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. Building the San José of Tomorrow with a Downtown for Everyone
6. Strategic Fiscal Positioning and Resource Deployment
7. Powered by People
1 3.3 City Roadmap Third Quarter 2021-
2022 Update
May 24, 2022
PolicyStrategy
Budgeting for
Equity
City Roadmap
Budgeting,
Accountability, +
Performance
City Workforce
Diversity + Skill
Building
Programs and Projects
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: 21st Century
Infrastructure
Programs and Projects
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
2 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. Building the San José of Tomorrow with a Downtown for Everyone
6. Strategic Fiscal Positioning and Resource Deployment
7. Powered by People
3 ❑ 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 workforce 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
100% goal met > 65% goal met < 65% goal metActual Key Results 3 019
OBJECTIVESKEY RESULTS
12-month
1. COVID-19 Pandemic: Community + Economic Recovery
3-month
2022 Q4 (Apr - Jun) 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
Planned Key Results: 20 total goals
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
❑ Launch the Eviction Diversion and Settlement
Program at the Superior Court, assisting 180
households
❑ Establish a weekly collaborative workshop at the
Courthouse for unlawful detainer litigants
❑ Collect data on outreach activities for food assistance programs
❑ Conduct program review and site visits for current
Food partners
❑ Provide data to First Five to complete Applied Survey Research, comparing pre- and post-assessments to
create a program snapshot on the impact of preparing
students for kindergarten
❑ Develop a Community Engagement Plan to
conduct engagement for COVID-19 Recovery Task
Force efforts
❑ Place 375 youth or adults into training and/or a paid work experience related to a demand occupation
❑ Launch the Small Business Grant program targeting rent debt relief
❑ Facilitate the distribution of 7M meals to residents
❑ Implement 2,700 hotspots and 1,500 new Chromebooks
into circulation at Library branches
❑ Complete 60% of construction in Independence, Oak
Grove, and Andrew P Hill area wi-fi networks
❑ Present to City Council a $10.5 million American Rescue Plan spending plan to support children and youth services for the summer and 2022-2023 academic year
❑ Identify non-profit partners and finalize scope of work for Promotores program
❑ Establish a Lived Experience Group to host community
events to gather input on Recovery
❑ Participate in 30 community outreach events in priority areas for legal aid/tenant rights
❑ Participate in 25 community work2future outreach
events to promote its workforce development services
❑ Open the Small Business Resource Center at Quetzal
Gardens in partnership with the Latino Business
Foundation and Excite Credit Union
❑ Select technical assistance providers to augment
small business assistance programs
❑ Finalize design of Silver Creek and Mt. Pleasant area wi-fi networks
❑ Train 200 Recreation Leaders based on After School
site evaluation data
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
❑ Draft 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
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
1 14Actual 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
❑ Complete the review of consultant proposals and identify recommended short-list of seismic consultants
❑ Draft a communication strategy for outreach to soft-story stakeholders
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 Q4 (Apr – Jun) OKRs
❑ Partner with the County to organize at least 15 vaccination events in priority neighborhoods
❑ Maximize transition of Vaccine Champions from City of San José Temp U positions into County of Santa Clara permanent positions ❑ Reach 100,000 digital impressions through newly explored social media channels for public health communications
❑ Identify and secure partnerships to fill potential vaccination service gaps left as the County concludes MoVax program ❑ Complete Vaccination Task Force transition to align with the anticipated Emergency Declaration end-date of June 30, 2022 Support Residents +
Employees for Positive
Health Outcomes During the
COVID-19 Pandemic
Safeguard the Public
Through Disaster Risk
Reduction Policies +
Processes
Planned Key Results: 8 total goals
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
100% goal met > 65% goal met < 65% goal met
Create Safe + Healthy
Living Conditions for
People who are
Unhoused
❑ 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
3 04Actual Key Results
OBJECTIVESKEY RESULTS
12-month
3. Ending Homelessness
3-month
2022 Q4 (Apr – Jun) 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
❑ Bring Services, Outreach, Assistance, and Resources
(SOAR) site expansion criteria to Council for approval
❑ Host a minimum of 5 workshops to communicate and
educate internal and external stakeholders on
Encampment Management Strategy
❑ Complete agreements to open RV parking site at VTA
Santa Teresa in fall 2022
❑ Develop scope to remove biohazards from RVs and other lived-in vehicles
❑ Identify 6 potential sites for emergency housing
and perform site feasibility analysis and
recommend plan to move forward
❑ Execute agreement with consultant for Emergency
Interim Housing financial sustainability study
❑ Approve contracts for services at 6 Emergency
Interim Housing sites for FY22-23
Planned Key Results: 7 total goals
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
100% goal met > 65% goal met < 65% goal met
❑ 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
Steward Trust to
Keep the
Community Safe
Welcome the Community
through Inclusion +
Belonging
Activate Vibrant
Spaces for People to
Access Opportunity +
Services
3 111Actual Key Results
OBJECTIVESKEY RESULTS
12-month
4. Safe, Vibrant, + Inclusive Neighborhoods + Public Life 3-month
2022 Q4 (Apr – Jun) 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
❑ Implement weekly encampment trash service at
100% of sites in City jurisdiction and interagency
partners
❑ Develop, plan, and implement children and youth
focused programs and services for the summer and
academic year of 2022-2023
❑ Receive and respond to Auditor’s Report on the
Children and Youth Bill of Rights audit
❑ Bring forward final recommendations from the
Reimagining Public Safety Community Advisory
Committee to the City Council
❑ Develop a diversity, equity, and inclusion training
plan for the Police Department
❑ Make traffic safety improvements at 5 locations
❑ Make improvements to deter sideshow activities at
6 locations
❑ Deploy "Illegal Fireworks" and "Eviction
Prevention" services in SJ311 app
❑ Deploy a dashboard to measure SJ311’sequity
performance
❑ Conduct a 2-part racial equity training with
100% of City workforce (full-time and part-time
benefitted, non-sworn)
Steward Trust to
Keep the
Community Safe
Welcome the Community
through Inclusion +
Belonging
Activate Vibrant
Spaces for People to
Access Opportunity +
Services
Planned Key Results: 10 total goals
OBJECTIVESKEY RESULTS
12-month
5. Building the San José of Tomorrow with a Downtown for Everyone 3-month
2022 Q3 (Jan – Mar) OKRs
Enterprise Priority
Building the San José of
Tomorrow with a Downtown
for Everyone
Project
Align Zoning with
General Plan
Development
Services
Transformation
Google
Development
Major Real Estate
Development
Projects
Strategy
BART + High-
Speed Rail
Strategy
North San José
Strategy
Policy
100% goal met > 65% goal met < 65% goal met
Plan + Create Diverse,
Inclusive, + Livable
Urban Places
Create Clear, Consistent,
Effective Development
Processes
Connect the
Community through
Multi-Mode Solutions
❑ Complete the initial review of the 35% street plans for Downtown West’s Phase 1 development, in
accordance with approved project in coordination
with other Diridon area projects
❑ Release the Final Environmental Impact Report for
the San José portion of the California High Speed
Rail project
❑ Plan rezonings of approximately 1,000 City lots in
growth areas to align zoning and general plan to
bring to City Council in Q4
❑ Allocate $4.5m in Google community benefits for
economic opportunity pathways, Diridon
neighborhood program, and Fund set-up work
❑ Continue development and environmental review
processes for the entitlement of 13 Downtown and 4
Outside Downtown major real estate projects
❑ Fully staff entitlement review function for real estate development projects
❑ Bring to the Planning Commission an amendment
to the North San José Plan to allow housing and
affordable housing development to move forward
❑ Complete development and testing for
SJPermits “Self-Start Application” feature
❑ Launch Planning Division Subdivision Template
on SJePlans to enable development customers
to electronically review their plan submissions
❑ Develop 3 new administrative processes to
support implementation of the Downtown West
project
❑ Onboard a Downtown Construction Manager to
coordinate a construction management
approach across Diridon Station Area Projects
1 010Actual Key Results
OBJECTIVESKEY RESULTS
12-month
5. Building the San José of Tomorrow with a Downtown for Everyone 3-month
2022 Q4 (Apr – Jun) OKRs
Enterprise Priority
Building the San José of
Tomorrow with a Downtown
for Everyone
Project
Align Zoning with
General Plan
Development
Services
Transformation
Google
Development
Major Real Estate
Development
Projects
Strategy
BART + High-
Speed Rail
Strategy
North San José
Strategy
Policy
Plan + Create Diverse,
Inclusive, + Livable
Urban Places
Create Clear, Consistent,
Effective Development
Processes
Connect the
Community through
Multi-Mode Solutions
❑ Release the Downtown Transportation Plan to solicit
public input for upcoming growth and investments in
Downtown
❑ Award tunneling contract for BART Silicon Valley
extension from Berryessa/North San José into East
and Downtown San José
❑ Approve rezonings of approximately 1,000 City lots
in growth areas to align zoning and general plan
❑ Adopt an ordinance to establish the Community
Advisory Committee for the Community
Stabilization and Opportunity Pathways Fund
(Google community benefit)
❑ Continue development and environmental review
processes for the entitlement of 13 Downtown and
4 Outside Downtown major real estate projects
❑ Approve amendment to North San José
Development Area Policy and related documents to
advance development in North San José
❑ Complete development for SJPermits v2.1.0 to
enable customers to submit their applications
online
❑ Complete development of electronic plan review
and submission software for Building Division
❑ Onboard two new Diridon team members to
manage Downtown West budget and
administrative process and to implement district-
wide projects
Planned Key Results: 9 total goals
OBJECTIVESKEY RESULTS
12-month
6. Strategic Fiscal Positioning + Resource Deployment
3-month
2022 Q3 (Jan – Mar) OKRs
Enterprise Priority
Strategic Fiscal Positioning +
Resource Deployment
Project
Federal + State
Recovery
Advocacy
Secure City
Cybersecurity*
Procurement
Improvement
Pension
Obligation Bond
Analysis
Strategy
Budgeting for
Equity
City Roadmap
Budgeting,
Accountability, +
Performance
Policy
100% goal met > 65% goal met < 65% goal met
❑ Hold a Senior Staff Procurement Improvement
Overview to educate City leadership on
recommendations and next steps
❑ 100% of departments complete a Budgeting for
Equity Worksheet to inform development of the 2022-
2023 budget and drive more equity analysis into
budget decisions
❑ Establish Q3 Objectives and Key Results and status
reporting process with three Enterprise Priorities
❑ Launch a pro bono project with Harvard Community
Partners to create and pilot a City Roadmap outcome
and performance evaluation framework
❑ Advocate for and secure delegation member
support for more than $10M in FY23 state
earmarked funds
❑ Receive $2.5M in FY22 federal earmarked funds for
Community Safety and Digital Equity programs
❑ Monitor rollout of federal and state funding
opportunities connected to the Infrastructure
Investment and Jobs Act
❑ Advocate with state delegation members and the
Governor’s office to state City priorities resulting in sponsor or support for 5 legislative priorities
❑ Secure City/Cybersecurity: operational
activities*
❑ Completed Pension Obligation Bond Notice
Period
*Key Results regarding this initiative are confidential Support + Respond
to Community
Needs
Build, Improve, +
Sustain Inclusive
Fiscal Practices
Steward +
Safeguard Public
Resources
1 09Actual Key Results
OBJECTIVESKEY RESULTS
12-month
6. Strategic Fiscal Positioning + Resource Deployment
3-month
2022 Q4 (Apr – Jun) OKRs
Enterprise Priority
Strategic Fiscal Positioning +
Resource Deployment
Project
Federal + State
Recovery
Advocacy
Secure City
Cybersecurity*
Procurement
Improvement
Pension
Obligation Bond
Analysis
Strategy
Budgeting for
Equity
City Roadmap
Budgeting,
Accountability, +
Performance
Policy
❑ Present Procurement Improvement Status Report
to Smart Cities and Service Improvements
Committee and City Council
❑ Achieve 75% of staff rating the Budgeting for Equity
worksheet as “Helpful” in embedding racial equity
implications into decision-making
❑ Approve a 2022-2023 City Roadmap to focus the
City on its most critical change initiatives
❑ Achieve 75% green status of Q4 City Roadmap Key
Results by supporting Executive Sponsors
❑ Secure $10m in State funding to support Housing
and Vision Zero initiatives that have already been
championed by State delegation members
❑ Advocate for and secure a second State earmark
aligned with legislative priorities
❑ Submit 7 Federal earmark funding requests for
community projects that are aligned with the
Strategic Project List, Legislative Priorities, and
Federal Guidance on Community Project Requests
❑ Advocate for key legislation with regard to
Emergency Preparedness Funding and ADA-
specific financial assistance for small businesses
❑ Develop and execute advocacy strategy in support
of Federal RAISE grant that will assist in the
transformation of Diridon station.
❑ Secure City Cybersecurity: operational
activities*
❑ Pension Obligation Bond Analysis: validation
work in process
❑ Develop a Pension Funding Policy for Council
consideration in fall 2022
*Key Results regarding this initiative are confidential Support + Respond
to Community
Needs
Build, Improve, +
Sustain Inclusive
Fiscal Practices
Steward +
Safeguard Public
Resources
Planned Key Results: 12 total goals
OBJECTIVESKEY RESULTS
12-month
7. 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
100% goal met > 65% goal met < 65% goal met
❑ 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
4 110Actual Key Results
OBJECTIVESKEY RESULTS
12-month
7. Powered by People
3-month
2022 Q4 (Apr – Jun) OKRs
❑ Execute vendor contract for a revised employee
health services program
❑ Identify 20 participants for core implementation teams for Trauma-Informed Resilience-Oriented Culture
Building strategies in 3 additional department
❑ Analyze workforce retention pilot results and
recommendations for scaling employee experience
conversations
❑ Conduct a Community of Practice pilot for Human-
Centered Design
❑ Approve a qualified vendors list for organization
training and development services in partnership with
the Office of Racial Equity
❑ Implement 10 changes to Minimum Qualifications
(MQs) that drive workforce diversity
❑ Identify department representative and initiative
data collection for Continuity of Operations Plan
❑ Implement 5 process improvements for Benefits
Leave Administration
❑ Deliver 6 business process automation workflows
to increase City service efficiency and
effectiveness
❑ Develop Easy Employee Onboarding Workflow
Prototype
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 re-bid procurement for audiovisual
system upgrades in Council Chambers and
Committee Rooms
❑ Add Granicus high-definition streaming feature
improvement to City’s current contract
❑ Develop a signed project charter for OneCity
Workplace employee digital workspace to
enable a more effective distributed workforce
❑ Launch a citywide analyst I/II recruitment to
identify candidates for citywide analyst
vacancies
❑ Hire 225-300 positions for citywide vacancies
(new)
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 Chiarella Jensen
German Sedano
Hal Spangenberg
J. Guevara
Jacky Morales-Ferrand
Jay McAmis
Jeff Ruster
Jennifer Cheng
Jennifer Maguire
Jennifer Schembri
Jill Bourne
Jim Shannon
John Ristow
Jon Cicirelli
Julia Cooper
Julie Benabente
Khaled Tawfik
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
Steve Donahue
Tom Westphal
Uyen Mai
Zack Struyk
Zane Barnes
Zulma Maciel
And many more…
18 Lee Wilcox, Assistant City Manager
Kip Harkness, Deputy City Manager
Angel Rios, Deputy City Manager
Rosalynn Hughey, Deputy City Manager
Rob Lloyd, Deputy City Manager
Dolan Beckel, Director, City Manager’s Office of Civic Innovation Erik Chiarella Jensen, Assistant to the City Manager
18 3.3 City Roadmap Third Quarter 2021-
2022 Update Report
May 24, 2022