Agenda
1. Roadmap Background
2. Status Report Q4 2021-2022
3. Initiative Plans for 2022-2023
4. Status Report Q1 2022-2023
5. Next Steps
1 3.5 City Initiatives Roadmap
Fourth Quarter 2021-2022 Update
September 27, 2022
Roadmap Background
▪ The Great Recession and “Priority Setting”
▪ “Small Bytes” – Nailing then Scaling Roadmaps and Cultural Change ▪ Enterprise Priorities
▪ COVID-19 and the First Council Approved City Initiatives Roadmap ▪ 2021-2022 Q4 Report Milestone and Accomplishments
▪ 2022-2023 Priorities - City Initiatives Roadmap
▪ Report Conclusion - Lessons Learned and Path Forward
2 Initiatives
Federal + State
Recovery Advocacy
Secure City
Cybersecurity
Procurement
Improvement
Pension Obligation
Bond Analysis Budgeting for Equity
City Roadmap
Budgeting,
Accountability, +
Performance
Continuity of City
Services Safe Workplace
Employee
Health
+ Wellness
Drive to Digital Effective Teams
City Workforce
Diversity + Skill
Building
2021-2022 City Initiatives Roadmap
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
Initiatives
Housing Stabilization
Re-Employment +
Workforce
Development
Small Business
Recovery
Food + Necessities
Distribution Digital Equity Child Care Build Back Better + Recovery Task Force
Vaccination Task
Force
Soft-Story Building
Earthquake Retrofit
Policy
Emergency Housing
Construction +
Operation
Sheltering +
Enhanced
Encampment
Services
Encampment
Management + Safe
Relocation Policy
Police Reforms Work
Plan
San José 311 +
Service Delivery
Encampment Waste
Pick-Up
BeautifySJ
Vision Zero
Traffic Safety
Equity Strategy
Development
Neighborhood
Services Access
Strategy
Align Zoning with
General Plan
Development Services
Transformation Google Development
Major Real Estate
Development
Projects
BART + High-Speed
Rail Strategy
North San José
Strategy
Pavement, Fire, EOC,
Transit Capital
Improvements
Regional Wastewater
Facility Capital
Improvements
Electrical Service for
Major Development
Climate Smart
American Cities
Climate Challenge
Lowering PG&E
Above Market Costs
for Clean Energy
Approved by Council on March 16, 2021
Enterprise Priority Foundational
Strategic Fiscal Positioning +
Resource Deployment
Powered by People
3 Initiatives
Emergency Fiscal
Recovery +
Planning
Outcomes, Equity
Indicators, +
Performance
Management
Disparity Study
Advancing Equity
through Culture +
Practice
Procurement
Improvement
Workforce
Diversity + Talent
Pipeline
Citywide Hiring
Employee
Wellbeing,
Growth, +
Retention
Digital Workforce
Customer Service
Vision +
Standards
2022-2023 City Initiatives Roadmap
Initiatives
Housing
Stabilization
Re-Employment +
Workforce
Development
Small Business
Recovery +
Resilience
COVID-19
Recovery Task
Force
Disaster Ready +
Climate Smart
Reliable
Infrastructure
Resilience
Clean Energy
Resilience
Water Supply
Resilience
Natural
Environment
Restoration
Emergency
Housing System
Expansion
Encampment
Services,
Outreach,
Assistance, +
Resources
Encampment
Management +
Safe Relocation
Emergency
Housing
Financial
Sustainability
Safety Net
Services County
Coordination
Police Reforms Vision Zero
Traffic Safety
City Services
Continuity of
Operations
Children + Youth
Services Master
Plan
Education, Digital
Equity, + Digital
Literacy
BeautifySJ
Encampment
Trash Services
BeautifySJ
Vehicle Blight
Child Care Siting
Policy Update
Align Zoning with
General Plan
Development
Services Process
Improvements
Google
Downtown West
Development
BART Silicon
Valley Extension
Airport
Connector +
Diridon Station
North San José High-Speed Rail
Wage Theft
Prevention Policy
+ Responsible
Contractor
Ordinance
Affordable
Housing on
Assembly Use
Sites Policy
(YIGBY)
Enterprise Priority Foundational
Strategic Fiscal Positioning and
Resource Deployment
Powered by People
Approved by Council on May 16, 2022
Enterprise Priority
COVID-19 Pandemic Community
and Economic Recovery
Sustainable and Resilient City
Infrastructure and Emergency
Preparedness
Ending Homelessness
Safer San José
Clean, Vibrant, and Inclusive
Neighborhoods and Public Life
Building the San José of
Tomorrow with a Downtown for
Everyone
4 City Initiatives Roadmap Status Report
• Q4 2021-2022 Actual Key Results Status Report by Enterprise Priority • 2022-2023 Planned Annual Key Results by Enterprise Priority • Q1 2022-2023 Planned Key Results by Enterprise Priority 5 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
❑ 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 WiFi 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
100% goal met > 65% goal met < 65% goal met2 117Actual Key Results 6 Initiative
Housing
Stabilization
Re-Employment +
Workforce
Development
Small Business
Recovery
Food +
Necessities
Distribution
Digital Equity Child Care
Build Back Better
+ Recovery Task
Force
Enterprise Priority
COVID-19 Pandemic: Community
+ Economic Recovery
OBJECTIVES
12-month
1. COVID-19 Pandemic: Community + Economic Recovery
12-month
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
Housing
Stabilization
• Assist 200 households in the Eviction Diversion and Settlement Program • Assist 440 households with Emergency Rental Assistance funds • Transition Eviction Diversion and Settlement Program and the weekly Eviction Prevention Clinic to the Housing Department's Rent Stabilization and Tenant Protection Program Re-Employment +
Workforce
Development
• Engage 200 Resilience Corps Phase 2 program participants in work experience with 80% BIPOC and 80% or more with 2 or more barriers to employment • Conduct 4 large job fairs with over 125 unique employers and resource agencies to support area residents • Serve 650 youth and adult clients from COVID-19 equity zip codes and census tracts with job counseling, training, and/or employment services Small Business
Recovery +
Resilience
• 90% of funded cultural organizations rating the arts grant program "good" to "excellent" based on responsiveness • Assist up to 300 small businesses with rental relief grants • Engage business technical services providers to assist 375 San Jose small businesses in business recovery, operations and sustainability • Execute ground floor activation grants that will help up to 60 small businesses activate vacant storefronts, extend their outdoor operations and enhance the street level experience COVID-19
Recovery Task
Force
• Complete COVID-19 Recovery Task Force activities and deliver Recovery recommendations for allocation of $2M recovery fund to City Council • Increase access to Recovery resources for >10,000 residents, families, small businesses, and non-profits • Train >21 promotores to assist with community outreach for COVID-19 Recovery resources • Identify and pilot tracking indicators for long-term Recovery monitoring
ANNUAL KEY RESULTS
(definitions of done)
7 OBJECTIVESKEY RESULTS
12-month
1. COVID-19 Pandemic: Community + Economic Recovery
3-month
2023 Q1 (Jul - Sep) 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: 11 total goals
Initiative
Housing
Stabilization
Re-Employment +
Workforce
Development
Small Business
Recovery +
Resilience
COVID-19
Recovery Task
Force
Enterprise Priority
COVID-19 Pandemic: Community
+ Economic Recovery
❑ Participate in 30 community events in priority areas
for legal and tenant rights
❑ Assist 110 households at the weekly collaborative
Courthouse workshops
❑ Select technical assistance providers to
augment small assistance programs
❑ Distribute Rent Relief Program Grants to up to 100
small businesses
❑ Execute grant agreements with nonprofit art
organizations to distribute $2M in American Rescue
Plan funds in Fiscal Year 2022-2023
❑ Commence work experience for 150 Resilience
Corps Phase 2 program participants with 80%
BIPOC and 80% or more with 2 or more barriers
to employment
❑ Conduct 2 large job fair with 70 employers and
resource agencies to support area residents
❑ Provide 175 youth and adult clients from COVID-
19 hotspots with job counseling, training, and/or
employment services
❑ Host a COVID-19 Recovery Community
Resource Fair and connect residents to existing
Recovery resources
❑ Train 21 Promotores to assist in community
outreach/engagement on Recovery resources
❑ Assist 52 households in the Eviction Diversion
and Settlement Program
❑ Create Phase 2 program criteria to distribute the
remaining funds from Small Business Rent
Relief Program
❑ Analyze and share results of COVID-19
Recovery Task Force community engagement
to inform recommendations
8 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
❑ Create a draft communication strategy for outreach to soft- story stakeholders
12-month
2. Emergency Management + Preparedness
3-month
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 exit strategy to align with the anticipated Emergency Declaration end-date of June 30, 2022 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 07Actual Key Results
9 Initiative
Vaccination Task
Force
Soft-Story
Building
Earthquake
Retrofit Policy
Enterprise Priority
Emergency Management +
Preparedness
OBJECTIVESWORKSTREAMS
12-month
2. Sustainable + Resilient City Infrastructure + Emergency Preparedness Natural
Environment
Restoration
Disaster Ready
+
Climate Smart
Clean
Energy
Resilience
Infrastructure
Resilience
Water
Resilience
2023 Q1 (Jul - Sep) OKRs
10 Prepare the City
for the Next
Disaster
Seismically Safe
“Soft Story”
Apartments
Climate Smart
Decarbonization
& Mitigation
Understand
Sea-Level Rise
Rebuild Regional
Wastewater
Facility
Create New
Water Supply
Opportunities
Sustainable
Sewers -
Sanitary & Storm
Green
Infrastructure
(Stormwater)
Deploy Micro
Grids for
Resilience
Downtown Large
Project
Electrification
City Wide
Building
Electrification
Electric Vehicle
Charging
Infrastructure
Complete
Funded Projects
(Measure T)
Address
Infrastructure
Backlog + O&M
Seek New
State/Federal
Funding & Policy
Ensure
Cybersecurity
Restore the
Urban Tree
Canopy
Protect Coyote
Valley Open
Space
OBJECTIVESKEY RESULTS
12-month
3. Ending Homelessness
3-month
2022 Q4 (Apr – Jun) OKRs
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
❑ 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 2 Bridge Housing
Community sites, 3 existing Emergency Interim
Housing sites, and 1 new Emergency Interim
Housing site for FY22-23
1 15Actual Key Results
11 Initiative
Emergency
Housing
Construction +
Operation
Sheltering +
Enhanced
Encampment
Services
Encampment
Management +
Safe Relocation
Policy
Enterprise Priority
Ending Homelessness
OBJECTIVES
12-month
3. Ending Homelessness
Increase Production and
Achieve Operational
Sustainability of
Emergency Housing
Create Safe and Healthy
Living Conditions for
People who are
Unhoused
Prevent People from
Entering into
Homelessness
12-month
Emergency
Housing System
Expansion
• 30% of people successfully exit into stable housing from any interim housing • 400 temporary housing units (EIH and HomeKey) completed and added to the emergency housing system (400 is HomeKey unit goal) • 8 emergency housing sites identified (4 HomeKey sites, 4 EIH new or densified sites) Encampment
Services,
Outreach,
Assistance, and
Resources
• 30% of people living in SOAR sites successfully exit into shelter, temporary or permanent housing • Five SOAR expansion sites serviced
Encampment
Management and
Safe Relocation
• 50% of serviced encampment locations are meeting standards for cleanliness and cooperation • Secured bio-waste removal and disposal funding to service ~1,000 Recreational Vehicles • Implement Phase 1 of new data management system for the encampment management system and outreach services Emergency
Housing Financial
Sustainability
• Complete San Francisco Foundation study on Emergency Housing Sustainability • City Council approval of new interim housing model/sustainability plan Safety Net
Services County
Coordination
• Increase alignment of City homelessness efforts through coordinated delivery in three County Departments
ANNUAL KEY RESULTS
(definitions of done)
12 OBJECTIVESKEY RESULTS
12-month
3. Ending Homelessness
3-month
2023 Q1 (Jul – Sep) OKRs
100% goal met > 65% goal met < 65% goal met
Planned Key Results: 8 total goals
❑ Execute contract for expanded services, outreach,
assistance and resources at encampments to
support 5 sites
❑ House 149 people living at Guadalupe Gardens in
interim or permanent housing
❑ Implement the Encampment Risk Criteria Checklist to
prioritize sites for possible abatement
❑ Implement the Good Neighbor Policy (12x12
strategy)
❑ Execute contract for services and operations at
Guadalupe emergency housing site to increase
emergency housing capacity by 96 units
❑ Complete agreements to open RV parking site at
VTA Santa Teresa in fall 2022 to establish
capacity by 45 spaces
❑ Complete Phase 1 and 2 of emergency housing
sustainability study with lived experience focus
group interviews and research on best practices
and operations costs
❑ Evaluate capacity of prevention system to
determine annual goal for homelessness
prevention in San Jose
Initiative
Emergency
Housing System
Expansion
Encampment
Services,
Outreach,
Assistance, and
Resources
Encampment
Management and
Safe Relocation
Emergency
Housing
Financial
Sustainability
Safety Net
Services County
Coordination
Enterprise Priority
Ending Homelessness
Increase Production and
Achieve Operational
Sustainability of
Emergency Housing
Create Safe and Healthy
Living Conditions for
People who are
Unhoused
Prevent People from
Entering into
Homelessness
13 OBJECTIVES
12-month
4. Safer San José
Steward Trust to
Keep the
Community Safe
Provide Safe and
Secure Streets for
All Users
Continue City
Services in
Emergencies
12-month
Police Reforms
+
Operational
Improvements
• Bring to the Public Safety, Finance and Strategic Support (PSFSS) Committee an analysis of recommendations to the Police Department for reform and operational improvement from the 21st Century Policing Report, Use of Force Report, Internal After Action Report (prepared by the Police Department), Internal After Action Report (prepared by OIR Group), Reimagining Public safety Community Advisory Committee Report, and other recommendations (Independent Police Auditor, City Auditor, State Audit of Biased Conduct, Traffic and Pedestrian Stop Study) • Prior, and following the Joint County Public Safety and Justice Committee, and City’s Public Safety, Finance, and Strategic Support Committee convene the newly developed Interagency Working Group (County, City, and District Attorney’s) focused on Booking Process, Jail Population, coordination, operational efficiencies, and alternatives to incarceration, including indirect policy and programmatic needs.
Vision Zero
Traffic Safety • Improve traffic safety to 2.2 injury crashes per 1,000 population through traffic safety improvement projects, messaging and signage along roadways, and traffic safety outreach and education City Services
Continuity of
Operations
• Conduct department interviews and data collection to build continuity of operation plan foundation • Create a draft City Service Continuity of Operations Plan and train departments on how to use the Continuity of Operations Plan in an emergency
ANNUAL KEY RESULTS
(definitions of done)
14 OBJECTIVESKEY RESULTS
12-month
4. Safer San José
3-month
Planned Key Results: 10 total goals
❑ Make traffic safety improvements at 6 locations
❑ Make quick build data-driven safety improvements on
2.3 miles along the Priority Safety Corridors
❑ Implement a web portal for police records compliant
with SB 1521
❑ Make policy recommendations based on the Body-
Worn Camera Footage audit
❑ Enact duty manual amendments that will
accomplish 19 recommendations for policy reform
related to 1st Amendment activity and civil
disturbances
❑ Issue a Request for Proposals to allow public
review and comment on policy changes from the
Police Department website
❑ Implement SJPD Booking procedures and pilot
program aimed at improving rearrestee detention
❑ Identify department representatives to conduct
continuity of operations workplan
❑ Train 29 department representatives on data
collection for City service continuity of
operations planning
❑ Conduct department initial interviews to build
continuity of operation plan foundation
Initiative
Police Reforms Vision Zero
Traffic Safety
City Services
Continuity of
Operations
Enterprise Priority
Safer San José
Steward Trust to
Keep the
Community Safe
Provide Safe and
Secure Streets for
All Users
Continue City
Services in
Emergencies
2023 Q1 (Jul – Sep) OKRs
15 OBJECTIVESKEY RESULTS
12-month
4. Safe, Vibrant, + Inclusive Neighborhoods + Public Life 3-month
2022 Q4 (Apr – Jun) OKRs
100% goal met > 65% goal met < 65% goal met
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
100% of sites in City jurisdiction and interagency
partners
❑ Develop, plan, and implement children and youth
focused programs and services for the summer and
plan for 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)
2 08Actual Key Results
16 Initiative
Police Reforms
Work Plan
San José 311 +
Service Delivery
Encampment
Waste
Pick-Up
BeautifySJ
Vision Zero
Traffic Safety
Equity Strategy
Development
Neighborhood
Services Access
Strategy
Enterprise Priority
Safe, Vibrant, + Inclusive
Neighborhoods +
Public Life
OBJECTIVES
12-month
5. Clean, Vibrant, + Inclusive Neighborhoods + Public Life Clean the City’s
Public Spaces
Welcome the Community
through Inclusion +
Belonging
Activate Vibrant
Spaces for People to
Access Opportunity +
Services
12-month
Children + Youth
Services Master
Plan
• Complete development of the Children and Youth Services Master Plan • 90% of youth participants make healthier decisions as a result of their participation in summer camps and after school programs • 90% of library program/class participants whose knowledge or skills have increased or improved (SJ Aspires) • Increase access for 1,316 children and youth from low-income and vulnerable families to services and programs Education, Digital
Equity, + Digital
Literacy
• 30,000 unique logins per month in each active Community WiFi network • 90% of library program/class participants whose knowledge or skills have increased or improved (SJ Learns) BeautifySJ
Encampment
Services
• 80% of encampment inquiries are responded to within 3 weeks • 80% of encampments in the City receiving on-time trash services • Implement Phase 1 of new data management system for the encampment management system and outreach services BeautifySJ
Vehicle Blight
• Design, fund, and contract an interim service/solution to handle 100% of priority biowaste cases • Complete design, budgeting, and coordinated vehicle blight response system implementation Child Care Siting
Policy Update • Expand facility childcare space by 3,000 square feet and 50 children through a payment to 777 West San Carlos facility developer Other Initiatives
• 56 parks activated increase community connection, sense of identity, and belonging (Viva CalleSJ) • 75% of participants report an increase in their sense of identity and belonging (Viva CalleSJ) • 75% of participants report an increase in community interactions (Viva CalleSJ) • 50% of Welcoming San Jose Plan strategies are implemented which will result in improved sense of inclusion and belonging by foreign born residents (Welcoming San José) • 500 participants from across the US attend the Welcoming Interactive conference in the spring 2023 (Welcoming San José) • Restore and enhance senior services activities to reduce social isolation (Senior Services) • Restore and enhance therapeutics services at Grace, Mayfair, Camden, Bascom, and Seven Trees Community Centers (ADA / Therapeutics)
ANNUAL KEY RESULTS
(definitions of done)
17 OBJECTIVESKEY RESULTS
12-month
5. Clean, Vibrant, + Inclusive Neighborhoods + Public Life 3-month
2023 Q1 (Jul – Sep) OKRs
❑ Launch 29 child care programs for up to 1,250
students (grade K-8) at two City Youth Centers, three
Community Centers, and 24 schools
❑ Launch 22 San José Recreation Preschool classes
for up to 348 children (ages 3-5) across 14
Community Centers and parks
❑ Complete Construction in Independence and Andrew
P. Hill Community WiFi areas
❑ Award Construction contracts for Mt. Pleasant and
Silver Creek Community WiFi areas
❑ Allocate Childcare Tenant Improvement Fund award
of $247,500 to the 777 West San Carlos affordable
housing project to effectuate development of a 3,000
sf licensed childcare space on site, planned to serve
up to 50 children
❑ Complete encampment abatement at Spring and
Hedding at Guadalupe Gardens
❑ Submit RV biowaste removal and disposal proposal
❑ Launch encampment concerns intake form
❑ Relaunch quarterly visual assessments
❑ Plan and develop funding and procurement options
for biowaste handling
❑ Complete initial design of vehicle blight response
system
❑ Expand awareness of digital equity and
education resources through alignment with
Promotores
Clean the City’s
Public Spaces
Welcome the Community
through Inclusion +
Belonging
Activate Vibrant
Spaces for People to
Access Opportunity +
Services
Planned Key Results: 10 total goals
Initiative
Children + Youth
Services Master
Plan
Education, Digital
Equity, + Digital
Literacy
BeautifySJ
Encampment
Trash Services
BeautifySJ
Vehicle Blight
Child Care Siting
Policy Update
Enterprise Priority
Clean, Vibrant, + Inclusive
Neighborhoods + Public Life
18 OBJECTIVESKEY RESULTS
12-month
5. Building the San José of Tomorrow with a Downtown for Everyone 3-month
2022 Q4 (Apr – Jun) OKRs
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
❑ 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
1 26Actual Key Results
19 Initiative
Align Zoning with
General Plan
Development
Services Process
Improvements
Google
Downtown West
Development
Major Real Estate
Development
Projects
BART + High-
Speed Rail
Strategy
North San José
Strategy
Enterprise Priority
Building the San José of
Tomorrow with a Downtown for
Everyone
Align Zoning with
General Plan • Complete re-zonings of approximately 7,000 parcels to align with General Plan Development Services
Process Improvements
• Complete the SJPermits Application Wizard to assist customers in their online application process • Pilot Building Inspection Streamline Program to conduct sample inspections for low-risk inspections for customers who consistently pass inspection Google Downtown West
Development
• Complete the horizontal conformance review process for Phase 1 Downtown West construction to enable site work and infrastructure improvements • Complete the appointment process for the Community Stabilization and Opportunities Pathway Fund Commission and begin regular meetings • Complete the outreach process to generate recommendations for Gardner Community Center programming ($1 million) BART Silicon Valley
Extension
• Review VTA BART Construction Package 2: Tunnel and Trackwork design with Construction Outreach Mitigation Plan for permit • Review plans for VTA Cinnabar Parking Garage to enable surface lots near Diridon Station to be prepared for construction staging Airport Connector +
Diridon Station
• Enter into pre-development agreement with at least one private partner for the Airport Connector • Award contract by December 2022 and initiate business case for Diridon Station North San José
• Complete identification of additional housing sites
• Complete rezoning and General Plan amendments for additional housing sites (affordable and market-rate) • Complete North San Jose Affordable Housing Implementation Plan High-Speed Rail • Certify the Final Environmental Impact Report for the San Francisco – San José segment of the California High-Speed Rail project • Initiate consultant work on grade separations for Monterey Corridor (funded by $7.5 million federal Consolidated Rail Infrastructure & Safety Improvements grant) Wage Theft Prevention
Policy + Responsible
Contractor Ordinance
• Complete revised Wage Theft Prevention Policy
• Complete draft Responsible Contractor Ordinance
Affordable Housing on
Assembly Use Sites
Policy (YIGBY)
• Complete the environmental analysis and policy development for Affordable Housing on Assembly Use Sites (YIGBY)
OBJECTIVES
12-month
6. Building the San José of Tomorrow with a Downtown for Everyone Create Clear,
Consistent, Effective
Development
Processes
Connect the
Community
through Multi-Mode
Solutions
Plan Diverse,
Inclusive, and
Livable Urban
Places
12-month
Build an
Affordable
Housing Market
ANNUAL KEY RESULTS
(definitions of done)
20 OBJECTIVESKEY RESULTS
12-month
6. Building the San José of Tomorrow with a Downtown for Everyone 3-month
2023 Q1 (Jul – Sep) OKRs
Planned Key Results: 15 total goals
Initiative
Align Zoning with
General Plan
Development
Services Process
Improvements
Google
Downtown West
Development
BART Silicon
Valley Extension
Airport
Connector +
Diridon Station
North San José High-Speed Rail
Wage Theft
Prevention Policy
+ Responsible
Contractor
Ordinance
Affordable
Housing on
Assembly Use
Sites Policy
(YIGBY)
Enterprise Priority
Building the San José of
Tomorrow with a Downtown for
Everyone
❑ Complete Owner’s Advisor Agreement
for BART and Downtown West
Geotechnical Consultant
❑ Advance VTA CoOp #2 Agreement to
allow BART to cover Tunnel and
Trackwork design and permitting costs
❑ Enter into agreement with >1 private
partner for the Airport Connector
❑ Certify the Final Environmental Impact
Report for the San Francisco – San
José segment of the California High-
Speed Rail project
❑ Select an affordable housing
developer for the Autumn Street
Parcels site that Google conveyed
to the City as a community benefit
❑ Finalize the transportation
analysis scope for the CEQA
review of YIGBY policy update
❑ Release the draft 2023-2031
Housing Element for public
comment
❑ Release SJPermits v2.1.0 to enable
customer to submit their applications
online for Fire Prevention, Public
Works, and Planning
❑ Onboard two new Diridon and
Downtown West team members
❑ Identify wage theft data sources and
analyze state wage theft judgements
for impacts to City procurement
❑ Approve rezonings of approximately
1,300 City lots in growth areas to
align zoning and general plan
❑ Adopt an ordinance to establish the
Community Stabilization and
Opportunity Pathways Fund
Commission for Google community
benefits
Create Clear,
Consistent, Effective
Development
Processes
Connect the
Community
through Multi-Mode
Solutions
Plan Diverse,
Inclusive, and
Livable Urban
Places
Build an
Affordable
Housing Market
21 OBJECTIVESKEY RESULTS
12-month
7. 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
100% goal met > 65% goal met < 65% goal met
❑ 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
❑ 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
0 012Actual Key Results
22 OBJECTIVES
12-month
7. Strategic Fiscal Positioning + Resource Deployment
Support + Respond to
Community Needs with
Sound Fiscal Practices
Build, Improve, +
Sustain Inclusive
Fiscal Practices
Focus the City on
Priorities and
Performance
12-month
Emergency Fiscal
Recovery +
Planning
• Accounted for and expended 50% of Recovery funds
• Submit all recovery-related FEMA reimbursement requests • Complete written procedures for emergency fiscal recovery • Create a grants administration group on a permanent basis Outcomes, Equity
Indicators, +
Performance
Management
• Reassess outcomes, equity indicators, and performances measures of the existing structure of one pilot City Service Area and one Enterprise Priority • Define Outcomes for one pilot Enterprise Priority
• Develop equity indicators and baselines for one pilot CSA and one Enterprise Priority • Reassess/refresh the overall dashboard reporting method for one pilot CSA and one Enterprise Priority Disparity Study
• Contract a vendor and begin disparity study development towards the goal of more equitable procurement and small business development • Complete statistical analysis and vendor interviews to identify potential barriers that local minority-, women-, and veteran-owned businesses face in procurement processes • Provide an informational memorandum update to Council by winter 2022 Advancing Equity
through Culture +
Practice
• Conduct and deliver 4 racial equity trainings/workshops • 80% of workforce engaged are clear about their role in advancing racial equity, diversity, and inclusion at the City of San José • 80% of workforce engaged are able to apply learning from training/workshops to their work • 80% of Departments have completed racial equity activities and 150 activities are marked as complete Procurement
Improvement
• Hire 1 Senior Analysts and 2 Analysts based on staffing level recommendations • Update Muni Code to increase the competitive procurement threshold to account for inflation and modify the Local Business Enterprise preference program to focus on companies that prioritize San José
• Update informal procurement processes
• Update cooperative agreements
• Re-design procurement website and update procurement guide
ANNUAL KEY RESULTS
(definitions of done)
23 OBJECTIVESKEY RESULTS
12-month
7. Strategic Fiscal Positioning + Resource Deployment
3-month
2023 Q1 (Jul – Sep) OKRs
❑ Contract a vendor and begin disparity study
development
❑ 15 Departments with active Racial Equity Action
Plans to apply equity in service delivery
❑ Complete 50 racial equity activities from City
Departments to increase equity culture and practice
❑ 80% of City leadership that participate in the Racial Equity Study Session are clear about their role in
advancing racial equity, diversity, and inclusion at
the City of San Jose
❑ Conduct 3 racial equity informational workshops to
build stakeholder culture and practice
❑ Complete initial FEMA reimbursement request for
reimbursement of funds spent during emergency
response efforts
❑ Approve an Outcomes, Equity Indicators, and
Performance Management Executive Brief and
build a leadership team
❑ Achieve 80% green status of Q1 City Initiatives
Roadmap Key Results by supporting Executive
Sponsors
❑ Hire 1 Senior Analyst and 2 Analysts positions
based on procurement improvement
recommendations to increase staffing levels
Support + Respond to
Community Needs with
Sound Fiscal Practices
Build, Improve, +
Sustain Inclusive
Fiscal Practices
Focus the City on
Priorities and
Performance
Planned Key Results: 9 total goals
Initiative
Emergency Fiscal
Recovery +
Planning
Outcomes, Equity
Indicators, +
Performance
Management
Disparity Study
Advancing Equity
through Culture +
Practice
Procurement
Improvement
Enterprise Priority Foundational
Strategic Fiscal Positioning +
Resource Deployment
24 100% goal met > 65% goal met < 65% goal met
OBJECTIVESKEY RESULTS
12-month
8. Powered by People
3-month
2022 Q4 (Apr – Jun) OKRs
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
❑ Revise the employee health services program
strategy to incorporate staffing changes
❑ Identify 20 participants for core implementation teams for Trauma-Informed Resilience-Oriented Culture
Building strategies in 3 additional departments
❑ 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 initiate
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
❑ 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 200-270 positions for citywide vacancies
1 311Actual Key Results
25 OBJECTIVES
12-month
8. Powered by People
Build Processes
that Work for
People
Bust Down Silos and
Deliver Excellent
Customer Service
Nurture Employee
Growth, Safety, and
Wellness
Recruit and Retain a
High-Performing
Workforce
ANNUAL KEY RESULTS
(definitions of done)
12-month
Workforce
Diversity + Talent
Pipeline
• Conduct at least 9 events in partnership with SJSU
• Implement 40 classifications and qualifications changes that drive workforce diversity • Create a City Fellowships Hub
Citywide Hiring
• Reduce the City’s vacancy rate to at or below 10%
• 100% of citywide quarterly hiring goals met
• Update Employment communication SharePoint site and create an "Employment News" section • Complete procurement for a new application system and begin implementation Wellbeing,
Growth, +
Retention
• 67% of employees hired in the last three years that are still with the City • Execute 20 Master Agreements with top priority vendors, at least 5 of which have the expertise and experience to integrate racial equity into trainings • Engage 250 mid-level supervisors in conducting employee experience conversations with their staff • Engage 300-400 employees in a Citywide Mentorship Program • Publish a Wellness Policy and complete outline of a Wellness Program that focuses on mental health and wellbeing Digital Workforce
• 65% decrease in processing time for City administrative workflows through business process automation • Achieve 100% reliability for public participation in Council Chambers and Committee Rooms through an audio-visual rebuild, agenda and meeting management system implementation, and broadcast systems replacement
• Refit 30 primary Conference Rooms and complete training to support a hybrid use by City workforce • Complete design, budget plan, and procurement of platform to support work, collaboration, and learning for a hybrid workforce Customer Service
Vision +
Standards
• Adopt a Customer Service Vision and Standards
• Implement 10 "quick win" recommendations to improve customer service citywide • 5% increase in overall customer satisfaction based on the Community Opinion Survey 26 Initiative
Workforce
Diversity + Talent
Pipeline
Citywide Hiring
Wellbeing,
Growth, +
Retention
Digital Workforce
Customer Service
Vision +
Standards
OBJECTIVESKEY RESULTS
12-month
8. Powered by People
3-month
2023 Q1 (Jul – Sep) OKRs
❑ Conduct a Study Session Trauma-
Informed, Resilience-Oriented Culture
Study Session
❑ Complete a Summer Wellness
Challenge for 800+ employees
❑ Conduct a survey and focus groups to
inform a re-launch of Employee
Resource Groups
❑ Conduct orientation with 40 Learning
and Development vendors to set
engagement, learning, and other
expectations
❑ Contract 5 vendors with expertise to
deliver racial equity trainings
❑ Assess the effectiveness of 5
changes initiated to modernize the
hiring process
❑ Deliver 5 new business process
automation workflows to increase
City service efficiency and
effectiveness
❑ Enhance 3 existing business
process automation workflows to
increase City service efficiency
and effectiveness
❑ Complete >20 conference rooms
and training for use by staff
❑ Identify a data reporting roll-out
strategy with Departments for access
to disaggregated workforce data
❑ Complete Request for Information and
procurement requirements for
OneCity Workplace
❑ Conduct a Customer Service Vision
Discovery phase with 250 interviews
❑ Create a set of personas and
customer journey maps to identify
opportunities for improving City
services customer experience
Planned Key Results: 18 total goals
Build Processes
that Work for
People
Bust Down Silos and
Deliver Excellent
Customer Service
Nurture Employee
Growth, Safety, and
Wellness
❑ Identify 5-10 revisions for hiring
requirements to drive workforce
diversity
❑ Agree with SJSU on core activities
to increase City exposure and reach
with students and Faculty
❑ Hire 198-292 benefitted, budgeted
FTEs through Citywide Agile Hiring
❑ Onboard 2 Fellows and 12 Cristo
Rey students to the City
❑ Recruit 25 mid-level supervisors
citywide to learn about and conduct
employee experience conversations
❑ Recruit 300-400 participants for a
six-month City Mentorship program
Enterprise Priority Foundational
Powered by People
Recruit and Retain a
High-Performing
Workforce
100% goal met > 65% goal met < 65% goal met
27 Lessons Learned and Path Forward
▪ Formulate first draft of Roadmap before Budget Study Sessions ▪ Pivot to key outcomes in addition to key outputs
▪ Pilot “Outcomes, Equity Indicators, and Performance Management” year 1 and then scale in future years
▪ Continuously evaluate capacity and progress
28 With gratitude to the countless City staff who power the City Initiatives Roadmap, including the leadership of Executive Sponsors, Senior Staff, Initiative Leads:
Alex Powell
Alvin Galang
Andrea Flores Shelton
Andrea Truong
Angel Rios
Ann Grabowski
Aurelia Bailey
Avi Yotam
Blage Zelalich
Carlos Velazquez
Carolina Camarena
Chris Burton
Chris Hickey
Claudia Chang
Dolan Beckel
Erica Garaffo
Erik Chiarella Jensen
German Sedano
Hal Spangenberg
J. Guevara
Jacky Morales-Ferrand
James Stagi
Jay McAmis
Jeff Ruster
Jennifer Cheng
Jennifer Maguire
Jennifer Schembri
Jessica Zenk
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
Michael Brilliot
Michelle Ornat
Nanci Klein
Napp Fukuda
Neil Rufino
Omar Passons
Peter Hamilton
Rachel VanderVeen
Ragan Henninger
Ray Riordan
Rob Lloyd
Robert Manford
Rosalynn Hughey
Sarah Zarate
Steve Donahue
Uyen Mai
Zack Struyk
Zane Barnes
Zulma Maciel
And many more…
29 Leadership Team Appreciation
Dolan Beckel, Chief of Staff for the City Manager
Erik Chiarella Jensen, Assistant to the City Manager
Rosalynn Hughey, Deputy City Manager
Rob Lloyd, Deputy City Manager
Kip Harkness, Deputy City Manager
Angel Rios, Deputy City Manager
Jim Shannon, Director, Budget Office
Jennifer Schembri, Director, Office of Employee Relations, Human Resources 18 3.5 City Initiatives Roadmap Fourth
Quarter 2021-2022 Update Report
September 27, 2022