Agenda
• Roadmap Background
• Objectives + Key Results
1. COVID-19 Pandemic: Community and Economic Recovery
2. Emergency Management and Preparedness
3. Ending Homelessness
4. Safe, Vibrant, and Inclusive Neighborhoods and Public Life
5. Powered by People
• Current + Next Steps
1 3.3 City Roadmap Second Quarter
2021-2022 Update
March 8, 2022
Enterprise Priority
Foundational
Strategic Fiscal Positioning +
Resource Deployment
Powered by People
PolicyStrategy
Budgeting for
Equity
City Roadmap
Budgeting,
Accountability, +
Performance
City Workforce
Diversity + Skill
Building
Project
Federal + State
Recovery
Advocacy
Secure City
Cybersecurity
Procurement
Improvement
Pension
Obligation Bond
Analysis
Continuity of City
Services Safe Workplace
Employee
Health
+ Wellness
Drive to Digital Effective Teams
San José City Roadmap | FY 2021-2022
Enterprise Priority
COVID-19 Pandemic:
Community + Economic
Recovery
Emergency Management +
Preparedness
Creating Housing +
Preventing Homelessness
Safe, Vibrant, + Inclusive
Neighborhoods +
Public Life
Building the San José of
Tomorrow with a Downtown
for Everyone
Smart, Sustainable, +
Reliable City: 21
st Century
Infrastructure
Project
Housing
Stabilization
Re-Employment +
Workforce
Development
Small Business
Recovery
Food +
Necessities
Distribution
Digital Equity Child Care
Vaccination Task
Force
Emergency
Housing
Construction +
Operation
Sheltering +
Enhanced
Encampment
Services
Police Reforms
Work Plan
San José 311 +
Service Delivery
Encampment
Waste
Pick-Up
BeautifySJ
Vision Zero
Traffic Safety
Align Zoning with
General Plan
Development
Services
Transformation
Google
Development
Major Real Estate
Development
Projects
Pavement, Fire,
EOC, Transit
Capital
Improvements
Regional
Wastewater
Facility Capital
Improvements
Electrical Service
for Major
Development
Climate Smart
American Cities
Climate
Challenge
Strategy
North San José
Strategy
Equity Strategy
Development
Neighborhood
Services Access
Strategy
BART + High-
Speed Rail
Strategy
Lowering PG&E
Above Market
Costs for Clean
Energy
Policy
Build Back Better
+ Recovery Task
Force
Soft-Story
Building
Earthquake
Retrofit Policy
Encampment
Management +
Safe Relocation
Policy
Approved by Council on March 16, 2021 2
PolicyStrategy
Budgeting for
Equity
City Roadmap
Budgeting,
Accountability, +
Performance
City Workforce
Diversity + Skill
Building
Project
Federal + State
Recovery
Advocacy
Secure City
Cybersecurity
Procurement
Improvement
Pension
Obligation Bond
Analysis
Continuity of City
Services Safe Workplace
Employee
Health
+ Wellness
Drive to Digital Effective Teams
San José City Roadmap | FY 2021-2022
Enterprise Priority
COVID-19 Pandemic:
Community + Economic
Recovery
Emergency Management +
Preparedness
Ending Homelessness
Safe, Vibrant, + Inclusive
Neighborhoods +
Public Life
Building the San José of
Tomorrow with a Downtown
for Everyone
Smart, Sustainable, +
Reliable City: 21
st Century
Infrastructure
Project
Housing
Stabilization
Re-Employment +
Workforce
Development
Small Business
Recovery
Food +
Necessities
Distribution
Digital Equity Child Care
Vaccination Task
Force
Emergency
Housing
Construction +
Operation
Sheltering +
Enhanced
Encampment
Services
Police Reforms
Work Plan
San José 311 +
Service Delivery
Encampment
Waste
Pick-Up
BeautifySJ
Vision Zero
Traffic Safety
Align Zoning with
General Plan
Development
Services
Transformation
Google
Development
Major Real Estate
Development
Projects
Pavement, Fire,
EOC, Transit
Capital
Improvements
Regional
Wastewater
Facility Capital
Improvements
Electrical Service
for Major
Development
Climate Smart
American Cities
Climate
Challenge
Strategy
Equity Strategy
Development
Neighborhood
Services Access
Strategy
BART + High-
Speed Rail
Strategy
North San José
Strategy
Lowering PG&E
Above Market
Costs for Clean
Energy
Policy
Build Back Better
+ Recovery Task
Force
Soft-Story
Building
Earthquake
Retrofit Policy
Encampment
Management +
Safe Relocation
Policy
Approved by Council on March 16, 2021
Enterprise Priority
Foundational
Strategic Fiscal Positioning +
Resource Deployment
Powered by People
3 Objectives + Key Results
1. COVID-19 Pandemic: Community and Economic Recovery
2. Emergency Management and Preparedness
3. Ending Homelessness
4. Safe, Vibrant, and Inclusive Neighborhoods and Public Life
5. Powered by People
4 OBJECTIVESKEY RESULTS
12-month
1. COVID-19 Pandemic: Community + Economic Recovery
3-month
Enterprise Priority
COVID-19 Pandemic:
Community + Economic
Recovery
Project
Housing
Stabilization
Re-Employment +
Workforce
Development
Small Business
Recovery
Food +
Necessities
Distribution
Digital Equity Child Care
Strategy Policy
Build Back Better
+ Recovery Task
Force
2021 Q2 (Oct– Dec) OKRs
Stabilize and
Improve Equitable
Outcomes for All
Empower Our
Community with
Resources that Build
Resiliency
Invest in Our Most
Vulnerable Residents,
Families, Small Businesses,
and Non-Profits
100% goal met > 65% goal met < 65% goal met
Increase legal assistance and tenants’ rights
services capacity by 2 partners
Identify reps from 55 recommended orgs and
conduct the first Recovery Task Force meeting
Outreach to 25 property owners in the Alum Rock
Santa Clara Street Property Business
Improvement District to support small businesses
Achieve Resilience Corps metrics of 85% low
resource census tracts, 85% self-identifying as
BIPOC, and 100% being paid living wage
Approve a Qualified Census Tract strategy to
focus food services on most vulnerable residents
Complete site evaluations and quality standards
assessments for 31 afterschool childcare and 16
Recreation Preschool programs
Assist the State to deploy $26m of Emergency Rental
Assistance Round 2 local funds to 2,000 households
countywide
Enroll 185 Resilience Corps clients into the Learning Environmental, and Small Business pathways
Distribute 109 art and culture grants totaling $2.2m to support arts programs and special events
Facilitate the distribution of 15m meals in the City
Implement a Winter Emergency Food Plan*
Order up to 6,160 school and youth devices through
the Emergency Connectivity Fund
Increase overall enrollment in afterschool and San
José Recreation Preschool programs by 300 youth
Participate in 30 community outreach events to
priority neighborhoods for legal aid and rent relief
Publish a Task Force webpage on City website to
communicate Task Force goals to the community
Initiate relocation of work2future one stop location
to the East Side Environmental Innovation Center
Conduct 12 BoostBizSJ! Business Walks and
Webinars in most heavily impacted COVID-19
commercial corridors to outline resources
Begin construction of the Independence
Community WiFi area
Begin development of SJ311 Community WiFi
service
Launch a Digital Equity awareness campaign
Actual Key Results 5 113
5 Submit a grant proposal for eviction diversion
strategy in partnership with Courts
Develop scope of work for tenant rights/legal aid
partnership with local university
Create a tenant protections and education strategy
and update Council
Integrate sustainable program transition reporting and outreach of food distribution partner agreements
Implement Quality Improvement Plans at all SJ
Recreation Preschool sites to ensure alignment with
Early Education Quality Standards
Conduct a pre-assessment of the Family, Friend, and
Neighbor Caregiver Support Network program using
College and Career Readiness Quality Standards
Establish Recovery Task Force Committees
OBJECTIVESKEY RESULTS
12-month
1. COVID-19 Pandemic: Community + Economic Recovery
3-month
2022 Q3 (Jan – Mar) OKRs
Stabilize and
Improve Equitable
Outcomes for All
Empower Our
Community with
Resources that Build
Resiliency
Invest in Our Most
Vulnerable Residents,
Families, Small Businesses,
and Non-Profits
Distribute remaining 5% of art and culture grant funding to support arts programs and special events
Select Small Business Grant management partner and
finalize program eligibility and evaluation criteria
Facilitate the distribution of 10m meals in the City
Order up to 6,160 school and youth devices through the Emergency Connectivity Fund
Award Andrew P Hill Community WiFi construction contract Award Oak Grove Community WiFi construction contract
Open registration and conduct outreach for upcoming
childcare programming for the Summer 2022 and
Academic Year 2022-2023
Incorporate the Promotora approach to community
engagement in the Recovery Task Force committee
process
Participate in 20 community outreach events in priority areas for legal aid/tenant rights and rental assistance Execute a contract with PATH to support the
Downtown Homeless Response Team
Hold grand opening of work2future one stop career
center to better serve residents and businesses on the
East Side (Las Plumas)
Conduct Resilience Corps training and work
experience opportunities to 150 individuals in high
wage, high growth careers
Hire 5 business development staff to increase capacity to serve vulnerable businesses
Support 50 small businesses through a commercial
anti-eviction resource assistance program
Collect initial data on outreach activities for food
assistance programs
Enterprise Priority
COVID-19 Pandemic:
Community + Economic
Recovery
Project
Housing
Stabilization
Re-Employment +
Workforce
Development
Small Business
Recovery
Food +
Necessities
Distribution
Digital Equity Child Care
Strategy Policy
Build Back Better
+ Recovery Task
Force
Planned Key Results: 22 total goals
6 OBJECTIVESKEY RESULTS
Launch an RFP for a seismic consultant to create an
inventory of structures and building typologies, retrofit measures, and program design
Establish a process to identify a historic review resource through CalOES and FEMA to streamline retrofit
structure review process for compliance
Create an outreach list for soft-story retrofit policy community engagement and education
12-month
2. Emergency Management + Preparedness
3-month
Enterprise Priority
Emergency Management +
Preparedness
Project
Vaccination Task
Force
Strategy Policy
Soft-Story
Building
Earthquake
Retrofit Policy
2021 Q2 (Oct – Dec) OKRs
Partner with the County to organize at least 21 Vaccination Events in priority neighborhoods
Manage and organize 3 on-site employee vaccination events Monitor and report ICU hospital utilization, death rates, other trends, and recent events
Approve a plan to support a possible 5th wave of pandemic Generate 500k digital media impressions with a focus on youth, older adults, and limited English proficiency residents to supplement the County’s communications efforts in reaching priority populations
Formulate a policy for City employee booster vaccinations 100% goal met > 65% goal met < 65% goal met
Support Residents +
Employees for Positive
Health Outcomes During the
COVID-19 Pandemic
Safeguard the Public
Through Disaster Risk
Reduction Policies +
Processes
3 15
7 Actual Key Results
OBJECTIVESKEY RESULTS
Launch an RFP for a seismic consultant to create an inventory of structures and building typologies, retrofit measures, and program design and begin the review of consultant proposals Utilize the criteria from CalOES and FEMA to identify a current employee or consultant that meets the historic review
qualifications required to streamline retrofit structure review and process for compliance
Finalize a community engagement strategy for soft-story retrofit policy outreach and education
12-month
2. Emergency Management + Preparedness
3-month
Enterprise Priority
Emergency Management +
Preparedness
Project
Vaccination Task
Force
Strategy Policy
Soft-Story
Building
Earthquake
Retrofit Policy
2022 Q3 (Jan – Mar) OKRs
Partner with the County to organize at least 15 vaccination events in priority neighborhoods
Manage and organize 3 on-site employee vaccination events Regularly monitor and report case rates, hospitalizations, and deaths amidst the current Omicron surge
Support Residents +
Employees for Positive
Health Outcomes During the
COVID-19 Pandemic
Safeguard the Public
Through Disaster Risk
Reduction Policies +
Processes
8 Planned Key Results: 6 total goals
OBJECTIVESKEY RESULTS
12-month
3. Creating Housing + Preventing Homelessness
3-month
2021 Q2 (Oct – Dec) OKRs
Enterprise Priority
Creating Housing +
Preventing Homelessness
Project
Emergency
Housing
Construction +
Operation
Sheltering +
Enhanced
Encampment
Services
Strategy
North San José
Strategy
Policy
Encampment
Management +
Safe Relocation
Policy
Increase
Production of
Housing
End + Prevent
Homelessness
100% goal met > 65% goal met < 65% goal met
Create Safe + Healthy
Living Conditions for
People who are
Unhoused
Select an operator for Guadalupe Emergency
Interim Housing site
Open two overnight warming locations expanding
shelter capacity by 60 beds
Plan a waterways encampment setback approach
Complete an analysis of potential City-owned
properties for RV safe parking sites
Complete analysis and develop recommendation on
the Opportunity Housing concept
Complete initial implementation of SB9 through
urgency ordinance to enable 4 units per lot
Launch community engagement for the Housing
Element update, including website and participation
in the “Let’s Talk Housing” County Collaborative
Develop consultant scope for Emergency
Interim Housing financial sustainability study
Draft an expansion contract scope for Services,
Outreach, Assistance, and Resources (SOAR)
program to bolster services at homeless
encampments
Submit Project HomeKey grant applications for
2 properties to increase interim/permanent
housing units (Arena Hotel, Branham Monterey)
2 08
9 Actual Key Results
OBJECTIVESKEY RESULTS
12-month
3. Ending Homelessness
3-month
2022 Q3 (Jan – Mar) OKRs
Enterprise Priority
Ending Homelessness
Project
Emergency
Housing
Construction +
Operation
Sheltering +
Enhanced
Encampment
Services
Strategy Policy
Encampment
Management +
Safe Relocation
Policy
Increase
Production of
Emergency +
Interim Housing
Create Safe + Healthy
Living Conditions for
People who are
Unhoused
10 Execute expansion contract for Services, Outreach, Assistance, and Resources (SOAR) program to bolster
services at homeless encampments
Identify 6 additional SOAR expansion sites
Identify the number and location of encampments in 3
project areas in the Direct Discharge Trash
Program along Coyote Creek
Identify potential public properties for overnight vehicle parking, including recreational vehicles (RVs)
Identify consultant for an Emergency Interim
Housing financial feasibility analysis
Partner with the Housing Authority to submit one
Project HomeKey application (Residence Inn Hotel)
Submit one Project HomeKey application to the
State (Pacific Motor Inn)
Review Measure E for potential funding for
Emergency Interim Housing
Planned Key Results: 8 total goals
OBJECTIVESKEY RESULTS
12-month
4. Safe, Vibrant, + Inclusive Neighborhoods + Public Life 3-month
2021 Q2 (Oct – Dec) OKRs
Enterprise Priority
Safe, Vibrant, + Inclusive
Neighborhoods +
Public Life
Project
Police Reforms
Work Plan
San José 311 +
Service Delivery
Encampment
Waste
Pick-Up
BeautifySJ
Vision Zero
Traffic Safety
Strategy
Equity Strategy
Development
Neighborhood
Services Access
Strategy
Policy
100% goal met > 65% goal met < 65% goal met
Create a plan to increase Spanish and Vietnamese
language translation utilization in SJ311 by 10%
Fill 28 BeautifySJ vacancies to enable the City to
scale its encampment waste pick-up services
Complete an encampment outreach and trash
program workflow to clarify the process for
connecting people to social services
Provide 150 scholarships, totaling $160k, to eligible families to increase access to SJ Recreation
Preschool for school year 21-22
Provide 350 scholarships, totaling $550k, to eligible families to increase access to ROCK afterschool for
school year 21-22
Conduct 1 Viva CalleSJ event through Abierto to
bring the community together in neighborhood streets
Support 6 public meetings to engage the
community on reimagining public safety
Approve 3 additional members to the Reimagining
Community Safety Community Advisory Committee
Complete Guadalupe Gardens clean-up phase 1
and phase 2
Make traffic safety improvements at 9 locations
Conduct 39 traffic safety outreach and education
events to engage the community in promoting
safety on roadways
Define 4 equity performance targets for SJ311
Web and Mobile App
Develop 4 accessibility-related enhancements
for SJ311 Web and Mobile Apps
Conduct 2 Racial Equity workshops with Senior
and Executive Staff
Provide 2 Results-Based Accountability
trainings to 10 departments and offices
Steward Trust to
Keep the
Community Safe
Welcome the Community
through Inclusion +
Belonging
Activate Vibrant
Spaces for People to
Access Opportunity +
Services
2 211
11 Actual Key Results
OBJECTIVESKEY RESULTS
12-month
4. Safe, Vibrant, + Inclusive Neighborhoods + Public Life 3-month
2022 Q3 (Jan – Mar) OKRs
Enterprise Priority
Safe, Vibrant, + Inclusive
Neighborhoods +
Public Life
Project
Police Reforms
Work Plan
San José 311 +
Service Delivery
Encampment
Waste
Pick-Up
BeautifySJ
Vision Zero
Traffic Safety
Strategy
Equity Strategy
Development
Neighborhood
Services Access
Strategy
Policy
Steward Trust to
Keep the
Community Safe
Welcome the Community
through Inclusion +
Belonging
Activate Vibrant
Spaces for People to
Access Opportunity +
Services
Implement weekly encampment trash service at up to
230 sites in City jurisdiction
Complete 6 coordinated waterway cleanups with
Valley Water
Develop a Title I School Asset Map to identify public recreation access opportunities based on proximity to
Community Centers and Parks
Develop an expenditure proposal to allocate $10.5m
of ARP funds to expand and enhance access to child
and youth programs and services
Announce non-profit awards (up to $320k) for PRNS
Safe Summer Initiative Grants to provide recreation
programming for vulnerable youth Jun through Aug
Support 9 Reimagining Public Safety Community
Advisory Committee meetings, towards their goal to
develop a set of recommendations by March 2022
Issue an Independent After Action Report on the
City’s response to the Spring 2020 Black Lives
Matter protests
Issue a Use of Force Review that assesses the
City’s use of force policies and makes policy
change recommendations
Report to Council on the Police Department’s
implementation of 21st Century Policing
recommendations
Make traffic safety improvements at 9 locations
Deploy 46 Changeable Message Signs on major
roadways to increase traffic safety awareness
Rollout SJ311 marketing campaign to
communicate service access to low-income
communities and increase service utilization
Deploy 2 Virtual Agents in English, Spanish, and
Vietnamese to increase the language access of
key City services
Deploy 4 priority accessibility enhancements for
SJ311 Web and Mobile Apps
75% of departments complete a draft Racial
Equity Action Plan
Conduct 2 Racial Equity workshops with Senior
and Executive Staff
100% of departments complete a Budgeting for
Equity Worksheet
12 Planned Key Results: 17 total goals
OBJECTIVESKEY RESULTS
12-month
5. Powered by People
3-month
2021 Q2 (Oct – Dec) OKRs
Complete a needs assessment for Employee Health
Services
Complete a mid-program assessment of Trauma-
Informed Resilience-Oriented Organizational Culture
training
Complete two leadership development pilots for 25
employees leading City Roadmap initiatives to build
knowledge, skills, and community for Storytelling,
Change Management, and Community Engagement
Conduct first half of Results Based Accountability
training for Budgeting for Equity (City Roadmap)
Develop a plan to conduct employee stay interviews
Implement 5 changes to Minimum Qualifications
(MQs) that drive workforce diversity
Evaluate proposals and select contractor to lead
development of a citywide Continuity of Operations
Plan (COOP)
Approve an implementation plan for Benefits Leave
Administration
Deploy 9 business process automation workflows
to increase City service efficiency and effectiveness
Measure the adoption of 10 business process
automation workflows in production
Enterprise Priority
Powered by People
Project
Continuity of City
Services Safe Workplace
Employee
Health
+ Wellness
Drive to Digital Effective Teams
Strategy
City Workforce
Diversity + Skill
Building
Policy
Build Processes
that Work for
People
Bust Down Silos
to Build Trust +
Transparency
Nurture Employee
Growth, Safety, +
Wellness
100% goal met > 65% goal met < 65% goal met
Launch procurement for audiovisual system
upgrades in Council Chambers and Committee
Rooms
Launch procurement for OneCity Workplace
employee digital workspace to enable a more
effective distributed workforce
Complete needs inventory and prioritization for
outfitting hybrid conference rooms
Identify options and features for Public
Meeting Management and Agenda Services;
update Smart Cities Committee
Hire 45 positions in the COVID-19 Recovery
Staffing Plan
3 39
13 Actual Key Results
OBJECTIVESKEY RESULTS
12-month
5. Powered by People
3-month
2022 Q3 (Jan – Mar) OKRs
Implement an employee booster policy
Complete a needs assessment for Employee
Health Services
Conduct second round of Trauma-Informed
Resilience-Oriented Culture Building training for
up to 200 employees
Complete a workforce retention pilot with 100
staff trained in conducting employee experience
conversations
Implement 4 changes to Minimum Qualifications
(MQs) that drive workforce diversity
Complete contract to initiate Continuity of
Operations Plan (COOP) activities
Identify departmental representatives to gather
data for Continuity of Operations Plan
Launch a 5th cohort of the Human-Centered
Design Learning Lab with up to 15 employees to
solve for 3 City challenges
Deliver 9 business process automation workflows
to increase City service efficiency and
effectiveness
Measure the adoption of 10 business process
automation workflows in production
Enterprise Priority
Powered by People
Project
Continuity of City
Services Safe Workplace
Employee
Health
+ Wellness
Drive to Digital Effective Teams
Strategy
City Workforce
Diversity + Skill
Building
Policy
Build Processes
that Work for
People
Bust Down Silos
to Build Trust +
Transparency
Nurture Employee
Growth, Safety, +
Wellness
Advertise procurement for audiovisual system
upgrades in Council Chambers and Committee
Rooms
Confirm available resources and revise scope
for OneCity Workplace employee digital
workspace to enable a more effective
distributed workforce
Add all available and desired service
improvements offered by Granicus to City’s
current contract
Establish a citywide hiring goal and launch an
agile hiring process
Hire 25-35 positions in the COVID-19 Recovery
Staffing Plan
14 Planned Key Results: 15 total goals
City Roadmap Team Appreciation
With gratitude to the countless City staff who power the City Roadmap, including the leadership of City Roadmap Executive Sponsors, Senior Staff, Initiative Leads, and the City Roadmap Design Team:
Alex Powell
Alvin Galang
Andrea Flores Shelton
Andrea Truong
Angel Rios
Ann Grabowski
Aurelia Bailey
Blage Zelalich
Carlos Velazquez
Carolina Camarena
Chris Burton
Chris Cambises
CJ Ryan
Dolan Beckel
Erica Garaffo
Erik Jensen
German Sedano
Hal Spangenberg
J. Guevara
Jacky Morales-Ferrand
Jay McAmis
Jeff Ruster
Jennifer Cheng
Jennifer Maguire
Jennifer Schembri
Jill Bourne
Jim Shannon
Jin Kim
John Ristow
Jon Cicirelli
Julia Cooper
Julie Benabente
Katherine Brown
Kelli Parmley
Kerry Adams Hapner
Kerrie Romanow
Kip Harkness
Lam Cruz
Laura Buzo
Lee Wilcox
Lily Lim-Tsao
Lisa Joiner
Lori Mitchell
Lori Severino
Luz Cofresi-Howe
Marcelo Peredo
Maria De Leon
Martina Davis
Matt Cano
Matt Loesch
Nanci Klein
Napp Fukuda
Neil Rufino
Nikolai Sklaroff
Peter Hamilton
Rachel VanderVeen
Ragan Henninger
Ray Riordan
Rob Lloyd
Robert Manford
Rosalynn Hughey
Sarah Zarate
Tom Westphal
Uyen Mai
Zack Struyk
Zulma Maciel
And many more…
15 Next Steps
Draft 2022-2023 City Roadmap Refinement Process
Publish Info Memo (March 4, 2022)
o Release March Budget Message (March)
o Refine draft Administration 2022-2023 City Roadmap (April) o Conduct Budget Study Sessions (May) including…
o Council Roadmap Prioritization – Identify “swaps” to be further evaluated by the Administration in a subsequent Manager’s Budget Addendum (MBA). Potential “swaps” may include, new policy proposals, City Roadmap Backlog, and yellow-lit early considerations 16Process continues on next page…
Next Steps (continued)
Draft 2022-2023 City Roadmap Refinement Process (continued) o Approve the 2022-2023 City Roadmap with the 2022-2023 Adopted Budget through a Manager’s Budget Addendum (June)
2021-2022 City Roadmap Q3 Update
o May 2022
2021-2022 City Roadmap Outcome Measurement
o Q4 Pilot with support of Harvard Business School Community Partners 17 Dolan Beckel, Director, City Manager’s Office of Civic Innovation Rosalynn Hughey, Deputy City Manager
Rob Lloyd, Deputy City Manager
Ray Riordan, Director, Office of Emergency Management
Angel Rios, Deputy City Manager
Lee Wilcox, Assistant City Manager
18 3.3 City Roadmap Second Quarter
2021-2022 Update Report
March 8, 2022