Episode Transcript
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Speaker 1 (00:01):
Welcome to k MET fourteen ninety am ABC News Radio
in the Southern California Business Report with the Vett Walker,
a show dedicated to highlighting successful Southern California businesses and
the people behind them.
Speaker 2 (00:18):
Welcome and thank you for joining Southern California Business Report
on ABC News and Talks KMET fourteen ninety AM, ninety
eight point one FM and KMAT TV. I'm Vett Walker,
live blasting our signal from the center of Southern California,
serving a population of over twenty five million. Get us
crystal clear and on demand by downloading the free live
streaming app on Google Play and the Apple App Store.
(00:41):
As always a huge shout out to the team Mitch
Bill and Sean I love you guys, and to our
special advisory committee that can be found at www dot
scbr talk dot com forward Slash Advisory Committee. Click on
the link and learn about the remarkable leaders doing the work.
(01:01):
And as always, I am absolutely thrilled, honored, and pleased
to introduce Darren Goodman, who has been serving as San
Bernandino Police Department's forty first Chief of Police since June sixth,
twenty twenty two. Prior to joining San Bornandino Police Department.
He served as Chief of Police for the City of
Upland Police since July sixteenth, twenty eighteen. Before assuming that role,
(01:25):
he was a captain for the San Bernandino Sheriff's Department,
where he spent a total of twenty seven years. During
his time with the Sheriff's Department, Goodman's role included serving
as the police chief for the Chino Hills Police Department
and commander of the Frank Blend Regional Training Center. He
also worked in corrections, patrol, narcotics, emergency operations, regional gang enforcement,
(01:49):
fugitive apprehension, and swat. Chief Goodman has also completed law
enforcement and leadership programs at Harvard's Kennedy School of Government,
the Navled Postgraduate School Center for Homeland Defense and Security,
and Post Command College Program. Goodman also serves as an
adjunct professor at California State University San Bernardino. Thank you
(02:13):
so much for being with us today, Chief Goodman.
Speaker 3 (02:16):
Thank you for having me. Really honored to be here.
Speaker 2 (02:19):
Well, it's my honor and I'm absolutely thrilled to have
this conversation because, as you know, when you were sworn
in at the City of Upland. I was so proud
to be there with my children. We have photos with
you together, and it was just such a wonderful moment
to welcome someone of your caliber to serve and protect
our community. And now you are in the city of
(02:41):
San Bernardino, which, as we know, Chief Goodman, is basically
equivalent to downtown Los Angeles, right, it's the downtown of
the County of San Bernardino, which is the largest county
in America. Chief, please talk about what inspired you, first
of all, to pursue your path in law enforcement, and
(03:05):
especially now at this caliber is chief of police for
the City of San Marndino.
Speaker 3 (03:11):
Well, well, first let me tell you I remember meeting
you at my swearing.
Speaker 4 (03:15):
In Upland, and I'll never forget that. And I appreciate
your support then, and I appreciate that the opportunity to
reconnect with you this is this is a great program
that you have, and I hope that I can share
some insights that'll be meaningful in some way. So to
your question, I got into law enforcement somewhat.
Speaker 3 (03:35):
A non traditional way.
Speaker 4 (03:36):
I wasn't the kids who grew up playing with police
cars and dreaming of being a police officer. But you know,
back in the late eighties, when you know the I
guess the real estate crash happened, and it was the
overall economic crash that happened. In the late eighties. I
was working in construction and so I didn't have a
(04:00):
whole lot of outlets at the time because I hadn't
finished college, and I was thinking about a career that
would give me a little bit of protection from the elements,
and those elements being the rain, because when it rained,
construction would stop. You know, some of the economic downturn
issues that also affected our industry. So someone said, well,
(04:21):
you should get a city job or a county job,
and so, make a long story short, I stumbled upon
and an opportunity to become a deputy shriff trainee through
some ads that I saw, and back then things weren't online,
so I had to actually look them up and I
signed up. I went through the process, I became a
(04:43):
deputy sheriff, and I.
Speaker 3 (04:44):
Never looked back.
Speaker 4 (04:45):
I loved it, even though it happened, like I said,
somewhat non traditional.
Speaker 3 (04:51):
It was it was my niche. It was for me.
Speaker 4 (04:54):
I've done everything I've wanted to do in this career.
I've had a very blessed, unfortunate career and now I'm
here in the city of San Bernardino, and since coming here,
as you said back back in June of twenty two,
it's been a remarkable ride. We've accomplished a lot. I
(05:14):
have a great team of great staff, great community support overall,
and it's allowed us to do some pretty remarkable things
in the short period of time.
Speaker 2 (05:25):
That is so inspiring. And I actually have had the
opportunity and the privilege of watching that transformation as I
also work in Samonnandino, and I've seen a tremendous, tremendous transformation.
But let's go into what you stepped into when you
joined in June of twenty twenty two. Paint the landscape
of what Samnandino's police department and the surrounding community was.
Speaker 4 (05:51):
So when I got here in twenty two, you know,
the city had gone almost I think four years, maybe
a little bit long without a permanent chief. They were
operating off of successive interim chiefs. So the first part
was there had not been dedicated leadership. And I want
(06:11):
to make clear the guys that were sitting in the
seat were some remarkable men. I know and respect them both,
and they did a fantastic job, but the city had
not decided to make them permanent. And when that happens
in an organization.
Speaker 3 (06:26):
It gives a sense of uncertainty with those who are
working in the organization because they sort of feel that
the city's not sure. If this is our leader, then
who is? And so there was that.
Speaker 4 (06:38):
The other thing is that my successors had all come
off of several years of economic downturn where the city
was super covering from the bankruptcy, and that bankruptcy happened.
Speaker 3 (06:51):
While it happened, I think.
Speaker 4 (06:52):
In twenty twelve, the recovery wasn't complete, meaning that they
still hadn't recover in terms of equipment, staffing, and other
critical resources that a police department needs to function and
the city overall needs to function. So the city City's
police department was staffed at three hundred and fifty officers
(07:16):
plus in twenty twelve. In before and when I came
on board, we were at almost two hundred and sixty
officers thereabout. So if you can just imagine a city
that in twenty twelve needed three hundred and fifty officers
and look at how much the landscape of law enforcement
and just of this city has changed in that amount
(07:37):
of time.
Speaker 3 (07:37):
You can only imagine that.
Speaker 4 (07:39):
We still need at least three hundred and fifty officers,
if not more.
Speaker 3 (07:42):
So.
Speaker 4 (07:43):
I was already at a deficit in staffing. There was
a lot of equipment that that was dilapidated or just
missing because we had gone years without you know, planning
for need. We were just in survival mode. So with
all of those conditions, there's morale. So a lot of
(08:04):
a lot of folks, you know, started feeling like, you know,
their brothers down the street have it so much better,
so why am I still here? Or you know, they
get used to going without. So there there tends to
be sort of an apathetic view of you know, the
conditions that we're working in and the cities care about
(08:25):
that condition. So there were there were a lot of
challenges that I face coming in. But the best part,
or I guess the part that made it optimistic and
made me, you know, pretty inspired, was that the people
who worked in this city, the people who signed up
to be San Manidino Police officers, are a special breed.
And they're a special breed because this is a very
(08:46):
challenging city. It always has been, and so I knew
that the people who chose to stay here and we're
committed to being here, were cut above. We're definitely going
to be a part of the equation in making things
is better. I just have to come up with the
plan to you know, give us the things that we needed,
get this, get the department on the right trajectory, and
(09:09):
you know, introduce you know, some programs and processes and
actually you know, some some good old fashioned culture to
make things move in the direction that they needed to go.
Speaker 2 (09:24):
So talk about those initial weeks, months, first year of
how you dug in to create this map on how
to move forward given the landscape that you were walking
into and having the vision to create that, uh, that
(09:44):
environment that we see today.
Speaker 3 (09:47):
Well, so I'll tell you exactly what it so.
Speaker 4 (09:51):
When I first got here, I decided to embark on
a one on one interview with every single role of
staff member. And this is our sworn staff, our civilian staff,
and even our volunteers. And I scheduled it and there
were days where I, did you know, ten interviews in
(10:12):
a day or more, And I called them interviews, but
they're really conversations and the conversations, you know, included just
a few questions, and those questions were designed to extract
the personal motivation of the individual for being being at
(10:33):
police department in whatever capacity were if they were sworn,
you know, what was their personal motivation for still being here?
You know, what woke them up in the morning, what
got them out of bed. The other question was designed
to get them to take responsibility for the success of
the organization. So I asked them a question, what can
you do to make the department better? Then the third
(10:55):
question was designed to assess their view of what the
organizations uh role and capacity was and had been in
helping contribute to their success. So that question was, what
can the department do to help you do your job better?
So those simple three questions gave me a wealth of information,
(11:17):
you know, after asking it three hundred plus times. Actually
there's more than that was almost five hundred times I have,
you know, just counting my swart.
Speaker 3 (11:27):
But so I took that, synthesize that information and came.
Speaker 4 (11:33):
Up with what I, you know, have have labeled our
goals and our daily objectives. And and from that, you know,
our objectives have been crystallized, you know, we're we're about community.
So you know, our our goal is to improve community engagement.
You know, we're about you know, our our brand, and
(11:55):
our brand is you know, operating within the standard of excellence.
Speaker 3 (11:59):
So everything that we do is about that. And I'll
tell you a funny story.
Speaker 4 (12:03):
So when I was assessing, you know, you know, the
the totality of who we are and you know, trying
to drill down into you know, let's let's make a
clear determination into what we are going to be as
a police department and how we're going to operate day
to day and not just the typical slogan of hey,
(12:25):
we're here to protect and to serve. Of course we're
here to do that, but how are we going to
do it, what level are we going to do it at,
and how we're going to hold ourselves accountable to it.
So from that, you know, I asked my team the question,
so who are we? And they, of course fell back
on the standard of excellence because that had been the
(12:48):
logo painted on the police cars. And I said, well,
I like that, you know, because that should be our standard.
Excellence is is exactly what I what I aspire for,
and if we're going to do that then we're going
to do it in every way, and.
Speaker 3 (13:03):
If not, I'll go to home depot and I'll.
Speaker 4 (13:05):
Paint over get some pain and I'll paint over all
those cars until we figure out who we are.
Speaker 3 (13:10):
So that's what it became a joke, you know, because
you know I put.
Speaker 4 (13:15):
That challenge out there, but they rose to the challenge
in every level, and the work has shown it over
these last few years. We're right now experiencing the lowest
homicide rates that we've had over twenty plus years. Are
(13:36):
our narcotic seizures no and the tens of thousands, and
we are are set to break another record this year
in crime reduction.
Speaker 3 (13:47):
So we're doing some phenomenal work.
Speaker 4 (13:50):
And I truly believe it's because everyone's bought into the
mission and our goals, and they've also, you know, accepted
that challenge of living and working to the level that
you know we've committed to, which is a standard excellence.
Speaker 2 (14:07):
Are those are some astounding numbers, the homicide rates having
gone down ultimate low for twenty years. I'm curious, Chief Goodman,
when you were conducting these interviews or conversations, one of
the questions you mentioned was to ask everyone what wakes
you up in the morning, what keeps you going, what
motivates you to come in. I'm curious was there a
(14:28):
common theme there and if so, what was it.
Speaker 4 (14:31):
Well, there were some commonalities. Obviously it's somewhat different for
each person. But I think the real reason for asking
that question is because when you talked about morale, and
that's a big thing in every organization, but police department specifically,
because in policing there's so many stressors. You know, there's
the stress of coming to work every day, not knowing
(14:52):
whether you're going to make it home, and I don't
think that any other profession has a stress that significant.
And then there's the stressor there's the external stressors of politics, legislation,
you know, you name it, the media. And then there's
the internal stressors, you know, the the amounts of paperwork
(15:13):
that we have to do, the reports, testifying in court,
you know, all of the all of the things that
go within police officer, and then trying to have a
family and trying to you know, be a be a dad,
be a mom. So there's there's a lot of emphasis
and focus that's placed on morale. And what I like
to also focus on is the fact that I can't
(15:36):
be everyone's reason to be happy or not. You know,
I can't be the source of your morale. You know,
that's that that has to come from another place. Your
motivation has to come from another place. And so by
asking them the question, you know, what gets you up
in the morning, You're going to get the real answers.
(15:56):
And the real answers were things like my family, my kids.
You know, I'm the first person in my family to
graduate high school. You know, I'm the first person in
my family to go into law enforcement. You know, I
made a commitment, you know, to my dad because you know,
he was in law enforcement before he retired or passed away,
(16:16):
and I want to follow on his footsteps. That's remarkable answers.
And so what that allowed me to do is in
turn remind them that's your why, those things that get
you up in the morning, those things that you just described,
that's your why for being here, that's your why for
doing this. So when you're having a good day or
(16:37):
a bad day, just remember it's not about me. It's
not about the media, it's not about any of the
other challenges that we have. It's about those things that
you just labeled or listed that get you out of
bed every day, and so it helps. It helps keep
people focused. It helps keep people centered to remind them
(16:58):
of what their why is. And for me, it also
helps me learn who my people are, you know, because
now I know, Hey, this kid is special and the
reason he's.
Speaker 3 (17:07):
Here is because and this is a true story I have.
Speaker 4 (17:11):
I have a young man working in our building and
he was not so young anymore. He's actually he's actually
a lieutenant. But he lived on the west side of
San Benidino in the projects, and his sister and brother
(17:32):
were murdered in his front yard when he was a kid,
and he walked out and was the first person to
go to the car that they have been shot, and
they were shot by some gang member right in front
of the house. And he was introduced to law enforcement
(17:53):
from that encounter. And the law enflist monsters that came
out and handled that did so such professionalism and compassion
and grace that that little kid never forgot that and
decided to go on the offers. And now he's one
of mother tenants.
Speaker 2 (18:12):
Oh my god, that's both heartbreaking and inspiring at this time.
Speaker 4 (18:16):
And it's and there's and There's tons of stories like
that in this building. We have a lot of homegrown
people here and many of them have stories that are
similar to that. And it's it's pretty you know, it's
pretty empowering, you know when you when you look at
you know what drives these these these people. And I
love it because, you know, it allows me to connect
(18:38):
with them and understand them a lot better. But it
also helps humanize them, you know, and remind people that
they are human beings and they're not just a uniform
ral machine.
Speaker 3 (18:50):
You know.
Speaker 4 (18:50):
These are people who have real lives and real stories
and and real passion for this job.
Speaker 2 (18:56):
Absolutely, and it's shown in the trends information that I
have personally seen and experienced in my time when I
go to work and I have to travel to the
city of San Bernardino. So when you went through this
effort to explore your teams, why how did that translate
(19:17):
into your philosophy for community engagement and maybe looking at
the morale of the community around the police department, the
community that was being served by the San Bornandino Police Department.
Speaker 4 (19:31):
Well, the first thing we had to accept is that
we weren't hitting the mark in terms of service there
had been a lot of service decline, and while they
were there were some somewhat valid reasons for why certain
services had been I guess discontinued or altered. It was
(19:53):
no longer acceptable. And I'll just give you some examples.
Back to bankruptcy, and I described to you the staffing
reductions had taken place. Just like any business, when you
lose staffing, you have to make some critical decisions on
know how you're going to endure those cuts and how
do you deliver your services when you don't have the
(20:14):
same service capacity.
Speaker 3 (20:17):
Or service delivery capacity.
Speaker 4 (20:19):
So the police department at the time had started reducing
certain calls that they responded to. They created a priority
system that had greatly minimized the likelihood that you were
going to get service if you had a call for
service that was a non violent call. So if it
(20:39):
was a theft, if it was a cold burglary, and
a cold burglary it's described as one that happened hours
ago or days ago, and there's no suspect information. You know,
you came home and your front doors kicked open, but
you've already walked in and realized that there's no one there,
and so now you just want to report to determine
what's been stolen. If you had a call like that
(21:02):
a few years back, the chances of someone from the
same the police department coming out was slim to none.
Speaker 3 (21:09):
And you know, there were there were.
Speaker 4 (21:11):
That was one of the biggest complaints that I got
when I was going out into the community early on,
was that you guys never show up, you know, you know,
called the police and they don't even show up. It
was so bad that people had learned, and when I
said people, I'm talking about community had had learned through
conditioning that if you want the police to come, you
(21:34):
have to to tell them that you saw someone with
a gun. And so we had people who would who
would make up calls and say, yeah, there's a guy
side of the gun, and then cops would get there
and realize, okay, they just want to report a stolen bike,
you know, but they come up with these ruses just
to get the cops there and so and that's just
(21:54):
an example.
Speaker 3 (21:55):
But the reality is that.
Speaker 4 (21:58):
Despite some of the conditions that caused these these cutbacks
in service, our condition had improved, and our condition had improved,
but there had been no revisiting of the service cutbacks.
So I looked at that and I said, well, you know,
we've improved our staffing a little bit, so why can't
(22:20):
we improve our service delivery a little bit, you know,
I mean we should know. I respect the decision that
had been made prior to but that's not our condition anymore.
Speaker 3 (22:29):
And so we did.
Speaker 4 (22:30):
We started re implementing some things. We started focusing very
heavily on call service response times, looking at ways to
improve it, looking at ways to get to people faster.
Because one of the worst things in the world is
to be a victim of a crime. And that's the
worst day of your life. That's I mean, you feel
(22:52):
the most violated that you could ever feel. Someone's been
inside your house, someone's been in your car, or worse,
you know, you've been physically violated, right and if the
police take forever to get there or don't show up,
that's almost being violated the second time. So our focus
(23:13):
became very, very regimented in terms of response times, you know,
and I'm proud to say that our re sponse times
will have been lowered over fifty percent and they have
remained that, you know, for almost three years in a row.
Speaker 2 (23:29):
So congratulations and ravo and thank you for implementing that
and making that a priority for the citizens of San Bernardino.
Chief Goodman, we are coming up on a break. We'll
pick up the conversation after the break, but for everybody listening,
I mean that Walker with ABC News and Talks Southern
California Business Report here today with Chief Darren Goodman, who
(23:52):
emerged as a beacon of hope on June sixth, twenty
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Speaker 2 (27:37):
Welcome back everyone. Evett Walker with Abcnews and Talks Southern
California Business Report here today with Chief Darren Goodman, who
has emerged as a beacon of hope on June sixth,
twenty twenty two, in a city long defined by its challenges.
Bringing twenty seven years of multifaceted law enforcement experience to
the helm of San Bernardino. With a transformative vision rooted
(27:58):
in community engagement and day driven strategies, he reinvigorates public
safety and innovative ways. Thank you again for being with
us today, Chief Goodman, thank you, thank you. Prior to
the break, we spoke about your initial arrival to the
City of San Bernandino's police department, some of the ways
(28:19):
you were able to cultivate a new culture, reinvigorate morale,
and strategize on the best ways to deliver service to
the community. And one of the things that we were
talking about just now is the transformative effect of what
you see today and how the community is receiving the
(28:40):
law enforcement officers of the City of San Bonandino. Please
talk about that transformation as well.
Speaker 3 (28:46):
Absolutely so.
Speaker 4 (28:48):
You know, one of the key elements that that I
didn't touch on, and I think it is very important
to go back to, is that you know, the officers
came here because they wanted to do the job, and
they chose him to do, you know, because yes, it's
a tough city, and so you know, they have to
be officers who have great desire and determination to be
(29:09):
here and be successful here. But it's impossible to keep
someone motivated to work in an environment like this if they.
Speaker 3 (29:18):
Don't have the support.
Speaker 4 (29:19):
One of the things I committed to, and I said
this publicly, that I will stand by my officers when
they get it right, you know, And I mean that
I don't care what the optics are, because sometimes things
look bad, but they're they're legal, they are within policy,
and it's just, you know, the ugly part of policing.
(29:40):
And when you watch policing, it's not pretty all the time.
But sometimes there's no pretty way to arrest a violent felt.
There's no pretty way to arrest someone who's not cooperating
and not following your instructions, but the law allows you
to still make that arrest. And so when people see that,
you know, played out on video, you know, it's not
(30:02):
always pretty. But to my point, I stand by my
officers when they do the right thing and when they
do it the right way. But conversely, I hold them
account but when they don't and I have a strong
track record of doing so. And so the environment when
officers know that they're going to be supported when they're
doing the right thing, and they will work around the
(30:26):
clock because they love what they do. And you know,
I'll go back to an example back in twenty twenty
where we had the anti police sentiment that was going
on and it's still going on in some ways today.
I think there's been a resurgence of that, and we'll
talk about that and if you'd like.
Speaker 3 (30:46):
But back in twenty.
Speaker 4 (30:47):
Twenty, the anti police sentiment was coming from the highest
offices in the land. It had spread through all the media.
Several local jurisdictions, you know, had decided to you know,
jump on the defund the police bandwagon. And what resulted
from that was d policing. And the d policing was
(31:08):
born out of the fact that officers were more concerned
about getting in trouble, more concerned about being demonized by
the media, being docksed, you know, which which is a
new term I had to learn, and you know, all
of these other negative things, uh, just for trying to
do their job.
Speaker 3 (31:28):
So you know what, what what resulted from that as
officers Withdrew. They didn't do their job to the.
Speaker 4 (31:34):
Full uh degree of their capabilities, and they just sat
back and sat on their hands. And that allowed communities
to justhire a lot of control, you know, and because
officers were protecting themselves instead of protecting the community. And
you know, I took some hard lessons from that and
I and I realized, you know, I'm not I'm not
(31:55):
going to participate in those types of politics. I'm going
to support my officers, you know, if they're doing the job,
that's what we're going to focus on. I don't care
what politicians say. I'm not going to listen to community
activists if my guys are doing the right thing, guys
and gals. And so that's that's my position. And I
think that that's been a very integral part of inspiring
(32:19):
you know, the work performance that I'm seeing and inspiring
the culture that we've created here in seventy you know,
and the result has been the community is now getting
the service that it wanted all along. You know, they're
getting officers who are motivated to show up. They're getting
officers who are motivated to go and take those guns
off the streets. By the way, we we've recovered in
(32:43):
the three years I've been here.
Speaker 3 (32:44):
We're adding eleven hundred.
Speaker 4 (32:46):
Guns a year, and I'm talking illegal firearms that are
in the hands of fellons who should not have them.
These aren't guns that are found on the side of
the streets. These are guns that are taken out of waistbands,
taken out of you know, hidden compartments, and calls, out
of homes where people should not have them. And I
think that's gone a long way into contributing to reduction
(33:09):
and the violent crimes that we've seen in the reduction
and the homicides that we've witnessed and experienced as well.
Speaker 2 (33:15):
That's phenomenal, and I can imagine that the community feels
much safer. They have that confidence to know that their
law enforcement officers is looking out for them and creating
a safe environment for them to live, conduct business, go
to school, go to work, and to do so freely.
Like I said, the transformation that I've been able to
observe has been phenomenal and quite remarkable. And so when
(33:39):
you talk about you know, those narratives and some of
those messages coming from the highest office in the land,
what does that say about the importance of having those
public servants, if you will, because that's really what they're
intended to be. Our leaders, which are public servants. What
does that say about out the type of public servant
(34:03):
that we need to create a community where people can
move freely and go to work and go to school,
enjoy the park, open a business safely.
Speaker 4 (34:16):
Well, I think I think, you know, that's a that's
a very complex answer, but I'll take a shot at it,
and I'll try to be as point spoken as possible.
You know, we're public servants, clearly, but but there's other
public servants. And those public servants range from your council
members to your congressman, anybody who's committed themselves to raising
(34:39):
their right hand taking taking an oath to serve the community.
And you know, I expect my office to do so
with the highest greed of integrity. I expect them to
do it with the most balanced approach, you know, regardless
of their political views, their personal leanings, do.
Speaker 3 (34:59):
The job based on the job, and do that every day.
Speaker 4 (35:03):
Well, we don't always see that in some of the
other positions of public trust. You know, I I can
tell you that you know, we've had I've experienced elected
officials have a have a couple right now that will
harbor anti police sentiments. And you know, we just had
a council meeting a couple of weeks ago where we
(35:26):
had two council members who voted no two fund the
fund additional police cars that we needed for my fleet.
And these are special specialty cars. These aren't you know, uh,
slot vehicles or anything that would be considered you know,
excessive or or even potentially you know, unnecessary. We're talking
(35:48):
about the patrol car that is required to get an
officer to you when you call for our help. And
our fleet is is depleted. I mean, we don't have
we don't have the number of cars that we need
to to you know, have each officer have a car available.
We have a lot of cars that are in different
(36:09):
needs of repair and being disabled for car accidents and
that sort of thing. So I say that to point
out the fact that we need public servants who understand
that public safety has to be a priority. And if
we don't get public safety being made a priority from
the offices, the elected offices, then how can the community
(36:34):
have the confidence that they're being taken care of. It
goes together, and I will say and this may seund
self served and considering the uniform aware, But you know,
there is no community that thrives without public safety being
made a propority. Public safety is the foundation of everything
(36:54):
that we hold dear. If you hold dear, you know
children being able to throw then have a great education
and a great opportunity to grow, and to healthy adults, well,
they have to be first safe.
Speaker 3 (37:07):
You know, if you.
Speaker 4 (37:09):
Hold dear, you know your homeowner, the equity in your home,
your real estate values, well, a safe community is necessary
for that to be maintained. If you're a business owner
who wants to make sure that your hard earned saved
investment isn't diminished or lost through no fault in your own,
(37:30):
safety is one of the first elements. And I would
also go so far as to say that no one
makes a decision about anything that they do in life
without first asking whether they do so consciously or not,
whether it's safe.
Speaker 3 (37:46):
If you decide to go out to dinner, you're going
to pick a neighborhood or a community that is safe.
So safety is everything.
Speaker 4 (37:53):
And when we have elected officials, like just this morning
I saw on the news the Vice Mayor of Los
Angeles is on TV speaking to gang members and encouraging them.
Speaker 3 (38:08):
To attack ice officials.
Speaker 4 (38:11):
So you know, this is what I'm talking about when
I say, you know, we need you know, public officials.
Speaker 3 (38:20):
We need those who are.
Speaker 4 (38:21):
Serious about communities and who have made an oath.
Speaker 3 (38:26):
To protect communities to do their job and do so
the right way.
Speaker 2 (38:30):
Absolutely. Like you said, Chief good Man, I also believe
that the foundation of any community, first of all, should
be and is safety. As you mentioned, the first thing
you think about when you drive out away from your
home is, like you said, is it safe? Is the
area where I'm going to go to work? Is it safe?
Is the area where I'm going to go to school?
Is it safe?
Speaker 3 (38:50):
Right?
Speaker 2 (38:51):
And so for that reason, my you know, my deepest
appreciation and hats off to you for making sure that
the community is listening to this message right, because this
is a message that needs to be heard and needs
to be emphasized, and we all need to be reminded
of that and reminded of the fact that what you
(39:13):
do can can be the difference between life and death,
either for yourself or for others. And that's something to
be taken extremely seriously. And you know, speaking about gangs,
you have experience in regional gang enforcement and narcotics. How
have you addressed these issues related to gang violence and
substance abuse in the city of Samondino.
Speaker 4 (39:36):
We we've invested that on. You know, we look at
we look at those things as threats to our community.
And obviously, you know, the scourge of drugs, you know,
has has taken on a whole new life. You know,
since the introductional of fensanol. You know, there's there's no
room in our society to accept casual drug uses as
(39:57):
as just that casual when people are dying, people riding
in their own skin on our streets because of the
addiction that flows from these serious drugs. So we have
a very proactive narcotics unit, We have a very practive
special investigation in it, and our major enforcement team may
address these issues. Had on. Our narcotic seizures in the
(40:20):
last three years were almost twenty nine thousand pounds combined
of methamphetamine, fentanyl, cocaine, and heroin. And this type of
enforcement action is key and disrupting, you know, some of
these major networks and protecting cantless lives. You know, if
you look at just the small amount of fentanyl that
(40:41):
it takes to kill thousands of people, and I'm sitting
here telling you that we've confiscated thousands of pounds. Well,
I can confidently say we've saved thousands of lives, you know,
And that's similar to the guns that I reference earlier.
You know, every time we take a gun off the
streets and the gun out of the hands of a
felon and a convicted criminal, you have to believe that
(41:06):
he did not have that gun for good intentions. So
by removing that weapon from that individual, we're saving lives.
So I'm probably work that my team's doing, and we're
doing it because we're focusing on proactive police work, data
driven police work that allows us to go where we
know the crimes have been and go where we know
(41:28):
the crimes are more likely to be. We're using a
lot of other strategies that you are helping us be
a little a little more effective using technology, and it's helping.
Speaker 3 (41:41):
It's helping a lot.
Speaker 2 (41:43):
That's remarkable and I can see it, you know, As
I mentioned, I drive through downtown Sammonysino frequently. I go
to the courthouse. Four years ago, there were encampments surrounding
the courthouse. It was very frightening to walk through at
and I didn't feel safe going through there. Today it's
(42:05):
totally transformed. Talk about any collaboration if if you do,
in fact collaborate with other service providers that are vital
for a holistic approach to public safety, how have you
fostered partnerships with organizations like mental health services and homeless advocates.
Speaker 3 (42:24):
That's that's a great question.
Speaker 4 (42:25):
And uh, you know, with with what you experienced at courthouse, A, parks,
a lot of other public spaces, you know, it's important
to sort of, you know, set the context for why
it was so bad. The city of San Manentino had
been placed under an injunction because of a lawsuit filed
by the ACLU that completely prohibited us from removing any
(42:49):
encampment from any public space until this lawsuit was settled,
and it took it took a year or more for
it to be That will said. During that time, you know,
the encampments grew exponentially because of course, you know, the
homeless figured out that we weren't going to move them,
so they came here.
Speaker 3 (43:09):
From other communities by the droves.
Speaker 4 (43:12):
Not to mention, the city of Samordino has the highest
number of homeless, uh, through throughout the entire county. And
and that's you know, not by accident, you know, it's
it's because we had conditions that allowed us to appear
to be receptive to having people on our streets. Well
(43:34):
it since then, we've we've we've somewhat resolved the settlement.
We've come to an agreement with the solu. We have
policies in place that allow us to remove the encampments
in addition to the new grant's past decision that that
also allows us to be a little more assertive in
enforcing certain laws that we weren't able to before. But
(43:56):
it's important, it's important me to say that, you know,
while we have done some amazing work in you know,
giving public space back to all our citizens, and that means,
you know, our homeless people as well. You know, it's
important that they are used for their intended purpose. And
(44:17):
some areas that that should be traversible, like sidewalks you know,
can't be covered with tents because we have to have
people be able to walk down those sidewalks. Parks should
be able to be enjoyed by children and not have
you know, them rittered with tents and feces. And hyperdilan needles.
So you know, I want to make clear that you know,
we understand that, you know, there has to be some compassion,
(44:40):
and that compassion is you know, we understand that, you know,
people who are in the throes of addiction, they don't
make good decisions. And while they're in the throes of addiction,
you know, they need a little bit of patience while
they get their lives together or come to a place
where they're willing to accept services. But in the meantime,
every one still has to follow the law. You know,
(45:02):
everyone still has to follow the same set of guidelines
and rules that you or I have to follow. And
that's what we're that's what we're back to now. You know,
we were at a place where there was a whole
different set of rules for one population and they had
to follow no rules, they had to follow no laws,
and that was because we were under an injunction. Now
(45:24):
we're back to common sense, and the common senses. Everybody
follows the same set of rules. If the park's closed,
it's close for everybody. If you can't camp in the park,
neither can anyone else, regardless of socioeconomic status, regardless of
a name that they call themselves, whether you want to
call it homeless, you know, temporarily on house. Whatever the
(45:46):
buzzword of the day is. The bottom line is into everydino,
we're following one set of rules.
Speaker 2 (45:53):
That's remarkable and inspiring.
Speaker 4 (45:56):
Right.
Speaker 2 (45:56):
So, for those that are listening, especially our younger group
of audience members, that have thought about joining law enforcement
or entering a law enforcement career, what advice would you
give them?
Speaker 3 (46:14):
And simple, you know, and also seriousness.
Speaker 4 (46:17):
There's a I'm out to work in Samnidino County and
I'm proud to be a part of what I call
a partnership with all of our agencies throughout this region.
You know, we have great relationships. You know, the Samonadino
County probably is one of the tightest groups of law
enforcement professionals there is. I have great relationship with sheriff,
(46:40):
you know, he's one of my my dear friends, and
many of the other chiefs, Michael Rands over in Ontario.
Speaker 3 (46:45):
You know, we're we're we're not just colleagues, you know,
we know each other. We've grown up together in this business.
Speaker 4 (46:51):
So as much as it pays me to say this,
there's a lot of great agencies for some young person
to choose from. And you know, in the making those decisions,
I think you know, one of the one of the
key factors you have to decide on is which community
do you feel and needs your services the most? You know,
which which area do you see yourself working in and
(47:13):
making the biggest impact?
Speaker 3 (47:15):
Uh? What is it that you want to do and
does that agency provide you the opportunity to do that?
You know, in terms of you know what direction you
want your career.
Speaker 4 (47:24):
To go, any specialized assignments, any specialized skills or or
or tasks that you would like to be able to perform.
So you know, all the other stuff will take care
of itself. You know the money and who pays what,
and you know what schedules and and all that stuff.
Those things are almost pretty pretty evil. So the decision
(47:46):
to go into law enforcement has to be based on
your why. You know, And again I started the conversation
with with why, and you know how I know, connect
with my officers and keep them motivated focusing on their why.
Someone coming into this business has to just be clear
on why, why do you want to do this? And
if you're clear on why you want to do it,
where do you want to do, it will become more crystallized.
Speaker 2 (48:08):
Absolutely. So we are coming up towards the end of
the program, Chief Goodman, thank you for everything that you're sharing,
but before we go, please talk about your vision today
and closing out the end of twenty twenty six and beyond.
Speaker 3 (48:24):
Well.
Speaker 4 (48:24):
Well, first of I want to say is as much
as we've done, and I appreciate you allowing me the
opportunity in the platform to highlight some of our many,
many accomplishments, and I want to make sure that I
make clear that we're nowhere near done. And for those
people in the community who may be thinking, well, it's
still I just got my car still last night. Yes,
(48:46):
carme still occurs, and we know that. And I wish
I could say that we will stop all crime, but
that day will probably never come. One of the things
that I do want to emphasize though, is that the
city is undoubtedly safer than this in over twenty years. However,
I acknowledge fullheartedly that it doesn't feel safe because it
(49:08):
doesn't look safe. And the appearance of a city is
based on a lot of other factors, is based on cleanliness,
is based on you know, empty buildings, it's based on
you know, traversible streets, you know, without potholes. So there's
a lot of other things that have to happen in
the city for people to feel is safe. As I know,
(49:29):
we're making it and and that requires you know, collaboration
from a lot of other departments. It requires some investment,
and it requires a little bit of patience. So you know,
that's the first thing I want to leave you know,
any listeners from San Mandino with. But as far as
our future, you know, the future of this.
Speaker 3 (49:46):
Department is very fright. You know, we have a lot
of motivated.
Speaker 4 (49:49):
Officers that are that are committed to doing a lot
of great work for this community. Our officers love this community.
We're our hearts and souls are in this community, even
though those people who don't live here. We're invested, and
I think that we're probably more invested than some people
who may have addresses here because our entire future, our
(50:09):
retirement and everything else is connected to the success of
the city. So no one more than us wants the
city to be successful because we know that we need
it to be, you know, for us to survive. So
we're going to keep doing the great work that we've
been doing. We're going to stay focused on that. You know,
we are pretty good at keeping the distractions out. You know,
(50:31):
there's always some drama going on, you know, but we
try to steer clear of the noise and keep our
head down and as I always say, we keep getting
after it well.
Speaker 2 (50:40):
You know, the canvas that you're creating, a clean slate,
a safe community is step one to really revolutionizing the
downtown area. I'm absolutely excited for the future of your
department and the future of the city of Sanmonandino as
a whole. Thank you very much, Chief Goodman for your work,
for your efforts, and for your innovative approach to transform
(51:04):
a department that was in the throes of so many
challenges before you joined.
Speaker 3 (51:11):
Thank you so much for having me and I look
forward to visiting with you again. If you have doctor, you.
Speaker 2 (51:16):
Will definitely be invited back. We will be following the
evolution of safety in the city of San Bernardino and
the San Manandino Police Department. I'm absolutely thrilled to do
that and excited to keep up with you, Chief Goodman.
Speaker 3 (51:30):
Thank you so much for that.
Speaker 2 (51:31):
All right, thank you for everybody listening. Don't forget to
find us on Facebook, YouTube, LinkedIn, and Instagram. Check us
out on SCBR talk dot com and don't miss my
conversation with doctor Mahamad of Assulam, the third President of
the Keck Graduate Institute, who embarked on his transformative leadership
on July first, twenty twenty four. With an illustrious career
(51:52):
spanning academia, industry, and nonprofit sectors, doctor of Asulam has
dedicated himself to advancing research and technological innovation. As the
inaugural Vice President for Research and Innovation at San Jose
State University, he dramatically expanded student engaged research, boosting funding
from forty seven million to eighty four million dollars in
(52:14):
just five years. His leadership at the University of California
Santa Cruz saw the doubling of invention disclosures and the
establishment of essential innovation resources. Next week, we will have
Fontana Mayor Aquanetta Warren and Deputy City Manager Philip Burham,
who stand as architects of progress, weaving together their visions
(52:35):
for a community on the rise. Under Warren's bold leadership
and burham strategic foresight, Fontana transforms challenges into opportunities championing
inclusivity and innovation. Together, they strive to enhance quality of life,
foster economic growth, and build a resilient future, reflecting a
commitment to unity and empowerment. You do not want to
(52:56):
miss it. We will see you all next week.
Speaker 10 (53:11):
The St
Welcome to k MET fourteen ninety am ABC News Radio
in the Southern California Business Report with the Vett Walker,
a show dedicated to highlighting successful Southern California businesses and
the people behind them.
Speaker 2 (00:18):
Welcome and thank you for joining Southern California Business Report
on ABC News and Talks KMET fourteen ninety AM, ninety
eight point one FM and KMAT TV. I'm Vett Walker,
live blasting our signal from the center of Southern California,
serving a population of over twenty five million. Get us
crystal clear and on demand by downloading the free live
streaming app on Google Play and the Apple App Store.
(00:41):
As always a huge shout out to the team Mitch
Bill and Sean I love you guys, and to our
special advisory committee that can be found at www dot
scbr talk dot com forward Slash Advisory Committee. Click on
the link and learn about the remarkable leaders doing the work.
(01:01):
And as always, I am absolutely thrilled, honored, and pleased
to introduce Darren Goodman, who has been serving as San
Bernandino Police Department's forty first Chief of Police since June sixth,
twenty twenty two. Prior to joining San Bornandino Police Department.
He served as Chief of Police for the City of
Upland Police since July sixteenth, twenty eighteen. Before assuming that role,
(01:25):
he was a captain for the San Bernandino Sheriff's Department,
where he spent a total of twenty seven years. During
his time with the Sheriff's Department, Goodman's role included serving
as the police chief for the Chino Hills Police Department
and commander of the Frank Blend Regional Training Center. He
also worked in corrections, patrol, narcotics, emergency operations, regional gang enforcement,
(01:49):
fugitive apprehension, and swat. Chief Goodman has also completed law
enforcement and leadership programs at Harvard's Kennedy School of Government,
the Navled Postgraduate School Center for Homeland Defense and Security,
and Post Command College Program. Goodman also serves as an
adjunct professor at California State University San Bernardino. Thank you
(02:13):
so much for being with us today, Chief Goodman.
Speaker 3 (02:16):
Thank you for having me. Really honored to be here.
Speaker 2 (02:19):
Well, it's my honor and I'm absolutely thrilled to have
this conversation because, as you know, when you were sworn
in at the City of Upland. I was so proud
to be there with my children. We have photos with
you together, and it was just such a wonderful moment
to welcome someone of your caliber to serve and protect
our community. And now you are in the city of
(02:41):
San Bernardino, which, as we know, Chief Goodman, is basically
equivalent to downtown Los Angeles, right, it's the downtown of
the County of San Bernardino, which is the largest county
in America. Chief, please talk about what inspired you, first
of all, to pursue your path in law enforcement, and
(03:05):
especially now at this caliber is chief of police for
the City of San Marndino.
Speaker 3 (03:11):
Well, well, first let me tell you I remember meeting
you at my swearing.
Speaker 4 (03:15):
In Upland, and I'll never forget that. And I appreciate
your support then, and I appreciate that the opportunity to
reconnect with you this is this is a great program
that you have, and I hope that I can share
some insights that'll be meaningful in some way. So to
your question, I got into law enforcement somewhat.
Speaker 3 (03:35):
A non traditional way.
Speaker 4 (03:36):
I wasn't the kids who grew up playing with police
cars and dreaming of being a police officer. But you know,
back in the late eighties, when you know the I
guess the real estate crash happened, and it was the
overall economic crash that happened. In the late eighties. I
was working in construction and so I didn't have a
(04:00):
whole lot of outlets at the time because I hadn't
finished college, and I was thinking about a career that
would give me a little bit of protection from the elements,
and those elements being the rain, because when it rained,
construction would stop. You know, some of the economic downturn
issues that also affected our industry. So someone said, well,
(04:21):
you should get a city job or a county job,
and so, make a long story short, I stumbled upon
and an opportunity to become a deputy shriff trainee through
some ads that I saw, and back then things weren't online,
so I had to actually look them up and I
signed up. I went through the process, I became a
(04:43):
deputy sheriff, and I.
Speaker 3 (04:44):
Never looked back.
Speaker 4 (04:45):
I loved it, even though it happened, like I said,
somewhat non traditional.
Speaker 3 (04:51):
It was it was my niche. It was for me.
Speaker 4 (04:54):
I've done everything I've wanted to do in this career.
I've had a very blessed, unfortunate career and now I'm
here in the city of San Bernardino, and since coming here,
as you said back back in June of twenty two,
it's been a remarkable ride. We've accomplished a lot. I
(05:14):
have a great team of great staff, great community support overall,
and it's allowed us to do some pretty remarkable things
in the short period of time.
Speaker 2 (05:25):
That is so inspiring. And I actually have had the
opportunity and the privilege of watching that transformation as I
also work in Samonnandino, and I've seen a tremendous, tremendous transformation.
But let's go into what you stepped into when you
joined in June of twenty twenty two. Paint the landscape
of what Samnandino's police department and the surrounding community was.
Speaker 4 (05:51):
So when I got here in twenty two, you know,
the city had gone almost I think four years, maybe
a little bit long without a permanent chief. They were
operating off of successive interim chiefs. So the first part
was there had not been dedicated leadership. And I want
(06:11):
to make clear the guys that were sitting in the
seat were some remarkable men. I know and respect them both,
and they did a fantastic job, but the city had
not decided to make them permanent. And when that happens
in an organization.
Speaker 3 (06:26):
It gives a sense of uncertainty with those who are
working in the organization because they sort of feel that
the city's not sure. If this is our leader, then
who is? And so there was that.
Speaker 4 (06:38):
The other thing is that my successors had all come
off of several years of economic downturn where the city
was super covering from the bankruptcy, and that bankruptcy happened.
Speaker 3 (06:51):
While it happened, I think.
Speaker 4 (06:52):
In twenty twelve, the recovery wasn't complete, meaning that they
still hadn't recover in terms of equipment, staffing, and other
critical resources that a police department needs to function and
the city overall needs to function. So the city City's
police department was staffed at three hundred and fifty officers
(07:16):
plus in twenty twelve. In before and when I came
on board, we were at almost two hundred and sixty
officers thereabout. So if you can just imagine a city
that in twenty twelve needed three hundred and fifty officers
and look at how much the landscape of law enforcement
and just of this city has changed in that amount
(07:37):
of time.
Speaker 3 (07:37):
You can only imagine that.
Speaker 4 (07:39):
We still need at least three hundred and fifty officers,
if not more.
Speaker 3 (07:42):
So.
Speaker 4 (07:43):
I was already at a deficit in staffing. There was
a lot of equipment that that was dilapidated or just
missing because we had gone years without you know, planning
for need. We were just in survival mode. So with
all of those conditions, there's morale. So a lot of
(08:04):
a lot of folks, you know, started feeling like, you know,
their brothers down the street have it so much better,
so why am I still here? Or you know, they
get used to going without. So there there tends to
be sort of an apathetic view of you know, the
conditions that we're working in and the cities care about
(08:25):
that condition. So there were there were a lot of
challenges that I face coming in. But the best part,
or I guess the part that made it optimistic and
made me, you know, pretty inspired, was that the people
who worked in this city, the people who signed up
to be San Manidino Police officers, are a special breed.
And they're a special breed because this is a very
(08:46):
challenging city. It always has been, and so I knew
that the people who chose to stay here and we're
committed to being here, were cut above. We're definitely going
to be a part of the equation in making things
is better. I just have to come up with the
plan to you know, give us the things that we needed,
get this, get the department on the right trajectory, and
(09:09):
you know, introduce you know, some programs and processes and
actually you know, some some good old fashioned culture to
make things move in the direction that they needed to go.
Speaker 2 (09:24):
So talk about those initial weeks, months, first year of
how you dug in to create this map on how
to move forward given the landscape that you were walking
into and having the vision to create that, uh, that
(09:44):
environment that we see today.
Speaker 3 (09:47):
Well, so I'll tell you exactly what it so.
Speaker 4 (09:51):
When I first got here, I decided to embark on
a one on one interview with every single role of
staff member. And this is our sworn staff, our civilian staff,
and even our volunteers. And I scheduled it and there
were days where I, did you know, ten interviews in
(10:12):
a day or more, And I called them interviews, but
they're really conversations and the conversations, you know, included just
a few questions, and those questions were designed to extract
the personal motivation of the individual for being being at
(10:33):
police department in whatever capacity were if they were sworn,
you know, what was their personal motivation for still being here?
You know, what woke them up in the morning, what
got them out of bed. The other question was designed
to get them to take responsibility for the success of
the organization. So I asked them a question, what can
you do to make the department better? Then the third
(10:55):
question was designed to assess their view of what the
organizations uh role and capacity was and had been in
helping contribute to their success. So that question was, what
can the department do to help you do your job better?
So those simple three questions gave me a wealth of information,
(11:17):
you know, after asking it three hundred plus times. Actually
there's more than that was almost five hundred times I have,
you know, just counting my swart.
Speaker 3 (11:27):
But so I took that, synthesize that information and came.
Speaker 4 (11:33):
Up with what I, you know, have have labeled our
goals and our daily objectives. And and from that, you know,
our objectives have been crystallized, you know, we're we're about community.
So you know, our our goal is to improve community engagement.
You know, we're about you know, our our brand, and
(11:55):
our brand is you know, operating within the standard of excellence.
Speaker 3 (11:59):
So everything that we do is about that. And I'll
tell you a funny story.
Speaker 4 (12:03):
So when I was assessing, you know, you know, the
the totality of who we are and you know, trying
to drill down into you know, let's let's make a
clear determination into what we are going to be as
a police department and how we're going to operate day
to day and not just the typical slogan of hey,
(12:25):
we're here to protect and to serve. Of course we're
here to do that, but how are we going to
do it, what level are we going to do it at,
and how we're going to hold ourselves accountable to it.
So from that, you know, I asked my team the question,
so who are we? And they, of course fell back
on the standard of excellence because that had been the
(12:48):
logo painted on the police cars. And I said, well,
I like that, you know, because that should be our standard.
Excellence is is exactly what I what I aspire for,
and if we're going to do that then we're going
to do it in every way, and.
Speaker 3 (13:03):
If not, I'll go to home depot and I'll.
Speaker 4 (13:05):
Paint over get some pain and I'll paint over all
those cars until we figure out who we are.
Speaker 3 (13:10):
So that's what it became a joke, you know, because
you know I put.
Speaker 4 (13:15):
That challenge out there, but they rose to the challenge
in every level, and the work has shown it over
these last few years. We're right now experiencing the lowest
homicide rates that we've had over twenty plus years. Are
(13:36):
our narcotic seizures no and the tens of thousands, and
we are are set to break another record this year
in crime reduction.
Speaker 3 (13:47):
So we're doing some phenomenal work.
Speaker 4 (13:50):
And I truly believe it's because everyone's bought into the
mission and our goals, and they've also, you know, accepted
that challenge of living and working to the level that
you know we've committed to, which is a standard excellence.
Speaker 2 (14:07):
Are those are some astounding numbers, the homicide rates having
gone down ultimate low for twenty years. I'm curious, Chief Goodman,
when you were conducting these interviews or conversations, one of
the questions you mentioned was to ask everyone what wakes
you up in the morning, what keeps you going, what
motivates you to come in. I'm curious was there a
(14:28):
common theme there and if so, what was it.
Speaker 4 (14:31):
Well, there were some commonalities. Obviously it's somewhat different for
each person. But I think the real reason for asking
that question is because when you talked about morale, and
that's a big thing in every organization, but police department specifically,
because in policing there's so many stressors. You know, there's
the stress of coming to work every day, not knowing
(14:52):
whether you're going to make it home, and I don't
think that any other profession has a stress that significant.
And then there's the stressor there's the external stressors of politics, legislation,
you know, you name it, the media. And then there's
the internal stressors, you know, the the amounts of paperwork
(15:13):
that we have to do, the reports, testifying in court,
you know, all of the all of the things that
go within police officer, and then trying to have a
family and trying to you know, be a be a dad,
be a mom. So there's there's a lot of emphasis
and focus that's placed on morale. And what I like
to also focus on is the fact that I can't
(15:36):
be everyone's reason to be happy or not. You know,
I can't be the source of your morale. You know,
that's that that has to come from another place. Your
motivation has to come from another place. And so by
asking them the question, you know, what gets you up
in the morning, You're going to get the real answers.
(15:56):
And the real answers were things like my family, my kids.
You know, I'm the first person in my family to
graduate high school. You know, I'm the first person in
my family to go into law enforcement. You know, I
made a commitment, you know, to my dad because you know,
he was in law enforcement before he retired or passed away,
(16:16):
and I want to follow on his footsteps. That's remarkable answers.
And so what that allowed me to do is in
turn remind them that's your why, those things that get
you up in the morning, those things that you just described,
that's your why for being here, that's your why for
doing this. So when you're having a good day or
(16:37):
a bad day, just remember it's not about me. It's
not about the media, it's not about any of the
other challenges that we have. It's about those things that
you just labeled or listed that get you out of
bed every day, and so it helps. It helps keep
people focused. It helps keep people centered to remind them
(16:58):
of what their why is. And for me, it also
helps me learn who my people are, you know, because
now I know, Hey, this kid is special and the
reason he's.
Speaker 3 (17:07):
Here is because and this is a true story I have.
Speaker 4 (17:11):
I have a young man working in our building and
he was not so young anymore. He's actually he's actually
a lieutenant. But he lived on the west side of
San Benidino in the projects, and his sister and brother
(17:32):
were murdered in his front yard when he was a kid,
and he walked out and was the first person to
go to the car that they have been shot, and
they were shot by some gang member right in front
of the house. And he was introduced to law enforcement
(17:53):
from that encounter. And the law enflist monsters that came
out and handled that did so such professionalism and compassion
and grace that that little kid never forgot that and
decided to go on the offers. And now he's one
of mother tenants.
Speaker 2 (18:12):
Oh my god, that's both heartbreaking and inspiring at this time.
Speaker 4 (18:16):
And it's and there's and There's tons of stories like
that in this building. We have a lot of homegrown
people here and many of them have stories that are
similar to that. And it's it's pretty you know, it's
pretty empowering, you know when you when you look at
you know what drives these these these people. And I
love it because, you know, it allows me to connect
(18:38):
with them and understand them a lot better. But it
also helps humanize them, you know, and remind people that
they are human beings and they're not just a uniform
ral machine.
Speaker 3 (18:50):
You know.
Speaker 4 (18:50):
These are people who have real lives and real stories
and and real passion for this job.
Speaker 2 (18:56):
Absolutely, and it's shown in the trends information that I
have personally seen and experienced in my time when I
go to work and I have to travel to the
city of San Bernardino. So when you went through this
effort to explore your teams, why how did that translate
(19:17):
into your philosophy for community engagement and maybe looking at
the morale of the community around the police department, the
community that was being served by the San Bornandino Police Department.
Speaker 4 (19:31):
Well, the first thing we had to accept is that
we weren't hitting the mark in terms of service there
had been a lot of service decline, and while they
were there were some somewhat valid reasons for why certain
services had been I guess discontinued or altered. It was
(19:53):
no longer acceptable. And I'll just give you some examples.
Back to bankruptcy, and I described to you the staffing
reductions had taken place. Just like any business, when you
lose staffing, you have to make some critical decisions on
know how you're going to endure those cuts and how
do you deliver your services when you don't have the
(20:14):
same service capacity.
Speaker 3 (20:17):
Or service delivery capacity.
Speaker 4 (20:19):
So the police department at the time had started reducing
certain calls that they responded to. They created a priority
system that had greatly minimized the likelihood that you were
going to get service if you had a call for
service that was a non violent call. So if it
(20:39):
was a theft, if it was a cold burglary, and
a cold burglary it's described as one that happened hours
ago or days ago, and there's no suspect information. You know,
you came home and your front doors kicked open, but
you've already walked in and realized that there's no one there,
and so now you just want to report to determine
what's been stolen. If you had a call like that
(21:02):
a few years back, the chances of someone from the
same the police department coming out was slim to none.
Speaker 3 (21:09):
And you know, there were there were.
Speaker 4 (21:11):
That was one of the biggest complaints that I got
when I was going out into the community early on,
was that you guys never show up, you know, you know,
called the police and they don't even show up. It
was so bad that people had learned, and when I
said people, I'm talking about community had had learned through
conditioning that if you want the police to come, you
(21:34):
have to to tell them that you saw someone with
a gun. And so we had people who would who
would make up calls and say, yeah, there's a guy
side of the gun, and then cops would get there
and realize, okay, they just want to report a stolen bike,
you know, but they come up with these ruses just
to get the cops there and so and that's just
(21:54):
an example.
Speaker 3 (21:55):
But the reality is that.
Speaker 4 (21:58):
Despite some of the conditions that caused these these cutbacks
in service, our condition had improved, and our condition had improved,
but there had been no revisiting of the service cutbacks.
So I looked at that and I said, well, you know,
we've improved our staffing a little bit, so why can't
(22:20):
we improve our service delivery a little bit, you know,
I mean we should know. I respect the decision that
had been made prior to but that's not our condition anymore.
Speaker 3 (22:29):
And so we did.
Speaker 4 (22:30):
We started re implementing some things. We started focusing very
heavily on call service response times, looking at ways to
improve it, looking at ways to get to people faster.
Because one of the worst things in the world is
to be a victim of a crime. And that's the
worst day of your life. That's I mean, you feel
(22:52):
the most violated that you could ever feel. Someone's been
inside your house, someone's been in your car, or worse,
you know, you've been physically violated, right and if the
police take forever to get there or don't show up,
that's almost being violated the second time. So our focus
(23:13):
became very, very regimented in terms of response times, you know,
and I'm proud to say that our re sponse times
will have been lowered over fifty percent and they have
remained that, you know, for almost three years in a row.
Speaker 2 (23:29):
So congratulations and ravo and thank you for implementing that
and making that a priority for the citizens of San Bernardino.
Chief Goodman, we are coming up on a break. We'll
pick up the conversation after the break, but for everybody listening,
I mean that Walker with ABC News and Talks Southern
California Business Report here today with Chief Darren Goodman, who
(23:52):
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Speaker 2 (27:37):
Welcome back everyone. Evett Walker with Abcnews and Talks Southern
California Business Report here today with Chief Darren Goodman, who
has emerged as a beacon of hope on June sixth,
twenty twenty two, in a city long defined by its challenges.
Bringing twenty seven years of multifaceted law enforcement experience to
the helm of San Bernardino. With a transformative vision rooted
(27:58):
in community engagement and day driven strategies, he reinvigorates public
safety and innovative ways. Thank you again for being with
us today, Chief Goodman, thank you, thank you. Prior to
the break, we spoke about your initial arrival to the
City of San Bernandino's police department, some of the ways
(28:19):
you were able to cultivate a new culture, reinvigorate morale,
and strategize on the best ways to deliver service to
the community. And one of the things that we were
talking about just now is the transformative effect of what
you see today and how the community is receiving the
(28:40):
law enforcement officers of the City of San Bonandino. Please
talk about that transformation as well.
Speaker 3 (28:46):
Absolutely so.
Speaker 4 (28:48):
You know, one of the key elements that that I
didn't touch on, and I think it is very important
to go back to, is that you know, the officers
came here because they wanted to do the job, and
they chose him to do, you know, because yes, it's
a tough city, and so you know, they have to
be officers who have great desire and determination to be
(29:09):
here and be successful here. But it's impossible to keep
someone motivated to work in an environment like this if they.
Speaker 3 (29:18):
Don't have the support.
Speaker 4 (29:19):
One of the things I committed to, and I said
this publicly, that I will stand by my officers when
they get it right, you know, And I mean that
I don't care what the optics are, because sometimes things
look bad, but they're they're legal, they are within policy,
and it's just, you know, the ugly part of policing.
(29:40):
And when you watch policing, it's not pretty all the time.
But sometimes there's no pretty way to arrest a violent felt.
There's no pretty way to arrest someone who's not cooperating
and not following your instructions, but the law allows you
to still make that arrest. And so when people see that,
you know, played out on video, you know, it's not
(30:02):
always pretty. But to my point, I stand by my
officers when they do the right thing and when they
do it the right way. But conversely, I hold them
account but when they don't and I have a strong
track record of doing so. And so the environment when
officers know that they're going to be supported when they're
doing the right thing, and they will work around the
(30:26):
clock because they love what they do. And you know,
I'll go back to an example back in twenty twenty
where we had the anti police sentiment that was going
on and it's still going on in some ways today.
I think there's been a resurgence of that, and we'll
talk about that and if you'd like.
Speaker 3 (30:46):
But back in twenty.
Speaker 4 (30:47):
Twenty, the anti police sentiment was coming from the highest
offices in the land. It had spread through all the media.
Several local jurisdictions, you know, had decided to you know,
jump on the defund the police bandwagon. And what resulted
from that was d policing. And the d policing was
(31:08):
born out of the fact that officers were more concerned
about getting in trouble, more concerned about being demonized by
the media, being docksed, you know, which which is a
new term I had to learn, and you know, all
of these other negative things, uh, just for trying to
do their job.
Speaker 3 (31:28):
So you know what, what what resulted from that as
officers Withdrew. They didn't do their job to the.
Speaker 4 (31:34):
Full uh degree of their capabilities, and they just sat
back and sat on their hands. And that allowed communities
to justhire a lot of control, you know, and because
officers were protecting themselves instead of protecting the community. And
you know, I took some hard lessons from that and
I and I realized, you know, I'm not I'm not
(31:55):
going to participate in those types of politics. I'm going
to support my officers, you know, if they're doing the job,
that's what we're going to focus on. I don't care
what politicians say. I'm not going to listen to community
activists if my guys are doing the right thing, guys
and gals. And so that's that's my position. And I
think that that's been a very integral part of inspiring
(32:19):
you know, the work performance that I'm seeing and inspiring
the culture that we've created here in seventy you know,
and the result has been the community is now getting
the service that it wanted all along. You know, they're
getting officers who are motivated to show up. They're getting
officers who are motivated to go and take those guns
off the streets. By the way, we we've recovered in
(32:43):
the three years I've been here.
Speaker 3 (32:44):
We're adding eleven hundred.
Speaker 4 (32:46):
Guns a year, and I'm talking illegal firearms that are
in the hands of fellons who should not have them.
These aren't guns that are found on the side of
the streets. These are guns that are taken out of waistbands,
taken out of you know, hidden compartments, and calls, out
of homes where people should not have them. And I
think that's gone a long way into contributing to reduction
(33:09):
and the violent crimes that we've seen in the reduction
and the homicides that we've witnessed and experienced as well.
Speaker 2 (33:15):
That's phenomenal, and I can imagine that the community feels
much safer. They have that confidence to know that their
law enforcement officers is looking out for them and creating
a safe environment for them to live, conduct business, go
to school, go to work, and to do so freely.
Like I said, the transformation that I've been able to
observe has been phenomenal and quite remarkable. And so when
(33:39):
you talk about you know, those narratives and some of
those messages coming from the highest office in the land,
what does that say about the importance of having those
public servants, if you will, because that's really what they're
intended to be. Our leaders, which are public servants. What
does that say about out the type of public servant
(34:03):
that we need to create a community where people can
move freely and go to work and go to school,
enjoy the park, open a business safely.
Speaker 4 (34:16):
Well, I think I think, you know, that's a that's
a very complex answer, but I'll take a shot at it,
and I'll try to be as point spoken as possible.
You know, we're public servants, clearly, but but there's other
public servants. And those public servants range from your council
members to your congressman, anybody who's committed themselves to raising
(34:39):
their right hand taking taking an oath to serve the community.
And you know, I expect my office to do so
with the highest greed of integrity. I expect them to
do it with the most balanced approach, you know, regardless
of their political views, their personal leanings, do.
Speaker 3 (34:59):
The job based on the job, and do that every day.
Speaker 4 (35:03):
Well, we don't always see that in some of the
other positions of public trust. You know, I I can
tell you that you know, we've had I've experienced elected
officials have a have a couple right now that will
harbor anti police sentiments. And you know, we just had
a council meeting a couple of weeks ago where we
(35:26):
had two council members who voted no two fund the
fund additional police cars that we needed for my fleet.
And these are special specialty cars. These aren't you know, uh,
slot vehicles or anything that would be considered you know,
excessive or or even potentially you know, unnecessary. We're talking
(35:48):
about the patrol car that is required to get an
officer to you when you call for our help. And
our fleet is is depleted. I mean, we don't have
we don't have the number of cars that we need
to to you know, have each officer have a car available.
We have a lot of cars that are in different
(36:09):
needs of repair and being disabled for car accidents and
that sort of thing. So I say that to point
out the fact that we need public servants who understand
that public safety has to be a priority. And if
we don't get public safety being made a priority from
the offices, the elected offices, then how can the community
(36:34):
have the confidence that they're being taken care of. It
goes together, and I will say and this may seund
self served and considering the uniform aware, But you know,
there is no community that thrives without public safety being
made a propority. Public safety is the foundation of everything
(36:54):
that we hold dear. If you hold dear, you know
children being able to throw then have a great education
and a great opportunity to grow, and to healthy adults, well,
they have to be first safe.
Speaker 3 (37:07):
You know, if you.
Speaker 4 (37:09):
Hold dear, you know your homeowner, the equity in your home,
your real estate values, well, a safe community is necessary
for that to be maintained. If you're a business owner
who wants to make sure that your hard earned saved
investment isn't diminished or lost through no fault in your own,
(37:30):
safety is one of the first elements. And I would
also go so far as to say that no one
makes a decision about anything that they do in life
without first asking whether they do so consciously or not,
whether it's safe.
Speaker 3 (37:46):
If you decide to go out to dinner, you're going
to pick a neighborhood or a community that is safe.
So safety is everything.
Speaker 4 (37:53):
And when we have elected officials, like just this morning
I saw on the news the Vice Mayor of Los
Angeles is on TV speaking to gang members and encouraging them.
Speaker 3 (38:08):
To attack ice officials.
Speaker 4 (38:11):
So you know, this is what I'm talking about when
I say, you know, we need you know, public officials.
Speaker 3 (38:20):
We need those who are.
Speaker 4 (38:21):
Serious about communities and who have made an oath.
Speaker 3 (38:26):
To protect communities to do their job and do so
the right way.
Speaker 2 (38:30):
Absolutely. Like you said, Chief good Man, I also believe
that the foundation of any community, first of all, should
be and is safety. As you mentioned, the first thing
you think about when you drive out away from your
home is, like you said, is it safe? Is the
area where I'm going to go to work? Is it safe?
Is the area where I'm going to go to school?
Is it safe?
Speaker 3 (38:50):
Right?
Speaker 2 (38:51):
And so for that reason, my you know, my deepest
appreciation and hats off to you for making sure that
the community is listening to this message right, because this
is a message that needs to be heard and needs
to be emphasized, and we all need to be reminded
of that and reminded of the fact that what you
(39:13):
do can can be the difference between life and death,
either for yourself or for others. And that's something to
be taken extremely seriously. And you know, speaking about gangs,
you have experience in regional gang enforcement and narcotics. How
have you addressed these issues related to gang violence and
substance abuse in the city of Samondino.
Speaker 4 (39:36):
We we've invested that on. You know, we look at
we look at those things as threats to our community.
And obviously, you know, the scourge of drugs, you know,
has has taken on a whole new life. You know,
since the introductional of fensanol. You know, there's there's no
room in our society to accept casual drug uses as
(39:57):
as just that casual when people are dying, people riding
in their own skin on our streets because of the
addiction that flows from these serious drugs. So we have
a very proactive narcotics unit, We have a very practive
special investigation in it, and our major enforcement team may
address these issues. Had on. Our narcotic seizures in the
(40:20):
last three years were almost twenty nine thousand pounds combined
of methamphetamine, fentanyl, cocaine, and heroin. And this type of
enforcement action is key and disrupting, you know, some of
these major networks and protecting cantless lives. You know, if
you look at just the small amount of fentanyl that
(40:41):
it takes to kill thousands of people, and I'm sitting
here telling you that we've confiscated thousands of pounds. Well,
I can confidently say we've saved thousands of lives, you know,
And that's similar to the guns that I reference earlier.
You know, every time we take a gun off the
streets and the gun out of the hands of a
felon and a convicted criminal, you have to believe that
(41:06):
he did not have that gun for good intentions. So
by removing that weapon from that individual, we're saving lives.
So I'm probably work that my team's doing, and we're
doing it because we're focusing on proactive police work, data
driven police work that allows us to go where we
know the crimes have been and go where we know
(41:28):
the crimes are more likely to be. We're using a
lot of other strategies that you are helping us be
a little a little more effective using technology, and it's helping.
Speaker 3 (41:41):
It's helping a lot.
Speaker 2 (41:43):
That's remarkable and I can see it, you know, As
I mentioned, I drive through downtown Sammonysino frequently. I go
to the courthouse. Four years ago, there were encampments surrounding
the courthouse. It was very frightening to walk through at
and I didn't feel safe going through there. Today it's
(42:05):
totally transformed. Talk about any collaboration if if you do,
in fact collaborate with other service providers that are vital
for a holistic approach to public safety, how have you
fostered partnerships with organizations like mental health services and homeless advocates.
Speaker 3 (42:24):
That's that's a great question.
Speaker 4 (42:25):
And uh, you know, with with what you experienced at courthouse, A, parks,
a lot of other public spaces, you know, it's important
to sort of, you know, set the context for why
it was so bad. The city of San Manentino had
been placed under an injunction because of a lawsuit filed
by the ACLU that completely prohibited us from removing any
(42:49):
encampment from any public space until this lawsuit was settled,
and it took it took a year or more for
it to be That will said. During that time, you know,
the encampments grew exponentially because of course, you know, the
homeless figured out that we weren't going to move them,
so they came here.
Speaker 3 (43:09):
From other communities by the droves.
Speaker 4 (43:12):
Not to mention, the city of Samordino has the highest
number of homeless, uh, through throughout the entire county. And
and that's you know, not by accident, you know, it's
it's because we had conditions that allowed us to appear
to be receptive to having people on our streets. Well
(43:34):
it since then, we've we've we've somewhat resolved the settlement.
We've come to an agreement with the solu. We have
policies in place that allow us to remove the encampments
in addition to the new grant's past decision that that
also allows us to be a little more assertive in
enforcing certain laws that we weren't able to before. But
(43:56):
it's important, it's important me to say that, you know,
while we have done some amazing work in you know,
giving public space back to all our citizens, and that means,
you know, our homeless people as well. You know, it's
important that they are used for their intended purpose. And
(44:17):
some areas that that should be traversible, like sidewalks you know,
can't be covered with tents because we have to have
people be able to walk down those sidewalks. Parks should
be able to be enjoyed by children and not have
you know, them rittered with tents and feces. And hyperdilan needles.
So you know, I want to make clear that you know,
we understand that, you know, there has to be some compassion,
(44:40):
and that compassion is you know, we understand that, you know,
people who are in the throes of addiction, they don't
make good decisions. And while they're in the throes of addiction,
you know, they need a little bit of patience while
they get their lives together or come to a place
where they're willing to accept services. But in the meantime,
every one still has to follow the law. You know,
(45:02):
everyone still has to follow the same set of guidelines
and rules that you or I have to follow. And
that's what we're that's what we're back to now. You know,
we were at a place where there was a whole
different set of rules for one population and they had
to follow no rules, they had to follow no laws,
and that was because we were under an injunction. Now
(45:24):
we're back to common sense, and the common senses. Everybody
follows the same set of rules. If the park's closed,
it's close for everybody. If you can't camp in the park,
neither can anyone else, regardless of socioeconomic status, regardless of
a name that they call themselves, whether you want to
call it homeless, you know, temporarily on house. Whatever the
(45:46):
buzzword of the day is. The bottom line is into everydino,
we're following one set of rules.
Speaker 2 (45:53):
That's remarkable and inspiring.
Speaker 4 (45:56):
Right.
Speaker 2 (45:56):
So, for those that are listening, especially our younger group
of audience members, that have thought about joining law enforcement
or entering a law enforcement career, what advice would you
give them?
Speaker 3 (46:14):
And simple, you know, and also seriousness.
Speaker 4 (46:17):
There's a I'm out to work in Samnidino County and
I'm proud to be a part of what I call
a partnership with all of our agencies throughout this region.
You know, we have great relationships. You know, the Samonadino
County probably is one of the tightest groups of law
enforcement professionals there is. I have great relationship with sheriff,
(46:40):
you know, he's one of my my dear friends, and
many of the other chiefs, Michael Rands over in Ontario.
Speaker 3 (46:45):
You know, we're we're we're not just colleagues, you know,
we know each other. We've grown up together in this business.
Speaker 4 (46:51):
So as much as it pays me to say this,
there's a lot of great agencies for some young person
to choose from. And you know, in the making those decisions,
I think you know, one of the one of the
key factors you have to decide on is which community
do you feel and needs your services the most? You know,
which which area do you see yourself working in and
(47:13):
making the biggest impact?
Speaker 3 (47:15):
Uh? What is it that you want to do and
does that agency provide you the opportunity to do that?
You know, in terms of you know what direction you
want your career.
Speaker 4 (47:24):
To go, any specialized assignments, any specialized skills or or
or tasks that you would like to be able to perform.
So you know, all the other stuff will take care
of itself. You know the money and who pays what,
and you know what schedules and and all that stuff.
Those things are almost pretty pretty evil. So the decision
(47:46):
to go into law enforcement has to be based on
your why. You know, And again I started the conversation
with with why, and you know how I know, connect
with my officers and keep them motivated focusing on their why.
Someone coming into this business has to just be clear
on why, why do you want to do this? And
if you're clear on why you want to do it,
where do you want to do, it will become more crystallized.
Speaker 2 (48:08):
Absolutely. So we are coming up towards the end of
the program, Chief Goodman, thank you for everything that you're sharing,
but before we go, please talk about your vision today
and closing out the end of twenty twenty six and beyond.
Speaker 3 (48:24):
Well.
Speaker 4 (48:24):
Well, first of I want to say is as much
as we've done, and I appreciate you allowing me the
opportunity in the platform to highlight some of our many,
many accomplishments, and I want to make sure that I
make clear that we're nowhere near done. And for those
people in the community who may be thinking, well, it's
still I just got my car still last night. Yes,
(48:46):
carme still occurs, and we know that. And I wish
I could say that we will stop all crime, but
that day will probably never come. One of the things
that I do want to emphasize though, is that the
city is undoubtedly safer than this in over twenty years. However,
I acknowledge fullheartedly that it doesn't feel safe because it
(49:08):
doesn't look safe. And the appearance of a city is
based on a lot of other factors, is based on cleanliness,
is based on you know, empty buildings, it's based on
you know, traversible streets, you know, without potholes. So there's
a lot of other things that have to happen in
the city for people to feel is safe. As I know,
(49:29):
we're making it and and that requires you know, collaboration
from a lot of other departments. It requires some investment,
and it requires a little bit of patience. So you know,
that's the first thing I want to leave you know,
any listeners from San Mandino with. But as far as
our future, you know, the future of this.
Speaker 3 (49:46):
Department is very fright. You know, we have a lot
of motivated.
Speaker 4 (49:49):
Officers that are that are committed to doing a lot
of great work for this community. Our officers love this community.
We're our hearts and souls are in this community, even
though those people who don't live here. We're invested, and
I think that we're probably more invested than some people
who may have addresses here because our entire future, our
(50:09):
retirement and everything else is connected to the success of
the city. So no one more than us wants the
city to be successful because we know that we need
it to be, you know, for us to survive. So
we're going to keep doing the great work that we've
been doing. We're going to stay focused on that. You know,
we are pretty good at keeping the distractions out. You know,
(50:31):
there's always some drama going on, you know, but we
try to steer clear of the noise and keep our
head down and as I always say, we keep getting
after it well.
Speaker 2 (50:40):
You know, the canvas that you're creating, a clean slate,
a safe community is step one to really revolutionizing the
downtown area. I'm absolutely excited for the future of your
department and the future of the city of Sanmonandino as
a whole. Thank you very much, Chief Goodman for your work,
for your efforts, and for your innovative approach to transform
(51:04):
a department that was in the throes of so many
challenges before you joined.
Speaker 3 (51:11):
Thank you so much for having me and I look
forward to visiting with you again. If you have doctor, you.
Speaker 2 (51:16):
Will definitely be invited back. We will be following the
evolution of safety in the city of San Bernardino and
the San Manandino Police Department. I'm absolutely thrilled to do
that and excited to keep up with you, Chief Goodman.
Speaker 3 (51:30):
Thank you so much for that.
Speaker 2 (51:31):
All right, thank you for everybody listening. Don't forget to
find us on Facebook, YouTube, LinkedIn, and Instagram. Check us
out on SCBR talk dot com and don't miss my
conversation with doctor Mahamad of Assulam, the third President of
the Keck Graduate Institute, who embarked on his transformative leadership
on July first, twenty twenty four. With an illustrious career
(51:52):
spanning academia, industry, and nonprofit sectors, doctor of Asulam has
dedicated himself to advancing research and technological innovation. As the
inaugural Vice President for Research and Innovation at San Jose
State University, he dramatically expanded student engaged research, boosting funding
from forty seven million to eighty four million dollars in
(52:14):
just five years. His leadership at the University of California
Santa Cruz saw the doubling of invention disclosures and the
establishment of essential innovation resources. Next week, we will have
Fontana Mayor Aquanetta Warren and Deputy City Manager Philip Burham,
who stand as architects of progress, weaving together their visions
(52:35):
for a community on the rise. Under Warren's bold leadership
and burham strategic foresight, Fontana transforms challenges into opportunities championing
inclusivity and innovation. Together, they strive to enhance quality of life,
foster economic growth, and build a resilient future, reflecting a
commitment to unity and empowerment. You do not want to
(52:56):
miss it. We will see you all next week.
Speaker 10 (53:11):
The St
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