City Council Focus Areas
Quarterly Status Report
October 31, 2023
Dolan Beckel Chief of Staff for the City Manager
Lee Wilcox Assistant City Manager, Increasing Community Safety Executive Sponsor Omar Passons Deputy City Manager, Reducing Unsheltered Homelessness Executive Sponsor Angel Rios Deputy City Manager, Cleaning Up our Neighborhoods Executive Sponsor Rob Lloyd Deputy City Manager, Attracting Investment in Jobs and Housing Executive Sponsor Erik Jensen Assistant to the City Manager
Agenda
1. Background and Context
2. Outcome and Performance Measure Data Collection Overview
3. City Council Focus Area Scorecards
4. Execution as Learning/Iterate to Improve
2 Mayoral Transition
Committee Meetings
Publish MBA #39
Formalizing Budget
Study Session
Priority Setting Session
#1 – Mayoral Transition
Committee Report
Background - Priority Setting Process and Timeline
January February March/April May June
Focus Area Governance
and Management
Budget Study Session
3 Creating and conducting Mayoral Transition Committees to receive direct community input on Priorities, The March Budget Message and throughout the Annual Budget Process Priority Setting Meeting
#2 – Administration
Report
March
Budget
Message
June Budget
Message
Background – Council Feedback and Direction
• Council feedback on City Initiatives Roadmap reports:
• Provide higher level outcome and performance measures • Reduce overall volume of items being reported
• Demonstrate accountability for performance measures, not milestones or deliverables
• Council direction resulting from Priority-Setting was MBA 39:
• Quarterly Reporting of Four City Council Focus Areas
• Structured Scorecard per Focus Area
• Limited set of Outcome and Performance measures
• Execution information
• Cabinets and Execution Teams
• More comprehensive, interactive Dashboard per Focus Area 4 Background - 2023-2024 Priority-Setting | City of San José •Strong Economic Base
•Safe, Healthy, Attractive,
and Vital Community
•Diverse Range of Housing
Options
•Range of Quality Events,
Cultural Offerings, and
Public Artworks
•Reliable Utility Infrastructure
•Healthy Streams, Rivers,
Marsh, and Bay
•Clean and Sustainable Air,
Land, and Energy
•Safe, Reliable, and
Sufficient Water Supply
•Safe and Clean
Neighborhoods and Public
Spaces
•Welcoming and Vibrant
Neighborhoods and Public
Life
•Equitable Access to
Community Opportunities to
Flourish
•The Public Feels Safe
Anywhere, Anytime in San
José
•Residents Share the
Responsibility for Public
Safety
City Council Focus Areas
Neighborhood Services Public SafetyCommunity and Economic Development
Environment and Utility
Services*
Transportation and
Aviation Services*
City Service Areas and Outcomes (within the Adopted Budget) • Sound Fiscal Management that Facilitates Meeting the Needs of the Community • A High Performing Workforce Committed to Exceeding Internal and External Customer Expectations • Technology and Data Tools that Enable a Collaborative, Responsive, and Productive City • Safe and Functional Public Infrastructure, Facilities, and Equipment Core Services (98) and Programs (264)
Increasing Community
Safety
Cleaning Up Our
Neighborhoods
Attracting Investment in
Jobs and Housing
Reducing Unsheltered
Homelessness
5 Strategic Support
• 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
City Manager Foundational Strategic Support
Focus Areas
• Delivering Excellent Customer Service
• Closing Racial Inequities
• Structurally Balancing the General Fund Budget
• Driving Organizational Performance
• Making San José a Great Place to Work
*The Environment and Utility Services and Transportation and Aviation Services CSAs collectively share a City Infrastructure Strategy with the following outcomes: disaster ready and climate smart, transportation and aviation, clean energy resilience, water resilience, and natural environment restoration.
Approve MBA #39 as Part
of the Budget Approval
Establish and Improve Focus Area Cabinets and Execution Teams Survey Market Research
and Contracting
Publish Initial
Scorecards
Design Departmental
Input to Focus Area
Scorecards
Background – Scorecard Implementation Timeline
June July August September October
Design, Build, and Test Survey and
Operational Data Methodology
Focus Area Community
Survey Field Activities
Oversight
Collect Department
Scorecard Execution
Inputs
6 Implementing Council Direction for First Ever City Council Focus Area Scorecard City Council Focus Area Scorecard Design
7 Execution Information
Qualitative:
• Scope descriptions
Strategies and Key Initiatives
Quantitative:
• Fiscal Year Budgeted Amounts
• Fiscal Year Budgeted FTEs
Budget
Quantitative and Qualitative
• Success Stories
• Major work completed
• Key milestones accomplished
Key Accomplishments
Qualitative:
• Challenges
• Obstacles
• Resolution plan (verbal)
Key Dependencies, Issues, +
Risks
A scorecard is a snapshot into the ~four most important measures of outcomes and performance per Focus Area alongside key contextual information related to scope, budget, challenges, solutions, and key accomplishments Overview
Quantitative:
• Actual
Outcome Measure
Disaggregated by race/ethnicity
and location where possible
and appropriate
Quantitative:
• Plan
• Actual
• Goal
Performance Measure 2
Disaggregated by race/ethnicity
and location where possible
and appropriate
Quantitative:
• Plan
• Actual
• Goal
Performance Measure 1
Disaggregated by race/ethnicity
and location where possible
and appropriate
Quantitative:
• Plan
• Actual
• Goal
Performance Measure 3
Disaggregated by race/ethnicity
and location where possible
and appropriate
Performance Management: Scorecards vs Dashboards
Focus Area Scorecards:
• A scorecard is a snapshot into the most important measures of outcomes and performance per Focus Area
• Contains key contextual information related to:
• Major program scope
• Budget
• Key accomplishments
• Key dependencies, issues, and risks
• Scorecards will be brought to City Council on a quarterly basis Focus Area Dashboards:
• In addition to scorecard outcome and performance measures, includes a more comprehensive, interactive set of performance data • Includes additional functionality for disaggregation and data interaction • Includes longer time histories where available
• Will be a very iterative process
• v1 expected by end of 2023 calendar year
• Dashboards will be updated and published on the City’s website on a quarterly basis
8 Base Survey Measure
Outcome Measure Community Survey Data
9 New quarterly survey data on community outcomes for performance measure comparison Increasing Community
Safety
Cleaning Up Our
Neighborhoods
Attracting Investment in
Jobs and Housing
Reducing Unsheltered
Homelessness
2023-2024 Focus Area Additional Comparison Tabulations
Demographic and Disaggregation Categories: Race/ethnicity, Geographic location* (N/S/E/W/Central), Income, Age, Years lived in SJ, Employment status, Education level, Gender- identity, Survey language, Housing status, Home ownership status, Child in household status, Downtown visitation, Commute type, Victimization, Victimization reporting, Traffic incident Survey Methodology Notes:
• Response Weighting. Survey responses are weighted against census data and other sources to match the most specific demographic profile of the City available. • Sample Size. The Administration selected n=800 based on a 95% confidence level requirement; the minimum standard was n=400, an increased sample size was selected to enable reliable disaggregation for sub-groups; for reference, the annual Community Opinion Survey uses n=1,000, while the Focus Area Community Survey will pool to an annual level of n=3,200.
City Cleanliness Rating.
% of residents rating City as “very clean” or “somewhat clean” + Open-ended contributors towards
• By city versus neighborhood versus downtown
• By private property: residential, commercial and business • By public property: parks, trails, creeks and waterways, residential streets and sidewalks, freeways and highways Downtown Vibrancy Rating.
% of residents that “strongly agree” or “somewhat agree” that downtown San José is a vibrant place, averaged by category + Open-ended contributors towards
• Categories: shopping, dining, entertainment, job
opportunities and work, living, visiting
• By visitation frequency
City Safety Rating.
% of residents rating City as “very safe” or “somewhat safe” + Open-ended contributors towards
• By city versus neighborhood versus downtown
*Perception measures will be disaggregated by geographic location using N/S/E/W/Central quarterly and using zip code annually • Note: Homelessness Inflow-Outflow Rate is the outcome measure for this Focus Area, not a survey/perception measure
Base Operational Measure
Performance Measure Operational Data
10 More frequent reporting of limited set of performance measures for community outcome measure comparison Increasing Community
Safety
Cleaning Up Our
Neighborhoods
Attracting Investment in
Jobs and Housing
Reducing Unsheltered
Homelessness
2023-2024 Focus Area Data Source
• Property Crime Rates
• Violent Crime Rates
• Fatality and Injury Crash Rates
• PD Versadex RMS
• PD Versadex RMS
• DOT, PD
• Homelessness Inflow-Outflow Rate
• Safe Opportunity Completion Rate
• Homeless Prevention Retention Rate
• Individuals Serviced in Permanent Supportive and Rapid Rehousing • Emergency Interim Housing Production Rate
• BeautifySJ Blight Response Times
• Code Enforcement Case Backlog
• SJ311 Customer Satisfaction
• SJ311, App Order, Survey123
• PBCE
• SJ311
• Jobs and Housing Start Rates
• Downtown Activity Rates
• Housing Units Added
• Speed of Housing Permit Reviews
• EDD, OEDCA, PBCE, Housing
• CityData
• PBCE
• PBCE
• HMIS
• Housing
• HMIS
• HMIS
• PW
% change in incidents of property crime types (burglary, larceny, vehicle theft)
-5.6%
-20%
-10%
0%
10%
20%
Q4 (Apr-
Jun
2023)
Q1 (Jul-
Sep
2023)
Q2 (Oct-
Dec
2023)
Q3 (Jan-
Mar
2024)
Q4 (Apr-
Jun
2024)
% change in incidents of violent crime types (homicide, rape, robbery, aggravated assault)
Traffic Fatalities (quarterly)
OutcomePerformance
Increasing Community Safety
11 City Council Focus Area Scorecard
City Safety Perception. % of residents rating San José as “very safe” or “somewhat safe” (Source: Focus Area Community Survey) 2) Violent Crime Rates*
(Source: PD Versadex RMS)
1) Property Crime Rates*
(Source: PD Versadex RMS)
3) Cumulative Traffic Fatalities**
(Source: DOT, PD)
Q1 2023-2024
Jul – Sep 2023
Annual Goal: 0% target
60%
71%
29%
0%
20%
40%
60%
80%
100%
Q1 (Jul-Sep 2023) Q2 (Oct-Dec 2023) Q3 (Jan-Mar 2024) Q4 (Apr-Jun 2024) % Respondents
City Overall
Your Neighborhood
Downtown
14.0%
-20%
-10%
0%
10%
20%
Q4 (Apr-
Jun
2023)
Q1 (Jul-
Sep
2023)
Q2 (Oct-
Dec
2023)
Q3 (Jan-
Mar
2024)
Q4 (Apr-
Jun
2024)
Annual Goal: 0% target
17 0
10 20
30 40
50 60
Q1 (Jul-Sep
2023)
Q2 (Oct-Dec
2023)
Q3 (Jan-Mar
2024)
Q4 (Apr-Jun
2024)
Annual Forecast: 54
* Due to data reporting lags, data from the previous quarter is provided. On April 4, 2023, SJPD transitioned from the Summary Reporting System (SRS) to the National Incident Based Reporting System (NIBRS). As the NIBRS program allows for greater specificity in crime reporting and consequently increases the reported incidence of certain crime types, an accurate comparison between 2022 and 2023 crime rates is not possible. **Cumulative traffic fatalities are reported quarterly alongside an annual forecast, while injury crash rates for traffic, pedestrian, bicycle, and scooter modes per 1,000 population will be reported annually alongside an annual goal of less than 2.2 target for injury crash rates.
13%
13%
27%
35%
40%
Lack of police, police presence
Car break-ins, car jacking
Theft, robberies
Crime, violence
Homeless people
Top Contributors: Perceptions of Safety
Crime Analysis $2,958,606 18.00 FTEs
Family Violence $6,430,398 23.00 FTEs
Financial Crimes/Burglary $6,058,963 22.00 FTEs
Gang Investigations $6,125,422 21.00 FTEs
Homicide/Crime Scene $11,549,902 34.00 FTEs
Robbery $4,549,886 14.00 FTEs
Sexual Assault $17,843,412 56.00 FTEs
Field Patrol $236,687,735 773.00 FTEs
Violent Crimes Enforcement $5,224,717 16.00 FTEs
Sub-Total $297,429,041 977.00 FTEs
Increasing Community Safety
12 Q1 2023-2024
Jul – Sep 2023
• Recruitment and Hiring of Sworn Staff
• 911 Call Center Renovation
• Automated License Plate Reader program
• Gun Violence Restraining Order Staffing
• Crime Intelligence Data Center Expansion
• Redistricting Project
• Interagency Coordination on Pretrial Release
• 911 Call Analysis Project
• Police Department Community Engagement
Plan
• Gun buyback program
• Complete Streets Improvements
• Quick Build Safety Improvements
• Sideshow Enforcement
• Pedestrian Safety and Traffic Calming
Improvements
• Youth Empowerment Alliance
• Community-Based Domestic Violence
Solutions
• Camera Pilot Program
Key InitiativesCore Service Budget Programs 2023-2024 Budgeted Amount and Budgeted FTEs Crime Prevention (PD) $2,059,105 13.00 FTEs
Youth Gang Prevention and Interventions (PRNS) $11,477,449 51.40 FTEs Sub-Total $13,536,554 64.40 FTEs
TOTAL $336,363,574* 1,181.66 FTEs
City Council Focus Area Scorecard
1) Crime Reduction
(PD)
Neighborhood Traffic Safety (DOT) $2,551,864 11.65 FTEs Traffic Safety (DOT) $4,301,749 23.35 FTEs
Transportation Capital Project Delivery (DOT) $6,005,986 25.59 FTEs School Safety (PD) $3,070,832 49.67 FTEs
Traffic Enforcement (PD) $9,467,548 30.00 FTEs
Sub-Total $25,397,979 140.26 FTEs
Traffic Capital Improvements (non-budget programs)
• Complete Streets Improvements
• Quick Build Safety Improvements
$99 million estimated*
*Only FTE costs from the Capital Improvement Projects are included in the Sub-Total above and Total below 3) Traffic Safety
(DOT, PD)
2) Violence
Prevention
(PRNS, PD, CMO)
Increasing Community Safety
13 Q1 2023-2024
Jul – Sep 2023
• Deployed 78 automated license plate reader cameras, synced with Stolen Vehicles System, which have been instrumental in solving numerous violent crimes; received a grant for 96 more cameras.
• Completed interviews and patrol research for redistricting project. • Develop a new felony affidavit/bail setting form with the DA’s Office, Santa Clara County judges, and Pretrial Services; launched pilot program with swing shift officers.
• Received an $8.5 million grant award from the State of California to fund efforts to address organized retail theft.
• AB 645, state legislation that would allow San José to pilot an automated speed enforcement program was signed by the Governor and starts January 1, 2024. • Complete Streets Improvements: 4 projects in construction, 4 projects in bid and award phase, and 9 projects in preliminary design/design phase. • Quick Build Safety Improvements: 2 projects are in construction and 1 project in bid and award phase.
• Pedestrian Safety and Traffic Calming Improvements: 12 projects constructed to date.
• Conducted a Safe Communities Summit with 341 participants over 8 workshops. • Engaged 79 students in case management through Safe School Campus Initiative and Female Intervention Team.
• Achieved 92% completion rate for 160 youth enrolled in Summer Youth Jobs Program.
• Enrolled 15 participants in Trauma 2 Triumph hospital-based violence interruption services.
• High vacancies in SJPD sworn ranks.
• Change in methodology for reporting crime. Overestimations are likely, due to year-over-year comparisons differing between the Summary Reporting System (SRS) to the National Incident Based Reporting System (NIBRS). • The Department noted a substantial increase in retail theft between 2021 and 2022. The grant noted in the Key Accomplishments column will aid in addressing this challenge.
• An expansion in the availability of mental health and substance use treatment programs would aid in diverting low-level offenders from repeated arrest. Staff will monitor State legislation that expands resources for this purpose. • Exceeded pace for surpassing annual forecast for traffic fatalities • Of the 30 sworn positions in the Traffic Enforcement Unit, 10 are vacant. • None
Q1 Key Accomplishments Q1 Key Dependencies, Issues, and Risks City Council Focus Area Scorecard
1) Crime Reduction
(PD)
3) Traffic Safety
(DOT, PD)
2) Violence
Prevention
(PRNS, PD, CMO)
Reducing Unsheltered Homelessness
14 City Council Focus Area Scorecard
Q1 2023-2024
Jul – Sep 2023
OutcomePerformance
Homelessness Inflow-Outflow Rate.* Ratio of number of households becoming homeless for every household that exits homelessness in SJ (Source: HMIS)
% completion of 1,000 unit production target
for interim housing
4) Emergency Interim Housing
Production Rate (Source: PW)
2.02 0
0.5 1
1.5 2
2.5 3
Q4 (Apr-Jun 2023) Q1 (Jul-Sep 2023) Q2 (Oct-Dec 2023) Q3 (Jan-Mar 2024) Q4 (Apr-Jun 2024) Inflow-Outflow
Rate
Timeframe Inflow
(# becoming homeless)
Outflow
(# exiting homeless)
Q4 (Apr-Jun 2023) 801 households 397 households
Q1 (Jul-Sep 2023)
Q2 (Oct-Dec 2023)
Q3 (Jan-Mar 2023)
Q4 (Apr-Jun 2023)
* Due to data reporting lags, data from the previous quarter is provided ** In future quarters, this calendar year goal of December 2023 will be reported as a fiscal year 2023-2024 goal 50%
0%
25%
50%
75%
100%
Q1 (Jul-
Sep
2023)
Q2 (Oct-
Dec
2023)
Q3 (Jan-
Mar
2024)
Q4 (Apr-
Jun 2024)
Dec. 2023 Goal: 50% target**
% completion of 1,000 net new safe
opportunities
29.6%
0%
25%
50%
75%
100%
Q1 (Jul-
Sep
2023)
Q2 (Oct-
Dec
2023)
Q3 (Jan-
Mar
2024)
Q4 (Apr-
Jun 2024)
3) Safe Opportunity Completion Rate
(Source: Housing)
Dec. 2023 Goal: 80% target**
% of SJ households receiving prevention
services that retain housing after one year
1) Homelessness Prevention
Retention Rate* (Source: HMIS)
95%
0%
25%
50%
75%
100%
Annual Goal: 95% target
% of SJ households remaining housed one
year after being housed in permanent housing
93%
91%
0%
25%
50%
75%
100%
2) Permanent Supportive, Rapid
Rehousing Retention Rate* (Source: HMIS)
Annual Goal: 95% target
Permanent
Supportive Housing Rapid Rehousing
Reducing Unsheltered Homelessness
15 Q1 2023-2024
Jul – Sep 2023
• Eviction prevention help center and
diversion programs
• Affordable housing projects (four)
• Homelessness Support Programs
• Mobilehome Park zoning protections
• Quick-build shelter expansion
• New safe parking capacity
• Interim solutions
Homeless Outreach and Case Management $63,145,168 14.00 FTEs Joint Encampment Response Team $265,482 1.50 FTEs
Tenant Based Rental Assistance and Rapid Rehousing $12,170,295 1.50 FTEs Apartment Rent Ordinance Administration $3,107,258 16.77 FTEs Mobilehome Rent Ordinance Administration $227,078 1.30 FTEs Affordable Housing Development Loans $76,874,644 12.80 FTEs Inclusionary Housing $342,888 2.00 FTEs
Sub-Total $156,132,813 49.87 FTEs
Key InitiativesCore Service Budget Programs 2023-2024 Budgeted Amount and Budgeted FTEs Interim Supportive Housing Development $15,401,842 1.00 FTEs Housing Other Departmental – Citywide $106,481,600 8.75 FTEs Non-Profit Service Grants to Support Housing and
Community Development Needs $28,240,843 0.43 FTEs
Housing Emergency Response and Recovery $24,127,245 0 FTEs Sub-Total $174,251,530 10.11 FTEs
City Council Focus Area Scorecard
1, 2) Homelessness Prevention and
Support
(Housing)
3, 4) Emergency Housing
(Housing, PW)
TOTAL $330,384,343 59.98 FTEs
Reducing Unsheltered Homelessness
16 Q1 2023-2024
Jul – Sep 2023
• Encampment Resolution Funding-2 application not awarded; Administration will strategize on the approach for Encampment Resolution Funding-3 . • Multiple pending policy items related to encampments at specific locations (e.g. schools/licensed child care facilities), citywide approaches to oversized vehicles, and issues with illegally “leased” RVs for on-street usage. • Design of EIH operational approaches to maximize cost-effectiveness, including integrating with County Coordinated Entry System, associated trade-offs in control.
• Need to address additional prevention .
• Land and site availability for EIH.
• Santa Teresa RV Safe Parking program slow to ramp up due to direction to target specific areas, challenges with insurance requirements, operator and CAC communication; these lessons learned will information Berryessa site implementation.
• Opened the Arena Hotel which reached capacity (89 units) in 30 days. • Maintained full capacity (96 units) at Guadalupe Emergency Interim Housing program.
• Secured County partnership and space at 50 E. St. John for a new collaborative downtown pilot (The Collab).
• Released RFP for a redesigned homeless outreach program (Targeted Engagement Services).
• Finalized EIH study recommendations and direction.
• Opened the Santa Teresa RV Safe Parking site.
• Issued RFP for Rue Ferrari expansion to short-listed design-build firms.
City Council Focus Area Scorecard
1, 2) Homelessness Prevention and
Support
(Housing)
3, 4) Emergency Housing
(Housing, PW)
Q1 Key Accomplishments Q1 Key Dependencies, Issues, and Risks % of change in code enforcement case backlog
-0.7%
-15%
-10%
-5%
0%
5%
10%
15%
Q1 (Jul-Sep
2023)
Q2 (Oct-Dec
2023)
Q3 (Jan-Mar
2024)
Q4 (Apr-Jun
2024)
% of customer satisfaction scores by service types (graffiti, illegal dumping, junk pickup, vehicle blight)
90%
71%
63%
39%
0%
25%
50%
75%
100%
Q1 (Jul-Sep
2023)
Q2 (Oct-Dec
2023)
Q3 (Jan-Mar
2024)
Q4 (Apr-Jun
2024)
Cleaning Up Our Neighborhoods
17 City Council Focus Area Scorecard
Q1 2023-2024
Jul – Sep 2023
% of graffiti removal, illegal dumping, and encampment trash services inquiries responded to within response time targets (respectively, 3 business days, 5 business days, weekly) OutcomePerformance
City Cleanliness Perception. % of residents rating San José as “very clean” or “somewhat clean” 2) Code Enforcement Case Backlog
(Source: PBCE)
1) BeautifySJ Blight Response Times
(Source: App Order, SJ311, Survey123)
3) SJ311 Customer Satisfaction
(Source: SJ311)
33%
67%
24%
0%
20%
40%
60%
80%
100%
Q1 (Jul-Sep 2023) Q2 (Oct-Dec 2023) Q3 (Jan-Mar 2024) Q4 (Apr-Jun 2024) % Respondents
City Overall
Your Neighborhood
Downtown
Annual Goal: -10% (reduction) target
Annual Goal: 80% target96%
67%
84%
0%
25%
50%
75%
100%
Q1 (Jul-Sep
2023)
Q2 (Oct-Dec
2023)
Q3 (Jan-Mar
2024)
Q4 (Apr-Jun
2024)
Annual Goal: 80% target
Graffiti Removal Illegal Dumping Encampment
Trash Services
Graffiti Removal
Illegal Dumping
Junk Pickup
Abandoned Vehicles
20%
24%
47%
54%
54%
66%
78%
Along freeways, highways
Creeks, waterways
Public trails
Residential streets, sidewalks
Public parks
Private commercial, business
Private residential
6%
7%
13%
57%
61%
Infrastructure, Roads
Abandoned Cars, RVs
Vandalism, Graffiti
Homelessness
Trash, Litter
Top Contributors: Perceptions of Cleanliness City Cleanliness Perception by Property Type Cleaning Up Our Neighborhoods
18 Q1 2023-2024
Jul – Sep 2023
• Illegal Dumping Removal (RAPID)
• Neighborhood Litter Program
• Public Property Graffiti Removal Program
• Downtown and Equity Corridor Gateway
and Deterrents Services Pilot
• BSJ Grant Program
• Encampment Trash Services
• Cash for Trash
• Encampment Abatement
• Interagency Encampment Services
• Waterways Trash Services
• RV Pollution Prevention Program
• Beautify Your Block Pilot
• Customer Service Neighborhoods
Association Engagement Model
• Enhanced Vacant Building Enforcement
Downtown
• Proactive Blight Fast Program
• Code Enforcement Software System
Procurement
• Abandoned Vehicle Abatement Program
Expansion
• SJ311 system upgrades
• Lived-in Vehicle Program
Anti-Graffiti and Anti-Litter $6,605,403 25.75 FTEs
Illegal Dumping and Homeless Encampment Trash
Collection and Abatement $23,927,736 64.00 FTEs
Sub-Total $30,533,139 89.75 FTEs
Key InitiativesCore Service Budget Programs 2023-2024 Budgeted Amount and Budgeted FTEs Community Code Enforcement $7,033,194 38.24 FTEs
Multiple Housing Code Enforcement $4,595,675 23.50 FTEs Sub-Total $11,628,869 61.74 FTEs
City Customer Contact Center $3,373,658 18.00 FTEs
Sub-Total $3,373,658 18.00 FTEs
TOTAL $45,535,666 169.49 FTEs
City Council Focus Area Scorecard
1) BeautifySJ Neighborhood Blight and
Encampment Management
(PRNS)
2) Code
Enforcement
(PBCE)
3) SJ311
(IT)
Cleaning Up Our Neighborhoods
19 Q1 2023-2024
Jul – Sep 2023
• Launched Beautify Your Block pilot.
• Initiate expansion of Cash for Trash to 700 participants. • Installed vehicle deterrents at Cape Horn Drive (D4) into Penitencia Creek to prevent cars from entering the creek bed.
• Installed deterrents at Rinehart Drive (D5) to prevent re-encampment. • Completed phase 1 of Valley Water Coyote Creek flood control contract obligations.
• Initiated workplan development for the enhanced vacant building enforcement downtown program.
• Developed an outreach plan for the FAST pilot program. • Selected a vendor for code enforcement software system updates. • Completed functional design for the new ‘Vehicle Concerns’ service. • Negotiated development vendor contract and started developed work for the new ‘Vehicle Concerns’ service.
• Developed a language translation model for improved Vietnamese translations for SJ311.
• Graffiti located on private property and inter-jurisdictional partners. • Illegal dumping equipment challenges.
• Challenges hiring staff for two new pilot programs.
• Reallocation of resources to support inspection services for FAST and Enhanced Vacant Building Downtown may impact progress on code enforcement case backlog reduction.
• Staff to workload ratio continues to be a factor, alongside competing priorities and timelines; especially with Division Manager vacancy.
• New programs, processes, and systems among vehicle blight departments. • The success of the program relies on the successful deployment and integration between new systems.
• Minimize risk through closer collaboration than usual with all Development teams.
City Council Focus Area Scorecard
1) BeautifySJ Neighborhood Blight and
Encampment Management
(PRNS)
2) Code
Enforcement
(PBCE)
3) SJ311
(IT)
Q1 Key Accomplishments Q1 Key Dependencies, Issues, and Risks Attracting Investment in Jobs and Housing
20 City Council Focus Area Scorecard
Q1 2023-2024
Jul – Sep 2023
% change year-over-year in new jobs added citywide
% quarterly change year-over-year of residential units entitled % residential projects completed within plan check time targets
% change year-over-year of housing units with certificate of occupancy or final inspection
% of residents rating downtown as a vibrant place
OutcomePerformance
Jobs and Housing Start Rates (Source: EDD, OEDCA, PBCE, Housing) 2) Speed of Housing Permit Reviews**
(Source: PBCE)
1) Housing Units Added in City
(Source: PBCE)
3) Downtown Vibrancy Rating
(Source: Focus Area Community Survey)
% quarterly change year-over-year in downtown visitation as measured through cell phone data
Downtown Activity Rates (Device Location Counts) (Source: CityData) 43%
0%
25%
50%
75%
100%
Q1 (Jul-Sep
2023)
Q2 (Oct-Dec
2023)
Q3 (Jan-Mar
2024)
Q4 (Apr-Jun
2024)
Annual Goal: 60% target
0.40%
-56%-100%
-50%
0%
50%
100%
Q1 (Jul-Sep 2023) Q2 (Oct-Dec
2023)
Q3 (Jan-Mar
2024)
Q4 (Apr-Jun
2024)
12%
-100%
-50%
0%
50%
100%
Q1 (Jul-Sep 2023) Q2 (Oct-Dec
2023)
Q3 (Jan-Mar
2024)
Q4 (Apr-Jun
2024)
-87%-100%
-50%
0%
50%
100%
Q1 (Jul-Sep
2023)
Q2 (Oct-
Dec 2023)
Q3 (Jan-
Mar 2024)
Q4 (Apr-
Jun 2024)
68%
0%
25%
50%
75%
100%
Q1 (Jul-Sep
2023)
Q2 (Oct-
Dec 2023)
Q3 (Jan-
Mar 2024)
Q4 (Apr-Jun
2024)
Timeframe Residential Units
Entitled in QX 2022
Residential Units
Entitled in QX 2023
Q1 (Jul-Sep 2023) 524 231
Q2 (Oct-Dec 2023)
Q3 (Jan-Mar 2023)
Q4 (Apr-Jun 2023)
Timeframe Downtown Device
Counts in QX 2022
Downtown Device
Counts in QX 2023
Q1 (Jul-Sep 2023)* 3,700,000 4,127,000
Q2 (Oct-Dec 2023)
Q3 (Jan-Mar 2023)
Q4 (Apr-Jun 2023)
Annual Goal: 10% target
Annual Goal: 80% target
*Q1 downtown activity rates include only device count data for July and August due to data reporting lags **This number is for general permit data for this quarter; PBCE is working towards reporting on housing permit-specific data for next quarter Attracting Investment in Jobs and Housing
21 Q1 2023-2024
Jul – Sep 2023
• Housing Element Adoption
• Market Ready Urban Village
• SJ Permits Website Process Updates
• Building Electronic Plan Review
• Environmental Review Process Support
• Management System Upgrades
• Online Permit Fee Estimator Tool
• Planning Fellowship Program
• Best Prepared Designer Program
• Storefront Activation Program
• Downtown programming and marketing
• Arts and cultural sector support
• Convention Center and cultural facilities
activation
• Community Service Officer Deployment
• Code Enforcement Focus Area Service
Team (FAST)
• Case Conferencing Storefront
Collaboration
• San Pedro Street Pedestrian Mall and
Post Street closure pilot
• Downtown Vibrancy Event Pilot
• Artistic lighting interventions
• SJSU Co-Branding Initiative
Building Development Services (PBCE) $31,777,697 150.61 FTEs Planning Development Services (PBCE) $5,897,767 33.00 FTEs Development Services Administration (PBCE) $2,353,814 9.14 FTEs Public Works Development Services (PW) $16,556,997 82.00 FTEs Fire Development Services (Fire) $8,463,860 34.35 FTEs
Business Outreach and Assistance (OEDCA) $7,538,637 8.32 FTEs Development Attracting and Facilitation (OEDCA) $638,869 3.00 FTEs Economic Policy Analysis and Communications (OEDCA) $671,859 2.68 FTEs Workforce Development Services (OEDCA) $11,529,660 17.80 FTEs Sub-Total $85,429,160 340.90 FTEs
Key InitiativesCore Service Budget Programs 2023-2024 Budgeted Amount and Budgeted FTEs Business District Management $1,569,964 3.00 FTEs
Arts and Cultural Development Administration $936,431 2.75 FTEs Convention and Visitors Bureau $6,072,000 0 FTEs
Cultural Grants $6,439,105 0 FTEs
Cultural Facilities Operations and Maintenance $21,736,022 1.25 FTEs Outdoor Events $786,039 4.00 FTEs
Public Art / Placemaking $870,138 4.00 FTEs
Sub-Total $38,419,699 15.00 FTEs
TOTAL $123,848,859 355.90 FTEs
City Council Focus Area Scorecard
1, 2) Development Services
(PBCE, PW, Fire, OEDCA)
3) Downtown Management
(OEDCA, PD, Housing, PBCE)
Attracting Investment in Jobs and Housing
22 Q1 2023-2024
Jul – Sep 2023
• Market conditions and interest rates impacting development and job growth. • State Department of Housing and Community Development’s acceptance of third revision to Housing Element.
• Recent activity has fallen; Housing start and finish activity is inconsistent by period.
• Cost of Development work coming to Council in October 2023. • Downtown Community Services Officer Detail contingent on recruitment increasing above current staffing level.
• Property owners affected by San Pedro Street Closure may submit a claim for damages as a result of removing vehicular traffic from the street. • Post Street 4-day-a-week street closure not universally supported by the businesses on the street.
• Receive feedback from Permit Free Zone that the program is too restrictive and that event organizers would like to include more parking and alcohol; the Administration is exploring options.
• Completed coordination with HCD on Housing Element questions for adoption. • Council approved Housing Catalyst Work Plan.
• Committee approved Market Ready Urban Village work and opportunity site (Saratoga Combined).
• Completed work with City Auditor on Residential Building Permits audit. • Completed 5 permits with 965 units for Destination Home Affordable Housing Projects.
• Completed analysis work on Evergreen/East Hills Development Policy. • Completed Best Prepared Designer launch.
• Completed SJ Permits Self-Start Development and Solar/Battery Online Issuance.
• Developed an ordinance for San Pedro Street Closure (Pedestrian Mall Act) through extensive community outreach and support.
• Technical assistance provided to businesses on sidewalk seating and operations for Pedestrian Mall Act.
• Established a community-based framework for permitting and special events will Post Street 4-day-a-week closure pilot extension.
• Hosted first Downtown Vibrancy Event Pilot (Pilot Free Zone), Little Italy Block Party.
• Selected artists to produce first artistic lighting interventions along 2 nd Street.
Initiatives reported in other Focus Areas:
• FAST Program
• Vacant Buildings Enforcement Program
• The Collab
City Council Focus Area Scorecard
1, 2) Development Services
(PBCE, PW, Fire, OEDCA)
3) Downtown Management
(OEDCA, PD, Housing, PBCE)
Q1 Key Accomplishments Q1 Key Dependencies, Issues, and Risks Next Steps: Execution as Learning
1. Cabinets and Execution Teams
2. Scorecard Data Labeling and Visualization
3. Identification of Most Impactful Budget Programs/Key Initiatives
4. Key Accomplishments Rigor
5. Key Accomplishments Planned Next Quarter
6. Budget Tracking and Reporting
7. Dashboard Functionality and Usability
23 City Council Focus Areas
Quarterly Status Report
October 31, 2023
Lee Wilcox Assistant City Manager, Increasing Community Safety Executive Sponsor Dolan Beckel Chief of Staff for the City Manager
Omar Passons Deputy City Manager, Reducing Unsheltered Homelessness Executive Sponsor Angel Rios Deputy City Manager, Cleaning Up our Neighborhoods Executive Sponsor Rob Lloyd Deputy City Manager, Attracting Investment in Jobs and Housing Executive Sponsor Erik Jensen Assistant to the City Manager