council discretionary funds to repair sidewalks Community Services List provided to Council 4/23/2023 133 Casey 3/20/2023
Update on participation in the San Benito
County Economic Development Committee by
the City
City Manager City Manager to attend 3/30
committee meeting 3/30/2023
134 Burns 2/21/2023 Update on the Senior Council and if City has contributed for past two years Parks and Recreation FY 2021-22 and 2022-23 Invoices were requested for payment 3/31/2023
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 135 Perez 2/6/2023 Update on condor statue to be installed at Graf and 4th Street Community Services Condor statue is at contractor's yard and is 90% complete.3/31/2023
136 Burns, Velazquez 5/2/2022 Staff research drought resistant ideas for Jerry Gabe Dog Park and all future dog parks
Parks & Recreation
(Tina)
Staff met with landscapers to
assess sprinklers. Staff is
contacting other cities to learn
what materials they are using.

Landscapers will be seeding the
park on October.
4/25/2023
137 Resendiz 3/20/2023 Work with San Benito County to coordinate on any Pride Month events Parks & Recreation City manager to discuss with County CAO 4/26/2023
138 Morales 3/20/2023 Join committee to support bringing First Five community center Parks & Recreation Referred to Parks Department 4/23/2023 139 Burns 2/22/2022
Requested discussion with the Parks Manager
about ideas for Skate Park, and City investing in
park cleanup.

Community Services
/ Parks & Recreation
The graffiti truck is operational
and Community Services is
responsible for abatement. We
are adding a maintenance position
to deal with graffiti on a regular
basis and will develop regular
routes to deal with graffiti before
it is reported.
3/31/2023
140 Resendiz 1/18/2022
Discuss creating a Homelessness committee with
representatives from different entities to tackle
homeless problem, to discuss this on a future
agenda
City Attorney
JPA summary prepared by City
Attorney and sent to
Council.Homeless JPA being
discussed at Intergovernmental
Committee.
4/12/2023
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 141 Resendiz 5/2/2022 Update on the Homelessness JPA City Attorney JPA summary prepared by City
Attorney and sent to
Council.Homeless JPA being
discussed at Intergovernmental
Committee.
4/12/2023
142 Velazquez 2/7/2022 Update on alleys
Development
Services
(Engineering)
On 6/6/2022 Agenda. Alley survey
is underway - working on schedule
with surveyor. Topo survey work
began in late July of 2022. Topo
Surveys were completed in
September.
9/30/2022
143 Resendiz 3/6/2023 Update on Inclusionary Housing Ordinance Development Services
Planning Commission reviewed
ordinance on 2/23/23. Council
continued item until additonal
public outreach completed
(5/1/23)
5/1/2023
144 Morales 4/17/2023 Weeds at San Benito Street and Promise Community Services Crew dispatched to address concern 5/3/2023
145 Burns 3/20/2023
Update on previous concerns by members of the
public regarding parklets that would harm their
business
Development
Services
Parklet not approved due to safety
concerns 5/4/2023
146 Resendiz 2/21/2023 Training for peace officers and dispatchers as required by AB2504 City Attorney/Police
Training is scheduled and all staff
should complete by August of
2023.
5/8/2023
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2022 Completed Update Requests 5/31/2023
#Meeting DateCouncil Member Completed DateStatusDepartmentUpdate Requested 147 Burns 1/17/2023
Suggested potential changes to the process
regarding City Council's review of initiating a
general plan amendment to potentially lower
the threshold for the required Council vote to
approve the initiation.

City Attorney Memo sent to Council 5/8/2023
148 Burns 3/6/2023
3/20/2023
Update on hiring of maintenance worker to
repaint sound walls citywide Community Services
Interviews held on 5/8. Offers will
be made by 5/12. Paint truck is
currently operational.
5/31/2023
149 Burns 9/6/2022
Union Rd signs need to be replaced with Avenida
Cesar Chavez signs at Fairview and Hwy 25
intersections
Community Services Sign installed on 6/1/2023 6/1/2023
150 Burns 3/6/2023 Update on Hillcrest east of Memorial to El Toro Engineering Project complete. Acceptance of
project will be presented to City
Council on 6/5/23.
6/5/2023
151 Resendiz 4/3/2023
Transcribe LGBTQ+ Manual for Public Officials
and provide to employees and other
jurisdictions.

City Manager
Transcription completed and
manual being reviewed by
Esperanza Center team.
6/5/2023
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Hollister City CouncilJune 5, 2023

Hollister City Council
June 5, 2023