City of San J
osé
Annual Report on City Services 2021-22
A Repor
t from the City Auditor
Report #22-10
December 2022
THIS REPORT WAS REPRODUCED AT TAXPAYERS’ EXPENSE
You are welcome to keep this copy if it is useful to you.
If you no longer need this copy, you are encouraged to return it to:
Office of the City Auditor
City of San José
200 East Santa Clara Street
San José, CA 95113
We maintain an inventory of past audit reports, and your cooperation will help us save on extra copying costs.
This report can be found on-line at:
http://www.sanjoseca.gov/servicesreport
City of San José
Office of the City Auditor
December 16, 2022
Honorable Mayor and Members
Of the City Council
200 East Santa Clara Street
San José, CA 95113
Annual Report on City Services 2021-22
The Office of the City Auditor is pleased to present the 15th Annual Report on City Services. This report provides performance data on the cost, quantity, quality, timeliness, and public opinion of City services. It includes historical trends and comparisons to targets and other cities. The report is intended to be informational and to provide the public with an independent, impartial assessment of the services the City provides with their tax dollars.
Background
With a population of over 975,000, San José is the tenth largest city in the United States and the third largest city in California . The City of San José serves an ethnically diverse population—about 39 percent Asian, 31 percent Hispanic or Latino/a/x, and 23 percent white. Roughly 40 percent of San José residents are foreign born. More than half of residents speak a language other than English at home.
In 2021, San José’s median household income was over $126,000; however, the cost of living is among the highest in the nation. The observed rent index for San José crept above San Francisco in the past year, with average monthly rents of $2,732 for all units . The median home price was over $1.5 million.
Meanwhile, 13 percent of San José households earned less than $35,000. An estimated 6,650 residents were homeless, according to the 2022 homeless census. This is an increase of around 9 percent compared to 2019.
COVID-19
Like 2020-21, the City continued to address the ongoing COVID-19 pandemic, though the nature of the disease and response changed.
The ongoing pandemic has had severe human and economic impacts on the city.
As of December 2022, there have been over 265,000 COVID-19 cases in the city, an increase of 170 percent over the past year. The increases in cases followed waves of more infectious variants, first Delta in summer 2021, then Omicron the following winter. COVID-19 cases reached a record high in San José in January 2022, with more than 50,000 cases reported in a three-week period. Cases became less deadly, however; more infectious variants increased the case rate, but the number of deaths and intensive care hospitalizations from COVID-19 went down in 2021-22.
While economic activity had initially slowed as result of COVID-19; the city’s unemployment rate rebounded from a monthly average of 14.3 percent in April 2020 to 2.3 percent in July 2022, below pre-pandemic levels.
Like other California cities, San José lost population during the COVID -19 pandemic. Both San José and Santa Clara County experienced population decreases for the past two years. In 2021, San José's population decreased by 50,000 while the overall County population decreased by 37,000. This is a similar trend to the state's overall population decline.
City of San José – Annual Report on City Services 2021-22 3 With the widespread adoption of remote work, 30 percent of residents reported telecommuting, compared to 4 percent in 2019. This shift is also seen in the ratio of jobs per employed resident, which increased to 0.89 in 2021.
In 2
020, in response to the pandemic, the City launched new services to address community needs and suspended or altered many other City services. With changes in the pandemic, afforded by the widespread availability of vaccines at the beginning of 2021-22, the City began transitioning from emergency response to recovery. The City continued efforts to provide food distribution to at-risk populations, expand homeless services an d housing assistance programs, provide support for small businesses, and distribute hotspot devices to students across the city to support learning, but transitioned these emergency activities out of the Emergency Operations Center (EOC) and into departments. In contrast to 2021-22, City libraries, community centers, and many other facilities opened to the public.
Community Survey
2022 m
arked San José’s second year of participation in th e Com munity Opinion Survey (referred to throughout this report as the community survey). The survey was developed by True North Research (working closely with the City Auditor's Office and the City Manager's Office) to provide a statistically valid sampling of resident opinions about their community and services provided by local government.
F
orty-seven percent of respondents rated the overall quality of life in San José as “excellent” or “good”—about the same as last year. Approximately half were satisfied with the City’s overall performance in providing municipal services. Satisfaction with specific government services varied , with most similar to last year’s. The highest rated services were operating the Mineta San José International Airport; providing library services; and providing trash, recycling, and yard waste services. The lowest rated services were addressing homelessness and facilitating the creation of affordable housing. Among resident priorities for specific changes to make San José a better place to live, addressing homeless issues was the most commonly mentioned, followed by improving public safety/reducing crime , and providing more affordable housing—a slight reordering from last year.
City Finances
In
2021-22, the City's overall revenues increased, while the City’s total expenses decreased slightly. Collectively, business-type activities, like those associated with the Airport and San José Clean Energy (SJCE), experienced a 19 percent increase in revenues. Governmental expenditures decreased by 9 percent from the prior year, due in part to a decrease in recognized pension expenses that resulted from the prior year’s earnings, which were higher than expected.
T
he City owns a variety of capital assets—land, buildings, vehicles, equipment, infrastructure (e.g., roads, bridges, sewers), and other assets with a useful life beyond one year. At the end of 2021-22 the City owned $7.4 billion of capital assets. The City’s overall obligations totaled $6.8 billion, which includes debt, pension obligations, and other post-employment benefit (OPEB) obligations.
Operating Budget and Staffing
In
2021-22, the City’s departmental operating expenditures totaled $ 1.8 billion,* or about $ 1,827 per resident. Due to the economic impacts of COVID-19, the City projected a $38.3 million shortfall in the General Fund for 2021-22. A number of budget -balancing strategies were employed to resolve the shortfall, including the use of American Rescue Plan funds, which also helped to pay for a number of high- priority, one-time projects and programs.
Overall, there were 6,647 full- time equivalent positions in 202 1-22, an increase following reduced staffing in 2020-21 that was due to the fiscal impacts of COVID-19. San José employs about 6.8 people per 1,000 residents—fewer than any other large California city we surveyed. * O
verall budgeted expenditures totaled $4.7 billion. This also includes General Fund capital and Citywide expenditures, reserves, transfers, and various non-General Fund expenditures (e.g., enterprise funds, capital, debt service, pass-through grant funds) and operating or other reserves. 4 City of San José – Annual Report on City Services 2021-22 Performance Results by City Service Area
The City of San José provides a wide array of services that city residents, businesses, and other stakeholders count on. As noted, the City restored or re-opened some services that had been closed to the public during the pandemic and transitioned other emergency services to departments.
Public Safety
• The EOC remained active in 2021-22, though with the drop in COVID- 19 case counts, the EOC reduced operations in February 2022. The EOC also activated for responses to a gas leak in August 2021 and the Home Depot Fire in April 2022.
• Police handled about 1.3 million calls for service and responded to about 201,800 Priority 1 to 4 incidents in 20 21-22, an increase of 7 percent from last year. The citywide average response time for Priority 1 calls was 7.3 minutes, above the 6-minute target. On average, Police responded to Priority 2 calls in 2 3.9 minutes, well over their 11-minute response target.
• The Fire Department responded to about 103,100 incidents in 2021-22, including 4,900 fires. Fire attributes an increase in incidents (a 9 percent increase) to COVID -19 related medical responses . The Department responded to 71 percent of Priority 1 incidents within its time standard of eight minutes (target: 80 percent), a slight decrease from last year. It also responded to 92 percent of Priority 2 incidents within 13 minutes (target: 90 percent).
Community and Economic Development
• San José had 0.89 jobs per employed resident in 2021, below the Envision 2040 target of 1.1 job per employed resident, but an increase from prior years.
• Due in part to the COVID -19 pandemic, building inspections have decreased year over year from 2018-19; building permits rebounded in 2021-22, with a large increase in online permits issued. • Sixty-one percent of plan checks for development projects were completed within processing time targets. Seventy-nine percent of building inspections occurred within the target time of 24 hours. The volume of construction has decreased every year since 2016-17; while previously the value of construction had been increasing, in 2021-22, the value of construction decreased as well.
• Developers completed 133 affordable units with City help in 2021-22.
Additionally, through the collective efforts of local jurisdictions and non- profit service providers , 1,857 homeless San José residents received assistance into housing.
Transportation and Aviation Services
• The number of Airport passengers increased following lifted travel restrictions associated with the pandemic. In 2021-22, the Airport served
9.8 million airline passengers, up from a low of 4.2 million in 2020-21, but still below pre-pandemic levels.
• Funding from VTA Measure B , State Senate Bill 1, and Measure T have allowed the Department of Transportation to expand pavement maintenance on local and neighborhood streets. In 2021-22, 122.5 miles of street were res urfaced and 100 miles were preventatively sealed as part of the pavement maintenance program. Overall, the Department rated city streets as fair (68 out of 100 on the Metropolitan Transportation Commission Pavement Condition Index).
Environmental and Utility Services
• In late 2021, the City adopted the goal of reaching net -zero greenhouse gas emissions by 2030 . SJCE provides businesses and residents with options for renewable and carbon -free energy. SJCE served 3 50,800 accounts and stayed within its target opt-out rate of 5 percent. SJCE had an increase in operating income in part due to a City Council- approved increase in generation rates that set prices for GreenSource up to 8 percent above PG&E (inclusive of state-mandated charges). • Six
ty -three pe rcent of waste was diverted from landfills in 2021-22 , though the tons of waste sent to landfill increased. Since 2018-19, the City has been working to address disruptions in the recyclables market by educating residents on the importance of eliminating li quids and foods from recycling bins and exploring infrastructure to recycle domestically. • The City continued to meet (or exceed) wastewater pollutant discharge requirements 100 percent of the time.
City of San José – Annual Report on City Services 2021-22 5 Neighborhood Services
• Most City libraries, community and recreation centers, and other public facilities re-opened during the 2021-22 fiscal year following pandemic closures.
• Library hours, circulation, and program participation increased in 2021- 22, though remain below pre -pandemic levels. The City’s libraries were open for about 48,000 hours in 2021-22, up from 7,000 hours last year. • Beginning in 2021- 22, the City consolidated the Beautify San José (BeautifySJ) program within PRNS. The program is intended to provide dedicated and enhanced focus on blight reduction and beautification and includes several legacy programs such as anti-graffiti, anti-litter, and illegal dumping, and new programs such as the encampment trash and the Cash for Trash programs.
• The City's Animal Care Center was also closed to the public during the pandemic. In 2021-22, the Center sheltered over 14,500 animals, up from about 13,600 in 2020-21. The Center had a live release rate of 90 percent.
Strategic Support
• The Information Technology Department reports 74 percent of its 2021- 22 projects met scheduling, cost, scope, and value goals, below its target of 80 percent.
• Ninety-eight percent of general vehicles in the City's fleet were available when needed, as were 100 percent of emergency vehicles, the same as in prior years.
• Public Works completed 41 capital projects in 202 1-22; 95 percent of projects were completed on budget.
• The City received general obligation bond ratings of Aa1/AA+/AA A by the three leading national ratings agencies: Moody's, Standard & Poor's, and Fitch. The Finance Department managed $ 2.73 billion in City cash and investments and procured $214.6 million in products and services.
Additional information about other City services is included in the report.
Conclusion
This report builds on the City’s existing systems and measurement efforts.
The City Auditor’s Office selected and reviewed performance data to provide assurance that the information in this report presents a fair picture of the City’s performance. All City departments are included in our review; however, this report is not intended to be a complete set of performance measures for all users. It provides i nsights into service results but is not intended to thoroughly analyze those results. By reviewing this report, readers will better understand the City’s operations.
The report contains an introduction with a community profile of the City.
This is followed by community survey results, various measures about the City’s finances, and a summary of the City’s overall budget and staffing. The remainder of the report presents the City Service Area dashboards, followed by performance information for each department in alphabetical order—their missions, descriptions of services, workload and performance measures, and survey results. Additional copies of this report are available from the Auditor’s Office and are posted on our website at www.sanjoseca.gov/servicesreport .
We thank the many departments that contributed to this report. This report would not be possible without their support.
Respectfully submitted,
Jo
e Rois,
City Auditor
Audit staff: Stephanie Noble, Brittney Harvey, Michelle Mallari, Gitanjali Mandrekar, Ebelechukwu Obi, Michael O’Connell Jr., Alison Pauly, Adrian Perez, Ricky Tran
6 City of San José – Annual Report on City Services 2021-22
TABLE OF CONTENTS
COMMUNITY SURVEY
CITY FINANCES
OPERATING BUDGET AND STAFFING
CITY SERVICE AREA (CSA) DASHBOARDS
PERFORMANCE RESULTS
Airport
City Attorney
City Auditor
City Clerk
City Manager
Community Energy
Economic Development and Cultural Affairs
Environmental Services
Finance
Fire
Housing
Human Resources
Independent Police Auditor
Information Technology
Library
Parks, Recreation and Neighborhood Services
Planning, Building and Code Enforcement
Development Services
Police
Public Works
Retirement Services
Transportation
INTRODUCTION
Background
Community Profile
Scope & Methodology
17 23
29 35
43 47
49 51
53 57
59 65
73 75
81 87
89 91
95 101
107
110
113
121
127
131
9 10
12 16
City of San José – Annual Report on City Services 2021-22 7 8
City of San José – Annual Report on City Services 2021-22
INTRODUCTION
Background
Community Profile
Scope and Methodology
City of San José – Annual Report on City Services 2021-22 9 INTRODUCTION
This is the 15th Annual Report on City Services. The purpose of this report is to:
• improve government transparency and accountability,
• provide consolidated performance and workload information on City services,
• allow City officials and staff members to make informed management decisions, and
• report to the public on the state of City departments, programs, and services.
The report contains summary information including workload and performance results for the fiscal year ended June 30, 2022. We limited the number and scope of workload and performance indicators in this report to items we identified as the most useful, relevant, and accurate indicators of City government performance that would also be of general interest to the public. This report also includes the results of a community survey, completed in September 2022, rating the quality of City services.
All City departments are included in our review; however this report is not a complete set of performance measures . The report provides three types of comparisons when available: historical trends, selected comparisons to other cities, and selected comparisons to stated targets.
This report covers the functions of the City government of San José. The city's residents are also served by the County of Santa Clara, which provides criminal justice, health and hospital, housing, and social services. The Santa Clara Valley Water District provides water and flood protection to San José residents. Multiple San José school districts containing over 220 public schools serve the city's children.
Note: "City" is capitalized when referring to the City of San José as an organization and lowercase ("city") when referring to the city as a place.
BACKGROUND
The first section of this report contains information on resident perceptions of the city, City services, and City staff; the City’s finances; and the City’s operating budget and staffing. It also includes City Service Area (CSA) dashboards – the top six measures representing achievements in the City's key lines of business. The remainder of the report displays performance information by department, in alphabetical order. The departments are as follows:
• Airport
• City Attorney
• City Auditor
• City Clerk
• City Manager
• Community Energy
• Economic Development and Cultural Affairs
• Environmental Services
• Finance
• Fire
• Housing
• Human Resources
• Independent Police Auditor
• Information Technology
• Library
• Parks, Recreation and Neighborhood Services
• Planning, Building and Code Enforcement
• Police
• Public Works
• Retirement
• Transportation
The Office of the City Auditor thanks staff from each City department for their time, information, and cooperation in the creation of this report.
ACKNOWLEDGEMENTS
10 City of San José – Annual Report on City Services 2021-22
INTRODUCTION
link
San José operates under a council/manager form of government, where the City Council is the primary legislative body and the City Manager oversees day-to-day municipal operations. The City has an 11-member City Council with many Council-appointed boards and commissions.* The Mayor is elected citywide; Council members are elected by district (see map).
There were 21 City departments and offices during fiscal year 2021-22. Five of the departments and offices are run by officials directly appointed by the City Council. Those officials are the City Manager, City Attorney, City Auditor, Independent Police Auditor, and City Clerk.
Some departments and programs serve expanded service areas. These departments include Environmental Services, Public Works, and the Airport.
For example, the San José/Santa Clara Regional Wastewater Facility is co- owned by the cities of San José and Santa Clara and provides service to those cities as well as Milpitas, Cupertino, Los Gatos, Monte Sereno, Campbell, and Saratoga. The Airport serves the entire South Bay region and neighboring communities.
The Mayor's March 2022 budget message, which was unanimously approved by City Council, addressed the ongoing COVID-19 pandemic and included priorities for the upcoming year, with proposed investments in the areas of:
• Homelessness and Affordable Housing
• Public Safety
• Climate and Seismic Resilience
• Equitable Economic Recovery
• Fiscal Sustainability
• Battling Blight
In his June 2022 budget message, the Mayor proposed allocating Essential Services Reserve funds and other funds on a one-time basis to achieve these priorities.
The City Manager's Office presented the 2021-22 City Initiative Roadmap to City Council on March 16, 2021. The Roadmap is a prioritized list of the City's most important policy strategies and projects the Administration intends to focus on during the fiscal year. See the City Manager chapter for more *Details of the boards and commissions can be found on the City’s website.
CITY GOVERNMENT
The City Council meets weekly to direct City operations. The Council meeting schedule an d agendas can be viewed online.
The City Cou ncil also holds Council Committee meetings each month. The decisions made in these meetings are brought to the main Council meeting for approval.
The City Council Committees are:
• Community & Economic Development Committee
• Neighborhood Services & Education Committee
• Public Safety, Finance & Strategic Support Committee
• Rules & Open Government Committee
• Smart Cities & Service Improvements Committee
• Transportation & Environment Committee
City of San José
Council District Map
Note: Each district represents
about 100,000 in population.
New Council boundaries went
into effect February 2022.
City of San José – Annual Report on City Services 2021-22 11 INTRODUCTION
COMMUNITY PROFILE
San José, with a population of over 975,000, is the tenth largest city in the United States and the third largest city in California . Major California cities had a population decline over the past year, with the exception of San Diego.
Both San José and Santa Clara County have experienced population decreases for the past two years. In 2021, San José's population decreased by 50, 000 while the overall County population decreased by 37, 000. This is a similar trend to the state's overall population decline . The state experienced a net migration of about -118,000 in the past year.
Note: Unless otherwise indicated, this report uses population data from the California Department of Finance and demographic data from the U.S. Census Bureau. In some cases we have presented per capita data to adjust for population.
THE CITY'S RESIDENTS ARE DIVERSE
The City serves an ethnically diverse population. The demographics of San José are important because they influence the type of services the City provides and residents demand. It can also influence how services are provided (e.g., providing programming in other languages).
Source: U.S. Census Bureau, American Community Survey, 2021 1-year estimates (Table DP05) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
SAN JOSE
Los Angeles
Oakland
San Diego
San Francisco
Population by Ethnicity
Asian Hispanic or Latino Non-Hispanic White Black Other Ethnic Breakdown of San José Residents
Vietname…
Chinese
23%
Indian
21%
Filipino
12%
Other Asian
14%
Hispanic
or Latino,
31%
Asian,
39%
Non-
Hispanic
White,
23%
Black, 3%
Other,
5%
Mexican
85%
Other Hispanic
or Latino
14%
Puerto
Rican
1%
Source: U.S. Census Bureau, American Community Survey, 2021 1-year estimates (Table DP05) 976,482
500,000
600,000
700,000
800,000
900,000
1,000,000
1,100,000
San José's Population Growth
-2.0% -1.5% -1.0% -0.5% 0.0% 0.5%
SAN JOSE
Oakland
Los Angeles
San Francisco
California
Sacramento
San Diego
Population Change in Major
California Cities (2022)
-60,000
-50,000
-40,000
-30,000
-20,000
-10,000
0 10,000
20,000
30,000
40,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Net Population Gain/Loss in San José and Santa Clara County SAN JOSE Santa Clara County
Source: California Department of Finance population estimates. Net flows are from January 1 to December 31. 12 City of San José – Annual Report on City Services 2021-22
INTRODUCTION
Oceania, 0.4%
Northern America, 0.9% Africa, 2.2%
Europe,
5.1%
Latin
America,
25.3%
Asia, 66.1%
Foreign Born Population by Region
MANY RESIDENTS ARE FOREIGN BORN
The proportion of foreign born residents increased by 3 percent from 2012 to 2021—though there has been a slight demographic shift within the foreign born population. Over that period, the percentage of residents born in Asia increased by 5 percent, while the percentage of residents born in Latin America decreased by 6 percent.
The proportion of the city's residents that speak a language other than English at home increased by 2 percent from 2012 to 2021, though the number that report they speak English less than “very well” has decreased by 2 percent. The proportion of the City’s residents who are not U.S. citizens (18 percent) in 2021 was about the same as it was in 2012.
Characteristics of San José Residents
THE MEDIAN AGE IS SLIGHTLY LOWER THAN THE UNITED
STATES' GENERALLY
According to 2021 Census data, San José's population has a median age of 38 years. This is slightly lower than the median age of the U.S. population in 2021. Ten years prior, the city's median age was 36 years.
According to the County Registrar, approximately 55 percent of the 1 million registered voters in Santa Clara County voted in the November 2022 election. Voter participation decreased and the number of registered voters increased since the 2018 midterm election, when voter turnout was 71 percent and there were 886,000 registered voters.
Source: U.S. Census Bureau, American Community Survey, 2021 1-year estimates (Table DP02) Source: U.S. Census Bureau, American Community Survey, 2021 1-year estimates (Table DP02) Source: U.S. Census Bureau, American Community Survey, 2021 1-year estimates (Table DP05) Only speak English at home
Speak English at least "very well"
Born in the United States
Speak another language at home
Do not
Foreign-born
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
English only
42%
Asian or
Pacific
Islander
Language
27%
Spanish
22%
Other Indo-
European
Language
8%
Other Language
1%
Languages Spoken at Home
32 34 36 38 40 42
San Francisco
SAN JOSE
Oakland
Los Angeles
San Diego
Median Age of Residents
0%
5%
10%
15%
20%
25%
under
5 years
5-19
years
20-34
years
35-44
years
45-54
years
55-64
years
65-74
years
75 or
more
years
San José Resident Age
2012
2021
City of San José – Annual Report on City Services 2021-22 13 INTRODUCTION
link
Nationwide
San José
0%
2%
4%
6%
8%
10%
12%
14%
16%
Unemployment Rate
RECOVERING FROM THE PANDEMIC
$0
$40,000
$80,000
$120,000
$160,000
$200,000
Overall Asian Non-Hispanic
White
Hispanic or
Latino
Black
Median Household Income
Source: U.S. Census Bureau, American Community Survey, 2021 1-year estimates (Table S1903)
Source: U.S. Census Bureau, American Community Survey, 2021 1-year estimates (Tables S1701 and S2301)
0%
4%
8%
12%
16%
Asian Non-Hispanic
White
Hispanic or
Latino
Black
Unemployment and Poverty Rates by Race
Unemployment Rate Poverty Rate
COVID-19
outbreak
Source: U.S. Bureau of Labor Statistics
Source: County of Santa Clara Public Health Department
0 10,000
20,000
30,000
40,000
50,000
60,000
COVID-19 Cases Over Time
National
Regional
-2%
0%
2%
4%
6%
8%
10%
1998 2002 2006 2010 2014 2018 2022
Inflation (year over year)
Source: U.S. Bureau of Labor Statistics, San Francisco-Oakland-Hayward Metropolitan Statistical Area
lin
The COVID-19 pandemic has had a severe economic and human impact on the city. As of December 2022, San José experienced a cumulative total of 265,137 cases. For the latter half of 2021, Delta was the predominant COVID-19 variant, accounting for 78 percent to all cases in Santa Clara County. Since the beginning of 2022, Omicron has been the predominant COVID-19 variant, accounting for almost all cases . COVID-19 cases reached a record high in San José in January 2022, with more than 50,000 cases reported in a three-week period.
In A ugust 2021, the City temporarily reactivated its Emergency Operations Center (EOC) in response to the Delta and Omicron variants of COVID-19. Services such as food distribution and digital equity were transitioned into departments. Though the City reopened in-person public meetings in 2021, it continues to offer virtual options for community participation. In September 2021, the City approved 55 organizations to the COVID-19 Recovery Task Force. Responsibilities of the Task Force include monitoring progress on recommended actions for Recovery to be considered by the City Council. Further details can be found on the City's website.
Inflation also increased following the onset of the pandemic. Both regional and national inflation reached their highest point in June 2022, at 6.8 percent and 9.1 percent, respectively . The increases are mainly due to higher gas and transportation prices, though the Bay Area saw a large increase in the cost of groceries.
San José's unemployment rate improved from 14.1 percent in April 2020 to 2.3 percent in July 2022. As of 2021, median household income in the city was over $126,000. This figure varied by race, with Black and Latino/a/x households earning less than Asian and Non-Hispanic White households.
14 City of San José – Annual Report on City Services 2021-22
INTRODUCTION
According to the Living Wage Calculator, a living wage in t he San José metropolitan area for a single, working adult was $57,700 in 2021. This represents estimated minimum expenses for a single adult for a year, including food, housing, and transportation. It does not include savings for retirement or purchasing a home, for example.
DESPITE HIGH MEDIAN INCOMES, MANY RESIDENTS MAY
EXPERIENCE ECONOMIC DISTRESS
The cost of living in San José is among the highest in the country. In 2021, about 13 percent of households earned less than $35,000 in income and benefits, and 19 percent of the population received supplemental income or public assistance. The city's overall poverty rate was 7.4 percent, with the Black population experiencing almost double the overall poverty rate.
The last homeless census, conducted in February 2022, estimated 6,650 residents were homeless, and of these, around 4,975 (75 percent) were unsheltered—that is, sleeping in a place not designed for or ordinarily used as a regular sleeping accommodation. For more information, see the Housing chapter.
HOUSING PRICES HAVE ALSO INCREASED
Source: Zillow Research
The Zillow Observed Rent Index measures changes in asking rents over time, controlling for changes in the quality of the available rental stock. The index varies from average rent in that itrepresents price differences for the same rental units over time, rather than the average market rent for units available at a given time.
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
Zillow Observed Rent Index for California Cities
San José, CA
San Francisco, CA
San Diego, CA
Los Angeles, CA
Sacramento, CA
Fresno CA
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
$200,000
1 adult,
0 children
1 adult,
1 child
1 adult,
2 children
1 adult,
3 children
2 adults,
0 children
2 adults,
1 child
2 adults,
2 children
2 adults,
3 children
2 adults,
0 children
2 adults,
1 child
2 adults,
2 children
2 adults,
3 children
1 Working Adult 2 Working Adults
Estimated Minimum Annual Living Expenses in
San José - Sunnyvale - Santa Clara Metropolitan Area (2021) Transportation
Medical
Housing
Food
Other
Child Care
Annual Taxes
San José Minimum Wage Rate
(2021)
As of mid-2022, the median home price in San José was $1,562,500 and average monthly rent for all unit types was $2,732. This is up from $1,225,000 and $2,479, respectively, from mid-2018. This also marks the fifth year that the median home price in San José exceeded the million-dollar mark. This compares with a median existing home value of approximately $350,700 nationally, according to the National Association of Realtors.
In 2021, 32 percent of homeowners and 50 percent of renters in San José reported spending more than 30 percent of household income on housing costs.* In addition, the National Equity Atlas** reports that approximately 17,960 households in Santa Clara County were behind on rent in October 2022, with an average rent debt per household of $11,300. It further estimates that there are 11,500 children in households that are behind on rent.
*The U.S. Department of Housing and Urban Development defines “housing affordability” as housing that costs less than 30 percent of the occupant’s gross income. **The National Equity Atl as publishes data on racial and economic equity and is a partnership between PolicyLink and the USC Equity Research Institute. These figures are taken from its Rent Debt Dashboard and are based on the U.S. Census Bureau's Household Pulse Survey from October 5 to October 17, 2022.
City of San José – Annual Report on City Services 2021-22 15 INTRODUCTION
SCOPE & METHODOLOGY
The City Auditor’s Office prepared this report in accordance with the City Auditor’s FY 2022-23 Work Plan. We conducted this performance audit in accordance with generally accepted government auditing standards. Those standards require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for our findings and conclusions based on our audit objectives.
The workload and performance results that are outlined here reflect current City operations. The report is intended to be informational and does not fully analyze performance results. The City Auditor’s Office compiled and reviewed departmental performance data. We reviewed information for reasonableness and consistency. We questioned or researched data that needed additional explanation. We did not however audit the accuracy of source documents or the reliability of the data in computer-based systems.
We also did not assess the internal controls over performance data unless it was significant to determine the reasonableness and consistency of the reported information. Our review of data was not intended to give absolute assurance that all information was free from error. Rather, our intent was to provide reasonable assurance that the reported information presented a fair picture of the City’s performance.
SELECTION OF INDICATORS
This report relies on existing performance measures, most of which are reviewed yearly by Council, staff, and interested residents during the annual budget process. It also relies on existing benchmarking data.
COMPARISONS TO OTHER CITIES
Where possible and relevant, we have included benchmark comparisons to other cities (usually other large California cities, the state, or the nation). It should be noted that we took care to ensure that performance data comparisons with other cities compare like with like; however, other cities rarely provide exactly the same programs or measure data with exactly the same methodology.
ROUNDING & INFLATION
For readability, many numbers in this report are rounded. In some cases, tables or graphs may not add to 100 percent due to rounding. Financial data have not been adjusted for inflation. Please keep in mind inflation (in the table of San Francisco Area Consumer Price Index for All Urban Consumers below) when reviewing historical financial data included in this report.
Source: Bureau of Labor Statistics, based on June 2013 and June 2022 We used audited information from the City’s Annual Comprehensive Financial Reports (ACFRs). We cited mission statements, performance targets, performance outcomes, workload outputs, and budget information from the City’s Annual Operating Budget. We held numerous discussions with City staff to determine which performance information was most useful and reliable to include in this report. Where possible, we included ten years or more of historical data. We strove to maintain consistency with prior years’ reports by including most of the same performance indicators; however, due to issues such as reporting and program updates, some indicators have changed.
We welcome input from City Council, City staff, and the public on how to improve this report in future years. Please contact us with suggestions at [email protected].
Year Index
2012-13 245.9
2021-22 330.5
% change in
last 10 years
34.4%
16 City of San José – Annual Report on City Services 2021-22
COMMUNITY SURVEY
Resident perceptions about quality of life and City services in San José City of San José – Annual Report on City Services 2021-22 17 COMMUNITY SURVEY
How residents rate their overall quality of life is an indicator of the overall health of a community.
Similar to last year, about half of surveyed residents rated the overall quality of life in San José as "excellent" or "good." Respondents had the most favorable opinions of San José as a place to work (59 percent rated as "excellent" or "good") and as a place to shop and dine (55 percent rated as "excellent" or "good"). A third rated the City as an "excellent" or "good" place to raise a family.
Among resident priorities for specific changes to make San José a better place to live, addressing homeless issues was the most commonly mentioned (35 percent), followed by improving public safety and reducing crime (18 percent), and providing more affordable housing (17 percent). This represents a shift from last year, when just 12 percent identified improving public safety and reducing crime as a priority for improvement . Additionally, improving police response and presence was a higher priority for residents in 2022.
QUALITY OF LIFE IN SAN JOSÉ
0% 10% 20% 30% 40%
Address homeless issues
Improve public safety, reduce crime
Provide more affordable housing
Beautify city, landscaping
Improve police response, presence
Reduce cost of living in general
Not sure / Cannot think of anything
Improve public transportation
Reduce traffic congestion
Improve infrastructure, roads
No changes needed / Everything is fine
Limit growth, development
Reduce taxes, fees, gas prices
Stronger sentencing, criminal accountability
Improve local economy, jobs
Improve city planning
Provide, improve bike paths, walking trails
Improve government, council, leadership
Improve downtown area
Enforce traffic laws
Resident Priorities for City Improvements
Note: Verbatim responses were recorded and later grouped. https://www.sanjoseca.gov/your-government/appointees/city-auditor/services-report 2022 marked San José’s second year of participation in the Community Opinion Survey (referred to throughout this report as the community survey).* The survey was developed by True North Research (working closely with the City Auditor's Office and the City Manager's Office) to provide a statistically valid sampling of resident opinions about their community and services provided by local government. Survey results in this chapter and in the following chapters provide the opinions of 1,464 randomly selected residents of the city who responded by telephone or online. The survey was administered in four languages: English, Spanish, Chinese, and Vietnamese.
Complete s urvey results are posted online at sanjoseca.gov/servicesreport.
Online survey results include breakdowns by demographics and geography .
The end of this chapter provides more specific information about the survey methodology.
*Prior to last year, this report used survey data from the National Community Survey, a standard survey created and administered by the National Research Center. In 2021, to improve the validity and reliability of the survey and better align questions with the City's interest, the questions and response scales were changed for the new community survey. Because of these changes, survey results from prior years are not shown in the report for comparison. 100% 50% 0% 50% 100%
San José as a place to work
San José as a place to shop and dine
The overall quality of life in San José
San José as a place to raise a family
San José as a place to retire
Very Poor/Poor Fair Good/Excellent Quality of Life
18 City of San José – Annual Report on City Services 2021-22
COMMUNITY SURVEY
CITYWIDE QUALITY OF SERVICES
Surveyed residents were fairly split in their satisfaction with the City's overall performance in providing services. About half (46 percent) of surveyed residents expressed satisfaction with the City's overall performance in providing services, half (47 percent) expressed dissatisfaction, and 7 percent said they were unsure or preferred not to answer. This is similar to last year.
Satisfaction with specific government services varied. Highly rated government services include the City's efforts to operate the Mineta San José International Airport; providing library services; providing trash, recycling, and yard waste services; and providing fire protection and prevention services.
In comparison, few surveyed residents rated the City's performance in addressing homelessness, facilitating the creation of affordable housing, and cleaning dumped litter and trash "excellent" or "good." Most ratings of City services stayed about the same compared to 2021, though there were a few changes. Relative to last year, resident ratings of the City's job providing outdoor special events, as well as recreation programs and opportunities at city parks and recreation centers increased (40 and 39 percent "excellent" or "good," respectively). These increased ratings follow the reopening of services and hours following pandemic closures, as described in department chapters. Ratings of the City's job maintaining the condition of public parks decreased (32 percent "excellent" or "good").
Respondents who reported being dissatisfied with the City's efforts to enforce code violations were asked to describe the particular issue in their neighborhood that the City isn't addressing to cause their dissatisfaction .
Top responses crossed departmental responsibilities and included cars and RVs illegally parking on streets (22 percent), abandoned vehicles (21 percent), homeless camping and living in vehicles (19 percent), and illegal dumping or trash (18 percent).
More information on survey results related to specific services can be found in individual department pages later in this report. 100% 50% 0% 50% 100%
Operating the San José International Airport
Providing public library services
Providing trash, recycling, and yard waste services
Providing Emergency Medical Services (EMS)
Providing fire protection and prevention services
Providing bicycle lanes and paths
Diversity and inclusion in City events, services, etc.
Street tree condition
Ensuring new construction follows codes
Street lighting
Providing paths and trails
Sidewalk condition
Number and variety of outdoor special events
Providing animal control services
Street maintenance
Recreation opportunities at city parks, rec centers
Attracting businesses and good paying jobs
Maintaining city's utility infrastructure
Providing programs to help seniors
Enforcing zoning regulations
Maintaining the condition of public parks
Providing after-school programs for youth
Variety of neighborhood arts and cultural offerings
Enforcing traffic laws
Managing traffic on city streets
Managing the city's growth and development
Removing graffiti from buildings
Code enforcement
Providing a diverse mix of housing options
Providing police protection in your neighborhood
Planning for San José's future growth
Creating an attractive and viable downtown
Reducing gang activity
Cleaning up trash on streets, sidewalks, public areas
Facilitating the creation of affordable housing
Addressing homelessness
Very Poor/Poor Fair Good/Excellent
Quality of Services and City Amenities
City of San José – Annual Report on City Services 2021-22 19 COMMUNITY SURVEY
CUSTOMER SERVICE
The community survey also asked residents a variety of questions about their interactions with City staff and their perceptions of the City.
Over a third of surveyed residents (36 percent) reported having contact with City staff in the past 12 months, either in person, on the phone, or by email.
Most surveyed residents who had contact with City staff expressed satisfaction with staff's courtesy (75 percent), timeliness in response (60 percent), and competence (55 percent).
Seven percent reported that a language barrier had interfered with their ability to access City services, with 2 percent describing it as a major problem and 5 percent a minor problem.
GOVERNANCE AND PUBLIC TRUST
The community survey asked residents about their perceptions of the City's transparency and fiscal responsibility. Less than half of respondents with an opinion agreed that they trust the City of San José and that the City operates in a way that is open and accountable to the public (48 percent each). Fewer respondents agreed that the City listens to residents when making important decisions (38 percent) and manages its finances well (37 percent). This is similar to last year.
Residents' perceptions related strongly to their overall satisfaction with the City's performance in providing services. Residents that expressed satisfaction with City services were also much more likely to agree that they trusted the City, that it operates in an open and accountable way, and listens to residents. 100% 50% 0% 50% 100%
Courtesy shown to you
Timeliness of the response
Competence displayed in handling your issue
Very Dissatisfied/Somewhat Dissatisfied Satisfied/Very Satisfied Resident Satisfaction with City Staff
Not sure / Prefer
not to say
Surveyed Residents
Satisfied Residents
Dissatisfied Residents
"I trust the City of San José"
Strongly agree Somewhat agree Somewhat disagree Strongly disagree By resident satisfaction
Not sure / Prefer
not to say
Surveyed Residents
Satisfied Residents
Dissatisfied Residents
"The City listens to residents when making important decisions" Strongly agree Somewhat agree Somewhat disagree Strongly disagree By resident satisfaction
20 City of San José – Annual Report on City Services 2021-22
COMMUNITY SURVEY
https://www.tn-research.com/
SURVEY METHODOLOGYSURVEY REGIONS
The survey data presented in this report was collected and analyzed by the True North Research, Inc . on behalf of the City Auditor's Office and the City Manager's Office.
True North co llected survey results from phone interviews and online surveys.
To ensure all households had the opportunity to participate in the survey, True North used a database of San José households. Once randomly selected, individuals were recruited to participate in the survey either through text or email invitations to the online survey. After a period of online data collection, True North made calls to those who had not yet participated in the online survey (who were previously recruited via text or email) or for whom only telephone contact information was available.
A total of 1,464 completed surveys were gathered online and by telephone between September 12 and September 22, 2022. The survey was administered in four languages: English, Spanish, Chinese, and Vietnamese.
True North re-weighted the final data results to balance the sample by age and ethnicity to closely reflect San José's demographic profile on age, ethnicity, home ownership, and presence of a child in the home based on the latest population estimates from the U.S. Census Bureau's American Community Survey (ACS).
The precision of estimates made from surveys are usually described by a “level of confidence” and accompanying “confidence interval” (or margin of error). A traditional level of confidence, and the one used here, is 95 percent. The margin of error around results for this survey is plus or minus 2.6 percentage points for questions answered by all 1,464 respondents. With this margin of error, one may conclude that when 60 percent of survey respondents report that a particular service is “excellent” or “good,” somewhere between 57.4 to 62.6 percent of all residents are likely to feel that way . For questions where not all respondents provided a response (i.e., preferred not to answer), the margin of error is greater.
New this year, the survey collected responses by regions within the City. These regions are shown in the map to the left.
Complete sur vey report and cross tabulations are posted online at sanjoseca.gov/servicesreport.
City of San José – Annual Report on City Services 2021-22 21 22
City of San José – Annual Report on City Services 2021-22
CITY FINANCES
link
An overview of the City's finances
Unless otherwise noted, information in this chapter is from the City’s audited Annual Comprehensive Financial Report (ACFR).
Other chapters use adopted budget information. The ACFR differs from the City’s annual Adopted Operating Budget in the timing and treatment of some revenues and expenditures.
Sourc
City of San José – Annual Report on City Services 2021-22 23 CITY FINANCES
UNDERSTANDING CITY FINANCES
Understanding the City's finances is important to assessing whether the City can deliver the services that residents expect based on the resources that residents provide, both now and in the future. A city that is financially healthy can provide sufficient services to residents today while preparing for future services that residents will require. Revenues and expenses, reserves, debt, and capital investments all provide different insights into the City's financial situation.
CITY REVENUES
The City received $3.09 billion in revenues in 2021-22. Governmental activity revenue totaled $2.14 billion, an 11 percent increase from 2020-21.
This was due to in part to increases in property, sales, and other taxes as well as increases in charges for housing inclusionary in -lieu fees and for recycling collections. Business-type activities generated $947 million, a 19 percent increase from the prior year. Revenues at the Mineta San José International Airport increased in part due to higher passenger activity after a decline last year due to COVID-19 travel restrictions. Wastewater Treatment System revenues increased with higher contributions from tributary agencies. San José Clean Energy increased rates to customers, which impacted revenues.
Cities generate revenues from a variety of sources . Most California cities generate the majority of their revenue from taxes and fees. Grants made up a larger portion of the City’s revenues than before the COVID-19 pandemic. Fines, fees, utilities, and user charges made up a smaller portion than a decade ago.
REVENUE PER CAPITA
In 2021-22, the City's governmental activity revenues per capita increased.
Governmental activity revenues per capita totaled $2,191 in 2021-22.
The City's tax revenues were $1,204 per capita in 2020-21. Of that, property tax was $442 and sales tax was only $236. In contrast, Palo Alto received $1,784 in taxes per capita, of which $901 was from property tax and $432 was from sales taxes.
Source: 2020-21 State Controller's City Data and California Department of Finance population estimates.
$0 $300 $600 $900 $1,200 $1,500 $1,800
Saratoga
Gilroy
Morgan Hill
Campbell
Los Gatos
Sunnyvale
Santa Clara
Milpitas
SAN JOSE
Los Altos
Cupertino
Palo Alto
City Comparison of Tax Revenues Per Capita
(2020-21)
Sales Tax
Property Hotel Utility OtherSales
$0
$500
$1,000
$1,500
$2,000
$2,500
Total City Revenues ($millions)
Governmental Activities
Business-Type Activities
$0
$50
$100
$150
$200
$250
$300
$350
$400
Business-Type Revenues by
Source ($millions)
Wastewater
Airport
Muni
Water
Parking
System
Clean
Energy
24 City of San José – Annual Report on City Services 2021-22
CITY FINANCES
$0
$500
$1,000
$1,500
$2,000
$2,500
Total City Expenses ($millions)
Governmental Activities
Business-Type Activities
$0
$50
$100
$150
$200
$250
$300
$350
Business-Type Expenses by
Source ($millions)
Wastewater
Airport
Muni
Water
Parking
System
Clean
Energy
CITY EXPENSES
The City’s total expenses decreased slightly in 2021-22 to $2.82 billion.
These expenses include non-cash expenses such as depreciation (see “City Capital Assets and Spending” later in this chapter). Revenue sources are often restricted in how they can be spent. As a result, reducing expenses for one service does not necessarily mean that expenses can be increased for another service, because the revenue may not be transferable.
Governmental activity expenditures per capita were $2,046 in 2021-22. Last year, they were $2,128. Governmental activity expenses, which make up the majority of City expenses, decreased by 9 percent from the prior year.
This was due in part to a decrease in recognized pension expenses after last year's earnings were significantly higher than expected.
Business-type activities expenses increased by 6 percent from last year .
This was partly due to the effect of higher prices in the California energy markets on San José Clean Energy.
CITY RESERVES
The City has several different reserves set aside in General Fund balances.
These fund balance categories are:
• Nonspendable: Amounts not in a spendable form, such as inventories, or that are legally or contractually required to be maintained intact or required to be retained in perpetuity.
• Restricted: Amounts with either external constraints (such as from creditors) or legal constraints on their usage.
• Committed: Amounts that have been limited to specific purposes in the City Charter or through a City ordinance.
• Assigned: Amounts intended to be used for a specific purpose, but which are not restricted or committed.
• Unassigned: Amounts that are not assigned to any other category, which can be used for any purpose.
In 2021-22, the overall General Fund balance increased to $573 million, including an increase in the unassigned fund balance from $8 million to $226 million. General Fund revenues increased by 17 percent, in part due to higher real property transfer tax revenues, while expenditures only increased 2 percent.
Note: In 2017-18, San José Clean
Energy had $1 million of expenses.
Nonspendable,
Restricted, and
Committed,
$67,734
Unassigned,
$225,967
Assigned,
$279,356
General Fund Balances
($thousands)
$0
$100
$200
$300
$400
$500
$600
$700
General Fund Balances
($millions)
City of San José – Annual Report on City Services 2021-22 25 CITY FINANCES
CITY OBLIGATIONS AND DEBT
In total, the City had $6.8 billion in obligations as of June 30, 2022. Of this, $613 million was for short-term obligations and $6.2 billion was for long- term obligations. Obligations decreased from last year primarily due to a decrease in pension liabilities.
Short-term obligations are due within the next year. This includes things like accrued wages that City employees have earned, and accounts payable (money owed for supplies or for services rendered).
Long-term obligations are generally not due within the next year, but will need to be paid in the future. Long-term obligations include:
• The accrued vacation and sick leave that employees have earned but haven’t taken.
• Bonds that the City has issued to finance the purchase, construction, and renovation of City-owned facilities and infrastructure. The payment of bond debt, called debt service, includes payment of principal and interest. For more information, see the Finance Department chapter. • Pensions and other post-employment benefits (OPEB), which includes healthcare for retired City employees. For more information, see the Retirement Services chapter.
Who has to pay the City’s debt?
Separate entities within the broad City organization are legally responsible for different parts of the City’s debt. On the one hand, the City is not legally obligated to use the City’s general revenues to pay the business-type obligations. On the other hand, the City’s business-type revenues are restricted and may not be used to pay other debt obligations.
AMOUNT BORROWED PER CAPITA
The amount borrowed per capita increased in 2021-22, primarily resulting from the issuance of Lease Revenue Bonds to pay for City projects and to refund previous bonds. In July 2021, the City issued a second round of bonds relating to Measure T. San José residents passed Measure T in November 2018, authorizing the City to issue up to $650 million of general obligation bonds for various public improvements.
The City's single largest source of long-term debt in the form of bonds related to capital improvements at Mineta San José International Airport ($1 billion total, to be repaid with Airport revenues). For more information, see the Airport and Finance chapters.
$0
$1,000
$2,000
$3,000
$4,000
Debt Burden per Capita
Net Pension/
OPEB
Liabilities
Other long-
term
obligations
Long-term
obligations
due within
one year
Short-term
liabilities
$0
$1
$2
$3
$4
$5
$6
$7
$8
2020 2021 2022
City Obligations by Type ($billions)
26 City of San José – Annual Report on City Services 2021-22
CITY FINANCES
CAPITAL ASSETS AND SPENDING
The City owns a variety of capital assets—land, buildings, vehicles, equipment, infrastructure (e .g., roads, bridges, sewers), and other assets with a useful life beyond one year. Capital assets also include construction projects currently being built but not yet completed (referred to as construction in progress). Paying for and maintaining these assets play a critical role in the City’s financial condition.
At the end of 2021-22, the City owned $7.4 billion of capital assets. This figure represents the historical purchase or constructed cost less normal wear and tear from regular use (referred to as depreciation).
Capital assets used for governmental activities totaled $4.9 billion. Assets used in business-type activities such as the Airport and wastewater treatment totaled $2.5 billion.
In 2021-22, the City added $244 million in capital assets ; however, these were offset by $327 million in depreciation. Including transfers and deletions, the overall value of the City's capital assets decreased slightly over the year. Among the additions were capital projects at the Regional Wastewater Facility and the Airport.
-$600
-$400
-$200
$0
$200
$400
$600
'12-'13 '13-'14 '14-'15 '15-'16 '16-'17 '17-'18 '18-'19 '19-'20 '20-'21 '21-'22 Capital Asset Additions and Depreciation ($millions)
Additions Depreciation
INFRASTRUCTURE AND MAINTENANCE
On an annual basis, the City Administration prepares a status report on the deferred maintenance and infrastructure backlog. In March 2022, staff reported that the City faced an estimated $1.7 billion backlog, with an estimated additional $91 million needed annually to sustain the City’s infrastructure in a functional condition. The transportation system (e.g., streets, street lighting) is most affected by the backlog.
Current Backlog of
Deferred Needs
Annual Ongoing
Unfunded Needs
Airport none none
Building Facilities* $246.5 $20.1
City Facilities Operated by Others $13.8 $6.8
Sports Facilities none TBD
Convention Center/Cultural Facilities $73.5 TBD
Fleet $7.7 $1.4
Parks, Pools, and Open Space $284.4 $36.5
Sanitary Sewer $50.0 $0.9
Service Yards $14.1 $0.7
Storm Sewer $180.0 $5.0
Technology** $47.5 $5.7
Radio Communications $3.8 $0.4
Transportation Infrastructure $736.9 $14.0
Regional Wastewater Facility none none
Water Utility none none
Total $1,658.2 $91.5
Infrastructure Backlog (all funds as of March 2022) ($millions) Source: Status Report on Deferred Maintenance and Infrastructure Backlog, 2022 * Annual ongoing is for parks buildings only, remaining facilities to be determined (TBD). ** This estimate only includes deferred needs for technology infrastructure maintained by the Information Technology Department. Other departmental information technology needs are not included.
Note: Capital additions do not include transfers.
City of San José – Annual Report on City Services 2021-22 27 28
City of San José – Annual Report on City Services 2021-22
OPERATING BUDGET AND STAFFING
Operating budget and staffing for City services
City of San José – Annual Report on City Services 2021-22 29 OPERATING BUDGET AND STAFFING
Note: Department operating budgets include personal services, and non- personal/equipment expenditures . Departmental operating budgets do not include all expenditures such as reserves, capital expenditures, debt service, and pass -through funding. Other budgeted expenditures include:
• Expenditures from special funds that are not captured in departmental operating budgets. For example, the Airport’s departmental budget totaled $73.1 million in 2021-22 (as we report in the chart above and in the Airport section), but the Airport oversaw additional program expenditures, such as $45 million in debt service/financing, over the course of the year. See individual department chapters for more information about additional expenditures. • $418 million in Citywide expenses and capital contributions and transfers (Citywide expenses are related to more than one department or are not directly associated with ongoing departmental operations.) Total may not add due to rounding.
Source: San José Adopted Operating Budgets, 2021-22 Annual Report, and Budget Office
CITY OPERATING BUDGET
The City’s operating budget is a financial plan for how the City will provide services, pay obligations, and save for future expenses. It is approved by the Mayor and City Council. It contains information and data regarding expected sources and uses of funds, and performance. The City Charter requires the budget to be balanced for every fiscal year. The fiscal year in the City begins July 1 and ends June 30.
The City’s operating budget is prepared using a different accounting basis than the Annual Comprehensive Financial Report (ACFR). ACFR data was used in the previous chapter to discuss the City's overall finances. This chapter, as well as the remainder of this report, uses budgetary data unless otherwise specified. Every year, the City Manager’s Budget Office prepares a reconciliation between actual and budgeted expenditures. To see the latest of these reconciliations, see the 2021-22 Annual Report.
The City Charter also requires that the budget include a complete financial plan for all City funds. This includes the General Fund as well as numerous special funds, such as those related to Airport operations, sewer services, and others.
In 2021-22, City expenditures from all funds totaled about $4.7 billion, a slight decrease from last year. Departmental personal and non-personal operating expenditures totaled approximately $1.8 billion (or about $1,827 per resident). The City’s Operating and Capital Budgets are online at the Budget Office Website.
Airport 73.1$
City Attorney 22.4$
City Auditor 2.3$
City Clerk 3.5$
City Manager 20.9$
Community Energy 13.6$
Economic Development and Cultural Affairs 11.5$
Environmental Services 328.5$
Finance 22.3$
Fire 286.0$
Housing 16.2$
Human Resources 16.1$
Independent Police Auditor 1.5$
Information Technology 26.5$
Library 49.7$
Mayor and Council 15.5$
Parks, Recreation and Neighborhood Services 97.3$
Planning, Building and Code Enforcement 51.3$
Police 483.4$
Public Works 126.0$
Retirement 7.5$
Transportation 108.7$
Total 1,783.6$
Departmental Operating Expenditures, 2021-22
(All Funds, $millions)
30 City of San José – Annual Report on City Services 2021-22
OPERATING BUDGET AND STAFFING
Source: San José Adopted Operating Budgets and Annual Reports *2019-20 initially had a projected surplus, but the onset of COVID resulted in a $45 million shortfall for the fiscal year.
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
General Fund Expenditures
($millions)
($125)
($100)
($75)
($50)
($25)
$0
$25
Projected General Fund
Shortfalls/Surplus ($millions)*
Source: San José 2021-22 Annual Report
Note: May not total to 100 percent because of rounding. Department expenditures in the General Fund totaled over $1 billion. Citywide expenses, capital contributions, and transfers totaled $505 million of additional General Fund expenditures.
0.0%
0.0%
0.1%
0.1%
0.2%
0.3%
0.3%
0.6%
1.0%
1.3%
1.4%
1.7%
1.8%
1.9%
2.3%
3.5%
3.6%
3.7%
7.6%
24.4%
44.1%
Retirement
Airport
Housing
Independent Police Auditor
City Auditor
Environmental Services
City Clerk
Economic Development and Cultural Affairs
Human Resources
Planning, Building & Code Enforcement
Mayor and Council
City Attorney
Finance
City Manager
Information Technology
Transportation
Library
Public Works
Parks, Rec & Neighborhood Services
Fire
Police
Breakdown of Departmental General Fund Operating
Expenditures, 2021-22
GENERAL FUND
The General Fund is the primary operating fund used to account for the City's revenues and expenditures which are not related to special or capital funds.
Some of the General Fund’s larger revenue sources include: property taxes, sales taxes, utility taxes, licenses and permits, and business taxes. The General Fund is available to use for any purpose and much of its use is dedicated to paying for personnel costs.
In 2021-22, General Fund expenditures totaled over $1.6 billion.
Departmental operations accounted for over $1 billion, with the remaining budgeted for Citywide expenses, capital contributions, and transfers. Sixty- nine percent of expenditures were for the Police and Fire Departments.
Some departments are funded through special funds, such as the Airport and the Environmental Services Department, and receive little or no General Fund support.
Due to the continued economic impact of COVID-19, the City projected a $38.3 million budget shortfall for 2021-22. However, the Adopted Operating Budget used $45.0 million from American Rescue Plan funds, along with a number of other budgetary strategies, to resolve the 2021-22 shortfall and pay for high-priority one-time projects and programs in the General Fund.
City of San José – Annual Report on City Services 2021-22 31 OPERATING BUDGET AND STAFFING
0 200
400
600
800
1,000
Number of Full-Time Employees Leaving by Type of Departure Layoff/Terminated
Resigned
Retired
CITY STAFFING
Much of the General Fund’s expenses are allocated for personnel costs. In 2021-22, there were 6,647 full-time equivalent positions in the City. This represents a net increase of 55 positions from 2020-21, with a third of the increase associated with the ongoing establishment of the consolidated Beautify San José (BeautifySJ) program, the restoration of Library hours, and the San José Abierto/Placemaking and Activation programs. Increased staffing in recent years restored staffing levels from a low in 2011-12, but current staffing is still below the peak staffing level of around 7,500 in 2001-02.
While a few City departments are still below staffing levels from ten years ago, when the City saw a significant decline in its workforce and was at one of the lowest points in City staffing, many departments have since experienced substantial growth in staffing levels. There were 904 full-time equivalent vacancies as of the end of 2021-22; however, it should be noted that there were 89 police recruits in the police academy to fill vacant police officer positions.
The number of full-time employees leaving City service has come down from the high seen in 2011 when nearly 900 employees left the City. In 2021-22, however, following unprecedented churn in national labor markets in the wake of the COVID-19 pandemic, 671 full-time employees left City employment, a marked increase from last year. This fit a national trend of a 20-year high quit rate (sometimes referred to as the "great resignation").
Source: 2021-22 Adopted Operating Budget
Note: Total may not add due to rounding.
Source: Auditor analysis of PeopleSoft records
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
City Full-Time Equivalent Staffing and Vacancies
Vacant FTE
Filled FTE
Source: San José Adopted Operating Budgets and auditor analysis of PeopleSoft records Note: Vacancies are as of the fiscal year end. 2019-2022 data reflects revised methodology.
Authorized Department Staffing 2021-22 10-Year Change
Airport 215 17%
City Attorney 84 16%
City Auditor 13 -13%
City Clerk 14 -7%
City Manager 82 38%
Community Energy 37 not applicable
Economic Development and Cultural Affairs 57 -25% Environmental Services 572 15%
Finance 121 5%
Fire 849 11%
Housing 92 48%
Human Resources 43 -21%
Independent Police Auditor 7 0%
Information Technology 103 12%
Library 365 16%
Mayor and Council 27 not applicable
Parks, Recreation and Neighborhood Services 775 61% Planning, Building and Code Enforcement 299 29% Police 1,717 11%
Public Works 628 30%
Retirement 40 11%
Transportation 509 30%
Total 6,647 20%
32 City of San José – Annual Report on City Services 2021-22
OPERATING BUDGET AND STAFFING
CITY STAFFING (CONTINUED)
In 2021-22, the City had 6.8 authorized positions per 1,000 residents, far fewer than other large California cities. The number of authorized positions per 1,000 residents was, however, more than San José’s 20-year average of
6.5. Total employee compensation for operating funds rose to more than $1.2 billion in 2021-22. Cash compensation and other benefit costs have risen since 2012-13, partly driven by a restoration of former staffing levels and growing retirement costs (not adjusted for inflation). For more information, see the Retirement Services chapter.
$750
$434
$84
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
Retirement, Fringe, and Cash Compensation (Operating Funds Only, $millions)
Other Benefits
Retirement
Cash Compensation
Source: Auditor analysis of FMS records
Note: Not adjusted for inflation.
0 2 4 6 8 10 12 14
SAN JOSE
San Diego
Sacramento
Oakland
Long Beach
Los Angeles
2021-22 Authorized Full-Time Positions per
1,000 Residents
S
ource: 2021-22 Operating Budgets from each jurisdiction and California Department of Finance Demographic Research Unit
Note: The type and range of services may vary across jurisdictions.
0.0 1.0
2.0 3.0
4.0 5.0
6.0 7.0
8.0 9.0
Authorized Full-Time Positions per 1,000 population
20-year average: 6.5
Source: 2011 Fiscal and Service Level Emergency Report, November 2011, San José 2012-13 through 2021-22 Adopted Operating Budgets
City of San José – Annual Report on City Services 2021-22 33 OPERATING BUDGET AND STAFFING
https://www.sanjoseca.gov/your-
https://www.sanjoseca.
ADDITIONAL REPORTS FOR MORE INFORMATION
The City of San José prepares numerous budgetary documents during the fiscal year.
The City’s Annual Adopted Operating Budget details how the City will pay for services and operations. The Adopted Operating Budget contains key information about the City’s budgets and performance, broken down by broad areas of City service delivery and City departments. It also contains information about the sources and uses of operating funds. See:
City Manager’s Budget Office 2022-23 adopted operating budget homepage.
The City Manager’s Budget Office also prepares an Annual Adopted Capital Budget and a Five Year Capital Improvement Program to outline how the City will maintain and grow its capital assets. This document provides detailed information about the planned capital investments in the City’s assets such as buildings, parks, and transportation infrastructure. See:
City Manager’s Budget Office 2022-23 adopted capital budget homepage.
The Annual Report provides unaudited information on the financial status of the City at the end of each fiscal year. The focus of the Annual Report is a comparison of actual revenue collections and expenditures to projections and appropriations included in the budget. This report also provides information about each City fund, including the status of the year-end reserve levels. See:
City Manager's Budget Office 2021-22 Annual Report.
The Five Year Forecast includes projected revenues and expenditures for the General Fund and revenue projections for the Capital Improvement Program. See: City Manager's Budget Office Five Year Forecast homepage.
The Fees and Charges Report documents the majority of the fees and charges within the General Fund and selected fees within other funds. Some fees for enterprise activities, such as the Airport, are not included as they are approved separately. See: City Manager's Budget Office Adopted Fees and Charges.
34 City of San José – Annual Report on City Services 2021-22
CITY SERVICE AREA (CSA) DASHBOARDS
City Service Areas (CSAs) integrate services provided in individual departments into the City’s five key lines of business: Community and Economic Development; Environmental and Utility Services; Neighborhood Services; Public Safety; and Transportation and Aviation Services. An additional CSA, referred to as "Strategic Support," represents the internal functions that enable the other five CSAs to provide services to the community.
The City Administration has selected the top six performance measures representing achievements in each CSA.
For more information about specific departments, see their corresponding chapters later in the report.
City of San José – Annual Report on City Services 2021-22 35 COMMUNITY AND ECONOMIC DEVELOPMENT CSA DASHBOARD
MISSION
To manage the growth and change of the City of San
José in order to encourage a strong economy, create
and preserve healthy neighborhoods, ensure a diverse
range of employment and housing opportunities, and
encourage a diverse range of arts, cultural, and
entertainment offerings.
0 2,000
4,000
6,000
8,000
Estimated Jobs Generated/Retained by
Companies that Received City Assistance
New Job (2021-22
Target: 1,000)
Retained Job (2021-
22 Target: 2,500)
Industrial Company
(2021-22 Target:
3,000)
Commercial/Retail
Company (2021-22
Target: 500)
0.89 0.6
0.7 0.8
0.9 1.0
1.1 Jobs per Employed Residents in San José
Envision 2040 Target: 1.1
1,021
0 1,000
2,000
3,000
4,000
5,000
6,000
Number of work2future Clients Receiving
Discrete Services (Counseling, Job Placement,
and Occupational Training)
2021-22 Target: 1,150
40%
50%
60%
70%
80%
90%
100%
Percent of Projects that Receive Consistent
Feedback from Staff Throughout the Course
of Project Review
Planning Permit Plan
Review (Target: 85%)
Building Permit Plan
Review (Target: 80%)
Building Inspectors
Consistent with Building
Plan Check (Target: 80%)
Building Inspectors
Consistent among Multiple
Inspectors (Target: 80%)
Plan Check (Target: 88%)
Inspections in 24 hours
(Target: 85%)
Inspections in 48 hours
(Target: 95%)
0%
20%
40%
60%
80%
100%
Development Projects Completed within
Processing Time Targets (Construction
Process)
CSA OUTCOMES
• Strong economic base
• Safe, healthy, attractive, and vital community
• Diverse range of housing options
• Range of quality events, cultural offerings, and
public artworks
PRIMARY PARTNERS
• Economic Development and Cultural Affairs
• Fire
• Housing
• Planning, Building and Code Enforcement
• Public Works
133
0 100
200
300
400
500
600
Affordable Housing Units Completed with
City Assistance in the Fiscal Year
2021-22 Target: 301
Note: Beginning 2017-18, the data no longer includes building inspections specifically requested by customers for > 24 hours as missing the inspection target.
Note: According to work2future, the decline since 2015-16 was due to a change in the service delivery model which resulted in seeing fewer clients.
Note: Data was not collected in 2020-21 or 2021-22. The Department reports procurement to select a consultant to conduct this survey had not yet been completed.Note: There were no affordable housing units completed with City assistance in 2020-21.
Source: U.S. Census Bureau, American Community Survey
36 City of San José – Annual Report on City Services 2021-22
ENVIRONMENTAL AND UTILITY SERVICES CSA DASHBOARD
MISSION
To provide environmental leadership through policy
development, program design, and reliable utility
services.
49%
92%
53%
99%
0% 20% 40% 60% 80% 100%
PG&E - Renewable
PG&E - Carbon Neutral
SJCE Green Source - Renewable
SJCE Green Source - Carbon Neutral
PG&E - Renewable
PG&E - Carbon Neutral
SJCE Green Source - Renewable
SJCE Green Source - Carbon Neutral
PG&E - Renewable
PG&E - Carbon Neutral
SJCE Green Source - Renewable
SJCE Green Source - Carbon Neutral
'19-'20 '20-'21 '21-'22
San José Clean Energy and PG&E Power
Content
1.7 0
2 4
6 8
Number of Sanitary Sewer Overflows per 100
Miles of Sanitary Sewer Lines
2021-22 Target: 2.0
103%
0%
20%
40%
60%
80%
100%
120%
Percent of Trash Reduced from Storm Sewer
System
5-Year Goal: 100%
4,017
0 1,000
2,000
3,000
4,000
5,000
6,000
Millions of Gallons of Recycled Water
Delivered Annually
2021-22 Target: 3,950
17 0
4 8
12 16
20 24
Millions of Gallons per Day Diverted from
Flow to the Bay for Beneficial Purposes
During the Dry Weather Period
2021-22 Target: 20
CSA OUTCOMES
• Reliable utility infrastructure
• Healthy streams, rivers, marsh, and bay
• Clean and sustainable air, land, and energy
• Safe, reliable, and sufficient water supply
PRIMARY PARTNERS
• Community Energy
• Environmental Services
• Transportation
Note: The target declined from five overflows per 100 miles to two in 2018-
19. Note: The trash load reduction calculation measures compliance with the City's Municipal Regional Stormwater Permit requirement to reduce trash from receiving waters below 2009 levels. The reduction target was 70% by July 2017, 80% by July 2019, and 100% by July 2022.
Note: Renewable energy comes from resources that are naturally replenished such as sunlight and wind. Other energy sources such as nuclear power and hydropower are not considered renewable by California state law but do not emit greenhouse gas emissions, making them carbon-free sources of power. 0%
20%
40%
60%
80%
100%
Percent of Waste Diverted from Landfills
Residential (Target: 80%) Commercial (Target: 60%)
City Facility (Target: 91%) Overall (Target: 70%)
Note: Current year measures are based on fiscal year data for 2021-22, however prior years included some calendar year data. The overall measurement is based on state guidelines, which uses a per-capita standard.
It includes additional waste streams including construction, demolition, and self-haul categories. Methodology changed in 2021 based on a new contract.
City of San José – Annual Report on City Services 2021-22 37 NEIGHBORHOOD SERVICES CSA DASHBOARD
95%
0%
20%
40%
60%
80%
100%
Percent of Customers Rating Library Services
as Good or Better (Point of Service)
2021-22 Target: 55%
89%
0%
20%
40%
60%
80%
100%
Percent of Community Center Participants
Rating City Efforts at Providing Recreational
Opportunities as "Good" or "Excellent"
(Point of Service)
2021-22 Target: 80%
90%
0%
20%
40%
60%
80%
100%
Animal Care Center Live Release Rate
2021-22 Target: 92%
11%, Passed <70% of Maintenance Categories
20%, Passed 70% - 79% of Maintenance Categories
27%, Passed 80% - 89% of Maintenance Categories
36%, Passed 90% - 99% of Maintenance Categories
6%, Passed 100% of Maintenance Categories
0%
20%
40%
60%
80%
100%
'21-'22
Percent of Park Acres by Park Condition
Assessment (PCA) Score
MISSION
To serve, foster, and strengthen the community by
providing access to lifelong learning, opportunities to enjoy life, and preserving healthy neighborhoods.
CSA OUTCOMES
• Safe and clean parks, facilities, and attractions
• Vibrant cultural, learning, recreation, and
le
isure opportunities
• Healthy neighborhoods and capable
communities
PRIMARY PARTNERS
• Library
• Parks, Recreation and Neighborhood Services
• Planning, Building and Code Enforcement
• Public Works
Source: Internal survey conducted by the Library.
Note: This survey was not administered in Fall 2020 or Fall 2021 due to COVID. 27%
42%
68%
0%
20%
40%
60%
80%
100%
Tier 1 (6-Year)
5-year goal: 85%
Tier 2 (5-Year)
5-year goal: 20%
Tier 3 (3-Year)
5-year goal: 70%
Percent of Multiple Occupancy Permit
Program Buildings Receiving Routine
Inspection within Designated Cycle Time
'17-'18 '18-'19 '19-'20 '20-'21 '21-'22
Note: PCA score represents the percent of park amenities which passed the minimum maintenance standards for each maintenance category. This is represented in the chart by percent of acres which fall into each PCA score.
The methodology of this measure was recently revised.
0%
20%
40%
60%
80%
100%
Percent of Participants who Report
Improvement Following Participation in a
Library Program or Study
This was a new CSA
measure in 2020-21
2020-21 Target: 95%
Source: Internal survey conducted by the Library.
Note: The full text of the question is "As a result of participating in this program I believe my knowledge and skills have improved and has resulted in more quality literacy experiences with my child." Source: Internal survey conducted by PRNS.
Note: In 2021-22, Public Works revised methodology to more closely align with industry standards.
38 City of San José – Annual Report on City Services 2021-22
PUBLIC SAFETY CSA DASHBOARD
52%
0%
20%
40%
60%
80%
100%
Initial Police Unit Responses within 6 Minutes
of Priority 1 Calls for Service (Life
Threatening)
40%
0%
20%
40%
60%
80%
100%
Initial Police Unit Responses within 11
Minutes of Priority 2 Calls for Service (Crime
in Progress or Just Occurred)
71%
0%
20%
40%
60%
80%
100%
Initial Fire Unit Responses within 8 Minutes of
Priority 1 Calls for Service (Life Threatening)
92%
0%
20%
40%
60%
80%
100%
Initial Fire Unit Response within 13 Minutes of
Priority 2 Calls for Service (No Lights and
Sirens) Emergency Operations Center (EOC)
Assigned Staff who have Received
Required Training (2021-22)
Following the COVID-19 emergency, the Office of
Emergency Management is updating its performance
measure and reporting for required training. Data is not currently available for 2021-22. As noted in past years, while some EOC assigned staff did not receive the regular emergency training, many of these employees received on- the-job training.
Homicide
Rape
Robbery
Aggravated Assault
Burglary
Larceny
Vehicle Theft
0 1,500
3,000
4,500
6,000
7,500
9,000
10,500
12,000
13,500
15,000
National Uniform Crime Reporting (UCR)
Part 1 Crime Trends
MISSION
To provide prevention and emergency response
services for crime, fire, medical, hazardous, and
disaster related situations.
CSA OUTCOMES
• The public feels safe anywhere, anytime in San
José
• Residents share the responsibility for public
safety
PRIMARY PARTNERS
• City Manager's Office
• Fire
• Independent Police Auditor
• Police
Target: 70%
Target: 70%
Target: 80%
2021-22 Target: 90%
Note: In 2018-19, SJPD revised their reporting of police response times to be based on how incidents are initially coded into their system. In prior years, SJPD had measured response times based on updated coding of incidents as determined throughout the response, which could change the priorities of incidents and incorrectly affect response times.
Note: Target in prior years was 80 percent.
City of San José – Annual Report on City Services 2021-22 39 STRATEGIC SUPPORT CSA DASHBOARD
87%
13%
0%
20%
40%
60%
80%
100%
Percent of Positions Filled as a Total of
Budgeted Positions (as of June 30)
Filled (Target: 90%) Vacant (Target: 10%)
45%
0%
20%
40%
60%
80%
100%
Percent of Non-Management Employee
Performance Appraisals Completed on
Schedule
2021-22 Target: 75%
100%
98%
90%
92%
94%
96%
98%
100%
Percent of Equipment Available for Use
When Needed
Emergency Vehicles (Target: 100%) General Fleet (Target: 97%) 85%
0%
20%
40%
60%
80%
100%
Percent of City Facilities with a Condition
Assessment Rating of Good or Better
2021-22 Target: 85%
Note: Results reflect ratings of facilities assessed for the fiscal year.
Percent of Information Technology Project
Success Rate Measured on Schedule, Cost,
Scope, and Value
74%
MISSION
To effectively develop, manage, and safeguard the
City’s fiscal, physical, technological, and human
resources to enable and enhance the delivery of City
services and projects.
CSA OUTCOMES
• Sound fiscal management that facilitates
meeting the needs of the community
• A high performing workforce that is
committed to exceeding internal and externa
l
cu
stomer expectations
• Effective use of technology
• Safe and functional public infrastructure,
f
acilities, and equipment
PRIMARY PARTNERS
• Finance
• Human Resources
• Information Technology
• Pu
blic Works
Target Project Success Rate: 80%
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Moody's Standard and
Poor's Fitch
'17-'18 Aa1 AA+ AA+
'18-'19 Aa1 AA+ AA+
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'2
1-'22 Aa1 AA+ AAA
Target Aa1 AA+ AA+
City's Bond Ratings
(General Obligation Bond Rating)
Note: Methodology was updated for 2020, 2021, and 2022. Note: Target in prior years was 80 percent. 40 City of San José – Annual Report on City Services 2021-22
TRANSPORTATION AND AVIATION SERVICES CSA DASHBOARD
CSA OUTCOMES
• Provide safe and secure transportation systems
• Provide viable transportation choices that
promote a strong economy
• Travelers have a positive, reliable, and efficient
experience
• Preserve and improve transportation assets and
facilities
• Provide a transportation system that enhances
community livability
34.9, SFO
8.4, OAK
9.8, SJC
0 15
30 45
60 75
90 Air Service Market Share of Regional
Passengers (millions)
5-Year Goal: 18%
10 -150%
-100%
-50%
0%
50%
100%
150%
0 2
4 6
8 10
12 14
16 Annual Airport Passengers (millions)
Passengers Year-over-Year Percent Growth
43%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percent of Trips by Alternative Modes of
Transportation
5-Year Goal: 32%
Source: American Community Survey 1-year and 5-year estimates. 2021 is a 1-year estimate. This measure is comprised of commuting trips. Working from home increased due to COVID-19.
MISSION
To provide the community with safe, secure, and
efficient surface and air transportation systems that
support San José’s livability and economic vitality.
PRIMARY PARTNERS
• Airport
• Transportation
Source: Internal survey conducted by Airport.
2.3 0
1 2
3 4
5 Number of Injury Crashes per Thousand
2021-22 Target: 2.0
Note: DOT's measure of fatal and injury crashes only includes crashes that occurred on city roads. Crashes on private property or freeways beyond 50 feet of an intersection are excluded.
85%
72%
0%
20%
40%
60%
80%
100%
Airport Passenger Survey
% rating their satisfaction with the airport and
restaurants
Airport Overall (Target: 87%) Airport Restaurants (Target: 77%) 68 Failed Poor At Risk Fair Good Very Good /
Excellent
0 10
20 30
40 50
60 70
80 90
100
Pavement Condition Index (PCI) Rating
2021-22 Target: 68
Note: This is based on DOT’s 1-year estimates. The Metropolitan Transportation Commission reports a 3-year moving average. In 2021, this was 67.
Source: Internal survey conducted by the Airport.
City of San José – Annual Report on City Services 2021-22 41 42
City of San José – Annual Report on City Services 2021-22
AIRPORT
The mission of the Airport is to connect, serve, and inspire.
City of San José – Annual Report on City Services 2021-22 43 AIRPORT
$93
$24
$18
$42
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
Airport Operating Revenues ($millions)
Other Revenue
Concession revenue
Public parking fees
Airline rates and charges
$0
$20
$40
$60
$80
$100
$120
Annual Debt Payments
($millions)
The City operates Mineta San José International Airport (SJC, Airport), wh ich provides non-stop air service to 40 domestic and international destinations including Chicago, New York, the four Hawaiian islands (Hawai'i, Kaua'i, Maui, and O'ahu), London, Guadalajara, and Mexico City. While this is less than prior to the pandemic, this is an increase from 36 domestic and international locations in June 2021.
The Airport had 215 authorized positions in 2021-22. The Airport does not receive General Fund dollars; Airport operational revenues include rents, concession fees, parking, and landing fees. Operating revenues increased from $131.2 million in 2020- 21 to $177.7 million in 2021-22.
During the COVID-19 pandemic, the Airport reports it was awarded $136.2 million from the CARES Act, Consolidated Appropriations Act, and American Rescue Plan Act (ARPA) funds. According to the Department, funding from all three acts are available on a reimbursable basis, with $87.3 million received through June 30, 2022, and the remaining ARPA funds ($48.9 million) available over the next few years to help mitigate the effects of the COVID-19 pandemic on Airport revenue.
Airport operating expenditures, excluding debt service, totaled $73.1 million. As of June 30, 2021, outstanding bonds totaled $1.14 billion, with an additional $34.1 million in commercial paper notes. Total debt service for the fiscal year was $47.6 million. In 2020-21 the Airport completed a refunding of bonds to reduce and restructure debt service resulting in $48.3 million in savings in 2021-22. *Operating expenditures do not include police and fire services at the Airport, debt service, capital project expenditures or reserves. In 2021-22, the cost of police and fire services totaled $18.0 million. 0 50
100
150
200
250
Authorized Positions
$0
$10
$20
$30
$40
$50
$60
$70
$80
Airport Operating Expenditures
Personal Non-Personal/Equipment
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
Outstanding Debt ($millions)
0% 20% 40% 60% 80% 100%
Community Survey 2022
Residents' rating of the City operating the San José
International Airport
Excellent Good Fair Poor Very Poor
Note: The Airport completed a refunding of bonds to
reduce and restructure debt service in 2020-21.
44 City of San José – Annual Report on City Services 2021-22
AIRPORT
0 20
40 60
80 100
120
140
Air Cargo, Freight, and Mail
(millions lbs.)
During the COVID-19 pandemic, airline traffic was greatly reduced at the Airport with just 4.2 million passengers in 2020-21. In 2021-22, traffic at the Airport more than doubled to 9.8 million airline passengers.
There were 96,634 passenger airline takeoffs and landings, or 265 per day, a 58 percent increase compared to the previous year.
Because of the increase in passenger levels, the airlines' cost per enplanement (CPE) was $13.20 in 2021-22, down from nearly $36.68 in 2020-21. As a result, San José's CPE was lower than San Francisco's and Oakland's.
The Airport represents 18 percent of the regional market share of passengers, slightly less than the prior year. Additionally, in 2021-22, the Airport handled 71.4 million pounds of cargo, freight, and mail —a decrease from 80.7 million pounds in 2020-21.
The Airport received 14,457 noise complaints in 2021-22; 443 concerned flights subject to the curfew between 11:30 pm and 6:30 am.
Sources: Oakland International Airport Airline Information and staff; Monthly Reports for SJC and SFO, SFO Fact Sheet FY 2020-21; and Airline On-Time Statistics U.S. Bureau of Transportation Statistics. Oakland passenger flight/day data was not available at the time of publication.
0 20
40 60
80 100
Regional Passengers
(millions)
SJC SFO OAK
0 500
1,000
1,500
2,000
2,500
3,000
Regional Freight
(millions lbs.)
SJC SFO OAK
Market Shares
0 2
4 6
8 10
12 14
16 Annual Airport Passengers
(millions)
$0
$10
$20
$30
$40
$50
$60
$70
Airline Cost per Enplanement
Comparison
OAK
SJC
SFO
0 50
100
150
200
250
300
350
400
450
Passenger Flights Per Day
(Takeoffs and Landings)
Note: The CPE (industry standard) is based on rates and charges paid by airlines divided by the number of boarded passengers.
SJC OAK SFO
9 11 51
Destinations 40 43 138
33 38 86
7 5 52
9.8 8.4 34.9
265 N/A 867
78.8% 77.8% 80.7%On-Time Arrival Percentage
Passenger Flights/Day
Regional Comparisons, 2021-22
Passengers (millions)
International
Domestic
Passenger Airlines
Note: Oakland cargo data for 2021-22 was not available
at the time of publication.
City of San José – Annual Report on City Services 2021-22 45 46
City of San José – Annual Report on City Services 2021-22
CITY ATTORNEY
The mission of the San José City Attorney’s Office is to provide excellent legal services, consistent with the highest professional and ethical standards, with the goal of protecting and advancing the City’s interests in serving the people of San José.
City of San José – Annual Report on City Services 2021-22 47 CITY ATTORNEY
The City Attorney’s Office provides legal counsel and advice, prepares legal documents, and provides legal representation to advocate, defend, and prosecute on behalf of the City of San José and the Successor Agency to the San José Redevelopment Agency.
The 2021-22 operating expenditures for the City Attorney’s Office totaled $22.4 million, which is comprised of personal and non-personal expenditures.
In addition, the City Attorney's Office was responsible for around $8 million in general liability claims, a Citywide expense.
Authorized staffing positions totaled 83.5, slightly down from the prior year.
The City Attorney’s Office handled about 880 new claims and litigation matters in 2021-22 and prepared or reviewed around 4,700 legal transactions, documents, and memoranda. Lawsuits and administrative actions filed or initiated by the City decreased by 62 percent from the prior year. The City Attorney's Office attributes the decrease to the pandemic, which may have delayed or reduced the 2020-21 filings as residents interfaced less with the City and engaged in fewer activities that could give rise to litigation. Also, the statute of limitations for filing claims and lawsuits were tolled for a time during the pandemic, reducing the urgency to file during much of the 2021-22 fiscal year. Litigation-related collections totaled $12.4 million. $0
$5
$10
$15
$20
$25
City Attorney Operating
Expenditures ($millions)
Personal Services Non-Personal/Equipment
0 20
40 60
80 100
City Attorney Authorized
Positions
$0
$10
$20
$30
$40
$50
Litigation-Related Collections and
General Liability Payments
($millions)
Litigation Collections General Liability Payments
0 200
400
600
800
1,000
1,200
1,400
1,600
Claims and Lawsuits
Lawsuits and administrative actions filed or initiated by the City Lawsuits filed against the City
Claims (General Liability and Workers' Compensation) filed against the City Note: Litigation-related collections spiked in 2016-
17 largely due to a Housing Authority settlement.
48 City of San José – Annual Report on City Services 2021-22
CITY AUDITOR
The mission of the San José City Auditor’s Office is to independently assess and report on City operations and services.
City of San José – Annual Report on City Services 2021-22 49 CITY AUDITOR
https://www.sanjo
The City Auditor’s Office conducts performance audits that identify ways to increase the economy, efficiency, effectiveness, equity, and accountability of City government and provide independent, reliable, accurate, and timely information to the City Council and other stakeholders . The Office also oversees a variety of external audits including the Annual Comprehensive Financial Report (ACFR) and the Single Audit.
The City Auditor’s annual work plan is posted online, along with copies of all issued audit reports and semi-annual recommendation status reports. The Office’s 2021-22 operating expenditures totaled $2.3 million. In addition, the City Auditor's Office was responsible for $439,400 in Citywide costs, including the annual financial audit, the grant compliance Single Audit, and the bond projects audits. In 2021-22, the Office began providing Vietnamese and Spanish translations for parts of audit reports. The Office also added an equity category to its open audit recommendation outcomes . In November 2021, the Office passed its biennial external quality control review.
In 2021-22, the City Auditor's Office identified $1 million in monetary benefits from its audit recommendations, or $0.40 in savings for every $1 spent on audit costs in 2021-22 (target: $2 to $1). Identified monetary benefits vary from year to year based on the types of audits that are on the Office's annual work plan. The 2020-21 ratio was $1.27 of identified monetary benefits for every $1 on audit costs.
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
City Auditor Operating
Expenditures
Personal Services Non-Personal/Equipment
0 4
8 12
16 20
City Auditor Authorized
Positions
Target
Subject area of audits issued in 2021-22:
• Code Enforcement Management Controls
• Municipal Water Billing and Customer Service
• Annual Performance Audit of Team San Jose 2020-21
• Annual Report on City Services 2020-21
• Information Technology
• Environmental Review for New Developments
• Take-Home Vehicles
• Citywide Grant Management
* Includes audits that were substantially completed. Does not include Code Enforcement Management Controls, which was substantially completed in 2020-21.
Partly Implemented,
18%
Not
Implemented,
7%
Implemented &
Closed, 75%
Audit Recommendation
Implementation Status
(Reports Issued in last 10 Years)
Transparency
and
Accountability
Improved
Service
Delivery
Operational
Efficiency
Securing
City Assets
Equity
0% 20% 40% 60% 80% 100%
Recommendations Issued in
2021-22 by Category
Note: 59 recommendations were issued in 2021-22. Note: 812 recommendations were issued in the last 10 years.
KEY FACTS (2021-22)
Number of audit reports issued or substantially completed 17 Number of audit reports per auditor* 2
Ratio of identified monetary benefits to audit cost* $0.40:$1 Percent of approved work plan completed or substantially completed during the fiscal year*
68%
50 City of San José – Annual Report on City Services 2021-22
CITY CLERK
The mission of the San José City Clerk is to maximize public access to municipal government.
City of San José – Annual Report on City Services 2021-22 51 CITY CLERK
The City Clerk’s Office assists the City Council in the legislative process and maintains the legislative history of the City Council. The Office is responsible for open government, campaign finance, lobbyist registration, statements of economic interest, and other public disclosure requirements. The Office is also responsible for preparing and distributing agenda items for City Council, Committee, and Commission meetings, and in 2021-22, the City's Redistricting and Charter Review Commissions. The Office also provides access to the City’s legislative records and documents under the California Public Records Act and reviews all City contracts for administrative compliance. In response to the COVID-19 pandemic, the City Clerk's Office has facilitated remote and in-person City Council and Board and Commissions meetings in accordance with California's open meeting laws (e.g., the Brown Act).
The City Clerk’s operating expenditures totaled $3.4 million in 2021-22, with $2.6 million in personal services and $0.8 million in non-personal expenditures. In addition, the City Clerk was responsible for $1.2 million in Citywide expenses, out of which $2,697 was spent on elections and ballot measures. Staffing has stayed the same from last year at 14 positions.
The Clerk’s Office also provides administrative support to the Mayor and Council Offices, tracking office budgets and facilitating the disbursement of grants (296 in 2021-22). The Office coordinated the recruitment of 27 full-time and 17 part-time staff for the Mayor and City Council Offices.
During the 2022 Boards and Commissions Spring Recruitment, the City Clerk’s Office recruited for 70 appointed positions by screening and processing about 89 online applications.
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
City Clerk Operating
Expenditures ($millions)
Personal Services Non-Personal/Equipment
0 4
8 12
16 20
City Clerk Authorized Positions
KEY FACTS (2021-22)
Number of meetings staffed 233
Number of agendas posted online 794
Number of Council actions processed and tracked 955
Number of public records requests (e.g., legislative 681 histories, contracts, election related documents)
Number of ordinances processed 160
Number of resolutions processed 463
Number of contracts processed 2,592
Number of campaign filings processed 607
52 City of San José – Annual Report on City Services 2021-22
CITY MANAGER
The mission of the San José City Manager’s Office is to provide strategic leadership that supports the Mayor and the City Council and motivates and challenges the organization to deliver high quality services that meet the community's needs.
City of San José – Annual Report on City Services 2021-22 53 CITY MANAGER
0 20
40 60
80 100
City Manager Authorized
Positions
$0
$5
$10
$15
$20
$25
City Manager Operating
Expenditures ($ millions)
Personal Services Non-Personal/Equipment
The City Manager's Office (CMO) develops public policy, leads the organization, and manages Citywide service delivery. 2021-22 operating expenditures totaled $20.9 million, including personal and non-personal expenditures. In addition, the CMO was responsible for $4.2 million in Citywide expenses. Staffing in 2021-22 totaled 81.5.
In 2021-22, CMO's Office of Communications released 46 weekly flash reports relating to COVID-19. To inform the community of the 2020 council district boundary changes, Communications launched a digital campaign and mailed postcards to nearly 39,000 affected addresses. Additionally, Communications deployed a San José 311 awareness campaign to reach Spanish and Vietnamese residents.
Functions of the City Manager's Office (2021-22):
• Administration, Policy, and Intergovernmental Relations supports Citywide policy analysis and implementation, and monitors state and federal legislation. Other services include agenda review and open government and public record request coordination. • Budget develops and monitors the City's operating and capital budgets, ensuring the City's fiscal health. • Civic Innovation executes the City's Smart City Vision, overseeing projects aiming to improve the efficiency and effectiveness of City services t hrough the use of data and technology.
• Communications directs and implements the City's communications strategy to inform and engage San José residents. It provides strategic counsel and oversight of media relations; internal communication; emergency public information; and digital, social, and creative ser vices. • Employee Relations negotiates labor contracts and supports a positive, productive, and respectful work environment.
For the Office of Emergency Management and Office of Racial Equity, see later in this chapter. See also the chapter on Office of Economic Development and Cultural Affairs.
CMO KEY FACTS (2021-22)
Staff reports approved for City Council consideration 588 City Council referrals assigned 66
Information memoranda issued 66
Community budget meetings held 3
Public records requests responded to or coordinated 238 Public records requests received Citywide (estimated) 4,692 City staff receiving language access training 76
Federal and state legislative action letters issued 74
0% 25% 50% 75% 100%
Community Survey 2022
Residents' rating of the job the City of San José is doing to provide city services
Very satisfied Somewhat satisfied Somewhat dissatisfied Very dissatisfied 54 City of San José – Annual Report on City Services 2021-22
CITY MANAGER
The 2021-22 City Initiatives Roadmap is comprised of 41 initiatives that represent significant new policies, strategies, projects, or programs that require strategic planning and leadership capacity to successfully deliver. The initiatives are categorized under eight enterprise priorities. An updated list of the City's enterprise priorities is posted online.
In September 2021, as part of the Roadmap's "Build Back Better + Recovery Task Force" initiative, the City Council approved a COVID-19 Recovery Task Force. The Recovery Task Force, composed of 55 member organizations, established nine committees on topics that address community issues including housing, childcare, health and wellness, and supporting workers and small businesses. The Recovery Task Force held eight meetings in 2021-22. In May 2022, the Recovery Task Force and City staff developed a Community Engagement Plan to engage and connect residents to City services. To gather community insights on COVID-19 impacts, the Recovery Task Force's Lived Experience Group was tasked with engaging the community through focus groups and forums between June and August 2022.
City of San José – Annual Report on City Services 2021-22 55 CITY MANAGER
OFFICE OF EMERGENCY MANAGEMENT
The Office of Emergency Management (OEM) leads efforts to protect life, property, and the environment by managing programs that mitigate, prepare for, respond to, and recover from disasters and emergencies. OEM administers Community Emergency Response Team (CERT) trainings, which train residents and businesses on how to organize, respond, and recover from major emergencies.
The Emergency Operations Center (EOC) was activated three times in 2021-22, including responses to a gas leak in August 2021, a Home Depot Fire in April 2022, and ongoing response to COVID-19. With the drop in COVID-19 case counts, the EOC reduced operations in February 2022.
Despite reduced EOC operations, OEM reports that staff continued to respond to COVID through the Vaccination Task Force, the COVID-19 Recovery Task Force (see previous page), or within their specific departments. Additionally, departments absorbed emergency activities at the end of the fiscal year, such as Parks, Recreation and Neighborhood Services' (PRNS) continued food distribution services and the Library's continued digital equity and access services.
OFFICE OF RACIAL EQUITY
The mission of the Office of Racial Equity (ORE) is to support the City in embedding a racial equity practice and embody a culture that sustains it. ORE is responsible for examining and improving the City's internal policies, programs, and practices to address structural and/or institutional racism in the city. ORE is also responsible for inclusion and belonging work through the implementation of the Welcoming San José Plan 2.0. The plan aims to enable civic, economic, linguistic, and social inclusion of immigrants and refugees in San José.
During 2021- 22, ORE developed and implemented a mandatory Foundational Racial Equity training for City employees. ORE also supported departments in drafting 18 Racial Equity Action Plans and consulted with departments on budget proposals that included equity considerations.
ORE worked collaboratively with community-based organizations on events curated for immigrant and refugee communities. In November 2021, ORE launched its Immigration Spotlight Facebook Live series and has hosted eight sessions. In 2021-22, ORE provided 16 immigration briefings to the City Council.
Further, ORE supported the Rapid Response Network, a County-wide effort to protect undocumented immigrants from deportation . There were 506 calls to the Rapid Response Network in 2021-22.
0% 25% 50% 75% 100%
Community Survey 2022
Residents' rating of household preparedness for a natural disaster or other citywide emergency
Well prepared Somewhat prepared Slightly prepared Not at all prepared Not sure / Prefer not to say 0% 25% 50% 75% 100%
Community Survey 2022
The City is providing diversity and inclusion within City events, services, programs, and policies
Excellent Good Fair Poor Very poor
ORE KEY FACTS (2021-22)
Citizenship workshop events 1
Total workshop participants 636
Participants completed and filed their paperwork 125
OEM KEY FACTS (2021-22)
Residents who received emergency preparedness outreach
(estimated) 850
Community Emergency Response Team graduates 202
Emergency Operations Center (EOC) staff 221
56 City of San José – Annual Report on City Services 2021-22
COMMUNITY ENERGY
The mission of the Community Energy Department is to procure clean, cost effective energy for the benefit of its customers.
City of San José – Annual Report on City Services 2021-22 57 COMMUNITY ENERGY
link
The Community Energy Department operates San José Clean Energy (SJCE), the City's Community Choice Aggregation (CCA)* program that provides residents with access to renewable energy and other customer benefits like community programs and local control. SJCE is part of Climate Smart San José, the City's climate action plan. (See the Environmental Services chapter for more information.)
SJCE allows the City to choose the source and set the retail rates for power used in the city. In 2022, the default service, GreenSource, provided electricity that is 99 percent carbon-free. Since 2018, about 3 percent of eligible customers opted out of SJCE, within the target of less than 5 percent.
Customers can upgrade to TotalGreen (opt-up) to receive electricity that is 100 percent renewable and carbon -free. As of June 2022, 1, 545 customers upgraded. The opt-up rate was 0.44 percent, less than the target of 0.5 percent.
SJCE had 37 authorized positions in 2021-22, and operating revenues totaled $355.7 million, an increase from last year's $280.4 million. SJCE's operations, maintenance, and general administrative expenditures totaled $18 million; additionally, the Department was responsible for energy purchases and other expenditures totaling $313.3 million. Overall, SJCE had an operating income of $24.4 million in 2021-22. Operating income increased from the prior year in part from a City Council-approved increase in generation rates that set prices for GreenSource up to 8 percent above PG&E (inclusive of state-mandated charges).
*CCAs are programs that allow local governments to purchase power on behalf of their residents and businesses. PG&E provides the transmission and distribution of electricity, and handles the billing process. 53%
49%
35%
23%
39%
9%
23%
4%
6%
8%
50%
1%
0% 20% 40% 60% 80% 100%
2021 SJCE GreenSource Power Mix
2021 PG&E Base Plan Power Mix
2021 CA Power Mix¹
Power Content Labels for SJCE and PG&E
Renewables Nuclear Large Hydroelectric Natural Gas Coal Other / Unspecified $0
$2
$4
$6
$8
$10
$12
$14
Community Energy Operating
Expenditures* ($millions)
Personal Services Non-Personal/Equipment
0 5
10 15
20 25
30 35
40 Community Energy Authorized
Positions
SJCE TotalGreen, $161.6
SJCE GreenSource, $151.9
PG&E, $147.1
$0 $25 $50 $75 $100 $125 $150 $175
Comparison of Monthly
Electricity Bill
(rates as of July 1, 2022)
$-
$50
$100
$150
$200
$250
$300
$350
$400
Community Energy Revenue and
Expenses ($millions)
Revenue Expenses
Source: SJCE and PG&E comparison of residential electric rates.
Note: Based on E-TOU C rate schedules and usage of 427
kilowatt-hours.
Source: 2021 Power Content Labels for SJCE and PG&E
¹ Figures are estimated annually by the California Energy Commission based on electricity generated in California and net imports.
Note: Percentages may not add to 100 due to rounding. California's power mix included less than a percent of coal and other/unspecified.
*Note: This does not include expenditures for energy purchases.
Community Energy was created in 2017-18.
KEY FACTS (2021-22)
Number of customer accounts 350,800
Opt-out rate 3.15%
Opt-up rate 0.44%
Total customer savings* (compared to PG&E) -8.42%
* Unaudited; savings based on generation charges and excludes transmission charges. Negative savings rate indicates a higher overall cost.
58 City of San José – Annual Report on City Services 2021-22
ECONOMIC DEVELOPMENT AND CULTURAL AFFAIRS
The mission of the Office of Economic Development and Cultural Affairs is to catalyze job creation, private investment, revenue generation, talent development and attraction, and a diverse range of arts, cultural, and entertainment offerings.
City of San José – Annual Report on City Services 2021-22 59 ECONOMIC DEVELOPMENT AND CULTURAL AFFAIRS
* Average of monthly unemployment rates from July 2019 to February 2020.
Sources: Bureau of Labor Statistics and 2021 American Community Survey $0
$2
$4
$6
$8
$10
$12
$14
OEDCA Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
0 10
20 30
40 50
60 70
80 OEDCA Authorized Positions
Note: In '13-'14, the transition of work2future client services to the work2future Foundation eliminated 24 positions.
Select OEDCA Initiatives
● In response to COVID-19, OEDCA's Business Development Team pivoted to focus on small business support which included support activities such as funding of grant programs, business walks, contacting businesses, and hosting multilingual webinars on a variety of subjects including access to capital, crime prevention, and preventing eviction. The team also continued to conduct business meetings which included permit facilitations and engagements focused on business retention, expansion, or attraction. ● In August 2022, the City established a Commission to guide the Community Stabilization and Opportunity Pathways Fund which is the largest component of the community benefits outlined in the City's Downtown West Development Agreement with Google. The intent of this fund is to uplift under-resourced communities in San José through community stabilization and opportunity pathways.
Unemployment Rate Pre-COVID* 2.6%
As of July 2022 3.5%
$ 126,377
KEY FACTS (2021-22)
Median Household Income
The Office of Economic Development and Cultural Affairs (OEDCA) leads the City’s economic strategy, provides assistance for businesses, manages the City’s real estate assets, helps connect employers with trained workers, and supports art and cultural amenities in the community. OEDCA's economic strategy workplan seeks to expand economic opportunity and mobility through business support, attraction, and facilitation; talent development; business outreach; and encouraging downtown development.
OEDCA manages several incentive programs for businesses, among them the Foreign Trade Zone and the Storefronts Grants Program, which helps small businesses enhance or enliven their ground-floor storefronts.
OEDCA also oversees agreements with the non-profit operator of the City’s Convention & Cultural Facilities (Team San Jose) and agreements for other City-owned cultural facilities.
In 2021-22, OEDCA's operating expenditures totaled $11.5 million. This includes personal and non-personal expenditures. The department was responsible for $13.5 million in Citywide expenses. Citywide expenses included property leases where the City is the tenant, and a subsidy to the Tech Interactive. The City also supported the Convention & Cultural Facilities with over $7.6 million from hotel tax revenues.
100% 50% 0% 50% 100%
Managing the City's growth and development
Creating a downtown San José that is an attractive
and economically viable city center
Very Poor/Poor Fair Good/Excellent
Community Survey 2022
Ratings of Service
60 City of San José – Annual Report on City Services 2021-22
ECONOMIC DEVELOPMENT AND CULTURAL AFFAIRS
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
Estimated Tax Revenue
Generated by OED-assisted
Companies ($millions)
retained
new
Note: The growth in '19-'20 was primarily driven
by a revenue-sharing agreement with eBay.
0 2,000
4,000
6,000
8,000
10,000
12,000
Estimated Jobs Created or
Retained by OED-assisted
Companies
retained
new
0.6 0.7
0.8 0.9
1 1.1
Jobs Per Employed Residents in San José
Balance at 1.0 job per resident
Envision 2040 target: 1.1 jobs per resident
No , 46%
Yes, 54%
Community Survey 2022
When commuting to a workplace
outside of your home, is that place
within San José?
Mixture of
both, 34%
Commuting to a
workplace
outside of your
home, 51%
Working from
home, 15%
Community Survey 2022
Are you currently working from
home, commuting to a workplace
outside of your home, or a mixture
of both?
BUSINESS DEVELOPMENT AND JOBS
OEDCA promotes business in San José by providing assistance, information, access to services, and facilitating the development permit process. It also has continued to support the city in its recovery and response to the COVID-19 emergency by providing assistance to small businesses in the City's underserved communities. In 2021-22, OEDCA provided development facilitation services to support 63 projects. It also coordinated the Business Owner Space network, through which entrepreneurs receive information, technical and human resources support (see www.businessownerspace.com).
OEDCA estimated companies that received its assistance generated $1.8 million in tax revenues (business and sales taxes). In 2021-22, this included the attraction of Eataly Silicon Valley and NetApp. About $2.31 in tax revenue was generated for every $1 of OEDCA expenditure on business development.
One of OEDCA’s main goals is to catalyze job creation. Companies and businesses that received OEDCA assistance created about 3,050 jobs and retained about 1,170 jobs in 2021-22. With about 432,000 jobs located within the city in 2021, San José had less than one job per employed resident . Palo Alto, by contrast, had more than two jobs per employed resident . San José continues to be the only large U.S. city where more residents commute to work outside city limits, rather than into the city.
Sources: American Community Survey 5-Year Estimates (2010 through 2018 and 2020) and 1-Year Estimate for 2019 and 2021). OEDCA calculates jobs per employed residents in San José using a different data source. 100% 50% 0% 50% 100%
San José as a place to work
Attracting businesses and good paying jobs
San José as a place to shop and dine
Very Poor/Poor Fair Good/Excellent
Community Survey 2022
Quality of Life Ratings
City of San José – Annual Report on City Services 2021-22 61 ECONOMIC DEVELOPMENT AND CULTURAL AFFAIRS
Funding to City-owned Cultural Facilities
In addition to the properties managed by Team San Jose, OEDCA provided operations and maintenance funds totaling about $3.9 million from the General Fund to the following operators of City-owned cultural facilities:
• Children's Discovery Museum
• San José Museum of Art
• SJSU (Hammer Theatre Center)
• Tech Interactive
• History San José
• School of Arts and Culture at
Mexican Heritage Plaza
Hammer Theatre, Photo: City Auditor’s Office
0.0 0.5
1.0 1.5
2.0 2.5
Estimated Attendance at
Outdoor Special Events (millions)
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
Grant Awards for Arts and
Cultural Development ($millions)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Community Survey 2022
Residents' rating of the availability and variety
of arts and cultural offerings in or near their neighborhood Excellent Good Fair Poor Very Poor Not Sure / Prefer Not to Answer Adults 570 55.9% 61.0% 91.6%
Dislocated Workers 304 61.0% 67.0% 91.0%
Youth (14-24 years) 147 66.4% 67.5% 98.4%
Success Rate*State GoalJob Seekers Placed in Jobs
work2future Development Program Results
*Note: work2future serves San José, Campbell, Morgan Hill, Los Altos Hills, Gilroy, Saratoga, Monte Sereno, and unincorporated areas of Santa Clara County. A local area's performance is considered unsatisfactory when any overall program success rate falls below 90 percent for the program year.
WORKFORCE DEVELOPMENT
The City’s workforce development program is managed by work2future, a federally-funded, state-mandated program that provides services to adults, dislocated (laid-off) workers, and youth. It provides job search assistance, occupational training, and skills enhancement workshops to San José residents as well as those of surrounding cities.
In 2021-22, work2future provided workforce development training, work experience, and counseling services to over 1,850 diverse job seekers. These clients included those supported with work2future federal formula funds (1,021 participants), City General Funds through San José Works (627 participants), and the Resiliency Program—an inter-departmental collaboration funded with American Rescue Plan Act resources (207 participants). Finally, about 300 business clients, many of whom were small businesses, received assistance services, including recruitment, lay-off aversion, and business assistance.
CULTURAL AFFAIRS
OEDCA also promotes San José’s artistic and cultural vibrancy and supports opportunities for cultural participation and cultural literacy for residents, workers, and visitors. In 2021-22, OEDCA awarded 114 grants totaling $3.97 million to organizations that are located in San José or host events in San José.
Contributing to San José’s placemaking and design goals, the public art program reported that it had 428 works throughout the city, four of which are privately owned.
OEDCA helped facilitate almost 400 event days in 2021-22 with an estimated attendance of 1.8 million. While attendance increased from the previous year, it is still below the years pre-COVID when attendance was over 2 million.
OEDCA's signature events included Christmas in the Park, Viva Calle, and the Rock N Roll Half Marathon.
Adults 570 55.9% 61.0% 91.6%
Dislocated Workers 304 61.0% 67.0% 91.0%
Youth (14-24 years) 147 66.4% 67.5% 98.4%
Success Rate*State GoalJob Seekers Placed in Jobs
work2future Development Program Results
*Note: work2future serves San José, Campbell, Morgan Hill, Los Altos Hills, Gilroy, Saratoga, Monte Sereno, and unincorporated areas of Santa Clara County. A local area's performance is considered unsatisfactory when any overall program success rate falls below 90 percent for the program year. 62 City of San José – Annual Report on City Services 2021-22
ECONOMIC DEVELOPMENT AND CULTURAL AFFAIRS
Photos: City Auditor’s Office and Team San Jose
San Jose Civic
California Theatre
Center for Performing ArtsMontgomery Theater
$0
$10
$20
$30
$40
$50
$60
$70
$80
Operating Revenues and Expenses ($millions)
Operating Revenues Operating Expenses
0 50
100
150
200
250
300
350
400
450
Number of Events
(Convention and Cultural
Facilities Combined)
0 0.2
0.4 0.6
0.8 1
1.2 1.4
1.6 1.8
Attendance (millions)
Convention Facilities Cultural Facilities
Note: The facilities did not host events in 2020-21 because of COVID-19.
REAL ESTATE SERVICE
To shrink margin
Real Estate Services manages the City’s real estate portfolio, provides real estate services to City departments, and represents the City in third -party transactions. This includes acquisition, disposition, surplus sales, leasing, relocation, valuation, telecommunications, and property management. In 2021-22, sales revenue totaled about $4.9 million. The division also generated $2.3 million in facility lease revenue. Real Estate Services had 83 property leases in its real estate portfolio.
CONVENTION & CULTURAL FACILITIES
The City’s convention facilities (San José McEnery Convention Center, South Hall) house exhibitions, trade shows, and conferences. The City’s cultural facilities (San Jose Civic, Montgomery Theater, California Theatre, Center for the Performing Arts) are home to concerts, plays, and other performances .* Team San Jose, a non-profit organization, manages these facilities on behalf of the City.
In 2021-22, the facilities drew about 570, 000 people to about 200 events. Of these events, 38 were at the convention facilities, which hosted more than 200,000 attendees.
We should note that facilities continued to be impacted by the COVID-19 pandemic with closures occurring in July, October, and February. *In previous years, Team San Jose also operated Parkside Hall. Parkside Hall did not host any events during 2021-22. City Council approved the demolition of the facility for a future multi-use development in that location.
**For more information about the performance of the City's Convention and Cultural Facilities, see our FY 2021-22 Team San Jose Performance Audit.
City of San José – Annual Report on City Services 2021-22 63 64
City of San José – Annual Report on City Services 2021-22 .
ENVIRONMENTAL SERVICES
The mission of the Environmental Services Department is to deliver world-class utility services and programs to improve our health, environment, and economy.
City of San José – Annual Report on City Services 2021-22 65 ENVIRONMENTAL SERVICES
$0
$50
$100
$150
$200
$250
$300
$350
ESD Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
0 100
200
300
400
500
600
ESD Authorized Positions
The Environmental Services Department (ESD) provides recycling and garbage services, wastewater treatment, potable water delivery, stormwater management, and recycled water management. ESD also manages programs to conserve water and energy resources and achieve other environmental goals.
ESD coordinates Citywide efforts to protect and conserve air, land, water, and energy resources through policy development, education, and grant -seeking.
This work is guided by the City’s Climate Smart San José Plan and regulatory requirements.
Most ESD revenue comes from various customer fees and charges ; approximately $5 million of its budget, representing 1 percent of its operating expenditures, came from the General Fund in 2021-22.
In 2021-22, ESD’s operating expenditures totaled $328.5 million, including personal and non-personal expenditures. In addition, the Department was responsible for $1.8 million in Citywide expenditures. Staffing in 2021-22 included 572 full-time equivalent positions, representing a 15 percent increase from ten years ago.
Climate Smart San José
On February 27, 2018, the San José City Council adopted the Climate Smart San José Plan. The plan is a continuation of the 2007 San José Green Vision, and represents San José's
commitment to meeting the greenhouse gas (GHG) emission reduction targets of the Paris Climate Agreement.
Climate Smart San José lays out eight goals, focusing on reducing air pollution, saving water, and creating a stronger and healthier community.
In November 2021, the San José City Council voted unanimously to adopt the goal of reaching net-zero greenhouse gas emissions by 2030, joining several cities across the nation. In doing so, the City announced its intention to offset the total amount of carbon dioxide it emits into the atmosphere through means such as using energy from carbon-free sources and encouraging more residents to drive electric vehicles.
Find more information on the City's Climate Smart Dashboard.
COVID-19 RESPONSE
Since 2020, ESD's Environmental Laboratory in the Watershed Protection Division has been partnering with Stanford University to detect SARS CoV-2, the virus that causes COVID-19, in wastewater samples collected from the San José-Santa Clara Regional Wastewater Facility. This research can be used to track community infection rates and help health officials in responding to diseases like COVID-19. More information on this research can be found on wbe.stanford.edu.
66 City of San José – Annual Report on City Services 2021-22
ENVIRONMENTAL SERVICES
RECYCLING & GARBAGE SERVICES
sdfdf
ESD provides recycling and garbage services to over 334,000 residential households in San José through contracted service providers. ESD also provides waste management programs and services for San José businesses, large events, public areas, and City facilities . The Department manages agreements for commercial collection and recyclables processing, organics processing, and residential and construction waste collection services in the city.
The state monitors each jurisdiction’s “per capita disposal rate” and requires that 50 percent of solid waste be diverted* from landfills. The Department of Resources Recycling and Recovery (CalRecycle) has taken a statewide approach to decrease California's reliance on landfills. For 2021-22, City Council approved rate increases of up to 17 percent for recycling and garbage services.
Since 2007, San José has diverted at least 60 percent of waste, including 63 percent in 2021-22, despite increases in the amount of residential waste landfilled.
In 2021-22, a change in methodology contributed to the significant drop, but the Department reports it will provide a more accurate measure of solid waste diversion going forward. Disruptions in the recyclables market have necessitated the City expand its efforts to meet current and future state diversion requirements. This includes outreach to inform residents on the importance of eliminating liquids and foods from recycling bins, and exploring infrastructure and partnership opportunities to manage recyclables domestically. * “Diversion” refers to any combination of waste prevention, recycling, reuse, and composting activities that reduces waste disposed at landfills. (Source: CA Integrated Waste Management Board) 0 100,000
200,000
300,000
400,000
500,000
Tons of Residential Solid Waste Recycled vs.
Landfilled
Solid waste
recycled, reused, or
composted
Solid waste
landfilled
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
San José Garbage and Recycling
Monthly Bills (32-gallon cart)
$0 $10 $20 $30 $40 $50 $60
Redwood City
Cupertino
Milpitas
Mountain View
Sunnyvale
SAN JOSE
Santa Clara
Palo Alto
Comparison of Monthly Residential Garbage and
Recycling Rates (2021-22)
Sources: Rates listed on local government websites for municipalities provided.
Note: Rates listed for all municipalities are for the 32-gallon cart size, except for Milpitas, which uses the 26-gallon bin.
0% 25% 50% 75% 100%
Community Survey 2022
Residents' ratings of trash, recycling, and yard waste services Excellent Good Fair Poor Very Poor
What Can Be Recycled
Materials such as plastics, paper, metal, and
glass can be placed in the recycling bin.
Recycling is collected weekly from
residential homes, mobile home parks, and
apartments and condos. You can find out
more about what specific materials can be
placed in the recycling bin at:
www.sanjoserecycles.org/what-to-
do/curbside/.
Note: Methodology changed in 2021 based on a new contract.
City of San José – Annual Report on City Services 2021-22 67 ENVIRONMENTAL SERVICES
STORMWATER MANAGEMENT
ESD manages regulatory programs, initiatives, and activities to prevent pollution from entering the storm sewer system and waterways.* The Department of Transportation (DOT) operates the City’s storm drains and storm sewer system, conveying rainwater into creeks and eventually the South San Francisco Bay (see Transportation chapter).
ESD's programs protect water quality and the health of the South Bay watershed and the San Francisco Bay. One such program is the litter/creek cleanup program. Overall, 1,555 creek cleanup events were held and about 655 tons of trash were removed in 2021-22. Most of the cleanups in 2021-22 were performed as part of the City's BeautifySJ program, which as of 2021-22, is led by the Parks, Recreation and Neighborhood Services Department . The City's creek cleanup partners, which include Keep Coyote Creek Beautiful and South Bay Clean Creeks Coalition, conducted the remaining creek cleanups.
ESD estimates that the City has reduced the amount of trash discharged from the stormwater collection system into receiving waters by 100 percent since 2009 and met the July 2022 goal of 100 percent.**
The annual storm sewer fee for a single-family residence in 2021-22 was $94.44.
The annual fee has remained the same since 2011-12.
sdsdfsdfs
* These programs and activities are regulated by a state permit for municipal storm water systems. For more information, see the California Water Boards' webpage on the subject. sdfsdfs
** Calculation is based on a method specified in the Municipal Regional Stormwater NPDES permit; the regional permit is due to be reissued in 2022-23.
0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
Number of Creek Cleanups
BeautifySJ Program
PRNS/Watershed
Protection Team
Homeless Encampment
Response Program
All Other Cleanups
0 200
400
600
800
1,000
1,200
1,400
1,600
Tons of Litter Collected at Creek Cleanups
BeautifySJ Program
PRNS/Watershed
Protection Team
Homeless Encampment
Response Program
All Other Cleanups
ESD
28%
DOT
22%
Storm Sewer Capital Fund
Transfer
29%
Public Works,
Citywide Overhead,
Other
21%
Breakdown of Storm Sewer Operating Fund
Budgeted Expenditures
Baykeeper Consent Decree
In June 2016, the City executed a consent decree to settle a lawsuit filed by the San Francisco Baykeeper. The consent decree stipulates that the City appropriate $100 million over a ten-year period to implement projects intended to reduce the flow of pollutants from the City’s urban areas to receiving waters (e.g., green infrastructure).
Source: 2021-22 Adopted Operating Budget
Note: The City's creek cleanups are now performed as part of the BeautifySJ Program. The Watershed Protection Team was dismantl ed in 2018-19 while the Homeless Response Team stopped performing encampment creek cleanups in 2019 -20. 0%
20%
40%
60%
80%
100%
120%
Citywide Trash Load Reduction
Rate
Note: Calculation is based on a method specified in the Municipal Regional Stormwater NPDES permit; the regional permit is due to be reissued in 2022-23. 68 City of San José – Annual Report on City Services 2021-22
ENVIRONMENTAL SERVICES
`
RETAIL WATER DELIVERY
ESD operates and maintains the San José Municipal Water System (Muni Water), which serves about 27, 000 customers in North San José, Alviso, Evergreen, Edenvale, and Coyote Valley. Other local San José water retailers include Great Oaks Water Company (which serves Blossom Valley, Santa Teresa, Edenvale, Coyote Valley, and Almaden Valley) and the San José Water Company (which serves Downtown, West San José, Alum Rock, and Almaden Valley, among others).
The average monthly water bill for Muni Water customers was $97.95. Muni Water rates have increased in recent years due to higher wholesale water rates and other inflationary costs; the increase is consistent with those of other San José retail water providers.
In 2021-22, Muni Water delivered 6,357 million gallons of water to its customers, down 18 percent from ten years ago . Muni Water met federal water quality standards in 99.6 percent of water samples taken (target:
100%).*
* For more information on water quality, see the 2021 Water Quality Report.
Note: According to ESD, areas in white are served by private well systems.
Source: Auditor map based on Environmental Services Department data 0 20
40 60
80 100
120
Comparison of Monthly
Residential Water Bills
Other San José Water Retailers Muni Water
0 2,000
4,000
6,000
8,000
10,000
Millions of Gallons of Water
Delivered to Muni Water
Customers
99.0%
99.2%
99.4%
99.6%
99.8%
100.0%
% of Water Samples Meeting
State and Federal Water Quality
Standards
Note: Rates are based on water usage of 13 hundred cubic feet (HCF) whereas those prior to 2018-19 are based on 15 HCF; rates for 'Other San José Water Retailers' in 2018-19 are estimates,
City of San José – Annual Report on City Services 2021-22 69 ENVIRONMENTAL SERVICES
h // j /A
Note: Based on 2021 Annual Self-Monitoring Report. In
2021, the dry weather period was from June to August.
0 20
40 60
80 100
120
Millions of Gallons per Day
Discharged to Bay During
Average Dry Weather Season
Aerial photo of the San José-Santa Clara Regional Wastewater Facility Source: Environmental Services Department
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
Cost per Millions of Gallons
Treated
$0 $10 $20 $30 $40 $50 $60 $70
SAN JOSE
Palo Alto
Santa Clara
Mountain View
West Valley Sanitation Dist.
Cupertino Sanitary Dist.
Sunnyvale
Milpitas
Comparison of Monthly Sewer Rates* (2021-22)
* Sewer rates pay for costs of the sewer system as well as wastewater treatment.
Sources: Rates listed on local government websites for municipalities provided.
Allowed by State
WASTEWATER TREATMENT
to help make the text fit
ESD manages and operates the San José-Santa Clara Regional Wastewater Facility – the largest advanced wastewater treatment facility in the Western United States. The facility is co-owned with the City of Santa Clara, and provides wastewater treatment for approximately 1.4 million residents in San José and surrounding communities. DOT maintains the City’s sanitary sewer system (see Transportation chapter) that flows to the facility. ESD also manages pretreatment programs to control for pollutants at their source. ESD wastewater treatment operations account for the largest share of ESD employees: 322 full-time budgeted positions out of 572 total.
The Wastewater Facility continues to meet the Regional Water Quality Control Board’s permit requirements for water discharged into the San Francisco Bay. In 2021-22, pollutant discharge requirements were met or surpassed 100 percent of the time.
The cost per million gallons treated was $1,862 in 2021-22. Aging infrastructure at the Facility has required increased maintenance and capital costs. In accordance with the Plant Master Plan adopted in 2013, the City is moving forward with over $2 billion in long -term capital improvement projects to upgrade and rebuild the facility over the next 30 years.* to help make the text fit
sdsdfsdf
* For more information, see the Capital Improvement Program webpage. 70 City of San José – Annual Report on City Services 2021-22
ENVIRONMENTAL SERVICES
Source: Auditor map based on Environmental Services Department data
RECYCLED WATER
asdasd
The South Bay Water Recycling System (SBWR) includes over 153 miles of pipeline that provides recycled water for parks, golf courses, school grounds, and commercial landscapes. In addition, SBWR also provides recycled water for agricultural, commercial, and industrial uses including cooling towers, power generation plants, and data centers, among others. SBWR currently provides recycled water to the cities of San José, Santa Clara, and Milpitas.
To provide SBWR customers higher quality recycled water, the cities of San José and Santa Clara partner with the Santa Clara Valley Water District to produce up to 8 million gallons per day of highly purified water at the Silicon Valley Advanced Water Purification Center. The purified water is mixed with the recycled water produced by the Regional Wastewater Facility.
In 2021-22, SBWR delivered about 4 billion gallons of recycled water to 989 customers, who paid $3.40* per hundred cubic feet of water. SBWR met recycled water quality standards 100 percent of the time during the same period.
The cost per million gallons of recycled water delivered was $2,980 in 2021-
22. asdasd
* This rate is for City of San José Municipal Water customers; other SBWR provider rates may vary ; in 2021-22, SBWR offered the discounted wholesale rate of $3.20 per hundred cubic feet to water recycling retailers.
0 1,000
2,000
3,000
4,000
5,000
6,000
Millions of Gallons of Recycled
Water Delivered Annually
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
Cost per Million Gallons of
Recycled Water Delivered
0%
20%
40%
60%
80%
100%
% of Wastewater Recycled for
Beneficial Purposes during Dry
Weather Periods
0 4
8 12
16 20
24 Millions of Gallons Per Day
Diverted during Dry Weather
Periods
Note: Figures for 2017-18 and later are not comparable
to those of prior fiscal years due to a change in
accounting methodology.
City of San José – Annual Report on City Services 2021-22 71 72
City of San José – Annual Report on City Services 2021-22
FINANCE
The mission of the Finance Department is to manage, protect, and report on the City of San José's financial resources to enhance the City's financial condition for our residents, businesses, and investors.
City of San José – Annual Report on City Services 2021-22 73 FINANCE
The Finance Department manages the City’s debt, investments, disbursements, financial reporting, purchasing, insurance, and revenue collection. In 2021-22, Finance had 121 authorized positions, and its operating expenditures totaled $22.3 million. This included personal and non-personal expenditures. Finance was also responsible for other expenses, including $421.1 million in debt service and $5.3 million in Citywide expenses.
The Accounting Division makes timely payments to vendors and employees and provides relevant financial information to the public. Revenue Management supports timely billing and revenue collection efforts. The Division collected $1.37 billion of the City's overall revenue in 2021-22, which includes sales tax and other revenues.
Purchasing is responsible for ensuring cost-effective procurement of quality products and services, and ensuring adequate insurance coverage for the City’s assets. In 2021- 22, the Department procured $214.6 million dollars of products and services, an increase from $180.6 million last year. This increase is due to more spending on telecommunications/software, landscaping, and building maintenance.
Treasury manages the City’s cash and investment portfolio. The primary objectives of the investment program are safety, liquidity, and yield. The City ended 2021-22 with an investment fund portfolio of $2.73 billion, which earned an average of 1.11 percent.
Treasury also issues debt and administers a debt portfolio totaling $4.85 billion. Actual debt issued was $877 million in 2021-22. $201 million of issued debt came from bonds to fund public safety and infrastructure projects under Measure T.
In 2021-22, the Finance Recovery Group (now known as the Grants Oversight Group) oversaw compliance for grants received during the pandemic. The group reported reviewing over 8,300 emergency transactions from COVID-19 funds. link
Note: Total debt managed includes conduit debt
outstanding (multifamily housing revenue bonds). Pie
chart to the right does not include conduit debt. For
more information, see the City’s Comprehensive
Annual Debt Reports.
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
City Cash and Investments
($billions)
Cash and Investments Average ROI
$0
$1
$2
$3
$4
$5
$6
Total Debt Managed
($billions)
KEY FACTS (2021-22)
Average investment portfolio $2.73 billion
Total debt managed $4.85 billion
San José credit rating: Moody's Aa1
S&P AA+
Fitch AAA
SARA Tax
Allocation
Bonds,
$1.29
Airport
Revenue
Bonds/CP,
$1.08
CSJFA
Bonds/CP
Notes,
$0.75
CSJ GO
Bonds,
$0.58
RWF
Notes,
$0.24
Outstanding Debt Issued by All
Agencies, June 30, 2022
($billions)
Note: Outstanding debt issued by land-secured
financing was $0.004 billion (or $3.5 million) for
2021-22.
0 20
40 60
80 100
120
140
Authorized Positions
$0
$5
$10
$15
$20
$25
Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
$0
$50
$100
$150
$200
$250
Total Dollars Procured
($millions)
74 City of San José – Annual Report on City Services 2021-22 FIRE
The mission of the San José Fire Department is to serve the community by protecting life, property, and the environment through prevention and response.
City of San José – Annual Report on City Services 2021-22 75 FIRE
0 200
400
600
800
1,000
Fire Department Authorized
Positions
$0
$50
$100
$150
$200
$250
$300
Fire Department Operating
Expenditures ($millions)
Personal Services Non-Personal/Equipment
The San José Fire Department provides fire suppression, emergency medical services (EMS), and fire prevention services to residents and visitors within San José’s city limits and some unincorporated areas of Santa Clara County. Other fire prevention services include regulatory enforcement of fire and hazardous materials codes through inspections and construction plan reviews for residents and businesses. The Department provides emergency Advanced Life Support (paramedic) first-response services, and the County of Santa Clara contracts with a private company for emergency ambulance transportation services.
In 2021-22, the Department’s operating expenditures totaled $286 million. This includes personal and non-personal expenditures. The Department was responsible for additional costs including $1.8 million in Citywide expenses and $9.5 million for workers' compensation claims. There were 849 authorized positions in the Department in 2021-22.
The Department reports that staff are working to address equity in service delivery and to close performance gaps. Strategies include use of technology to optimize response time performance, improving development services customer experience, and providing multilingual public information and education via social media channels. Additionally, as discussed to the right, the Department has improved resource deployment through new and relocated fire stations with funding from Measure T. In 2018, Measure T was passed to fund public improvements through general obligation bonds.
Source: San José Fire Department, photo of Fire Station 37 ribbon cutting Fire Station Renovation and Construction
The Fire Department is using funds from Measure T for
renovation and construction of fire stations. In 2021-22, the Department opened the newly constructed Fire Station 37 and the newly relocated Fire Station 20 at the San José Mineta Airport. The relocation of Fire Station 20 expanded the station's coverage by deploying an Advanced Life Support unit to serve the surrounding residential and business community.
Going forward, Measure T funds will support development and construction of new Fire Stations 32 and 36, as well as the replacement of aging Fire Stations 8 and 23.
-100% -50% 0% 50% 100%
Fire protection and prevention services
Emergency Medical Services (EMS)
Community Survey 2022
Ratings of Services
Poor/Very Poor Fair Good/Excellent
76 City of San José – Annual Report on City Services 2021-22 FIRE
Fire Stations and Number of 2021-22
Emergency Incidents by Station Areas
(see following page for graph of data)
Source: Auditor analysis based on incident data provided by Fire Department. Note: Data shows incidents by geographic area, not by responding unit. * Fire Station #20 is dedicated to Mineta San José International Airport. Fire Station #33 closed in August 2010. Incidents within the district of Station #33 were handled by other stations. The Department has reserved the numbering of Fire Station #32 and #36 for future use.
KEY FACTS (2021-22)
Fire stations 34
Engine companies 44
Truck companies 9
Rescue Medic units 3
Aircraft Rescue Firefighting companies 2
Urban Search and Rescue companies 3
Emergency incidents
Emergency medical incidents 63,100
Fires 4,900
Rescue, haz mat, and non-fire
hazards 6,000
Other 29,100
Total 103,100
Other includes service requests, false alarms, good
intent responses, and canceled en route incidents
Source: San José Fire Department,
photo of new Fire Station 37
25 City of San José – Annual Report on City Services 2021-22 77 FIRE
0%
20%
40%
60%
80%
100%
Percent of Fires Contained
In Structure of Origin (Target: 92%)
In Room of Origin (Target: 80%)
Note: Fire Station #20 is dedicated to Mineta San José International Airport. Fire Station #33 closed in August 2010. Incidents within the district of Station #33 were handled by other stations. The Department has reserved the numbering of Fire Station #32 and #36 for future use.
EMERGENCY RESPONSE
In 2021-22, the Fire Department responded to about 103, 100 emergency incidents.* The Department reports that there was an increase in incidents in 2021-22 due to COVID-19 related medical calls.
There were 82,500 Priority 1 incidents (red lights and sirens) and 20,700 Priority 2 incidents (no red lights or sirens). Of the total incidents:
• 61 percent were medical emergencies (63,100 total)
• 34 percent were other types of incidents, including good intent calls, rescues, and false alarms (35,100 total)
• 5 percent were fires (4,900 total). Of these, 470 were structure fires, 390 were vehicle/aircraft fires, and 720 were vegetation fires. The remaining were categorized as other fires, which could include rubbish fires or fires in dumpsters or encampments.
A breakdown of all incidents by fire station is provided below.
In 2021-22, the Department contained 91 percent of fires to the structure of origin (target: 92 percent). The Department contained 70 percent of fires to the room of origin (target: 80 percent, down from a target of 85 percent last year).
There were 28 civilian fire injuries and eight civilian fire deaths in 2021-22. *May not add to incident subtotals due to rounding.
0 20,000
40,000
60,000
80,000
100,000
120,000
Emergency Incidents
Other Medical Fire
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
Emergency Incidents by Station Area (2021-22)
Fire Medical Other (including rescues, Haz Mat, service requests, false alarms, good intent responses, and canceled en route incidents) Emergency Medical Services (EMS)
The San José Fire Department provides Advanced Life Support (paramedic) first-response services under an agreement with the County of Santa Clara Emergency Medical Services (EMS) Agency. The agreement performance requirements specify that the Department must arrive on-scene within eight minutes 90 percent of the time to qualify for funding and arrive within eight minutes 95 percent of the time to receive maximum funding . These requirements apply to qualifying EMS calls, and include adjustments (such as during times of high call volume). In 2021-22, the Department met the County EMS performance standard requirements of 90 percent for 12 months (after adjustments).
78 City of San José – Annual Report on City Services 2021-22 FIRE
0%
20%
40%
60%
80%
100%
Dispatch Time
(<2 min)
Turnout Time
(<2 min)
Travel Time (<4
min)
Time Targets of Priority 1
Response Time
'19-'20 '20-'21 '21-'22
Target
0%
20%
40%
60%
80%
100%
Priority 1 (<8 minutes) Priority 2 (<13 minutes)
Emergency Response Time
Compliance
'19-'20 '20-'21 '21-'22
0%
20%
40%
60%
80%
100%
Priority 1 Response Time Compliance by Station (2021-22) % of Time Initial Responding Unit Arrives within 8 Minutes Source: San José Fire Department, photo of Fire Communications Target
Target
EMERGENCY RESPONSE (continued)
In 2021-22, the Department responded to 71 percent of Priority 1 incidents within its time standard of 8 minutes (target: 80 percent), which is slightly below its performance of the last two years. The Department responded to 92 percent of Priority 2 incidents within 13 minutes (target: 90 percent).
The Department disaggregates Priority 1 response time by three separate time segments: dispatch time, turnout time, and travel time. In 2021-22, the Department nearly met its targets for dispatch time and turnout time (target:
85 percent within 2 minutes). It met its travel time standard for only 43 percent of Priority 1 incidents (target: 50 percent within 4 minutes).
The Department expects that the addition of newly built Fire Stations 20 and 37 will result in improved travel time performance. Staff expect further improvements with the pending construction of Fire Stations 32 and 36, the relocation of Fire Stations 8 and 23, and the planned transition to “closest unit dispatch” procedures, replacing current fire station response area-based dispatch.
A breakdown of Priority 1 response times by fire station is shown below.
Four fire stations met the Priority 1 response standard of 8 minutes for 80 percent of incidents in 2021-22, compared to three stations last year.
Note: Fire Station #20 is dedicated to Mineta San José International Airport. Fire Station #33 closed in August 2010. Incidents within the district of Station #33 were handled by other stations. The Department has reserved the numbering of Fire Station #32 and #36 for future use.
Note: In 2021-22, the target for Priorty 2 response time changed from 80 percent to 90 percent of calls within 13 minutes. The targets for Priority 1 dispatch and turnout time increased from 80 percent to 85 percent within 2 minutes. The target for Priority 1 travel time decreased from 80 percent to 50 percent within 4 minutes.
City of San José – Annual Report on City Services 2021-22 79 FIRE
LINK
Fire Safety Inspections
The Department inspects existing buildings and newly constructed buildings to ensure compliance with the fire code. As of June 2022, San José had approximately 12,300 buildings that were eligible for a fire inspection, including 88 high-rises, 650 educational facilities, and 5, 500 multi-family residences and hotels/motels. The frequency of the inspection cycle depends on the building use and type. For example, high-rises, schools, and multi-family residences are required by the State Fire Marshal to have annual inspections . In 2021-22, the Department completed 99 percent of state-mandated inspections.
FIRE PREVENTION
The Bureau of Fire Prevention provides regulatory enforcement of fire and hazardous materials codes, investigates fire cause, and educates the community to reduce injuries, loss of life, and property damage from fires and other accidents. Both fire fighters and fire prevention inspectors conduct inspections to check for compliance with fire codes. In 2021-22, a bout 85 percent of initial inspections conducted were code compliant, and therefore did not require a follow-up inspection. The Department performed 11,700 initial fire inspections during the fiscal year. Fire fighters conducted 5,600 of these initial inspections and fire prevention inspectors conducted the remaining.
The Bureau of Fire Prevention also conducts investigations based on complaints received from residents or businesses. In 2021-22, 96 complaints were investigated. In addition, the Bureau conducted 220 plan reviews for special events.
In 2021-22, arson investigators conducted 420 investigations and were able to determine that 210 of those investigations were caused by arson. In April 2022, the Fire Department responded to a 5-alarm fire inside a Home Depot store in South San José. Fire crews successfully prevented the fire from extending beyond the business of origin. The ensuing investigation was supported by the Department’s Arson Unit, the Police Department, the Alcohol, Tobacco, Firearms and Explosive National Response Team, and mutual aid support from local fire agency arson investigators . The investigation resulted in a suspect being charged for intentionally lighting the fire.
FIRE SAFETY CODE COMPLIANCE
(DEVELOPMENT SERVICES)
Fire Safety Code Compliance enforces the City’s fire and health and safety codes during the development plan review and inspection processes, in coordination with the Development Services partners in the Permit Center (see Planning, Building & Code Enforcement Department chapter) . This includes both engineering and hazardous materials reviews. In 2021-22, Fire Code Compliance civilian and sworn staff performed 5,900 fire plan checks and 5,300 inspections for Development Services customers. Fire plan reviews were conducted within established time targets for 96 percent of projects in 2021-22. Following the 2020 Audit of Fire Development Services, the Department has been reviewing the methodology for calculating these performance measures.
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Fire Prevention Inspections
(on existing buildings)
Initial Inspections performed Re-inspections Performed
0 2,000
4,000
6,000
8,000
10,000
Inspections Performed Plan Checks Performed
Fire Safety Code Compliance -
Workload (Development Services)
0 100
200
300
400
500
600
Arson Investigations
# of arson investigations
# of investigations resulting in arson determination
0% 25% 50% 75% 100%
Buildings with Assembly
Spaces
Buildings without State-
Mandated Annual Inspections
Buildings with State-Mandated
Annual Inspections
'20-'21 '21-'22
Completion of Initial Fire Inspections
80 City of San José – Annual Report on City Services 2021-22
HOUSING
The mission of the Housing Department is to strengthen and revitalize our community through housing and neighborhood investment.
City of San José – Annual Report on City Services 2021-22 81 HOUSING
Measure E Property Transfer Tax $110,015,391
Loan Repayments, Interest, and Miscellaneous Revenues $ 47,453,190 Fees and Charges $40,250,095
Emergency Solutions Grant (ESG) CARES $23,350,438
Community Development Block Grant (CDBG) $9,964,729
Community Development Block Grant (CDBG) CARES $4,548,465 Homeless Housing Assistance and Prevention Grant $4,175,498 Rental Rights $2,688,320
Bond Administration Fee $2,514,409
HOME Investment Partnership Grant (HOME) $2,444,028
Housing Opportunities for People with AIDS (HOPWA) $2,059,091 Project Homekey $592,292
Emergency Solutions Grant (ESG) $570,019
HOPWA CARES $109,781
SB 2 Building Homes and Jobs Act $61,978
Total $250,797,726
2021-22 Housing Program Funds ReceivedThe Housing Department employs multiple strategies to meet the housing needs of San José residents, who face some of the highest housing costs in the nation. These strategies include:
• Administering a variety of single-family and multi-family loans, • Financing new affordable housing construction,
• Recommending housing-related policies,
• Extending the useful lives of existing housing through rehabilitation, • Managing rent stabilization programs and tenant protection programs, • Addressing homelessness through a regional “housing first” model, and • Administering a number of federal and state grant programs.
The Housing Department’s operating expenditures totaled $16.2 million in 2021-22. This includes personal and non-personal/equipment expenditures .
The Department was responsible for an additional $11.2 million in Citywide expenses and $44.7 million for loans and grants.
Funding for the Department included revenues from the Department’s loan portfolio that continued to generate program income (principal outstanding as of June 2022 was $595.1 million). Additional revenues come from various state and federal grants, with $27.9 million in CARES funding. Loan repayments, interest, and miscellaneous revenues totaled $47.5 million.
During the pandemic, Housing expanded services, including rental assistance and food distribution, as well as emergency sheltering, interim housing, and bridge housing communities. The Department has continued to support rental assistance and expanded sheltering.
$0
$5
$10
$15
$20
Housing Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
0 10
20 30
40 50
60 70
80 90
100
Housing Authorized Positions
$0
$20
$40
$60
$80
$100
$120
$140
$160
Comparison of Funding Sources ($millions)
Loan repayments,
interest, other
revenue
State and Local
Federal
Note: Total may not add due to rounding. Loan Repayments, Interest, and Miscellaneous Revenues was overstated in 2020-21 due to a large portion of fees and charges included under that category.
82 City of San José – Annual Report on City Services 2021-22
HOUSING
AFFORDABLE HOUSING PRODUCTION & PRESERVATION
The availability of affordable housing has continued to be an area of concern for San José residents for a number of years. In 2022, only 3 percent of surveyed residents rated the City's efforts in addressing homelessness as "excellent" or "good;" only 10 percent rated the City's efforts to facilitate the creation of affordable housing as "excellent" or "good."
The City's efforts to increase the supply of affordable housing in San José include making loans to developers and authorizing conduit financing.* Developers completed 133 new affordable housing units with City help in 2021-22. For new projects under construction, the City committed an average per-unit subsidy of about $134,875 (for 598 affordable housing units) in 2021-22. There are over 18,500 affordable housing units in San José.
Low-income homeowners whose homes are in need of repairs can qualify for City financial help. The Department no longer provides major rehabilitations, focusing instead on providing essential repairs. In 2021-22, the Department provided minor repairs for 222 households in partnership with Rebuilding Together Silicon Valley and Habitat for Humanity.
100% 50% 0% 50% 100%
Addressing homelessness
Facilitating the creation of affordable housing
Very Poor/Poor Fair Good/Excellent
CommunitySurvey 2022
Rating of Services
0 100
200
300
400
Rehabilitated Units
Major Rehabilitations Minor Repairs
0 100
200
300
400
500
600
Number of Affordable Housing
Units Completed with City Help
in the Fiscal Year
$0
$50
$100
$150
$200
Average Per-Unit Subsidy for
New Projects Under
Construction ($thousands)
New Construction Completed Construction
Note: Prior to 2015-16, this measure was based on
completed projects. It is now based on new construction only.
Note: Major rehabilitations are no longer provided.
Select Housing Policy Initiatives
• Anti-Displacement Strategy to prevent and mitigate displacement of lower-income San José residents
• Affordable Housing Siting Policy to align affordable housing siting patterns with fair housing principles by increasing housing in higher opportunity neighborhoods, mitigating displacement, and reducing disparities in resources
• Diridon Affordable Housing Implementation Plan in light of large- scale investments at Diridon station and the Google development, this plan outlines a strategy for affordable housing production and preservation, and renter protections
Note: No units were completed in 2020-21 due
in part to cost and material shortages.
Link*For more information, see Council Policy 1-16 Policy for the Issuance of Multifamily Housing Revenue Bonds.
City of San José – Annual Report on City Services 2021-22 83 HOUSING
0 1000
2000
3000
4000
5000
6000
7000
Formerly Homeless San José Residents Housed by the
Collective Efforts of Local Jurisdictions and Non-profit Providers 6,650 Homeless residents
(as of February 2022)
1,857
Assisted into
housing (as of
June 2022)
Sources: San José Homeless Census and Survey (prepared by Applied Survey Research, 2022) and Santa Clara County Homeless Management Information System (HMIS). Note: The San José Homeless Census and Survey is conducted every two years. Due to COVID-19, it was not conducted in 2021.
HOMELESSNESS INTERVENTION
According to the 2022 San José Homeless Census and Survey, 6,650 San José residents were homeless when the census was conducted, including chronically homeless, youth, families with children, and veterans. Of these, 75 percent were unsheltered.
The Department provided $65.8 million in grant funding (federal and state funding) to 17 service providers in 2021-22 as part of a region-wide effort to address homelessness. In 2021-22, 1, 857 homeless San José residents were assisted into housing through the collective efforts of local jurisdictions and non-profit service providers. The Department received 5,686 calls and emails to its Homeless Concerns Hotline.
In 2021-22, the Services, Outreach, Assistance and Resources (SOAR) program provided street-based support and services to 16 of the City's largest encampments, at which 940 unduplicated individuals were served, and 33 percent moved to temporary or permanent housing.
The City has five interim housing projects, two that are bridge housing communities (or BHCs, Mabury and Felipe) and three that are emergency interim housing (or EIHs, Monterey/Bernal, Rue Ferrari, and Evans Lane). These sites provide temporary shelter for individuals and families experiencing homelessness while they search for a permanent affordable home. In 2021-22, these sites served 742 individuals. A fourth EIH community is under construction near the Police Department headquarters.
Lastly, the Rapid Rehousing program helps households exit homelessness by providing limited or ongoing rental subsidies. In 2021-22, 373 individuals were enrolled and 47 percent of households that exited the program exited into permanent housing. 0% 10% 20% 30% 40% 50% 60% 70% 80%
Felipe (BHC)
Bernal (EIH)
Mabury (BHC)
Rapid Rehousing
Evans Lane (EIH)
Rue Ferrari (EIH)
% of Exited Participants who Successfully Exited to
Permanent Housing
Interim Housing Communities
Source: Housing Department
Note: Total number of participants who exited: Rue Ferrari EIH (N=67), Evans Lane EIH (N=73), Rapid Rehousing (N=121), Mabury BHC (N=51), Bernal EIH (N=74), and Felipe BHC (N=103). 84 City of San José – Annual Report on City Services 2021-22
HOUSING
Sources: U.S. Census Bureau American Community Survey, 2021 1-year estimates; Housing Market Report for second quarter 2022.
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
Median Single-Family Home
Price
Sources: Housing Market Report for Second Quarter 2022; SCCAOR June 2022 report.
Note: Average monthly rent is for all market-rate unit types (excludes affordable units). Data provided by Costar as of July 2022. Prior years updated to reflect Costar data. $2,732
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
Average Monthly Rent in San
José
$1.6 m
NEIGHBORHOOD INVESTMENT & PUBLIC SERVICES
The Department received $14.5 million in federal Community Development Block Grant (CDBG) program funds in 2021-22. CDBG funds are used for housing rehabilitation, fair housing, code enforcement, senior and homeless services, foreclosure prevention, and economic development services.
The Rent Stabilization Program oversees local ordinances providing limits on rent increases, just cause provisions, and requirements for removing apartments from the rental market. The program provides oversight of more than 39,000 rent-controlled units, or over a third of the city's rental housing units. In 2021-22, there were 98 tenant and landlord petitions filed.
Thirty-seven percent resulted in an agreement between the tenant and landlord.
Tenants with pending state rent relief applications continued to have some limited protections from eviction through June 30, 2022. During 2021-22, in partnership with the County as well as other community partners, Housing's efforts helped connect 13,500 San José households and their landlords to $156.3 million in federal emergency rental assistance funds.
In September 2020, Council approved an Anti-Displacement Strategy. The Strategy focuses on steps the City can take to help prevent and mitigate displacement of lower income residents from San José. In August 2021, the City established two Eviction Prevention Help Centers which helped at least 1,600 San José households through the entire application process.
Rent Stabilized Apartments in San José
Source: Auditor map of San José rent stabilized units data as of November 2022.
KEY FACTS (2021-22)
Median household income: $126,377
Annual income needed for a two bedroom apt. (avg. rent): $121,720 Annual income needed to afford median priced home: $341,814 City of San José – Annual Report on City Services 2021-22 85 86
City of San José – Annual Report on City Services 2021-22
HUMAN RESOURCES
The mission of the Human Resources Department: Our Human Resource team recognizes that our Employees power the City of San José and our success as a City is dependent on our ability to create a dynamic and engaged workforce. Our employees’ ability to provide excellent service is strengthened when we invest in attracting talent, providing opportunities for career growth, enabling an environment focused on health, safety, and wellness, and retaining a diverse workforce in a workplace that is equitable and inclusive.
City of San José – Annual Report on City Services 2021-22 87 HUMAN RESOURCES
814
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
Citywide Full-Time Equivalent
Positions (as of June 30)
Filled FTE Vacant FTE
5,441
The Human Resources Department (HR) manages employee benefits, employee health and safety, training and development, and employment services. In 2021-22, HR’s operating expenditures totaled $16 million, and included 42.5 positions. HR was also responsible for $94.5 million in other costs, including payments to benefit providers and workers' compensation costs.
In 2021-22, HR facilitated the hiring of 381 new full-time employees (newly hired, reemployed, or rehired) and 623 internal appointments (promotions and transfers).
HR leads the City's "Powered by People" enterprise initiative. The initiative focuses, in part, on supporting employee retention, engagement, and advancement necessary to provide community services.
HR contracts with an outside vendor to administer the workers' compensation function. In 2021-22, there were 1,262 new claims and 2,575 open claims. Workers’ compensation payments totaled $24.3 million. Both new claims and payments were higher than previous years as a result of COVID-19 related claims.
HR also administers the City’s Voluntary Employees' Beneficiary Association (VEBA) plan and the Tier 3 Retirement plan (3,727 and 55 active members, respectively, as of June 30, 2022), and continues to oversee the voluntary 457 deferred compensation plan. Seventy-three percent of eligible employees participated in the 457 plan in 2021-22, up slightly from a decade ago.
0 300
600
900
1,200
1,500
$0
$10
$20
$30
Workers' Compensation
Payments & New Claims
WC Claims Cost ($millions)
Number of New Claims
$1,901
$335
$0
$500
$1,000
$1,500
$2,000
$2,500
Kaiser Family Plan Premium
Rates
City Contribution Employee Contribution
$0
$5
$10
$15
$20
Human Resources Operating
Expenditures ($millions)
Personal Non-Personal/Equipment
0 10
20 30
40 50
60 Human Resources Authorized
Positions
0 100
200
300
400
500
600
700
800
New Full-Time Hires (Citywide)
KEY FACTS (2021-22)
Benefited City employees (budgeted full-time equivalents) 6,255 Covered lives (active employees and dependents) 10,728
Percentage of employees with timely performance appraisals Non-management 45%
Management 94%
Turnover rate
All employees (resignation, termination, retirements, etc.) 14% Less retirements 11%
$1,892
$334
$0
$500
$1,000
$1,500
$2,000
$2,500
Kaiser Family Plan Premium
Rates
City Contribution Employee Contribution
0 10
20 30
40 50
60 Human Resources Authorized
Positions
Note: 2019-2022 data reflects revised
methodology.
KEY FACTS (2021-22)
Benefited City employees (budgeted full-time equivalents) 6,255 Covered lives (active employees and dependents) 10,728
Percentage of employees with timely performance appraisals Non-management 45%
Management 94%
Turnover rate
All employees (resignation, termination, retirements, etc.) 14% Less retirements 11%
KEY FACTS (2021-22)
Benefited City employees (budgeted full-time equivalents) 6,255 Covered lives (active employees and dependents) 10,728
Percentage of employees with timely performance appraisals Non-management 45%
Management 94%
Turnover rate
All employees (resignation, termination, retirements, etc.) 14% Less retirements 11%
KEY FACTS (2021-22)
Benefited City employees (budgeted full-time equivalents) 6,255 Covered lives (active employees and dependents) 10,728
Percentage of employees with timely performance appraisals Non-management 45%
Management 94%
Turnover rate
All employees (resignation, termination, retirements, etc.) 14% Less retirements 11%
Note: In 2017-18 , the City Council approved
outsourcing the City's worker compensation function.
KEY FACTS (2021-22)
Benefited City employees (budgeted full-time equivalents) 6,255 Covered lives (active employees and dependents) 10,728
Percentage of employees with timely performance appraisals Non-management 45%
Management 94%
Turnover rate
All employees (resignation, termination, retirements, etc.) 14% Less retirements 11%
KEY FACTS (2021-22)
Benefited City employees (budgeted full-time equivalents) 6,255 Covered lives (active employees and dependents) 10,728
Percentage of employees with timely performance appraisals Non-management 45%
Management 94%
Turnover rate
All employees (resignation, termination, retirements, etc.) 14% Less retirements 11%
KEY FACTS (2021-22)
Benefited City employees (budgeted full-time equivalents) 6,255 Covered lives (active employees and dependents) 10,728
Percentage of employees with timely performance appraisals Non-management 45%
Management 94%
Turnover rate
All employees (resignation, termination, retirements, etc.) 14% Less retirements 11%
KEY FACTS (2021-22)
Benefited City employees (budgeted full-time equivalents) 6,255 Covered lives (active employees and dependents) 10,728
Percentage of employees with timely performance appraisals Non-management 45%
Management 94%
Turnover rate
All employees (resignation, termination, retirements, etc.) 14% Less retirements 11%
88 City of San José – Annual Report on City Services 2021-22
INDEPENDENT POLICE AUDITOR
The mission of the San José Independent Police Auditor is to provide independent oversight of police misconduct investigations to ensure fairness, thoroughness, and objectivity.
City of San José – Annual Report on City Services 2021-22 89 INDEPENDENT POLICE AUDITOR
The Independent Police Auditor (IPA) provides the public with an objective review of police misconduct investigations in order to instill confidence in the complaint process and to provide independent oversight. In addition, the IPA conducts outreach to the San José community, proposes recommendations to improve San José Police Department (SJPD) policies and procedures, prepares annual public reports about complaint trends, and works to strengthen the relationship between the SJPD and the community it serves.
In 2021-22, the operating expenditures for the IPA totaled $1.5 million, which includes personal and non-personal expenditures. The IPA added a new staff member in 2021- 22 for a total of seven authorized positions.
In 2021-22, the IPA received 357 complaints from the public regarding SJPD officers and 54 SJPD-initiated complaints against its officers. During the COVID-19 pandemic, the IPA did not accept walk -in complaints . In September 2021, the IPA reopened to the public for limited in-person complaints, accepting walk-ins beginning in January 2022. In 2021-22, the IPA audited 245 complaints. Additionally, the IPA made 10 recommendations to change SJPD policy or procedure in 2021.
The IPA reached 2,627 people through 61 community events, meetings, media mentions, and other means in 2021-22. The IPA gave 28 presentations to immigrant and BIPOC (black, indigenous, and people of color) communities. 0 100
200
300
400
500
600
Complaints Received and IPA
Audits
Complaints Received Audits
Note: Starting in 2020-21, "complaints received" include SJPD-issued complaints.
Previously, the IPA only audited citizen-initiated complaints classified as “conduct complaints.” In general, SJPD must complete its complaint investigation within one year from the date that the complaint was received. As such, complaints received in one fiscal year may not be closed and audited until the following fiscal year. $0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
IPA Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Individuals Reached
through Community
Events/Meetings/Other Contacts
0 1
2 3
4 5
6 7
8 IPA Authorized Positions
Changes to the IPA's Role
With the passage of Measure G in the November 2020 General Election, the IPA received more authority, such as being able to review and audit misconduct investigations initiated by SJPD against its sworn officers.
Following the period of civil unrest in summer 2020, the IPA office was also tasked with additional direction as part of the Police Reforms Work Plan, such as hiring consultants to conduct an After‐Action Report as well as an analysis on SJPD’s use of force.
90 City of San José – Annual Report on City Services 2021-22
INFORMATION TECHNOLOGY
The mission of Information Technology is to deliver the technologies and data that help sustain an equitable, engaged, effective, and resilient City.
City of San José – Annual Report on City Services 2021-22 91 INFORMATION TECHNOLOGY
The Information Technology Department (IT) provides Citywide information and communications technology strategy and infrastructure that support municipal services. IT is responsible for Citywide cybersecurity, data administration, customer support, data/voice/video communications, and business applications such as the financial management, human resource information, payroll, and budget systems.
During 2021- 22, IT completed various cybersecurity initiatives including monitoring against cyberattacks, enhancing response capabilities and practicing recovery of systems in a disaster. IT has continued its work to transition the City to hybrid work by implementing video conference equipment in public meeting rooms and building data service resiliency in the event of critical data center failures.
IT operating expenditures totaled $26.5 million in 2021-22. IT was also responsible for $1.2 million in Citywide expenses. Authorized staffing totaled 103 full-time equivalent positions, including 17 positions at the SJ311 customer contact center. IT's vacancy rate was over 19 percent on average in 2021-22.
IT aims to have network services (systems, voice, and network) and business applications achieve ≥99.9 and ≥99.8 percent uptime/availability. IT services met or almost met those targets in 2021-22.
In 2021-22, the City of San José was recognized by various industry groups, receiving 1st place in the Digital Cities Award and winning Government Experience Awards awarded by the Center for Digital Government.
IT Strategic Plan
IT developed the City’s IT Strategic Plan for 2021-2023. The strategic plan supports the City Roadmap and was adopted by the City Council in August 2021. It features five strategic pillars to shape technology and innovation investments.
1. Enable Equity – Champion equity solutions using technology and data to transform City services.
2. Secure the City – Enable resilient City services against cybersecurity and natural disasters.
3. Optimize – Use limited resources to maximize efficiencies and innovation.
4. Power Digital – Support the City’s workforce, public participation, and collaboration.
5. Partner – Deliver City Roadmap priorities with masterful partnership and procurement.
$0
$5
$10
$15
$20
$25
$30
IT Operating Expenditures
(millions)
Personal Services Non-Personal/Equipment
KEY FACTS (2021-22)
SJ311 contacts 328,839
Service desk requests 23,536
Network outages 3
Enterprise servers 419
95%
96%
97%
98%
99%
100%
% Uptime and Availability for
Business Applications
(Target: 99.8%)
95%
96%
97%
98%
99%
100%
% Uptime and Availability for
Systems, Network and Voice
(Target: 99.9%)
Previous years' data
is not available
because this
measure was
restructured and
adopted in 2019-20
Previous years'
data is not
available because
this was a new
measure adopted
in 2019-20
SJ311 contacts comprise all interactions IT handled via telephone, web, mobile, chatbot, and walk- ins. SJ311 also automatically routed an additional 242,700 service requests directly through the app.
0 20
40 60
80 100
120
IT Authorized Positions
Non Call Center Call Center
98%
99.9%
92 City of San José – Annual Report on City Services 2021-22
INFORMATION TECHNOLOGY
0%
20%
40%
60%
80%
100%
% of Customer Contact Center
Calls Answered *
(Target: 85%)
0 50
100
150
200
250
300
350
Customer Contact Center
Contacts (thousands)
50% 60% 70% 80% 90% 100%
Customer Service
Quality of Work
Timeliness
Overall Satisfaction
% of Overall Internal Customers
Rating IT Services as "Excellent"
or "Good" *
Note: Starting 2019-20, data includes web requests,
mobile, chatbot, and walk-ins.
0 1
2 3
4 5
6 7
Customer Contact Center
Average Call Wait Time
SJ311 Metrics
SJ311 allows residents to request City services through multiple channels, including the mobile application and website. Many requests feed directly into the relevant work order systems. Residents can file and track their service order requests through closure.*
• The SJ311 app had 158,400 registered users as of June 2022. • In 2021-22, SJ311 received more than 259,000 service requests. The top three identified service requests, totaling approximately 126,000, were for abandoned vehicles, junk pickup, and graffiti.
• Since November 2020, SJ 311 has provided language translation functionality. 546 unique users have accessed this functionality in 2021-
22. At this time, translation is available in Spanish and Vietnamese. *Department staff consider a request closed when no further action will be performed on the request because the work was completed or staff cannot perform any additional work. *Results based on an internal annual survey
conducted by IT, in which 511 City employees
responded.
Note: Starting 2017-18, data includes calls answered by staff, self-service calls, and after hours service. Previous years' data only included calls answered by staff.
SJ311 (FORMERLY CUSTOMER CONTACT CENTER)
San José 311 (SJ311) serves as the City’s customer contact center providing the community with access to City services via phone and email (408/535- 3500 or customerservice@sanjoseca .gov), web, mobile application, direct chat, and chatbot, as well as via the City Hall Information Desk. SJ 311 is the primary point of City information and service access for residents, businesses, and employees. SJ 311 staff are available to respond to resident queries during regular business hours and an answering service responds to resident questions after hours, routing emergency cases to on-call and standby City staff. Other departments also maintain small customer contact centers to respond to specialized resident concerns or questions.
In 2021-22, SJ311 received 302,000 contacts by telephone, 16,900 from the SJ311 mobile app that were handled by IT staff, and 5,000 by direct chat. Staff answered 99.73 percent of contacts received (target: 85 percent). Twenty- four percent of calls were self-service calls and redirected to a service provider or answered by the after-hours vendor. The average wait time for calls was 1 minute and 51 seconds (target: ≤3:00 minutes). We should note that there were about 242,700 service requests that were routed directly to other departments through the SJ311 portal and mobile app.
SJ311 has absorbed most Police and Fire Department non-emergency calls. In 2021-22, SJ311 handled more than 30,000 non-emergency service calls from the Police Department.
City of San José – Annual Report on City Services 2021-22 93 94
City of San José – Annual Report on City Services 2021-22
LIBRARY
The San José Public Library’s mission is to enrich lives by fostering lifelong learning and by ensuring that every member of the community has access to a vast array of ideas and information.
City of San José – Annual Report on City Services 2021-22 95 LIBRARY
https://ca.countingopinions.com/index.php?phttps://ca countingopinions com/index php?pag sjpl org
https://w
San Diego
SAN JOSE
Sunnyvale
Statewide
Santa Clara (City)
Oakland
San Francisco
Expenditures Per Capita
(2020-21)
Source: California State Library, 2020-21 Summary Data
(most recent available data)
0 1 2
Sunnyvale
Statewide
San Diego
Santa Clara (City)
Oakland
SAN JOSE
San Francisco
Hours Open Per 100 City
Residents (2020-21)
Source: California State Library, 2020-21 Summary Data
(most recent available data)
Note: City residents refers to people in legal area. Open hours were impacted due to COVID-19 closures. In 2018-
19, libraries were open 5.8 hours per 100 people in San The San José Public Library (SJPL) consists of 25 libraries, including the main Dr. Martin Luther King, Jr. Library downtown, and branches in neighborhoods across the city. The Library offers materials in various formats and languages including books, CDs, DVDs, eBooks, online learning tools, and online database services. The Library also provides programs such as computer programming, English as a Second Language, citizenship classes, summer learning, literacy assistance, and story time. In addition to library services, SJPL leads two Citywide initiatives: the Education and Digital Literacy Strategy and SJ Access, a digital equity initiative.
The City’s libraries were open for about 48, 000 hours in 2021-22, up from 7,000 hours last year due to reopening its buildings for indoor services post- COVID. The 2021-22 Adopted Budget restored library hours to 47 hours per week for 13 branches serving underresourced neighborhoods. Mount Pleasant remained at 24 hours per week, and other branches continued to offer 43 hours of service per week. Dr. Martin Luther King Jr. Library operated for 73 hours per week, down from 77 hours pre-pandemic. In October 2022, the Library expanded service days to include Sundays at 16 branches. The Library also offers eResources so residents may borrow digital books and resources online at any time through the Library's website at sjpl.org.
In 2021-22, the Library’s operating expenditures totaled $49.7 million. This includes personal and non-personal expenditures. The Library was responsible for an additional $4.3 million in Citywide expenses. Staffing totaled 365 full- time equivalent (FTE) authorized positions, with a total of 538 staff. Volunteers contributed about 22, 000 hours to the Library in 2021-22, including math and coding tutoring, and reading to young children.
0 10
20 30
40 50
60 Total Hours Open Annually
(thousands)
Note: Open hours in 2020-21 were impacted due to COVID-19 library branch closures.
$0
$10
$20
$30
$40
$50
$60
Library Operating Expenditures
(millions)
Personal Services Non-Personal/Equipment
0 100
200
300
400
Library Authorized Positions
KEY FACTS (2021-22)
Libraries open 25
Total library materials 3,470,097
Number of eBooks/eMedia available to users 1,480,997
Numb
er of items checked out (including eBooks) 6,904,760
Number of registered borrowers 698,130
Number of reference questions 293,364
96 City of San José – Annual Report on City Services 2021-22
LIBRARY
https://ca.countingopinions.com/index.php?pa https://ca.countingopinions.com/index.php?page_i 0 1
2 3
4 5
6 7
8 Number of Estimated Visitors to
Main and Branch Libraries
(millions)
LIBRARY COLLECTION AND CIRCULATION
In 2021-22, the Library’s collection totaled over 3.4 million items, including nearly 1.7 million print materials (such as books and periodicals), and over 1.4 million eResources (eBooks, eMagazines, eMusic, eMovies, and online learning tools). The Library also provides access to subscription-based online resources on a variety of topics, such as career development, technology training, consumer resources, language learning, and online high school classes.
The latest available comparison data shows that San José’s 2020-21 materials per capita (excluding eBooks) was higher than the statewide mean. Overall, total circulation in 2021-22 (including eBooks) was 6.9 million, an increase from 3.8 million last year due to reopenings following COVID-19 closures. eResource circulation (eBooks and eMedia) totaled 1.4 million in 2021-22.
Fifty percent of respondents to the community survey indicated they, or someone in their household, used San José libraries at least once in the last 12 months. Library borrowers placed about 570, 000 online holds to reserve materials in 2021-22, down from 1 million but returning to pre-pandemic levels. Library reports that patrons placed fewer holds with the reopening of Library branches and the discontinuation of the Express Pickup service offered during the pandemic.
About 11 percent of the Library’s collection comprises materials in languages other than English (nearly 400,000 items). The Library actively collects materials in 19 languages, including Spanish, Vietnamese, Chinese, Hindi, Persian, Tagalog, Russian, Korean, and Japanese. In total, the Library maintains materials in 94 non-English languages.
0 1 2 3 4
Statewide
San Diego
Sunnyvale
SAN JOSE
Oakland
San Francisco
Santa Clara (City)
Materials Per Capita
(2020-21)
0 2 4 6 8 10
Sunnyvale
Statewide
San Diego
SAN JOSE
Oakland
Santa Clara (city)
San Francisco
Circulation Per Capita
(2020-21)
Source: California State Library, 2020-21 Summary Data
(most recent available data)
Note: Includes eBooks. Circulation per capita may have been impacted by COVID-19 closures.
Source: California State Library, 2020-21 Summary Data
(most recent available data)
Note: Refers to physical materials.
0 100
200
300
400
500
Non-English Collection
(thousands)
Other Vietnamese Spanish Chinese
0 4
8 12
16 Total Circulation (millions)
Other Materials eResources
0.0 0.5
1.0 1.5
2.0 2.5
3.0 3.5
Total Collection (millions)
Books and periodicals Audio
Videos and DVDs eBooks/eMedia
Note: In 2014-15 and 2021-22, the methodology to
tabulate eBooks changed. Prior data may not be
comparable.
Note: Prior to August 2017, the Library and San Jose State University shared their catalog, and these years include circulation for the shared catalog.
None
1 to 6
7 to 12 13 to 24 25 or more
Not sure / Prefer
not to answer
0%
10%
20%
30%
40%
Community Survey 2022
Visited San José Library or used the City's library services online City of San José – Annual Report on City Services 2021-22 97 LIBRARY
https://sjpl.bibliocommo
0 1,000
2,000
3,000
4,000
5,000
6,000
Number of Programs
Life Skills Exploration & Learning
Storytime & Literacy STEAM & Digital Literacy
Other
sjpl.org/events
0%
20%
40%
60%
80%
100%
Percent of Library Customers Rating
Staff Assistance as Good or Excellent
Source: Library customer surveys.
Note: Due to COVID-19, Library did not conduct surveys in 2019- 20 and 2020-21. In 2016-17, the methodology to tabulate staff assistance changed. Prior data may not be comparable.
Source: San José Library Department.
Note: Due to COVID-19, the number of programs offered were limited.
The Library promotes reading and literacy, supports school readiness, and leads the City's Education and Digital Literacy Initiative, which was adopted in 2018. Programs include preschool and early education initiatives, story time, summer learning, digital literacy, adult and family literacy programs, and more. More information about Library programs can be found at sjpl.org/events.
In 2021-22, libraries offered about 10, 000 programs, with total attendance over 259,000. SJPL Works, the Library’s business and workforce development center, offered 450 business programs, with over 1,500 participants attending in-person and virtual sessions. In 2021-22, over 19,000 children and youth participated in a coding, computer science, or technology program at City libraries.
In 2021-22, the Library's Family, Friend, and Neighborhood Caregiver Support Program provided professional development support to 106 individuals caring for children. The Library also led the Resilience Corps Learning Pathway program, a job program where 61 young adults provided child learning opportunities through social- emotional learning, academics, and recreation for K-12 students in San José. The program is continuing into 2022-23.
The Library continues to lead the citywide Digital Equity City Roadmap item, SJ Access. In 2021-22, the Library provided 7,425 hotspots and 2,250 computing devices for checkout at 25 library locations. The SJ Access program also supports Community WiFi and digital literacy programming.
See CSA Dashboard chapter for additional measures related to Library activities. 0 20,000
40,000
60,000
80,000
100,000
120,000
Number of Program Participants
Life Skills Exploration & Learning
Storytime & Literacy STEAM & Digital Literacy
Other
100% 50% 0% 50% 100%
Variety and availability of books and materials
Variety of education and digital literacy
programs
Providing public library services in your
neighborhood
Hours that local branch libraries are open
Very Poor/Poor Fair Good/Excellent
Community Survey 2022
Rating of Services
98 City of San José – Annual Report on City Services 2021-22
LIBRARY
SAN JOSE BRANCH LIBRARY OPERATION
In 2021-22, City libraries had over 2 million visitors, an increase of over 1.6 million from last year, largely due to the reopening of City libraries in August 2021. Over 531,000 visitors went to the Dr. Martin Luther King, Jr. main library. The Library also operates a Bridge Library Program to serve neighborhoods without ready access to branch libraries. Historically, circulation and the number of visitors vary significantly across locations.
The Library offers WiFi services that enable customers to use their own devices, and in 2021-22, about 2.6 million WiFi sessions were held via branch library WiFi. There were also over 156,000 computer sessions on library- owned computers.
Visitors can also check out laptops and tablets for in-library use. Since August 2020, laptops and hotspots have become available for at-home use. Hotspots are available for checkout at all locations.
Active Library Card Users
0 2,000
4,000
6,000
8,000
10,000
12,000
Branch Library Circulation (thousands)
'19-'20 '20-'21 '21-'22
Source: City Auditor map of active library users in 2021-22.
City of San José – Annual Report on City Services 2021-22 99 100
City of San José – Annual Report on City Services 2021-22
PARKS, RECREATION AND NEIGHBORHOOD SERVICES
The mission of Parks, Recreation and Neighborhood Services is connecting people through parks, recreation and neighborhood services for an active San José.
City of San José – Annual Report on City Services 2021-22 101
PARKS, RECREATION AND NEIGHBORHOOD SERVICES
0%
10%
20%
30%
40%
50%
60%
Direct Program Cost Recovery
$0
$20
$40
$60
$80
$100
$120
PRNS Operating Expenditures
(millions)
Personal Services Non-Personal/Equipment
0 100
200
300
400
500
600
700
800
PRNS Authorized Positions
Parks
Maintenance
and
Operations
31%Strategic
Support
28%
Recreation
an
d
Community
Services
21%
Comm
unity Facilities
Development
4%
Community
Services
16%
PRNS Operating Budget
Breakdown
Graduation ceremony for the preschool program at the Calabazas Community Center R.O.C.K. 'N' Learn program at the Berryessa Community Center The Parks, Recreation and Neighborhood Services Department (PRNS) operates the City’s regional and neighborhood parks, as well as facilities such as Happy Hollow Park & Zoo. PRNS also operates community and recreation centers and provides various recreation, community service, and other programs for the City’s residents. PRNS offers programs and services for children, youth, teens, adults, seniors, and people with disabilities.
In 2021-22, PRNS operating expenditures totaled $97.3 million. This included personal and non-personal/equipment expenditures. PRNS was also responsible for additional costs, including $12.1 million in Citywide expenses. Staffing totaled 775 authorized positions, 33 more positions than in 2020-21. In 2021- 22, the City consolidated management of BeautifySJ into PRNS, adding 26 positions. BeautifySJ program areas include anti-graffiti and anti -litter, illegal dumping, and homeless encampment trash services and abatement.
For 2021-22, PRNS reported its direct program cost recovery rate was 28 percent. Program fees, which accounted for 59 percent of collected revenues, totaled $16 million, up from the prior year's low of $2 million. Happy Hollow Park & Zoo served 311,300 visitors and generated $6.5 million in revenues in 2021-22, up from the previous year's revenues of $925,000 but not back up to pre-COVID revenues of more than $7 million. Happy Hollow Park & Zoo remained closed Mondays and Tuesdays. In the previous fiscal year, the Zoo was closed Sunday through Wednesday.
Source: PRNS
102
City of San José – Annual Report on City Services 2021-22
PARKS, RECREATION AND NEIGHBORHOOD SERVICES
For list of City parks see: List of parks and playgrounds https://www.sanjos
https://www.sanjoseca.gov/home/showdocument?id=63071
$0
$2,500
$5,000
$7,500
$10,000
$12,500
$15,000
Cost per Acre to Maintain Parks
and Other Facilities
*Does not include 50 acres open space.
**State, county, or other public lands within San José’s boundaries are not included in the above figures.
KEY FACTS (2021-22)
Neighborhood Parks (200 parks) 1,233 acres
Regional Parks (10 parks) 562 acres
Golf Courses (3 courses) 321 acres*
Open space and undeveloped land 1,501 acres
Total 3,617 acres**
PARKS
The City has 200 neighborhood and 10 regional parks, as well as other facilities, such as community gardens, trails, swimming pools, and skate parks. Excluding golf courses, the developed portion of these facilities covered 1,795 acres. There were an additional 1,501 acres of open space and undeveloped land. For more information on City parks see our 2020 audit, Park Maintenance: Improved Data Collection and Analysis Would Enhance Park Maintenance Operations.
The City’s General Fund cost to maintain developed parkland was $14,234 per acre.
This was lower than last year due to department vacancies. See the CSA Dashboards chapter for additional information on park condition.
In 2021-22, the five-year Parks and Community Facilities Development Capital Improvement Program (CIP) allocated $355 million to parks for 2022 to 2026. PRNS estimates it has a deferred maintenance and unfunded infrastructure backlog totaling approximately $464 million for regional park facilities, community buildings, regional facilities, trails, and park restrooms.
The City Trail Network is composed of 40 unique trail systems that are intended to interconnect as further development occurs. The 2021-22 network included 63.23 miles of trails that were open to the public (about 86 percent paved). An additional
82.46 miles have been identified or are being studied for further development, or are in the planning phases of development.
25 or more
7%
13 to 24
5%
7 to 12
13%
1 to 6
43%
None
21%
Not Sure/Prefer
not to answer
11%
Community Survey 2022
Visited a large regional park in San José (not including local neighborhood parks)
100% 50% 0% 50% 100%
Appearance of nearby parks
Providing paths and trails for walking, jogging, and running Maintaining the condition of public parks
Very Poor/Poor Fair Good/Excellent
Community Survey 2022
Ratings of Neighborhood Characteristics and City Services City of San José – Annual Report on City Services 2021-22 103
PARKS, RECREATION AND NEIGHBORHOOD SERVICES
*This is a duplicated count (i.e. individuals are counted for each program attended). 0 100
200
300
400
500
600
700
800
900
Estimated Participation in
Programs at City-Operated
Community Centers (thousands)
0 10
20 30
40 50
60 Community Centers
City Run Sites NCPP Sites
KEY FACTS (2021-22)
Community centers (including Neighborhood
Center Partner Program sites) 47
Community center square footage 547,704 sq. ft.
Average weekly hours open
(hub community centers) 49
Estimated participation at City-run programs* 567,590
Requested additional
information from PRNS to add
RECREATION PROGRAMS AND COMMUNITY CENTERS
PRNS program offerings include, but are not limited to, after -school programs, camps, aquatic programs, arts and crafts, dance, early childhood education, health and fitness programs, sports, therapeutic classes designed for persons with disabilities, and programs for seniors. For a list of all programs and classes, see Community Center Brochures.
In 2021-22, the City operated 16 community centers throughout the city.
Three of those centers are combination community centers and libraries. In 2021-22, PRNS also managed 31 additional Neighborhood Center Partner Program sites which were operated by community partners in the role of lead operator or service provider. These sites, formerly known as reuse sites, are generally operated by nonprofits, neighborhood associations, school districts, or other government agencies or community service providers.
PRNS provided nearly $2.5 million in scholarships to individuals for its various programs such as Camp San José, Camp San José Strong, and R.O.C.K. afterschool program.
As most services reopened after the COVID-19 closure, community ratings for recreational services increased from the previous year.
See the CSA Dashboards chapter for results of recreation program participant surveys.
Note: The decrease in 2020-21 is due to the
County's public health orders in response to
COVID-19.
100% 50% 0% 50% 100%
Providing recreational programs and opportunities at
city parks and recreation centers
Providing programs to help seniors
Very Poor/Poor Fair Good/Excellent
Community Survey 2022
Rating of Services
Note: In 2019, PRNS rebranded the "Reuse Program" to
the "Neighborhood Center Partner Program (NCPP)."
104
City of San José – Annual Report on City Services 2021-22
PARKS, RECREATION AND NEIGHBORHOOD SERVICES
Note: In 2019, PRNS rebranded the "Reuse Program" to the "Neighborhood Center Partner Program." Currently there are 31 sitesin the Neighborhood Center Partner Program with an additional 16 sites that are City-operated.
RECREATION PROGRAMS AND COMMUNITY CENTERS
(continued)
Source: Auditor generated based on Public Works and PRNS data City of San José Community Centers Map Alma Community Center Almaden Harvest Festival
Source: PRNS
City of San José – Annual Report on City Services 2021-22 105
PARKS, RECREATION AND NEIGHBORHOOD SERVICES
COMMUNITY SERVICES
PRNS also provides a number of community services and programs including anti-graffiti and anti -litter, illegal dumping, and homeless encampment trash collection and abatement, gang prevention and intervention, and others.
The San José Youth Empowerment Alliance* has service components such as the Bringing Everyone’s Strengths Together (B.E.S.T.) program, Youth Intervention Services, the Safe Schools Campus Initiative (SSCI), and the Safe Summer Initiative Grants (SSIG) providing services to at-risk youth and their families.** In 2021-22, the SSCI team responded to 446 incidents. There were an estimated 2,400 participants in programs offered by community based organizations that received B.E.S.T. grants. B.E.S.T. program expenditures for 2021-22 were $5.5 million, of which $2.7 million were for B.E.S.T grants and SSIG.
In 2021-22, the City's contractor completed 26,990 graffiti removal work orders. The community survey reports that 26 percent of residents viewed graffiti removal services as "good" or "excellent." BeautifySJ conducted about 70 encampment cleanups throughout the city. Over 300 participants signed up for the City's Cash for Trash program. This program helps mitigate blight in San José by providing incentives to unhoused residents to pick up trash at encampments.
* Formerly known as the Mayor’s Gang Prevention Task Force (MGPTF) ** SSCI is a partnership between school districts and the City to address violence-related issues in schools.
0 100
200
300
400
500
600
Incidents Responses on Safe
School Campuses
0 1,000
2,000
3,000
4,000
5,000
6,000
Participants in Grant-Funded
B.E.S.T. Youth Service Program
0.0 0.5
1.0 1.5
2.0 2.5
3.0 Estimated Square Feet of Graffiti
Eradicated (millions)
0 10,000
20,000
30,000
40,000
50,000
60,000
Graffiti Workorders Completed
Note: In 2020-21 there were no SSCI responses due
to COVID-19 school closures.
Beautify San José
Beginning in 2021-22, the City consolidated the Beautify San José (BeautifySJ) program within PRNS. The program is intended to provide dedicated and enhanced focus on ridding the city of blight. The consolidation added 26 new positions and other funding and created a new Community Services Division to address illegal dumping, homeless encampment trash collection and abatement, youth gang prevention and intervention services, and support litter cleanup and graffiti abatement. A portion of this funding was one-time resources from the American Rescue Plan Fund.
100% 50% 0% 50% 100%
Providing after-school programs for youth
Removing graffiti from buildings
Reducing gang activity
Very Poor/Poor Fair Good/Excellent
Community Survey 2022
Ratings of Services
106
City of San José – Annual Report on City Services 2021-22
PLANNING, BUILDING AND CODE ENFORCEMENT
The mission of the Planning, Building and Code Enforcement Department is to facilitate the preservation and building of a safe, attractive, vibrant and sustainable San José through partnership with and exceptional service to our diverse communities and customers.
City of San José – Annual Report on City Services 2021-22 107
PLANNING, BUILDING AND CODE ENFORCEMENT
link
https://www.sanjoseca.gov/home/showdocument?id=15455
https://www.sanjoseca.gov/your-government/departments/planning- $0
$10
$20
$30
$40
$50
$60
PBCE Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
0 50
100
150
200
250
300
350
400
PBCE Authorized Positions
0 100,000
200,000
300,000
400,000
500,000
San José Housing Units and Jobs
Housing Units Jobs
Source: American Community Survey, U.S. Census Bureau
Select Planning Updates
Parking and Transportation Demand Management: In 2022, the City Council approved a zoning update to allow developers to “right size” their parking by no longer requiring that they provide an arbitrary minimum amount of parking. This update will also require Transportation Demand Management (TDM) which are measures developments must take to make a variety of transportation options more attractive. 100% 50% 0% 50% 100%
The condition of residential properties
Ensuring new construction follows proper building
and safety codes
Enforcing zoning regulations
Providing a diverse mix of single family and
multifamily housing options
Planning for San José’s future growth
Community Survey 2022
Ratings of Services
Very Poor Fair Excellent
The Planning, Building and Code Enforcement Department (PBCE) guides the physical development of San José. Through its three divisions, it reviews construction applications and issues permits for consistency with law and policy. PBCE’s 2021-22 operating expenditures totaled $51.3 million. This includes personal and non-personal expenditures. The Department was also responsible for roughly $2.2 million in Citywide expenses. PBCE had 299 authorized positions, a reduction of 37.5 positions since 2019-20.
Under the collaborative umbrella of Development Services, PBCE works with other City departments to permit new development . Subsequent pages of this chapter discuss Development Services.
PLANNING
PBCE’s Planning Division administers the City’s long -range planning projects and processes land development applications to match the City's planning goals. The Envision San José 2040 General Plan identifies 12 major strategies that promote active, walkable, bicycle-friendly, transit -oriented, mixed-use urban settings for new housing and job growth. PBCE reviews the major strategies of the General Plan during both an annual hearing and its regular four-year major plan review.* See the Development Services pages of this chapter for more on the Planning Division’s work. Also see San José: A Community Guide online.
*PBCE's most recent review of the major strategies within the General Plan can be accessed from PBCE's website. 108
City of San José – Annual Report on City Services 2021-22
PLANNING, BUILDING AND CODE ENFORCEMENT
CODE ENFORCEMENT
PBCE’s Code Enforcement Division enforces laws that promote the health, safety, and appearance of existing buildings and neighborhoods. It also inspects businesses, such as those selling alcohol or tobacco; property and business owners fund these inspections with fees.
In 2021-22, PBCE opened 2,882 general code enforcement cases, including 48 emergency complaints and 706 priority complaints. Code Enforcement staff responded to 84 percent of emergency complaints within 24 hours (target: 100 percent) and 66 percent of priority complaints within 72 hours (target: 75 percent).* Code Enforcement sends letters in response to other types of complaints and only responds in-person as appropriate.
Code Enforcement has a risk-based, tiered Multiple Housing Inspection Program whereby more frequent inspections are targeted to properties at higher risk of violations. In 2021-22, Code Enforcement inspected 4,476 housing units out of the estimated 103,981 units on the Multiple Housing Roster. *Emergency complaints involve an immediate threat to life or property, such as an unsecured pool fence. Priority complaints involve possible threats to life or property, such as unpermitted construction. The proportions of such complaints that met response targets—84 percent and 66 percent, respectively, as noted above —are averages of monthly results.
For more information on Code Enforcement performance measures , see our 2021 audit, Code Enforcement Management Controls: Improvements to Oversight and Coordination Needed.
BUILDING
PBCE’s Building Division reviews new construction projects within the city, ensuring they meet health and safety codes and City zoning requirements. The Division completed 61 percent of plan checks within cycle times (target: 85 percent) and 79 percent of building inspections within its goal of 24 hours (target: 70 percent).
See Development Services on the next page for more on the Building Division’s work. Also see the CSA Dashboard chapter for additional performance measures.
0%
20%
40%
60%
80%
100%
Response Timeliness for General
Code Cases
Emergency (target: 24 hours)
Priority (target: 72 hours)
0 20
40 60
80 100
120
Multiple Housing Units and
Inspections (thousands)
Multiple Housing Units
Units in Inspected Buildings
0 10,000
20,000
30,000
40,000
50,000
Building Permits
Issued at Counter Issued Online
0 2
4 6
8 10
Code Enforcement Cases
Opened (thousands)
General Code Multi-Housing
Note: Beginning in '17-'18, data excludes inspections
specifically requested for > 24 hours as missed targets. 0%
20%
40%
60%
80%
100%
% of Building Inspections
Completed within 24 Hours
Building Inspections within 24 hours Target
Very
satisfied,
9%
Somewhat
satisfied, 32%Somewhat
dissatisfied, 27%
Very dissatisfied,
32%
Community Survey 2022
Residents' rating of the City's
efforts to enforce code violations
City of San José – Annual Report on City Services 2021-22 109
DEVELOPMENT SERVICES
Source: Auditor photo from Fall 2019
0 6
12 18
Volume of Construction
(millions of square feet)
Residential Commercial Industrial
$0
$250
$500
$750
$1,000
$1,250
$1,500
$1,750
$2,000
Value of Construction
($millions)
Residential Commercial Industrial
The Permit Center located in City Hall
Partner Revenue
($millions) Positions
Building $32.18 158.16
Public Works $13.00 66.23
Fire $7.54 54.86
Planning $6.71 34.4
TOTAL $59.42 313.65
The Permit Center in City Hall provides one-stop permit services for new building projects and changes to existing structures.
The Development Services partners in the Permit Center are the:
• Planning Division,
• Building Division,
• Public Works Department (also see Public Works chapter), and • Fire Department (also see Fire chapter).
In 2021-22, Development Services:
• issued nearly 40,000 permits (25,400 online), and
• processed about 5,600 planning applications.
Due in part to the COVID-19 emergency, building inspections have decreased year to year since 2018-19, while the total number of building permits issued and plan checks completed have returned to or exceed pre-COVID levels. The Permit Center has been closed to in-person customers from mid-March 2020 to August 2022. The Department reports it has been working to transition permit issuance from an in- person process to a blended virtual/online process.
The volume of construction decreased for the fifth straight year. Additionally, the value of construction decreased slightly in 2021-22 from the prior year.
Industrial,
$325
Residential,
$367
Commercial,
$804
Value of Building Activity
($millions)
Industrial, 1.6
Residential, 2.6
Commercial, 3.7
Volume of Building Activity
(millions of square feet)
Source: 2021-22 Modified Budget as outlined in the City's 2022-23 Adopted Operating Budget. Total may not sum due to rounding.
Partner Revenue
($millions) Positions
Building $32.18 158.16
Public Works $13.00 66.23
Fire $7.54 54.86
Planning $6.71 34.4
TOTAL $59.42 313.65
Partner Revenue
($millions) Positions
Building $32.18 158.16
Public Works $13.00 66.23
Fire $7.54 54.86
Planning $6.71 34.4
TOTAL $59.42 313.65
Partner Revenue
($millions) Positions
Building $32.18 158.16
Public Works $13.00 66.23
Fire $7.54 54.86
Planning $6.71 34.4
TOTAL $59.42 313.65
110
City of San José – Annual Report on City Services 2021-22
DEVELOPMENT SERVICES
0 2,500
5,000
7,500
10,000
Planning Applications and Plan
Checks
Planning Applications Plan Check Reviews
Development Services projects vary broadly, from replacing a residential water heater to large, mixed-use developments of many thousands of square feet. One project may require multiple permits and inspections. Some projects require approval through a public hearing, but most require only administrative approval. Projects only go through Public Works or the Fire Department when they have impacts on public facilities (e.g., traffic, streets, sewers, utilities, flood hazard zone) or fire-related issues (e.g., need for fire sprinkler systems or fire alarm systems), respectively.
The City offers a number of programs to expedite project delivery for companies, small businesses, and homeowners. However, turnaround times continue to be a primary concern. Timeliness of individual steps in the development process varies depending on the scale and complexity of a given project, and can involve one to all four of the Development Services partners.
Five of the seven selected development processes met their annual timeliness targets.
(See CSA Dashboards chapter for additional performance measures for development services.)
0 10
20 30
40 50
60 70
80 Permit Center Customers Served
(thousands)
0%
20%
40%
60%
80%
100%
Development Services Overall
Customer Satisfaction by Project
Type
Administrative Approval Public Hearing
0% 20% 40% 60% 80% 100%
Building Inspections: 24 hours
Building Plan Check: project cycle time
Fire Plan Checks: 5-40 days
Public Works Plan Check: 2-30 days
Conformance Review: 12 days
Planning Comments: 30 days
Walk-in Customers: < 30 mins.
Timeliness of Development Services*
Target Actual
0 25
50 75
100
125
150
175
200
225
250
Building Inspections (thousands)
Note: Data was not collected in 2020-21 or
2021-22. The Department reports procurement
to select a consultant to conduct this survey had
not yet been completed.
Note: Due to COVID-19, City Hall was closed to
customers in 2020-21. In 2017-18, PBCE changed their
methodology to include duplicated counts for multiple
services and visits.
Source: PBCE from the City’s permits database.
*These selected measures may occur simultaneously; some are dependent on completion of particular processes. For other Fire and Public Works measures related to Development Services, see the Fire and Public Works chapters.
Note: Starting in 2019-20, measures may have
increased due to an upgrade to the City's integrated
permitting system and subsequent changes to data
reporting.
City of San José – Annual Report on City Services 2021-22 111
112
City of San José – Annual Report on City Services 2021-22 POLICE
The San José Police Department’s mission is to create safe places to live, work and learn through community partnerships.
City of San José – Annual Report on City Services 2021-22 113
POLICE
The San José Police Department (SJPD) provides public safety services to the city's residents, including responding to calls for service, investigative efforts, crime prevention and education, and regulatory services. In 2021-22, SJPD operating expenditures totaled $483.4 million. In addition, the Police Department was responsible for $10.4 million for workers' compensation, and $5.6 million in Citywide expenses.
The Department has one police station open to the public, as well as three community policing centers and one police substation which are currently closed to the public due to staffing.
In 2021-22, there were 1,153 authorized sworn positions and 564 authorized civilian positions in the SJPD, totaling 1,717 for both sworn and civilian. There were 118 authorized sworn positions per 100,000 residents, which is slightly up from ten years ago.
Historically, SJPD has faced high vacancies among street-ready officers. Of the 1,153 authorized sworn positions, only 960 were actual full-duty, street-ready officers as of June 2022 (this excludes vacancies, officers in training, or those on modified duty or disability/other leave). There were 110 sworn hires in 2021-22 and 103 sworn vacant positions as of June 2022. 0 50 100
150
200
250
300
Sworn Police Vacancies
(as of June 30)
$0
$100
$200
$300
$400
$500
$600
Police Department Operating
Expenditures ($millions)
Personal Services Non-Personal/Equipment
0 400
800
1,200
1,600
2,000
Police Department Authorized
Positions
Sworn Staff Civilian Staff
0 20
40 60
80 100
120
San José Sworn Staff per 100,000
Residents
0 100 200 300
SAN JOSE
San Diego
Sacramento
Oakland
Los Angeles
Authorized Sworn Staff per
100,000 Residents
0 50
100
150
200
250
Police Department Hires
Sworn Hires Civilian Hires
KEY FACTS (2021-22)
Sworn police positions 1,153
Street-ready officers 960
Total authorized positions 1,717
Total emergency calls 646,462
KEY FACTS (2021-22)
Sworn police positions 1,153
Street-ready officers 960
Total authorized positions 1,717
Total emergency calls 646,462
114
City of San José – Annual Report on City Services 2021-22 POLICE
CALLS FOR SERVICE
The SJPD Communications Center receives all 9-1-1 calls for police, fire, and ambulance services in San José. Additionally, SJPD receives other non - emergency calls. Call-answering staff in the Communications Center obtain information from callers, prioritize events, and relay information to dispatchers. Dispatchers evaluate resources, identify and direct emergency personnel and equipment, and maintain control of radio channels to ensure the safety of officers and the public.
In 2021-22, SJPD handled over 1.3 million total calls for service. The number of 9-1-1 and other emergency calls increased to 646,500.* The number of non-emergency calls (e.g., 7- digit non-emergency calls and phone reports) totaled about 620,000. Field events (e.g., car and pedestrian stops, and other officer-initiated calls) accounted for the remainder.
The percentage of 9-1-1 calls answered within 15 seconds was 87 percent (target: 95 percent), lower than the prior year. The Department reports that increasing call volume and continued staffing have been an ongoing challenge.
Of the 162.5 authorized positions in the Communication Center, only 106.5 were full duty as of June 2022. The average answering time for emergency calls was 7.26 seconds, above the 6.5 second target.
* This includes 9-1-1 transfers received by the Fire Department for fire and medical emergencies. 0 30
60 90
120
150
180
Communications Center Staff
(as of June 30)
Communications vacancies
Staff on disability, training, or other leaves
Full duty staff
7.26 0
2 4
6 8
10 12
Average Emergency Call
Answering Time (seconds)*
87%
0%
20%
40%
60%
80%
100%
% of 9-1-1 Calls Answered Within
Target**
Note: All calls for service received, including duplicates, online reporting, and calls that did n
ot require a police response. SJPD currently is reviewing non-emergency call data for 2021-
22. 0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
Breakdown of All Calls for Service
Online Reports
Field Events (e.g.
traffic stops)
Non-Emergency
Calls
Emergency Calls (e.g.
9-1-1 calls)
Target (95%)
*Years prior to 2016-17 may not be comparable due to change in methodology. In 2018-19, the call answering time target was adjusted to reflect all components of call answering time. **In 2020-21, SJPD revised this performance measure from % of 9-1-1 calls answered within 10 seconds to % of 9-1-1 calls answered within 15 seconds.
Target (6.5 secs)
Source: San José Police Department, photo of Communications staff.
City of San José – Annual Report on City Services 2021-22 115
POLICE
POLICE RESPONSES
SJPD responded to about 201, 800 Priority 1-4 incidents* in 2021-22 (definitions shown in gray box below):
• 9,900 Priority 1 responses (5 percent)
• 85,000 Priority 2 responses (42 percent)
• 75,100 Priority 3 responses (37 percent)
• 31,700 Priority 4 responses (16 percent)
* May not add to incident subtotals due to rounding.
Prioritization of Police Responses
Priority 1 responses: Present or imminent danger to life or there is major damage to/loss of property (i.e., large- scale incident or cases where a major felony is in progress or just occurred).
Priority 2 responses: Injury or property damage or potential for either to occur or the suspect is still present in the area. Includes all missing person reports for children under the age of 12, or at-risk missing persons, including mentally handicapped or disoriented adults.
Priority 3 responses: There is property damage or the potential for it to occur. The suspect has most likely left the area. Situations where the suspect is in custody for a non-violent crime and is cooperative. Situations when a prior crime against the person occurred and there are no injuries to the victim necessitating immediate medical care and the suspect is not present.
Priority 4 responses: There is no present or potential danger to life/property and the suspect is no longer in the area.
0 2,500
5,000
7,500
10,000
12,500
15,000
17,500
20,000
22,500
District A District C Airport
(District D)
District E District F District K District L District M District N District P District R District S District T District V District W District X District Y Priority 1-4 Police Responses* by District
'19-'20 '20-'21 '21-'22
Source: City Auditor's Office based on response data provided by the Police Department. * Includes only Priority 1-4 calls for service to which the Department responded; excludes duplicate calls and officer-initiated events.
Police Districts by Number of
2021-22 Priority 1-4 Responses*
(see below for graph of data)
116
City of San José – Annual Report on City Services 2021-22 REVISED 1/27/23
POLICE
POLICE RESPONSE TIMES
In 2021-22, the citywide average response time for Priority 1 calls was 7.34 minutes (target: 6 minutes). The citywide average 23.9 minute response time for Priority 2 calls was far outside the target of 11 minutes.
The Department has focused on maintaining Priority 1 response times as these calls involve present or imminent danger to life or major property loss. Priority 2 calls are those which involve either injury or property damage, or the potential for either to occur.
SJPD disaggregates response times by three time targets: processing time, queuing time, and driving time. In 2021-22, the Department's average processing and queuing times for Priority 1 calls were close to their targets, while driving time exceeded the target. For Priority 2 calls, SJPD was close to its processing time target while its average queuing and driving times were outside of the targets.
In 2021-22, two districts, District E and District M, were below the 6-minute target response time for Priority 1 calls, while two additional districts were close to achieving the target average response time. Response time may vary across districts because of the size or physical characteristics of an area, whether there are adjacent police service areas, population density, traffic conditions, and officer staffing levels.
23.9 0
5 10
15 20
25 Average Priority 2 Police
Response Time* (minutes)
7.3 0
5 10
15 20
25 Average Priority 1 Police
Response Time* (minutes)
0 2
4 6
8 10
12 District A District C Airport
(District D)
District E District F District K District L District M District N District P District R District S District T District V District W District X District Y Priority 1 Average Police Response Times (minutes)
'19-'20 '20-'21 '21-'22
Target (6 min.)
Target (11 min.)
0 3
6 9
12 15
Processing (<1.5
min)
Queuing (<3.5
min)
Driving (<6 min)
Priority 2 Response Time
Breakdown (minutes)
'19-'20 '20-'21 '21-'22
0 3
6 9
12 15
Processing (<1.5
min)
Queuing (<0.5
min)
Driving (<4 min)
Priority 1 Response Time
Breakdown (minutes)
'19-'20 '20-'21 '21-'22
Target (6 min.)
*In 2018-19, SJPD revised their reporting of police response times to be based on how incidents are initially coded into their system. In prior years, SJPD had measured response times based on updated coding of incidents as determined throughout the response, which could change the priorities of incidents and incorrectly affect response times.
City of San José – Annual Report on City Services 2021-22 117
REVISED 1/27/23
POLICE
link
CRIME IN SAN JOSE
In 2021, there were 28,900 major crimes in San José, up 2 percent from last year but down nearly 10 percent from ten years ago . Major crimes include violent crimes (homicide, rape,* robbery, and aggravated assault) and property crimes (burglary, larceny, and vehicle theft). In 2021, there were 28 homicides in San José. This was 12 fewer than in 2020 and less than the ten-year average of 35.4.
San José experienced 2,960 major crimes per 100,000 residents in 2021.
The number of arrests for felonies, misdemeanors, and other offenses has decreased from about 17,300 in 2012, to around 15,500 in 2021. There were 726 gang-related and gang- motivated incidents** overall in 2021, of which 150 were classified as violent by the SJPD. There were more gang-related and gang- motivated incidents in 2021 than the past two years.
In the past ten years, San José has experienced an increase in hate crimes from 15 in 2012 to 116 in 2021. Hate crimes jumped in 2020 and have remained high. The Police Department provides crime statistics online.
* Included in this category is rape, attempted sexual assault, oral copulation, among others defined by the FBI Uniform Crime Report (UCR).
** Gang-motivated incidents include crimes committed for the benefit of a gang, whereas gang -related incidents include crimes involving gang members that may not necessarily be for the benefit of a gang. 28 0
10 20
30 40
50 Homicides
Larcenies
Vehicle Thefts
Burglaries
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
Major Property Crimes
0 500
1,000
1,500
2,000
2,500
3,000
3,500
Major Crimes per 100,000
Residents
Property Crimes Violent Crimes 0 3,000 6,000 9,000
San Diego
SAN JOSE
Los Angeles
San Francisco
Oakland
Major Violent and Property
Crimes per 100,000 Residents
Across CA Cities*
2020 2019
15,497
0 5,000
10,000
15,000
20,000
25,000
Number of Arrests (Felonies,
Misdemeanors, and Other)
Aggravated Assaults
Robberies
Rapes
Homicides
0 500
1,000
1,500
2,000
2,500
3,000
Major Violent Crimes
1,000
1,500
2,000
2,500
3,000
3,500
Major Violent and Property Crimes per 100,000 Residents* U.S. California SAN JOSE (FBI)
Sources: SJPD, CA Department of Justice, FBI. For national crime data visit the FBI web page. * FBI data for 2021 was not available at the time of publication. 2021 data is based on SJPD and the California Department of Justice.
* 2021 data from the FBI had not been released
by time of publication.
118
City of San José – Annual Report on City Services 2021-22 POLICE
PERCEPTIONS OF SAFETY IN SAN JOSE
The community survey asked San José residents a variety of questions about how safe they feel in San José. In 2022, 55 percent of respondents reported San José as a safe place to live. Respondents age 18 to 24 had the highest feeling of safety across all age groups, with 67 percent reporting that they felt "very" or "somewhat" safe. Overall, 24 percent of respondents ranked police protection in their neighborhood as "excellent" or "good."
Respondents were also asked how safe they feel in their own neighborhoods, in the city park closest to their home, and in downtown San José. More respondents said they feel “very” or “somewhat” safe in their neighborhoods and city parks closest to their homes during the day than at night. Similarly, respondents said they felt more safe during the day downtown than at night. Respondents felt more safe in their neighborhoods and city parks closest to their homes than in downtown.
Perceptions of safety also varied by region; 60 percent of respondents from the West region rated the city as "very" or "somewhat" safe, compared to 47 percent of respondents from the North region.
100% 50% 0% 50% 100%
In your neighborhood during the day
In the city park closest to your home during the day
In downtown San José during the day
In your neighborhood at night
In the city park closest to your home at night
In downtown San José at night
Community Survey 2022
Ratings of Safety
Very Unsafe Very Safe
0% 20% 40% 60% 80% 100%
How safe is San José as a place to live
Community Survey 2022
Ratings of Safety
Very safe Somewhat safe Somewhat unsafe Very unsafe
0% 20% 40% 60% 80% 100%
Providing police protection in your
neighborhood
Community Survey 2022
Ratings of Service
Excellent Good Fair Poor Very poor
100% 50% 0% 50% 100%
West
South
East
Central
North
How safe is San José as a place to live
Community Survey 2022
Ratings of Safety by Region
Very Unsafe Very SafeSomewhat Unsafe / Somewhat Safe
Note: see Community Survey chapter for a map of the survey regions.
City of San José – Annual Report on City Services 2021-22 119
POLICE
INVESTIGATIVE SERVICES
The SJPD investigates crimes and events by collecting evidence, interviewing witnesses, interrogating suspects, and other activities. In 2021-22, the Bureau of Investigations received 56,100 cases, around 1,300 fewer than in 2020-21. Of these cases, 28,300 were assigned for investigation. A case may not be assigned because of a lack of resources or because it is deemed not workable (e.g., no evidence). In 2021-22, 55,100 cases were operationally closed. Reasons for closure included criminal filings, lack of investigative resources, and non-leads.*
* Additional data on clearance rates from the FBI's uniform crime reporting system was not available at the time of publication of this report.
TRAFFIC SAFETY
The SJPD provides for the safe and free flow of traffic through enforcement, education, investigation, and traffic control . SJPD reported that its Traffic Enforcement Unit (TEU) issued around 15, 500 citations in 2021-22, about 8,100 more citations than last year . TEU staff are deployed on all weekdays to high impact areas determined by citywide collision data. According to the Department, TEU officers have issued more citations and less warnings in efforts to make a greater impact on driver behaviors. Additionally, SJPD reported that several grant-funded traffic safety programs were conducted throughout the fiscal year.
In 2021, there were 800 DUI arrests, which is about 100 more than the previous year. Total DUIs have declined significantly over the past 10 years. San José's rate of fatal and injury crashes increased in fiscal year 2021- 22 to 2.9 per 1,000 residents.
The community survey asked respondents about their perceptions of enforcing traffic laws to protect the safety of pedestrians, cyclists, and drivers; 30 percent responded with a rating of "good" or "excellent."
2.9 0
1 2
3 Fatal and Injury Crash Rate per
1,000 Residents
804
0 200
400
600
800
1,000
1,200
1,400
1,600
DUI Arrests
Note: Data based on incidents responded to and
differs from the Transportation chapter and CSA
dashboard measure, which captures incidents on
public streets within San José's jurisdiction.
0 20
40 60
80 Total Cases (thousands)
Cases received Cases assigned
0%
20%
40%
60%
80%
100%
Clearance Rates
Major violent crimes Homicide
Note: Data from the FBI uniform crime reporting
system. The 2022 data had not been released by
time of publication.
0% 20% 40% 60% 80% 100%
Enforcing traffic laws to protect the safety of
pedestrians, cyclists and drivers
Community Survey 2022
Ratings of Service
Excellent Good Fair Poor Very poor
120
City of San José – Annual Report on City Services 2021-22
PUBLIC WORKS
The mission of the Public Works Department is to provide excellent service in building a smart and sustainable community, maintaining and managing City assets, and serving the animal care needs of the community.
City of San José – Annual Report on City Services 2021-22 121
PUBLIC WORKS
$0
$20
$40
$60
$80
$100
$120
$140
Public Works Operating
Expenditures ($millions)
Personal Services Non-Personal/Equipment
0 100
200
300
400
500
600
700
Public Works Authorized
Positions
The Public Works Department oversees the City’s capital projects; maintains the City's facilities, equipment, and vehicles; provides plan review services for development projects ; and provides animal care and services.
Public Works also houses the City's Office of Equality Assurance.
In 2021-22, Public Works' operating expenditures totaled about $126 million. This included personal and non-personal expenditures. Public Works was also responsible for $2.8 million in Citywide expenses, as well as additional capital-related expenditures. Staffing increased from 624 in 2020-21 to 628 authorized positions in 2021-22.
OFFICE OF EQUALITY ASSURANCE
San José is subject to numerous labor policies that have been passed by City Council, approved by voters, or adopted due to requirements from the State of California. The Office of Equality Assurance (OEA) in Public Works implements, monitors, and administers the City's wage policies. OEA responded to 142 minimum wage complaint inquiries. They collected about $209,000 in restitution for 82 workers affected by non-compliance with minimum wage regulations . OEA also collected an additional $359,000 in restitution for non-compliance with prevailing wage regulations.
In addition, they oversee the City's disadvantaged business enterprise program and ensure compliance with the Americans with Disabilities Act (ADA). OEA serves as a liaison for ADA, and routes ADA complaints to the appropriate department.
Note: Restitution refers to non-compliance with minimum wage and prevailing wage by businesses within the City of San José geographical boundaries or businesses in municipalities that have contracted with the City to enforce these regulations on their behalf.
Animal Care and
Services, $8.9
Development Services,
$17.9
Fleet and Equipment
Services, $29.1
Facilities Management,
$33.8
Capital Project Services,
$45.4
Strategic Support, $64.7
Public Works 2021-22 Adopted Budget by Service ($millions) Note: Strategic Support provides administrative oversight for the Department, including executive management, financial management, information technology support, equality assurance, human resources, and analytical support.
OEA KEY FACTS (2021-22)
Number of minimum wage complaint inquiries 142
Number of minimum wage letters sent 12
Number of affected workers (from the letters sent) 82
Amount of restitution collected $567,985
Example Projects Completed in FY 2021-22
Mineta Airport Economy Lot Parking Garage
Senter Road Vision Zero Safety Improvements Project
Coyote Creek Trail from Story to Phelan
San Antonio Better Bikeways
Sanitary Sewer Assessment and Repairs
Tamien Park Phase 2
122
City of San José – Annual Report on City Services 2021-22
PUBLIC WORKS
41 0
10 20
30 40
50 60
70 Number of Completed Construction
Projects
$72
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
Total Construction Costs for
Completed Projects ($millions)
0%
20%
40%
60%
80%
100%
Percent of Construction Projects Completed On
Budget and On Schedule
% on Schedule % on Budget
CAPITAL PROJECT SERVICES
The Capital Services divisions of Public Works oversee the planning, design, and construction of public facilities and infrastructure. Other departments such as the Airport, Transportation, and Environmental Services also manage some capital projects.
In 2021-22, Public Works completed 41 construction projects.
Construction costs totaled $71.7 million in 2021-22. A project is considered on budget for the entire life cycle of a project when its total expenses are within 101 percent of its budget. In 2021-22, Public Works completed 39 of 41 projects on budget (95 percent).
A project is considered on schedule for the construction phase of the project when it is available for use (e.g., completed street being used by vehicles, parks being utilized) within two months of the approved baseline schedule. Of the projects intended for completion in 2021-22, 35 of 38 projects were on schedule (92 percent).
In 2021-22, for projects less than $500,000, Public Works' average delivery cost (the ratio of soft costs to hard costs) was 64 percent, above the target of 62 percent. For larger projects, the average delivery cost was 25 percent, which is less than the target of 45 percent.
Mineta Airport Economy Lot Parking Garage
Coyote Creek Trail
City of San José – Annual Report on City Services 2021-22 123
PUBLIC WORKS
FACILITIES MANAGEMENT
The Facilities Management Division manages 2.8 million square feet in 223 City facilities, including City Hall, which is over 500,000 square feet. Services include maintenance, improvements, event support, and property management.
The Division completed over 18,800 corrective and preventive work orders in 2021-22, about 11, 100 more than in 2020-21. Only 46 percent of about 5,900 preventive maintenance work orders were completed during the year, down from 78 percent pre-COVID-19. Public Works attributes this to staffing limitations and COVID-19 impacting work order prioritization.
As of March 2022, Public Works estimated a facilities maintenance backlog for City operated facilities of $246.5 million in one-time costs, as well as $20.1 million in annual unfunded costs. The estimated one-time maintenance backlog for City facilities operated by others is $87.3 million, but this does not include the SAP Center, Sharks Ice, or Municipal Stadium.
0.0 0.5 1.0 1.5 2.0 2.5 3.0
Facilities Managed,
by Millions of Square Feet
City Hall Police/Fire Library Community Center Yard/Other 0 500
1,000
1,500
2,000
2,500
3,000
3,500
City Vehicles & Equipment
General,
Heavy
Fire
Police
General, Light
All Others
Note: "Other" includes PRNS Neighborhood Center Partner Program sites.
See the PRNS chapter for more information about this program. $0.49
$2.58
Equipment Class Cost/Mile
Estimate
General, Heavy
(tractors, loaders)
General, Light
(sedans, vans)
Fire
Police
$1.80
$0.43
FLEET & EQUIPMENT SERVICES
Fleet and Equipment Services manages procurement and maintenance to provide a safe and reliable fleet of over 2,900 City vehicles and pieces of equipment.
Public Works completed nearly 18,800 repairs and preventive work orders in 2021-22, 8 percent less than a year ago. Emergency vehicles were available for use when needed 100 percent of the time in 2021-22; the City’s general fleet was available when needed 98 percent of the time.
Under the City's Green Vision, the City committed to ensuring 100 percent of public vehicles run on alternative fuels.* In 2021-22, 48 percent of City vehicles ran on alternative fuels, including compressed natural gas, propane, electricity, and renewable diesel.
As of March 2022, Public Works estimated a vehicle and equipment deferred maintenance and infrastructure backlog of $7.7 million in one-time costs, less than last year . Public Works reports that based on recent communications with vehicle manufacturers, they expect prices to increase significantly. Public Works is anticipating a higher infrastructure backlog in the future, reporting that prices are increasing by 10-20 percent in most cases, and if the replacement is an all-electric version, costs are about 45 percent higher.
*The City's Green Vision, adopted in 2007, laid out 10 goals around sustainability and clean technology. It was a precursor to the City's Climate Smart San José Plan.
KEY FACTS (2021-22)
Total number of vehicles & equipment 2,927
Completed repairs & preventative work orders 18,779
Percent of fleet running on alternative fuel 48%
KEY FACTS (2021-22)
Total number of City facilities 223
Square footage 2.8 million
Completed corrective & preventative work orders 18,817
Total completed solar installations on City sites 37
124
City of San José – Annual Report on City Services 2021-22
PUBLIC WORKS
0 200
400
600
800
1,000
$0
$2
$4
$6
$8
$10
Development Revenues and Permits
Revenue ($millions) Development Permits
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
$0
$2
$4
$6
$8
$10
Utility Fee Revenues and Permits
Revenue ($millions) Utility Permits
0%
20%
40%
60%
80%
100%
Permitting Timeliness
Planning Public Improvement Target (85%)
PUBLIC WORKS—DEVELOPMENT SERVICES
The Development Services Division of Public Works coordinates with private developers and utility companies to ensure that private projects comply with regulations to provide safe and reliable public infrastructure.
The Division manages two fee-based cost recovery programs: the Development Fee Program (for private developers) and the Utility Fee Program (for utility companies). During 2021- 22, the Division approved about 500 development permits and received over 4,000 utility permits, slightly more than last year . In 2021-22, Public Works met 90 percent of planning and 88 percent of public improvement permit timelines ; each surpassed the target goal of 85 percent.
Private development projects add public infrastructure (streets, traffic lights, storm sewer, etc .) to the City’s asset base. Projects permitted in 2021-22 are expected to add $7.4 million in public infrastructure upon completion. Projects completed in 2021-22 added $11.3 million in value to the City’s asset base, down from $16.4 million last year. (See table for examples.)
$0
$10
$20
$30
$40
$50
Value of Public Improvements from Private Development
Projects ($millions)
Permitted Completed
Major Projects & Estimated Public Improvement Values, 2021-22 •200 Park Ave: sidewalk, public landscape, and roadway
improvements at Park Ave and Almaden Blvd $2.2 million
•Bascom Gateway Station: curb, gutter, sidewalk, and
traffic signal improvements along Bascom Ave $1.5 million •La Vang: curb, gutter, sidewalk, utilities along 8th ,9th, and Santa Clara Street $0.4 million
•Bering Dr and E. Brokaw Rd: curb, gutter, traffic signal, and street improvement $3.1 million
•Coleman Highline Phase 1/2: Aviation & Coleman Ave curb, gutter, sidewalk, utility infrastructure $1.7 million
•Wondo Way: surface improvements and storm water
facilities for a new street $1.3 million
Permitted
Completed
City of San José – Annual Report on City Services 2021-22 125
PUBLIC WORKS
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
Low-Cost Spay/Neuter Surgeries
0 5,000
10,000
15,000
20,000
25,000
30,000
Calls for Service
9,801
3,584
1,118
0 2,000
4,000
6,000
8,000
10,000
12,000
Incoming Shelter Animals
Cats Dogs Other Animals
0%
20%
40%
60%
80%
100%
Percent Adopted, Rescued,
Returned, or Transferred
Cats Dogs
ANIMAL CARE & SERVICES
The City provides animal licensing programs, patrol services, adoption/rescue programs, spay/neuter programs, and medical services through its Animal Care Center (Center) . The Center serves San José, Cupertino, Los Gatos, Milpitas, and Saratoga.
As of July 1, 2022, there were almost 58,700 licensed animals in the Center’s service area. Of licensed animals, Public Works estimates that 75 percent were dogs and 25 percent were cats. The Center provided over 3,700 low-cost spay/neuter surgeries to the public.
In 2021-22, the Center sheltered 14,500 animals, up from last year (13,600). Ninety-six percent of dogs and 88 percent of cats were adopted, rescued, returned to their owner, or transferred. The Center's overall live release rate was 90 percent.
In 2021-22, animal service officers responded to over 20,100 service calls, a decrease from the previous year. Five major categories of calls (including animal bite investigations, dead animals, and human neglect) account for about 42 percent of all calls. For emergency calls, such as dangerous situations or critically injured or sick animals, the time target is to respond to calls within one hour. In 2021-22, the Center met this target 96 percent of the time.
38%
0%
20%
40%
60%
80%
100%
Cost Recovery
*Licensing costs depend on when its rabies vaccination expires, and whether it has been spayed or neutered.
**Incoming animals does not include wildlife.
KEY FACTS (2021-22)
Licensing costs (dog / cat)* Starts at $25 / $20
Animal licenses in service area 58,700
Incoming animals to Center** 14,500
Live release rate 90%
Calls for service completed 20,108
Low-cost spay/neuter surgeries 3,736
Note: In 2021-22, Public Works revised methodology
to more closely align with industry standards.
0% 25% 50% 75% 100%
Community Survey 2022
Residents' rating of the City
providing animal control services
Excellent Good Fair Poor Very poor
126
City of San José – Annual Report on City Services 2021-22
RETIREMENT SERVICES
The mission of the Office of Retirement Services is to provide quality services in the delivery of pension and related benefits and maintain financially sound pension plans.
City of San José – Annual Report on City Services 2021-22 127
RETIREMENT SERVICES
The Office of Retirement Services administers two pension plans, the Federated City Employees’ Retirement System (Federated) and the Police and Fire Department Retirement Plan (Police and Fire), as well as Other Post - Employment Benefits (OPEB) for City employees and retirees. The City offers several tiers of benefits, based on the start date of the employee.
The Office is responsible for administering retirement benefits, including providing retirement planning and counseling; supervising the investment of plan assets; managing contracts; and producing financial reports.
In 2021-22, the Office’s personal expenses totaled $7.5 million, and there were 40 authorized positions (up from 38.75 positions last year). About $4.4 million in additional administrative costs, such as professional services, were paid out of the retirement funds. Total investment fees were $118 million in calendar year 2021, up from $69 million in calendar year 2020.
The City’s total contributions to the two plans included $420 million for pension benefits and $56 million for OPEB. Separately, City employees contributed $81 million for pension and OPEB. This totals to $556 million in contributions from the City and its employees. The City’s contributions have grown dramatically since the early 2000s but are expected to decline in coming years. $0
$2
$4
$6
$8
Retirement Services Personal
Services Expenditures ($millions)
0 10
20 30
40 50
Retirement Services Authorized
Positions
Note: The Retirement Services chapter of the City’s Budget only includes personal services. Additional administrative expenses and investment expenses are detailed in the Federated City Employees Retirement System and the Police and Fire Department Retirement Plan Annual Comprehensive Financial Reports.
Active
(Tier 1),
1,292
Active
(Tier 2),
2,500
Deferred
Vested,
1,890
Retirees &
Beneficiaries,
4,557
Federated Plan Membership
Active
(Tier 1),
966
Active
(Tier 2),
780
Deferred
Vested,
336
Retirees &
Beneficiaries,
2,518
Police and Fire Plan Membership
$0
$100
$200
$300
$400
$500
Total Annual Contributions for Pension and Retiree
Health and Dental Benefits ($millions)
$0
$100
$200
$300
$400
$500
Pension Benefit Payments and Contributions ($millions)
Pension payments Pension contributions
Sources for above charts : Police and Fire Department Retirement Plan and Federated City Employees’ Retirement System Annual Comprehensive Financial Reports
Employer contributions
($475 million in 2021-22)
Employee contributions
($81 million in 2021-22)
Pension payments
($461 million in 2021-22)
Pension contributions
($479 million in 2021-22)
128
City of San José – Annual Report on City Services 2021-22
RETIREMENT SERVICES
-
0.5 1.0
1.5 2.0
2.5 Ratio of Active Members to Retirees and Beneficiaries Source: Police and Fire Department Retirement Plan and Federated City Employees’ Retirement System Annual Comprehensive Financial Reports and Actuarial Valuations Source: Police and Fire Department Retirement Plan and Federated City Employees’ Retirement System Annual Comprehensive Financial Reports and Actuarial Valuations $0
$2
$4
$6
$8
$10
$12
Retirement Plan Net Assets
($billions)
Federated Police and Fire
$0
$2
$4
$6
$8
$10
$12
Retirement Plan Total Liabilities
($billions)
Federated Police and Fire
As of June 30, 2022, there were 7,075 retirees or beneficiaries of the plans, up from 5,706 ten years ago. The ratio of active members (i.e., current employees contributing to the plans) to beneficiaries is now less than 1:1. In 1980, the ratio was nearly 5:1, and in 2000 it was over 2:1.
The pension and OPEB plans’ total liabilities (including future pension payments) exceeded the values of their assets by $2.3 billion for Federated and $1.7 billion for Police and Fire. These net liabilities totaled about $226,000 per Federated member and about $380,000 per Police and Fire member.
As of the June 30, 2021 actuarial valuations, the Federated and Police and Fire funded ratios (or percent of liabilities covered by plan assets) were 55 percent and 77 percent for the respective pension plans.
In November 2019, the City convened a Retirement Stakeholder Solutions Group to address retirement fund resilience and increasing retirement costs that were competing with other City services and programs in the General Fund. One of the options under consideration is using pension obligation bonds, which are taxable bonds that fund the unfunded portion of pension liabilities by creating debt. The City has begun exploring this option. 0%
20%
40%
60%
80%
100%
Federated Funded Status
Pension OPEB
0%
20%
40%
60%
80%
100%
Police and Fire Funded Status
Pension OPEB
Sources: Federated City Employees’ Retirement System and Police and Fire Department Retirement Plan Actuarial Valuations
Note: Funded status calculated using the actuarial value of assets, which differs from the market value, as gains/losses are recognized over five years to minimize the effect of market volatility on contributions. Beginning in 2016-17, OPEB funded status has reflected changes to asset and liability calculations based on guidance from the Government Accounting Standards Board. 12%
65%
84%
6%
77%
65%
55% 40%
City of San José – Annual Report on City Services 2021-22 129
RETIREMENT SERVICES
Source: Police and Fire Department Retirement Plan and Federated City Employees’ Retirement System investment performance reports as of June 30, 2022. Note: Asset classes not in top four largest categories grouped in "other," such as other bonds, real estate, and cash. Percentages do not add up to 100 due to rounding.
The retirement plans’ assets are distributed among various types of investments, according to each board’s investment policies. As of June 30, 2022, the largest category of assets held by each pension plan was public equities. The second largest portion of both pension plans were "alternatives," which are generally investments outside of traditional stocks, bonds, or cash.
During 2021-22, the Federated pension plan had a net rate of return on pension plan assets of -4.4 percent, down from 29.2 percent last year. The Police and Fire pension plan had a net rate of return of -5 percent, down from 26.3 percent last year. In 2021-22, the assumed rate of return, or discount rate,* was
6.625 percent for both the Federated pension plan and the Police and Fire pension plan, the same as last year.
As a result of the negative investment returns, total plan assets decreased from $8.27 billion last year to $7.73 billion on June 30, 2022. *The assumed rate of return, or discount rate, is the annual rate used to discount pensions expected to be paid in the future to current dollars. For pension plans, it is often based on average expected investment returns over a long time horizon.
-4.4%
-20%
-15%
-10%
-5%
0%
5%
10%
15%
20%
25%
30%
Federated Rate of Return, Net of Fees
-5%
-20%
-15%
-10%
-5%
0%
5%
10%
15%
20%
25%
30%
Police and Fire Rate of Return, Net of Fees
Discount rate
(6.625% in
2021-22)
Discount rate
(6.625% in
2021-22)
Public Equity, 46.3%
Short Term Investment Grade
Bonds, 6.8% Private Equity,
9.0%
Core Real Estate,
6.1%
Other, 31.8%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Police and Fire Pension Actual Asset Allocation
Public Equity, 46.1% Private Equity,
12.8%
Investment Grade
Bonds, 8.7%
Core Real Estate,
6.1%
Other, 26.3%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Federated Pension Actual Asset Allocation
130
City of San José – Annual Report on City Services 2021-22
TRANSPORTATION
The mission of the Transportation Department is to plan, develop, operate, and maintain transportation facilities, services, and related systems which contribute to the livability and economic health of the City.
City of San José – Annual Report on City Services 2021-22 131
TRANSPORTATION
The Department of Transportation (DOT) has eight core service groups to: plan and develop transportation projects; optimize traffic flow and safety; maintain street pavement; maintain traffic signals, signs, markings, and streetlights; maintain street landscapes and street trees ; clean and repair sanitary sewers; maintain storm sewers; and maintain public parking . Additional staff provide strategic support, such as budget and information technology services.
In 2021-22, DOT’s operating expenditures totaled $108.7 million, including personal and non-personal expenditures. In addition, DOT was responsible for other costs including $4.8 million in Citywide expenses and $434,800 in workers' compensation. The Department had 508.5 authorized positions; staffing was up by 30 percent compared to levels 10 years ago.
$0
$20
$40
$60
$80
$100
$120
DOT Operating Expenditures
(millions)
Personal Services Non-Personal/Equipment
0 100
200
300
400
500
600
DOT Authorized Positions
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Other
Bicycle
Walk
Work at Home
Transit
Carpool
Drive alone
San José Residents' Mode of Commuting to Work
Envision 2040 General Plan Target American Community Survey 2021 San José‘s goal is to substantially increase the proportion of commute travel using modes other than the single-occupant vehicle by 2040.
Source: 2021 American Community Survey, 1-year estimates, table B08006 Note: In 2019, prior to COVID-19, working at home was at 4 percent. The commuting mode targets presented are from the Envision 2040 General Plan as amended in May 2021. The targets in the Envision 2040 General Plan have recently been updated to account for all trips (both commute and non- commute). Staff are in the process of collecting data to update the measure.
100% 50% 0% 50% 100%
Traffic circulation in your neighborhood
Overall traffic circulation
Traffic circulation on major streets
Traffic circulation on local freeways during
commute
Very Poor/Poor Fair Good/Excellent
Community Survey 2022
Residents' rating of traffic circulation in the city
0% 25% 50% 75% 100%
Community Survey 2022
Residents' rating of the City providing bicycle lanes and paths Excellent Good Fair Poor Very poor
0% 25% 50% 75% 100%
Community Survey 2022
Residents' rating of the City managing traffic on city streets Excellent Good Fair Poor Very poor
KEY FACTS (2021-22)
Number of acres of street landscape (also includes special district 626 Number of City parking lots and garages 14
Number of parking meters (estimate) 2,300
Number of street miles 2,519
Number of street trees 269,500
132
City of San José – Annual Report on City Services 2021-22
TRANSPORTATION
0 100
200
300
400
500
600
700
Pedestrian and Bicycle Injury
Crashes (calendar year)
San José
Nationwide
0 1
2 3
4 5
6 7
8 Fatal and Injury Crash Rate per
1,000 Residents
0 20
40 60
80 100
120
Transportation Projects in
Progress
Local Projects Regional Projects
0 100
200
300
400
500
On-street Miles of Bikeways
Source: National fatal and injury crash rate data comes from the National Highway Traffic Safety Administration (NHTSA). Data prior to 2016 is not comparable due to
different sample designs used by NHTSA.
Note: This includes fatal crashes.
100% 50% 0% 50% 100%
Bicycling
Walking alongside or crossing streets on foot
Driving on streets
Community Survey 2022
Residents' rating of safety in the city
Very Unsafe Very SafeSomewhat Unsafe / Somewhat Safe
TRANSPORTATION SAFETY & OPERATIONS
Transportation Safety & Operations manages various traffic safety programs to facilitate safe and efficient travel within San José. In February 2020, City Council approved a Vision Zero Action Plan prioritizing investments for a data analytic tool, safety redesign projects on high injury corridors, and outreach and community engagement to reduce fatal and severe injury crashes and move towards a culture around safety.
DOT reports that there were 60 traffic fatalities in San José in 2021, 11 more than 2020. Thirty-eight percent were pedestrians with a median age of 51.
However, San José’s rate of fatal and injury crashes has remained well below the national rate. In 2021, the rate was 2.3 per 1,000 residents* compared to 4.9 in 2020 nationally.
DOT installed 4.2 miles of quick-build safety improvements on Story Road and Hillsdale Ave. Citywide, DOT installed 40 traffic safety improvements, such as flashing beacons, median refuge islands, curb extensions, radar speed display signs, and edgelines/centerlines to enhance pedestrian crossings safety and/or reduce speeding on roadways. Over 1,270 traffic studies were evaluated citywide.
Additionally, almost 23,800 school-aged youth and adults received traffic safety education in 2021-22.
* DOT's measure of fatal and injury crashes counts crashes that occurred on City roads. Crashes on private property or freeways beyond 50 feet of an intersection are excluded.
TRANSPORTATION PLANNING & PROJECT DELIVERY
Planning & Project Delivery supports the development of San José’s transportation infrastructure. This includes coordinating transportation and land use planning studies, managing the Capital Improvement Program, and working with regional transportation agencies such as VTA, BART, and Caltrans.
In 2021-22, DOT budgeted $403.6 million towards its traffic capital improvement program. Example regional and local projects include the 280 Sound Wall, Warm Springs Quiet Zone, Caltrain Electrification, Pedestrian Safety Enhancements, and ADA Accessibility Ramps projects.
San José has 436 miles of on-street bicycle lanes and routes (installed by DOT). In 2020-21, San José reached its 2020 goal of 400 miles of on -street bikeways .
Under the new Better Bike Plan 2025, the City aims to create a low-stress, connected network. The Plan calls for completing a roughly 550 mile on-street bike network. This includes upgrading the existing bike network and adding new bikeways. Thirty-three miles of new on-street bikeways were installed in 2021.
City of San José – Annual Report on City Services 2021-22 133
TRANSPORTATION
0 4
8 12
16 20
24 Number of Potholes Filled
(thousands)
STREET PAVEMENT MAINTENANCE
Pavement Maintenance is responsible for maintaining and repairing the 2,519 miles of city streets.
• In 2021, the city’s street pavement condition was rated a 67, or “fair,” on the Pavement Condition Index (PCI) scale by the Metropolitan Transportation Commission (MTC). A “fair” rating means that streets are worn to the point where expensive repairs may be needed to prevent them from deteriorating rapidly. This is a three-year moving average. • DOT also annually assesses the conditions of the city's streets, and rated the city's average street pavement condition a 68 in 2021.
DOT estimates it needs $509.5 million for deferred maintenance on poor and failed roads, as well as to bring and sustain the average street condition to a "good" rating. Due to funding from 2016 VTA Measure B, State Senate Bill 1, and Measure T, DOT anticipates improving pavement conditions and reducing the maintenance backlog. Accounting for one- time and temporary funding sources, the 10-year average annual funding for pavement maintenance is estimated at $81.2 million.
As part of the 2021 pavement maintenance program, 122.5 miles of street were resurfaced and 100 miles were preventively sealed. DOT has also continued to make safety-related corrective repairs, such as filling potholes and patching damaged areas . In 2021-22, DOT crews repaired over 2,700 potholes, 50 percent less than 2020-21. DOT credits this decrease to increased resurfacing of streets, a stamp patching program that proactively addresses hot-spot locations, and other factors, such as weather.
Photo source: Department of Transportation
Failed Pavement
PCI 23
Excellent
Pavement
PCI 91
Fair Pavement
PCI 67
Poor Pavement
PCI 37
Oakland
SAN JOSE
Hayward
Fremont
San Francisco
Santa Clara
Sunnyvale
2021 Pavement Condition Index Selected Bay Area Comparisons* FairPoor At Risk GoodFailed Very Good/Excel.
* 3-year moving average, calendar year basis. Source: Metropolitan Transportation Commission.
Failed Poor At Risk Fair Good Very Good/Excel.
0 10
20 30
40 50
60 70
80 90
100
Pavement Condition Index
San José*
134
City of San José – Annual Report on City Services 2021-22
TRANSPORTATION
Source: Department of Transportation StreetSaver data as of December 2021.
Map of Pavement Condition
Newly constructed or
resurfaced; few signs of
distress
Excellent
or very
good
Low levels of distress; needs
preventive maintenance
Good
Significant distress; requires
rehabilitation or preventive
maintenance
Fair
Deteriorated pavement; will
quickly turn "poor" without
maintenance
At risk
Excessive distress; requires
major, costly rehabilitation
Poor
Extremely rough; needs
expensive reconstruction
Failed
See the City's Pavement Condition Interactive Map online! 0% 25% 50% 75% 100%
Community Survey 2022
Residents' rating of the maintenance of neighborhood streets Excellent Good Fair Poor Very poor
City of San José – Annual Report on City Services 2021-22 135
TRANSPORTATION
DOT crews completed roadway marking services within established priority guidelines2 97 percent of the time in 2021-22. Eighty-six percent of roadway markings met visibility and operational guidelines (target: 64 percent).
Ninety-nine percent of San José’s 65,400 streetlights3 were operational. Forty- six percent of reported malfunctions were repaired within seven days (target:
50 percent). DOT repaired over 7,100 streetlights in 2021-22. As of 2021-22, the City has converted or installed around 54,600 LED streetlights, up from about 3,000 LED streetlights in 2013.
0 1,000
2,000
3,000
4,000
Number of Traffic Signal
Maintenance Activities
Repairs Preventive Maintenance
0%
20%
40%
60%
80%
100%
Percent of Roadway Markings
Meeting Visibility and
Operational Guidelines
Photo source: Department of Transportation
TRAFFIC MAINTENANCE
The Traffic Maintenance Division is responsible for maintaining the City’s traffic signals, traffic signs, roadway markings, and streetlights. In 2021-22, DOT made almost 1,900 repairs to traffic signals. DOT responded to signal malfunctions within 30 minutes 16 percent of the time (target: 40 percent).
DOT's response to traffic and street name sign service requests fell within established guidelines1 94 percent of the time in 2021-22 (target: 98 percent).
Almost 1,500 signs were preventively maintained, a decrease of 66 percent compared to the prior year. DOT credits this decrease to their focus on "mast arm" signs projects during this time, which DOT reports has fewer signs per intersection, impacting the numbers reported.
Traffic Signals
964 traffic signal intersections in San José
1,900 repairs and 730 preventive
maintenance activities completed
16% of malfunctions responded to within 30
minutes (Target: 40%)
Traffic and Street Name Signs
123,400 traffic control and street name signs
in San José (estimate)
1,500 preventive maintenance activities
completed
94% of sign repair requests completed within
established guidelines
1 (Target: 98%)
81% of signs in good condition (estimate,
Target: 81%)
1. 24 hours, 7 days, or 21 days—depending on the priority Roadway Markings
5.9 million square feet of roadway markings
160 maintenance requests completed
97% of service requests completed within
prioritized operational guidelines
2 (Target:
100%)
86% of markings met visibility and operational
guidelines (Target: 64%)
2. 24 hours, 7 days, or 21 days—depending on the priority Streetlights
65,400 streetlights3 in San José, including
54,600 LED streetlights
7,100 repairs completed
99% of streetlights in operational condition
(Target: 98%)
3. includes other types of street lighting, not just streetlights 0% 25% 50% 75% 100%
Community Survey 2022
Residents' rating of the adequacy of
street lighting in their local
neighborhood
Excellent Good Fair Poor Very poor
136
City of San José – Annual Report on City Services 2021-22
TRANSPORTATION
SANITARY SEWERS
DOT maintains more than 2,000 miles of sanitary sewers and 17 sewer pump stations. DOT is responsible for maintaining uninterrupted sewer flow to the San José-Santa Clara Regional Wastewater Facility. (The Facility is operated by the Environmental Services Department (ESD). For more information see the ESD chapter.)
DOT conducts proactive cleaning to reduce sanitary sewer stoppages and overflows. Over 800 miles were cleaned in 2021-22. About 660 sewer repairs were completed. DOT responded to 35 sewer overflows in 2021-22, the same as last year . DOT cleared over 240 main line stoppages in 2021-22. DOT estimates 48 percent of sanitary sewer problems were responded to within 30 minutes (target: 80 percent).
0 10
20 30
40 50
60 70
80 0
2 4
6 8
10 12
14 16
Street Sweeping
Debris Collected (Thousand Tons)
Curb Sweeping (Thousand Miles) [Right Axis]
0 100
200
300
400
500
Sewer Stoppages and Overflows
Cleared
Sewer Main Line Stoppages Sanitary Sewer Overflows
0 250
500
750
1,000
1,250
1,500
Storm Calls
STORM DRAINAGE
DOT and ESD ensure that all of the City’s streets are swept of roadway particulate and debris that may collect in gutters. DOT’s street sweepers clean the downtown area, major streets, and bike routes. ESD contracts residential street sweeping.
DOT annually cleans storm drain inlets so that rain and storm water runoff flow unimpeded through storm drains into the San Francisco Bay. There are approximately 35,600 storm drain inlets in the city. P roactive cleaning prevents harmful pollutants, trash, and debris from entering the Bay and reduces the potential for blockages and flooding during heavy rains.
In 2021-22, DOT reports that there were five declared storm days and about 540 responses to calls related to the storm collection system. The number of stoppages and calls varies depending on the severity of rainfall. DOT also maintained 31 stormwater pump stations and cleaned wet wells during summer months.
Note: DOT changed its methodology starting in
2018-19 to include both the preventive and reactive
stoppages cleared, instead of just reactive stoppages
cleared.
0%
20%
40%
60%
80%
100%
Percentage of Sanitary Sewer
Problems Responded to within 30
Minutes*
Note: Previously, debris numbers were reported with the assumption that sweepers were 100 percent full. Starting in 2018-19, DOT based reporting on the approximate
percent sweepers were full.
Note: Only blockage-related calls were counted in 2019- 20 and 2020-21. For all other years presented, this
measure shows responses to calls related to the storm
collection system, not just blockage-related calls.
0 200
400
600
800
1,000
1,200
Sewer Miles Cleaned
* DOT changed its methodology starting in 2018-19
to exclude work assignments without an end time.
City of San José – Annual Report on City Services 2021-22 137
TRANSPORTATION
0.0 0.5
1.0 1.5
2.0 Visitor Parking Customers at the
City's Downtown Facilities
(millions)
0 50
100
150
200
250
Parking Citations Issued
(thousands)
0%
20%
40%
60%
80%
100%
Percent of General Benefit Street
Landscapes Rated a 3.5 or Higher
out of a 4 Point Scale
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
Sidewalk Repairs
* During the COVID-19 emergency, the Vehicle Abatement Program within DOT began focusing on investigating and removing vehicles that were inoperable, considered a safety or health concern, or contributing to extreme blight.
PARKING
Parking Services is responsible for managing on-street and off-street parking operations, implementing parking programs, enforcing regulations, and supporting street sweeping, construction, pavement, and maintenance activities.
There were almost 54,000 monthly parking customers in 2021-22 and 902,200 visitors used City parking facilities, both of which were below pre-COVID levels.
However, overall parking activity increased from 2020-21; with visitor parking up by 56 percent compared to the prior year.
The Department issued about 154,700 parking citations in 2021-22, 53 percent more than in 2020-21. Parking Services is also responsible for investigating service requests to abate abandoned vehicles. There were 34,400 vehicle abatement service requests submitted through SJ311 and generated from Parking Compliance Unit proactive patrols in 2021-22. The average time to complete a service request for vehicles qualifying for investigation was 8.2 days, down from 16 days the prior year. DOT attributes the reduced response time to increased staffing availability in 2021-22 and program changes.*
STREET LANDSCAPE MAINTENANCE
DOT’s Landscape Services Division maintains median islands and undeveloped rights-of-way, and ensures the repair of sidewalks and the maintenance of street trees. For the past five years (2017-18 to 2021-22), the City Council allocated additional funding to increase the frequency of street landscape maintenance through contracted services as part of the BeautifySJ program. DOT reports that BeautifySJ maintains almost half of DOT's landscape inventory. DOT maintenance staff continues to provide basic cleaning and maintenance activities to the non-contractually maintained parcels . Through these combined efforts, there have been improvements in the overall condition of City landscapes. In 2021-22, an estimated 80 percent of general benefit street landscapes were rated on average a 3.5 or higher out of a four point condition rating scale. DOT attributes a decrease from the prior year to possible impacts from lack of rain and staffing challenges.
San José has about 269,500 street trees .* DOT responded to almost 1,100 emergencies for street tree maintenance in 2021-22. The City and property owners completed more than 7,100 sidewalk repairs in 2021-22. * Property owners are typically responsible for maintaining street trees and repairing adjacent sidewalks.
The City maintains trees that are located within the arterial medians and roadside landscaped areas owned by the City.
100% 50% 0% 50% 100%
The condition of neighborhood street trees
The condition of sidewalks
The condition of landscaping along streets and
medians (not including trees)
Very Poor/Poor Fair Good/Excellent
Community Survey 2022
Residents' rating of street landscaping in the city
Note: DOT changed methodology in 2020-21 to rate
entire corridors and give the street only one rating. Prior, multiple ratings would be given for a segment.
138
City of San José – Annual Report on City Services 2021-22 NOTES
City of San José – Annual Report on City Services 2021-22 139
NOTES
140
City of San José – Annual Report on City Services 2021-22 NOTES
City of San José – Annual Report on City Services 2021-22 141
NOTES
142
City of San José – Annual Report on City Services 2021-22