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Another "hiring" issue - my boss had a concern about a new employee we had had. She was coming up
to the end of her probationary period. My boss had asked that I evaluate the person. I did an analysis,
and felt that the person was not meeting our standards. We had missed the time to reject her on
probation. So we went through a challenging process and beat back the challenge, we won. If we had
not won we would have had the employee on a permanent basis. I was able to move quickly without
any serious legal challenges. She had multiple protected classes that she would have filed under.

4. Please describe your experience in coordinating, tracking and reporting out on the implementation
of organizational goals, objectives, policies and procedures.

I have a couple examples of that. One example is the 2011 redistricting project of the City. We had a
council commission appointed of 11 charters. We had about 3 months to do the work. San Jose is a
large City so I had to do some things differently to make sure we got out into the City. The newspaper
had editorialized how many special interests were on the commission. I bent over backwards to make
sure we had a very open process, that included recording, and streaming, and having city wide
meetings for the public. We were able to publish the agendas online so that everyone was informed
prior to the meetings. The tape recordings were also available online. I kept the councils informed
about how we were going about it. We had meetings with the Mayor. I had meetings with each of the
Council members. When we were planning the council district meetings I consulted with the council
members so that we tried to capture what their needs were in the process. We came up with the
recommendations that the Council accepted unanimously. I think that was a great example of how I
created a process that was open and transparent and really yielded a positive outcome for everybody.

When I was the City Clerk I was charged with reviewing our Board meeting structure. It was like the
third rail that no one wanted to touch. I was given very direct instruction from the Mayor to get this
done within the year. I had a series of open meetings where we invited people to come in and talk
about their values and how they contribute to the community. I met with the commissions personally
and talked about what we were trying to do. At the end I submitted a draft report and proposed that
the arts commission be combined with another commission. My final recommendation went to the
council and we kept the commissions whole and intact as they were because we determined there
were distinct special interests, and people connected to the council that I was not aware of. My
objective was to reduce the number of boards and commissions, each board and commissions had
their own by-laws, it was hard for residence to come because each commission had their own rules of
engagement, we wanted to standardize that so that there was a similar operating procedure. That was
adopted by the Council, there was a lot of controversy. I was able to put together a plan that was
comprehensive and kept everyone informed, came up with some compromises, and provided them
what they were looking for.
5. Please describe your experience with electronic filing systems as it pertains to this position.

San Jose was one of the first cities that went to electronic filings, lobbyist filings, and those sorts of
things. In that regard, I helped design and implement a electronic filing. As far as agendas and those
sorts of things, that's an area I don't have as much experience in. We had purchased a new automated
system that would modernize the process, we had a very labor intensive process, pretty much paper.
Our filing was email, PDFs, and web postings. At that time we had money in the budget that was
diverted to other purposes as the City was going through some fiscally difficult times. I haven't had the
opportunity to work with programs like Laserfische.