San Jose City Council
March 21, 2023

-Julie
Local Color
This message is from outside the City email system. Do not open links or attachments from untrusted sources.

March 20, 2023

Mayor Mahan and City Council
200 E Santa Clara Street
San Jose, CA 95113

RE: Concerns regarding FY2024 City budget and economic recovery.

Mayor Mahan and City Council:

San Jose’s Downtown, the economic driver of our region’s arts, entertainment, and visitor industries, continues to rank near the bottom of numerous proxy metrics of Downtown vibrancy such as return- to-office rates, sales taxes receipts, office and retail leasing rates, and cell phones usage. Our City Council needs to stop hiding from this stark reality and apply real leadership, focus, and the necessary resources to support recovery and put Downtown on a viable and believable path to vibrancy. The damage to the Downtown economy is disproportionally hurting the livelihoods of many working-class San Jose families and mom-and-pop businesses.

An important tool to support Downtown recovery in any city is the “Hotel Tax.” In San Jose, this tool has become significantly less impactful. According to the City’s just released 5-year budget projection the Transient Occupancy Tax (TOT), will end FY23 at about $27.5M. This is compared to $51.3M in FY19. A drop of more than 46%. In addition, the TOT is not projected to return to real pre-pandemic levels anytime within the next five years.

An appropriate strategy to support Downtown recovery is to invest a greater portion of TOT revenues into the specific activities that help drive the Downtown economy. Today 40% of the TOT is channeled into the General Fund. These tax dollars, generated largely by out-of-town visitors, should instead be reinvested into our cultural and visitor industry infrastructure and destination marketing efforts to help drive greater TOT revenue, sales tax and to support jobs and business recovery. The remainder 60% of the TOT is the primary source of financial support for maintenance and operation of the Convention Center and several Downtown cultural facilities, sales and marketing for all travel and tourism to the City, and for the Office of Cultural Affairs and its grants programs. These activities are essential for a healthy Downtown economy, for resident quality of life, for tourism and convention revenues, and to provide a variety of well-paying local jobs. To support these critical industries and their workers the City Council should:

• Direct the City Manager, beginning with Fiscal Year 2023-2024, to reapportion its current General Fund TOT allocation equally across the remainder recipient fund accounts of Fund 461:
the Office of Cultural Affairs Arts Grants Program, the Convention & Visitors Bureau, and the Convention and Cultural Facilities Fund 536.

• In addition, Council should direct the City Manager to work with local stakeholders to identify long-term budget policy strategies that can guide long-term investment of TOT that serve the art, culture and visitor industries and come back during the next fiscal year to the Council with these strategies clearly defined.

Now is absolutely the time to take these steps towards recovery. TOT has historically always contributed a very small portion to overall General Fund revenues. Since the pandemic it has diminished even further. Currently, TOT is forecasted to continue below 1% of General Fund revenues.

TOT Revenues as a Share of Total General Fund:

FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24
General Fund Revenues $1.39B $1.20B $1.36B $1.66B $1.31B $1.46B TOT to General Fund $20.5M $14.1M $5.4M $9M $11M $11M
TOT Share of GF
Revenues

1.5% 1.2% 0.4% 0.54% 0.84% 0.75%

The City of San José states that building “vibrancy” is part of its long-term strategy to create a fiscally sustainable and livable city. Yet, it has no clear plan or funding strategy to accomplish that. While the proposed change will not greatly impact the General Fund – it will have a transformative effect on the arts and tourism sectors that help drive that vibrancy objective.

It is important to note that this vibrancy is not achieved in a vacuum. Visit California has reported wide variation in Hotel Tax revenues across the state. As we have come out of pandemic beach and mountain destinations across the state have broken visitation records. While cities like San Jose languish. This directly equates to competitive destinations being able to market more aggressively for visitors and conventions, and to enhance their cultural experiences for residents and visitors.

Helping to restore local budgets for tourism and the arts is the difference between San José successfully and equitably building back from the pandemic and seeing the catastrophic losses of the past few years continue far into the future.

Sincerely,

Brendan Rawson
San Jose Jazz
[External Email]
This message is from outside the City email system. Do not open links or attachments from untrusted sources.

FW: Agenda Item 3.5: Make climate safety & climate justice a top priority in budget City Clerk <
Tue 3/21/2023 9:49 AM
To:Agendadesk <

From: Linda Hutchins-Knowles <
Sent: Tuesday, March 21, 2023 9:38 AM
To: The Office of Mayor Ma Mahan < District1 < District2 < District3 < District4 < District5
< District 6 < District7 < District8
< District9 < District 10 <
Cc: Agendadesk < City Clerk < Romanow, Kerrie
< Benabente, Julie <
Subject: Agenda Item 3.5: Make climate safety & climate jusce a top priority in budget

Dear Mayor and Councilmembers,

Please take to heart this plea from San José mothers and allies to priorize climate safety and climate jusce in the 2023-23 budget.

Thank you,
Linda Hutchins-Knowles

March 21, 2023
Re: Agenda Item 3.5: Make climate safety and climate justice a priority in 2023-24 budget
Dear Mayor Mahan, Vice Mayor Kamai, and Councilmembers Jimenez, Torres, Cohen, Ortiz, Davis, Doan, Candelas, Foley and Batra,
As mothers, allies, and community leaders representing over 2500 Silicon Valley supporters, we’re writing to urge you to prioritize climate safety and climate justice in the 2023-24 budget.

We applaud Councilmember Cohen’s leadership on this issue, and appreciate his March 16th Memo where he stated:
“Climate adaptation and our goals of dramatically reducing our greenhouse gas output are urgent and require a budgetary focus. I urge the council to treat these priorities with the same urgency as the priorities addressed by the mayor’s transition committees.”

We also appreciate Councilmember Candelas’ leadership to restore healthy water quality at Lake Cunningham and agree with his March 21st Memo describing the “environmental disaster” at Lake Cunningham. We reiterate his ask that you:
“Issue a Manager’s Budget Addendum to explore funding opportunities and provide recommendations from the FY 2023-2024 general fund and other available funding sources stemming from actions taken by Council during the March 14th council meeting for item 7.2.”

We refuse to accept the cynical notion that San José doesn’t have enough resources to include climate safety, climate mitigation, and climate justice as top priorities. Given the most recent U.N. report issued yesterday sounding the alarm about rapidly approaching tipping points that will spiral us into climate chaos, we do not have the luxury to focus on only three priorities. The environment is the bedrock upon which our health and lives depend, and we must do all we can to protect it in every budget cycle.

As you give direction today to staff on drafting the 2023-24 budget, keep in mind that the climate crisis is already hammering San José hard, harming our health and economy. To jog your memory of some of the climate impacts in just the past five years:

● The 2017 Coyote Creek flood forced 14,000 residents to evacuate, causing $100,000,000 in damages.
● Dangerous air quality from the 2018 Camp Fire made it unsafe to venture outside for days on end.
● The 2020 SCU fire turned the sky eerily orange and forced evacuations from our foothills.
● In 2021, Santa Clara County declared a local drought emergency. ● In 2022, record-breaking heat led PG&E to issue Flex Alerts 10 days in a row. ● As 2023 began, nine atmospheric rivers in 20 days caused widespread power outages and school closures (and we’re experiencing the 12th big storm today).

Without bold, immediate action and focus on climate, this list is sure to grow. Did you know that 39% of San José’s buildings are at risk of wildfire and 41% at risk of at risk of flooding, depending on location? Do you know that our lower-income Eastside neighborhoods disproportionately endure the urban heat island effect? We ask you to publicly affirm the ongoing climate emergency declared by the City Council in 2019, name climate safety and justice as a top priority, and direct the City Manager to allocate additional funding so that staff have the resources to secure generous funding for climate action from federal, state and nonprofit entities.

Doing this will be responsive to the near-supermajority (64%) of Santa Clara County residents who want local officials to do more on climate. With only seven years to course correct, San José needs you—and the world needs the Capital of Silicon Valley—to lead on climate. Over the past six years, this Council has championed key climate initiatives: San José Clean Energy, Climate Smart San José, Coyote Valley preservation, building electrification, EV charging and bike lanes. Will you vote today to continue this climate leadership–or will you punt on this responsibility? We don’t have the luxury of focusing on just three priorities. The climate can’t wait. As Henry David Thoreau observed: “What’s the use of a house if you haven’t got a tolerable planet to put it on?“
Counting on you to preserve a livable climate for our children and communities, Linda Hutchins-Knowles, Co-Founder and Team Coordinator Mothers Out Front Silicon Valley

This message is from outside the City email system. Do not open links or attachments from untrusted sources.

You don't often get email from Learn why this is important [External Email]
This message is from outside the City email system. Do not open links or attachments from untrusted sources.

FW: Agenda Item 3.5
City Clerk <
Tue 3/21/2023 10:06 AM
To:Agendadesk <

From: Thuha Tran <
Sent: Tuesday, March 21, 2023 10:00 AM
To: City Clerk <
Subject: Agenda Item 3.5

Hello,

I believe that the City of San José’s budget should priorize funding for San Jose Public Library and all of its branches. I have been a resident of San Jose my enre life (student of Franklin McKinley School District, ESUHSD, and then SJSU), and I have seen first hand the kind of resources that are needed in my hometown. Today, I am a working full me employee who has greatly benefied from the community's library services throughout my life and sll do.

It is so important that the SJPL is able to connue to effecvely serve our most vulnerable residents and provide an opportunity for us all to engage with the San Jose community. The safety of the buildings, the extent of the resources, and the availability of the services together are what make SJPL a precious part of our community. Children and young adults, like I once was, remember that. And adults, like I am now, understand how powerful that truly is for the health of a city.

SJPL must have priorized funding in order to connue its growing efforts. Because an increase in library fines DO create a barrier to increased literacy for all. Less open hours and less available staff/services DO greatly decrease literacy educaon as well as community engagement for all ages. And I truly believe that literacy and educaon create higher economic opportunies and boost our local economy.

When library funding increases, our community is safer and stronger. I call on city leaders to fully fund our Library in order to ensure equity of opportunity for all of our residents.

Thank you,
Thuha T.

This message is from outside the City email system. Do not open links or attachments from untrusted sources.

Hally Bowman
San Jose, CA

This message is from outside the City email system. Do not open links or attachments from untrusted sources.

Chad A. Johnston
CEO
Pronouns: he, him, his

[External Email]
This message is from outside the City email system. Do not open links or attachments from untrusted sources.

CC 3-21-23 item 3.5
Brian & Jill Borders <
Tue 3/21/2023 10:23 AM
To:Agendadesk <
You don't often get email from Learn why this is important

To Mayor and Council,
As a manufactured home owner at Imperial Mobile Home Estates, I'm grateful and in full support of Mayor Mahan's budget message:
"To protect these neighbors, the City Manager is directed to change the General Plan’s land use designation for the remaining mobile home parks not yet redesignated from multifamily residential to 'mobile home' park, and begin allocating the funding needed."
Thank you Mayor Mahan! You have taken the action you said that you would.

In addition, budgeting for this action assists in remedying one of the deficiencies of our draft housing element as noted by the State of California HCD's response in their letter on Dec. 12th, 2022. The State provided the following recommendation:

Program R-6 (Mobilehome Park General Plan Designation for Remaining 56 Mobilehome Parks): Given the importance of this housing type in addressing a variety of housing needs and its impacts on potentially displaced residents, implementation of Program R-6 should be revised to occur earlier in the planning period than 2026. https://www.sanjoseca.gov/home/showpublisheddocument/93156/638068013888770000 The Mayor AND the State would like us to GET THIS DONE! Please vote in favor of Mayor Mahan's direction.

I'm please to say I also am in favor of the Mayor's entire budget message. I'm so grateful our city has the chance to focus on the basics. After attending two of his budget meetings and reading his entire message, I am thrilled at his ideas and his clear outline of a path forward for our city. Please support the Mayor and his vision for the future of our city. It's why I voted for him and why I will vote for him again. He is LISTENING to us and he is providing a clear vision and a sense of urgency that has been lacking in the past.

Sincerely,
Jill Borders

Some people who received this message don't often get email from Learn why this is important [External Email]
FW: FY24 Nonprofit Food Service Providers Budget Proposal City Clerk <
Tue 3/21/2023 9:48 AM
To:Agendadesk <

From: Yvonne Jimenez <
Sent: Tuesday, March 21, 2023 9:36 AM
To: The Office of Mayor Ma Mahan < District1 < District2 < District3 < District4 < District5
< District 6 < District7 < District8
< District9 < District 10 < City Clerk
<
Cc: Alan Gouig < Kyra Kazantzis < Reed, Jim < Gomez, David < Sandoval, Vanessa < Arreola, Kiara <
Nguyen, Lam < Madero, Angel < Groen, Mary Anne
< Fleming, Jonathan < Hughes, Sco
< Lomio, Michael < Wilcox, Leland <
Hamilton, Peter < Maguire, Jennifer < Klein, Nanci
< City Clerk < Aneliza Del Pinal < Bill Lee
< Ryan Van Den Heuvel <
Michele Lew < Rachel Monaco < Tracy Weatherby <

Subject: FY24 Nonprofit Food Service Providers Budget Proposal

Honorable Mayor Mahan and Members of the City Council,

Please see aached the FY24 Budget Proposal submied by a Network of Santa Clara County Food Providers. This proposal includes important informaon regarding the current food service delivery levels being provided by this network of food providers throughout the City of San José and Santa Clara County as well as the current funding gap for services. We look forward to discussion of the Mayoral and Council budget priories. Thank you for your consideraon.

Regards,
Yvonne Jimenez

Yvonne Jimenez | Policy Director
Pronouns: she/her/hers

This email and any files transmied with it are confidenal and intended solely for the use of the individual or enty to whom they are addressed. If you have received this email in error please nofy the system manager. This message contains confidenal informaon and is intended only for the individual named. If you are not the named addressee you should not

This message is from outside the City email system. Do not open links or attachments from untrusted sources. disseminate, distribute, or copy this e-mail.

FY24 Budget Proposal submitted by a Network
of Santa Clara County Food Providers
1 Executive Summary
This proposal includes important information regarding the current food service delivery levels being provided by this network of food providers throughout the City of San José and Santa Clara County. While there were sharp increases in food needs during the pandemic, service levels have not returned to pre-pandemic numbers. Even as the County and City begin planning for COVID recovery, the need for food services remains significantly elevated and shows no sign of diminishing. These service levels are our “new normal,” and we expect they will remain so for many years to come. At the same time, inflation, food, and labor costs are rising. While we have already experienced significant funding reductions, we are fast approaching a crossroads in terms of funding cuts with the expectation of maintaining increased demand for our services.

As the data in this report will indicate, the nonprofit organizations listed here have been diligent and steadfast in their efforts to seek resources to combat food insecurity in our communities.

However, a growing gap exists between the current funding level for services and the expanding need for our services. To ensure that the current levels of provision of groceries and meals to our neighbors who are experiencing food insecurity continue uninterrupted, it is our recommendation and request that:

1. the County of Santa Clara, City of San José, and other local cities partner with the nonprofits in our network and private philanthropy to share the responsibility of addressing food insecurity in the County; and

2. a primary point of contact be appointed to help oversee and advocate for food system resilience and food security programs, including serving as a liaison to food providers.

Most CBOs are in the midst of developing FY24 budgets and raising private funds to sustain food programs in FY23 and beyond. The information provided in this report represents a snapshot and will likely fluctuate as our organizations secure more contracts, grants, and donations in the coming months.

In the subsequent pages of this document you will also find a summary of the macro needs for all organizations attached to this proposal, in addition to the appendices which lay out each organization's individual needs. We wanted to ensure both the collective effort and the individual efforts were represented in this proposal.

In order to continue helping them in their endeavors to provide food to the communities and partners they serve, Second Harvest of Silicon V alley is asking the City of San Jose for $2,000,000 and the County for $6,000,000 in ongoing support; see appendix A. With this financing, they hope to keep supplying food to their network of 400 food providers in the surrounding Santa Clara County region. As stated in the chart, 94% of their fundraising is private (over $100M budget); with over 69% of their services being in San Jose, the total request for support is a small percentage of the total cost of the program's budget. Please also see Appendix B for the requested need for support from Sourcewise.

Although not wholly representative of every organization providing food-based services to families, children, seniors, veterans and disabled person in need, this network of organizations represents the majority of the main meal providers providing services in the Santa Clara County region. As such, we are seeking support of $9,097,664 in ongoing yearly funding (not including 2 separate requests being made by Second Harvest and Sourcewise). As previously noted, this request will need to be supported by both the City of San Jose and Santa Clara County. We hope that the chart illustrates that we are requesting a small percentage of the total cost of services that our programs provide.

It is our hope and expectation that the City and County will continue to recognize the vitally important safety net services that we provide, and have been providing for many years, and take the steps needed to ensure that our organizations remain a consistent presence and source of support to our hungry and homeless neighbors in need.

Sincerely,
Gregory Kepferle, CEO, Catholic Charities of Santa Clara County Gisela B. Bushey, CEO, Loaves & Fishes Family Kitchen
Cayce Hill, Executive Director, V eggielution
Michele Lew, CEO, The Health Trust
Tracy Weatherby, VP , Strategy & Advocacy, Second Harvest of Silicon V alley Bill Lee, Executive Director, Martha’s Kitchen
Elizabeth Rodriguez, Sr. Director of Operations, Sourcewise Aneliza Del Pinal, CEO, Sourcewise
Kyra Kazantzis, CEO, Silicon V alley Council of Nonprofits 3 Funding Request Summary
The County of Santa Clara and local cities’ acknowledgment of the significance of maintaining food access for those seeking food security in the communities we serve is greatly appreciated.

We truly value the guidance, teamwork, funding, and stewardship provided so far to address this challenge. At our recommendation we strongly encourage and request that the County of Santa Clara, City of San Jose, and other local cities jointly support sustainable funding to address issues surrounding food insecurity in the region.

As collaborating food partners, we stand ready to work together with the County and cities to address hunger in the region. Food is not solely the responsibility of any one entity; we must work together. In the subsequent pages of this document you will find a summary of the macro needs for all organizations attached to this proposal, in addition to the appendices which lay out each organization's individual needs. We wanted to ensure both the collective effort and the individual efforts were represented in this proposal.

Organization Name Total Proj Food / Program
Costs FY24 As Of July 1
Total funding from
other sources in FY23
Total Gap Percentage of services in
the City of San Jose
Catholic Charities $1,400,000 $400,000 $1,000,000 85%
Loaves & Fishes $10,062,000 $7,643,046 $2,418,954 80%
Martha’s Kitchen $10,895,267 $8,153,026 $2,584,540 65%
V eggielution $668,457 $107,174 $561,283 100%
The Health Trust $4,648,928 $2,116,041 $2,532,887 68%
Second Harvest of Silicon V alley
(see Appendix A)
$100,000,000 $85,000,000 $15,000,000 69% of SCC; 50% overall Second Harvest of Silicon V alley See Appendix A for needs/support requests. Requesting $6M/year ongoing support from SCC and $2M/year ongoing support from SJC to provide food that supports our network of 400 food providers with 130M pounds (108M meals) of food. 94% of fundraising is private (over $100M budget); over 69% of our service in SCC is in San Jose.

Sourcewise See Appendix B for needs/support requests.
4 Summary of Need for Sustainability Overview
Sustainable funding is vital to the success of our food programs. As noted below you will see the macro scope of the funding needed for all organizations in this proposal along with the gap between funding coming in and the money needed to sustain the growth we continue to see in the demand for our services. Our programs continue to provide significantly elevated services to hungry unhoused, food insecure families, children, seniors, and veterans throughout Santa Clara County and the City of San Jose. Following the COVID-19 pandemic, food insecurity and unemployment both increased dramatically. 1,165,400 of the 3,571,920 people in California who are hungry are children (Feeding America). Additionally, one in four people living in Santa Clara County are battling some form of food insecurity. This forces hunger relief organizations into a tough position as, after being asked to significantly ramp up services to meet the exponential growth in need across our communities, we are now faced with the prospect of making critical financial decisions that could affect food security for tens of thousands of our neighbors in need.

In order for our programs to continue to meet the growing needs of the communities we serve, sustainability must be given top priority. The totals for each organization represented on this proposal are laid out in the paragraph that follows. While the initial response will be the cost associated with the request for services or the “gap”, we ask that you pause and also look at what the potential ramifications are if sustainable funding is not found in regards to the “services provided.” We believe that this will be a good macro view of the need for our services as well as the reasoning for our suggested request for funding. The numbers below are for a majority of the organizations within this proposal.
● The cost of services or programs for the organizations in this proposal is: $21,478,990 (plus $100M for Second Harvest of Silicon V alley and not including Sourcewise) ● The request for funding or the “gap” for the organizations in this proposal is: $9,097,664 (not including a Second Harvest gap of $15M and not including Sourcewise) ● See Appendix A & B for Second Harvest & Sourcewise funding needs/requests Proposed Requests For Support
In May 2021, the County Board of Supervisors approved a Food Systems Workplan Report, created to address gaps and improve coordination within the countywide food system. CBOs have been actively involved in the development of this report and subsequent meetings, and we look forward to continued partnership to implement the recommendations in the report.

We recommend that the County and local cities come together to make a joint public sector commitment to addressing food insecurity, through funding allocations to CBO food providers.

We also recommend that the public sector identify one staff point person to help oversee and advocate for all food security programs. Currently, responsibilities for food fall in multiple jurisdictions and government departments, making coordination challenging.

In March 2023, most CBOs are in the midst of developing FY24 budgets and raising private funds to sustain food programs in FY23 and beyond. The following requests represent a snapshot in time and will likely fluctuate as our organizations secure more contracts, grants, and donations in the coming months.
5 Appendix A - Second Harvest of Silicon Valley
Second Harvest’s Deep Need for Ongoing Support
Second Harvest is the hub of the charitable food system, providing food to more than 400 nonprofit partners serving 460,000 people each month. While we continue to provide almost twice the food we provided pre-pandemic, in the most recent 6 months demand for food assistance is continuing to rise (+15%), private financial donations are down (-9%), and our costs to acquire food are up (+30%), creating a crisis that is forcing us to make cuts to our food provision across our network. Over the last two years, we have operated at significant deficits -- $9M in FY22 (on an $89M budget) and approximately $18M in FY23. We funded these deficits with pandemic donations. Our reserves are depleted and we are concerned about how deep cuts may need to go without additional financial support from our government partners.

Second Harvest Background
Second Harvest is the hub of the charitable food system. As the only food bank for Santa Clara & San Mateo Counties, Second Harvest provides nutritious food to the community through a network of 400 community partners at 900 sites. Our partners include EAN’s, community agencies, senior centers, low-income housing complexes, K-12 schools and every community college. Most partners providing groceries to the community are getting the majority of that food from Second Harvest. Second Harvest also provides food to meal service partners and senior nutrition sites. No partner or client is ever charged for the food Second Harvest provides. A list of our partners is available here: Partner Agencies | Second Harvest of Silicon V alley (shfb.org).

As the pandemic pushed people deeper into poverty and families lost jobs and savings, the need for Second Harvest’s services doubled in a matter of weeks. Today, three years since the pandemic began, 460,000 people every month continue to rely on Second Harvest for grocery assistance, up from 240,000 people a month pre-pandemic. It is expected that need for food assistance will once again increase with the end of the SNAP Emergency Allotments in February 2023. In Santa Clara County, more than 75,000 households will lose approximately $12 Million in monthly food benefits, while at the same time, food and fuel costs are significantly higher than before. With this important government benefit declining drastically, the only response that clients are given is to ‘call your food bank.’ At the same time, our costs are up, our government support is declining and our private donations are down. 6 Food Provided to the Community: In FY22, Second Harvest distributed 130 million pounds of food – enough for 108 million meals. SCC receives over 70% of this food -- 92M pounds of food (donated, rescued, and purchased from wholesalers) with a value of $137M. Second Harvest provides groceries through large drive-thrus, client-choice farmer’s markets, and home delivery for elderly and disabled. Nearly 50% of the food distributed is fresh produce. Eggs, milk, chicken, rice, and beans are other staples are typically included.

CalFresh Applications & Referrals: To ensure our community is connected to the full nutritional safety net, Second Harvest’s 16-person Food Connection staff (with Spanish, Cantonese, Mandarin, Vietnamese, Tagalog and English speakers) refers people to our distribution sites and assists clients with applying for CalFresh benefits and make referrals for WIC and Senior Nutrition Programs as well as other core services. Our Counties report that we are their largest application partner, by far.

Food Rescue: Over 2/3 of the food we provide is donated (by USDA, farmers, etc.) or ‘rescued’ (by wholesalers & retailers). Second Harvest has been ‘rescuing’ food for decades and enabling our partners to pick up or receive that food. With the advent of the requirements of SB1383, Second Harvest is the key partner to the Cities and Counties in implementing that law and getting more food rescued from food generators. With over 17 million pounds of edible food ‘recovered’ and provided to our community, it is estimated that Second Harvest enables approximately 90% of the food rescue in our Counties.

Support of School & Summer Meals: Second Harvest was a key proponent of universal school meals and convenes the Child Nutrition Coalition with school food service directors throughout the Counties and key summer meals partners to ensure that best practices are shared and these meals are readily available to our community.

Support Required: Second Harvest receives 95% of our support from private sources (73% from individuals, 13% corporations, 9% foundations). Government support is typically 5% of our support. Donations are dropping at the same time that need is going up. Our local government entities need to help us ensure that we can support this whole network to meet community need. We are currently in a process of cutting our purchased food budget which will have an impact on the entire community.

During the pandemic, we were grateful for the support that the City of San Jose provided -- $2.6M in CARES funds that we spent on food and the support of the San Jose Conservation Corps starting in late 2020 and extending through May (though declining over time) for a total funding amount of over $18M. We have doubled our volunteer force so we no longer need labor assistance, but we need funding to continue to provide food to the community.

Second Harvest has an ongoing contract with SCC which provides for $840K of general support; this has not increased since our FY21 contract which was signed pre-pandemic. Alameda and SF Counties provide ongoing support to their food banks of $2M-$4M/year (respectively). San Francisco’s population is under half the size of that of Santa Clara County so we would request that SCC consider ongoing support of $6M/year in support of food provided to the community.

We will also be asking for ongoing support from the Cities in our geography including San Jose. 7 Appendix B - Sourcewise
Since 1973, Sourcewise has operated as a 501(c)3 non-profit organization and the designated Area Agency on Aging in Santa Clara County (SCC), supporting adults 60 years and older, informal caregivers and adults with disabilities to access vital supportive services. Sourcewise administers federal and state funding to local County, city, and community-based organizations to provide Older American Act (OAA) programs and services to those most vulnerable in SCC.

During the covid-19 era, investments in OAA Title III C Senior Nutrition Programs encompassing Home Delivered Meals and Congregate Meals (Senior/Community Center meals) increased by 135% on average for each year for the last 3 years to support the growing demand for meal access for 60+ population in SCC.

As of January 2023, Sourcewise Federal investments in senior nutrition include OAA, USDA NSIP and ARPA (through 09/2024). State investments include General Fund and OCA (Nutrition Augmentation Funding) and HCBS Nutrition Infrastructure Investment. Up and coming investments in Senior Nutrition Programs include the Older Californian’s Modernization Act (OCA) which was approved in the 2022 legislative session. The budget ask recognizes the need for nutrition program expansion to help maintain current levels of meals and expand flexibilities for local response to food insecurity. SCC is estimated to receive $5.8 Million dollars in FY 24 and FY 25 to supplant emergency food funding.

Funding Source FY19-20 FY20-21 FY21-22 FY22-23 TOTAL
Amount ($)
% of
funds
Title III C Nutrition
Service Program
$4,654,398 $ 5,301,545 $6,077,024 $5,941,953 $ 21,974,920 75% Supplemental Covid-19
Funding[1]
$ 400,432 $ 2,106,522 $ 1,454,591
[2]
$ 2,086,741 $6,048,286 21%
One-Time Only
Supplement Funding[3]
$ --- $ --- $ --- $1,350,809 $1,350,809 5%
TOTAL Investment by
YR
$5,054,830 $7,408,067 $7,531,615 $9,379,503 $29,379,503 100% % of COVID-19
funding awarded
compared to total
investment per year
(Supp COVID-19
8% 28% 19% 22% 21%
8 funding/total
investment per year)
[1] Covid-19 funding includes Families First Coronavirus Response Act (FFRCA), Coronavirus Aid, Relief, and Economic Security Act (CARES Act), Consolidation Appropriation Act (CAA), American Rescue Plan Act (ARPA). [2] Coronavirus Aid, Relief, and Economic Security (CARES) Act extended by one year . Awardees from FY20-21 contract period extended by 1 year through September 30, 2022. Includes Consolidated Appropriation Act (CAA). [3] Home and Community Based Services (HCBS) Senior Nutrition Infrastructure Grant Program (NI) Funding supports capacity and infrastructure improvement grants for senior nutrition programs under the Mello-Granlund Older Californians Act. HCBS NI prioritizes purchasing, upgrading, or refurbishing infrastructure for the production and distribution of congregate or home-delivered meals. [1] Source of Funding: Federal Older American Act Title III C Nutrition Fund; California State III-C General Fund; California State III-C Nutrition Augment Funding. [2] Actual investments through 12/31/2022.
[3] Covid-19 funding includes Families First Coronavirus Response Act (FFRCA), Coronavirus Aid, Relief, and Economic Security Act (CARES Act), Consolidation Appropriation Act (CAA), American Rescue Plan Act (ARPA).
[4] Coronavirus Aid, Relief, and Economic Security (CARES) Act extended by one year.

Awardees from FY20-21 contract period extended by 1 year through September 30, 2022.

Includes Consolidated Appropriation Act (CAA).
[5] Home and Community Based Services (HCBS) Senior Nutrition Infrastructure Grant Program (NI) Funding supports capacity and infrastructure improvement grants for senior nutrition programs under the Mello-Granlund Older Californians Act. HCBS NI prioritizes purchasing, upgrading, or refurbishing infrastructure for the production and distribution of congregate or home-delivered meals.
9 Appendix C - Loaves & Fishes Family Kitchen
Loaves & Fishes Family Kitchen has been preparing, packaging and delivering hot and prepared nutritious meals daily to hungry and homeless families, children, seniors, veterans and disabled persons throughout Santa Clara, San Mateo, San Francisco, and Alameda counties since 1980; with the majority (80%) of services provided throughout the City of San Jose. Our mission of Loaves & Fishes is to provide these meals with dignity and respect. All are welcome, no questions asked.

Our vision is to create as many avenues as possible to ensure that anyone in the community in need of a meal has access to the nutritious food that they require. We embrace a commitment to improving the health and well-being of vulnerable populations; responding to emergencies and/or crises; enriching the lives of isolated or vulnerable community members; and improving the social and physical health of the community through nutritious foods, educational opportunities, social connections, or other means that improve their health, well-being and security surrounding access to nutritious food/meals.
100% of our guests continue to be negatively impacted by health, housing, employment and economic consequences related to the pandemic, the ongoing lack of affordable housing and the ever-rising cost of living/inflation in the Bay Area. Requests for Loaves & Fishes' assistance have tripled since March, 2020 - growing from providing 2,500 meals a day to over 7,500 meals a day, (over 2.6 million meals a year) and from 50 to 135 meal service locations,with no decrease in need in sight.

FY2022-2023:
● Total Cost of Services provided throughout Santa Clara County: $10,062,000 ● Total Costs of Services provided throughout the City of San Jose: $8,049,600 ● Total Funding Provided by Other Sources: $7,643,046
● Funding Gap for Services to the City of San Jose: $833,787 ● Funding Gap for Services to Santa Clara County: $1,585,167 10 Appendix D - Catholic Charities Of Santa Clara County As part of its ongoing mission to alleviate, reduce and prevent poverty, Catholic Charities of Santa Clara County works to ensure the clients we serve have access to nutritious food. Access to nutritious food at no cost, not only improves health, it also improves education outcomes, and acts as a safety net to enable families to pay for high housing costs. Historically beneficiaries of our food programs have included seniors at our senior centers, children and youth in after school and youth programs, children and families at Family Resource Centers, and unhoused individuals at The Window in downtown San Jose. In addition to hot meals, to-go meals, and groceries, Catholic Charities also assists families to enroll in CalFresh and provides nutrition education to children and youth. Prior to the pandemic we had begun to serve groceries in a community market at Our Lady of Refuge Parish in East San Jose. With the onset of the pandemic, Catholic Charities expanded our grocery distribution to eleven parishes, ten Family Resource Centers, and provided home delivered groceries to low-income home-bound seniors and families throughout the county.

Currently Catholic Charities continues to alleviate hunger throughout Santa Clara County, helping over 21,000 families a month by distributing groceries to families at 17 sites: 6 parish drive through sites in San Jose, Mountain View and Campbell, 2 parish community markets, 2 youth centers, 5 Family Resource Centers, and hot meals to seniors at 2 senior centers, plus providing home delivered groceries to 275-300 families a day 5 days a week both in San Jose and throughout the County. Numbers of families seeking help are back up to the peak of the pandemic.
● Budget for Parish distributions and home deliveries only: $1,400,000 ● Gap when City of San Jose funds end: $1,000,000.
● Leveraged funds: $400,000.
● In-kind value of food: $9,000,000 - $10,000,000, - mostly from Second Harvest of Silicon V alley
11 Appendix E - Veggielution
Sourcing organic produce from BIPOC farmers in Santa Clara V alley, V eggielution packs and distributes farm boxes each week from our six-acre community farm at Emma Prusch Farm Park.

Participants are invited to pick up their boxes at our farmstand and engage in dialogue with our staff about the box contents, current V eggielution food and farm programs, and other supportive programs offered by partner agencies. Approximately 50 boxes are delivered by vehicle or bicycle, weekly, to participants who have accessibility and mobility challenges. This program currently serves 300 low- to extremely-low income individuals each week, 100% of whom live in East San Jose, and we have the capacity to increase to 500 farm boxes per week with adequate funding. We have a wait list of over 500 individuals who we refer to other food assistance agencies and programs.

V eggielution's mission is to connect people from diverse backgrounds through food and farming to build community in East San José. V eggielution belongs to the Sí Se Puede Collective (SSPC), five East San José-based nonprofit agencies working in tandem to ensure that the families of the Mayfair neighborhood have what they need to thrive. By coordinating and aligning the work of our organizations, the SSPC envisions a rooted and thriving community, where resilient families have confidence in their gifts, choices, and dreams. We approach our work through a racial equity-centered framework by ensuring that impacted communities are a part of any process we develop. As a Collective, we continue to work on creating an alternative system of food delivery from seeds to salads. Our system starts with growing the food to generate sustainable incomes for our farmer network that produces food that will eventually be served on families’ tables by our Jobs to Grow food entrepreneurs (as part of the new County MEHKOS program). We recognize that community members most affected by systemic issues are also closest to the solutions. As such, we engage East San José residents and community members and incorporate their input into all projects, programs, and organizational and community strategies.

FY2022-2023 (Figures are for services only to the City of San Jose) ● Total Costs of Services provided throughout the City of San Jose: $530,000 ● Total Funding Provided by the City of San Jose: $338,826 ● Total Funding Provided by Other Sources: $84,000
● Funding Gap for Services to the City of San Jose: $107,174* **We plan to increase the number of boxes we distribute in 2023-2024, so the total cost in the upcoming year will be $689,542 with only $129,000 from other sources, leaving a potential gap in the 2023-2024 fiscal year of $560,542 if City funds end. 12 Appendix F - Health Trust
The Health Trust provides Meals on Wheels and medically tailored meals/groceries to eligible Santa Clara County residents, delivering nutritious meals, dietician support, and in-person wellness checks. Most clients are homebound seniors/people with disabilities and/or adults with at least one chronic disease.

In FY24, we project to deliver 350,000 meals (with accompanying wellness checks), providing a lifeline to some of the most vulnerable residents in our community. We offer several different menu options for our diverse client population and provide medically tailored meals, with individual consultations from a registered dietician, for eligible low-income clients. Demand for home-delivered meals continues to trend about 2.5X our pre-pandemic levels.

We serve residents throughout Santa Clara County, and typically receive annual city funding from the Cities of Campbell, Gilroy, Milpitas, Mountain View, Palo Alto, Santa Clara, Sunnyvale in the range of $10-$30K annually, with the City of San Jose providing additional funding. In addition, The Health Trust raises funds primarily from individual donors, foundations, health organizations, and Sourcewise. The County of Santa Clara has provided some pandemic meal funding.

FY24 estimated total costs of The Health Trust Food and Nutrition Services: $4,648,928 FY24 committed or highly likely funds, as of March 2023 (note that we typically raise additional funds during the fiscal year):
$1,166,713
FY24 gap, as of March 2023 (note that we expect to raise a portion of this gap through private fundraising during the fiscal year, but we cannot yet project the amount we will raise):
$3,482,215
We would suggest FY24 contract language with a not-to-exceed dollar limit.

The Health Trust would invoice based on our actual FY24 funding gap. 13 Appendix G - Martha’s Kitchen
Martha’s Kitchen has been providing food security to those in need for over 40 years and have greatly expanded our services over the last three years in order to meet the rising needs of the communities we serve. Our mission is to “feed the hungry with dignity, no questions asked, no judgment made.” This past year Martha’s Kitchen provided 2,500,000 meals between our hot meal and grocery programs. We provide food at over 70 locations with the majority (65%) of services being provided throughout the City of San Jose. Through these efforts we have created a network of community-based organizations who collaborate to help each other deliver the services for which they have the expertise.

In order to provide access to numerous resources in one place, we think it is important to establish a network of cooperating organizations. This includes groups like Dignity on Wheels, which offers laundry and shower services, the Order of Malta, which gives our neighborhood monthly hygiene kits, Tent City Barbers who cut hair, and Gardner Health which offers medical treatment. This is done so that the people we serve won't have to choose between different services on a particular day because they know they can come to Martha's Kitchen every single week and get a hot, nourishing meal as well as access to these other vital services. Our food programs provide meals and groceries to low- and extremely low-income households, congregate housing complexes, senior living facilities, transitional and long-term shelters, food pantries, food insecure communities, schools, houses of worship, and unhoused encampments.

FY2022-2023 (Figures are for services only to the City of San Jose) ● Total Costs of Services provided throughout the City of San Jose: $7,081,924 ● Total Costs of Services provided throughout Santa Clara County: $10,895,267 ● Total Funding Provided by Other Sources: $8,153,026
● Funding Gap for Services to the City of San Jose: $812,413 ● Funding Gap for Services to the Santa Clara County: $1,772,127 14 This message is from outside the City email system. Do not open links or attachments from untrusted sources.

Regards,
Anne Younan
General Manager
District 3
Innovative concepts. Intimate staging. Uncompromising storytelling.

This message is from outside the City email system. Do not open links or attachments from untrusted sources.

Anna Marcoida-Harshbarger
Japantown Neighborhood
District 3
Sent from Samsung Galaxy smartphone.

This message is from outside the City email system. Do not open links or attachments from untrusted sources.

Rodrigo García
Bonita 24th neighborhood, District 3

This message is from outside the City email system. Do not open links or attachments from untrusted sources.

Regards,
Angela Schillace
Executive Director,

This message is from outside the City email system. Do not open links or attachments from untrusted sources.

Rebecca Nugent

Thank you for your service and for your consideration.

Regards,
Ted (Edward K.) Lorraine
This message is from outside the City email system. Do not open links or attachments from untrusted sources.

[External Email]
This message is from outside the City email system. Do not open links or attachments from untrusted sources.

FW: Comments for Agenda Item 3.3 Mayor's Budget Message City Clerk <
Tue 3/21/2023 12:36 PM
To:Agendadesk <

From: Erika Pinto <
Sent: Tuesday, March 21, 2023 12:34 PM
To: City Clerk < Agendadesk < The Office of Mayor Ma Mahan <
Cc: District1 < District2 < District3 < District4
< District5 < District 6 < District7
< District8 < District9 < District 10
< Fred Buzo <
Subject: Comments for Agenda Item 3.3 Mayor's Budget Message

Hello,

We want to thank the Mayor, City Council and City Administraon for the me and effort it has taken to develop priories for San Jose.

We recognize the challenges that it takes to determine the city-wide priories for such a large, complex and dynamic city.

However, we urge you to use this budget process to sustainably resource bold ideas and acons that will advance the future of the community at-large. While we have a responsibility to respond to the emerging crises that challenge our city daily, we need to think about the investments and priories that will help define, shape and enhance our community for the long-term.

The following is our comment leer for item 3.3 on the Council agenda.

Thank you,
Erika

--
Erika Pinto (she • her)
San José Planning Policy Manager | SPUR

SPUR
Join | Get Newsletters | Twitter | LinkedIn

Most SPUR public programs are now free for everyone!
See our events calendar

March 21, 2023
San José City Council
City of San José
200 E. Santa Clara Street
San José CA 95113
Re: Item 3.3 – Approval of the Fiscal Year 2023-2024 Mayor's March Budget Message Dear Mayor Mahan, Vice Mayor Kamei and Councilmembers:

We want to thank the Mayor, City Council, and City Administration for the time and effort it took to develop a wide-ranging list of priorities for San José. We recognize the challenges that it takes to determine the city-wide priorities for such a large, complex and dynamic city.

We also understand the need to return to basics and establish measurable targets and outcomes in order to better address ongoing needs and develop better policies.

However, we urge you to use this initial framework for the development of the 2023-2024 budget to put forward bold, innovative ideas that will advance the future of the community at-large. While we have a responsibility to respond to the crises that challenge our city daily, we need to think about the investments and priorities that will help de
fine, shape
and enhance our community for the long-term.

This letter expresses our support for the following items that have been identi fied b y the
Mayor and his transition committees:
● Increasing Community Safety - Tra ffic Saf
ety: Allocating funds for Vision Zero
staffing and
increasing the city’s ability to submit for grant opportunities in support of safer streets and community spaces.

● Beautify SJ, Interagency Coordination, and Clean Gateways: This work has thus far provided much-needed coordination for community beautifi cation efforts,
while the new budget priority for clean gateways can boldly fund efforts toward corridors such as Coleman that are high-transited and are critical pathways in, around, and out of the city.
● Attracting Investment in Jobs and Housing
○ Planning, Permitting and Development Services: The City’s ability to properly staff and deliver core services will position the City to better enable the creation of jobs, build housing, and support commercial and street activity. SPUR supports finding budgetar
y solutions to ensure that
projects are facilitated through multiple city departments and begin to outline a comprehensive streamlining of backlogs in the permitting and review processes.
○ Downtown Vibrancy: Downtown San José is projected to transform over the coming decades, but increased coordination is required in order to meet the present and future needs that will fulfill
Downtown’s potential as a
central destination for residents and visitors. While the Mayor’s budget message uplifts arts and cultural programming, lighting activations, and exploring staffing
for citywide business recruitment – SPUR additionally
recommends a centralized approach to street and storefront activation similar to that being pursued for development projects under PBCE, and its inclusion as part of the CSA workstreams. The budget message fails to identify the city’s Al Fresco and Viva Calle programs, among others, that shape the city’s place-making efforts and contribute to the city effectively activating streets and storefronts. These programming opportunities and strategies within the city’s toolbox require enhanced interdepartmental coordination and permitting streamlining in order to fulfill shared policy
priorities to increase vibrancy and advance an equitable economic recovery. Aside from pursuing a piecemeal approach that dedicates funding to each of these programming opportunities, the City should support staff capacity to allow PBCE, OED, and Public Works staff to fully remove barriers to greater uptake and implementation of these programs.

lens to some of the City’s intractable challenges and help build deeper civic engagement in the policy making process.

I am proud to stand with San José Arts Advocates to support these priorities for preserving, protecting, and promoting our creative community, which collectively generates hundreds of millions of dollars of economic impact for our city, creates thousands of jobs, inspires us to engage, and improves the quality of life for all of our residents.

Thank you for your service and for your consideration.

Regards,
Emily Ray
Mission Chamber Orchestra of San José
This message is from outside the City email system. Do not open links or attachments from untrusted sources.