Community & Economic Development Committee (ced)
January 22, 2024

Community & Economic Development Committee (CED)
City of San José
Agenda
City of San José
200 East Santa Clara Street
San Jose, CA 95113
Committee Members
Pam Foley, Chair
Omar Torres, Vice Chair
Rosemary Kamei, Member
Peter Ortiz, Member
Arjun Batra, Member
Committee Staff
Rosalynn Hughey, City Manager's Office
Johnny Phan, City Attorney's Office
Michael Lomio, Mayor's Office
Yasmin Johnson, City Clerk's Office
Hybrid Meeting - Council Chambers and Virtually -
https://sanjoseca.zoom.us/j/99560509198
Monday, January 22, 2024 1:30 PM
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City of San José Page 1 Printed on 1/22/2024
Community & Economic January 22, 2024
Development Committee (CED)
Agenda
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c. When the Committee Chair calls for the item on which you wish to speak, click on “Raise Hand.” Speakers will be notified shortly before they are called to speak. d. When called, please limit your remarks to the time limit allotted. (a) Call to Order and Roll Call
(b) Review of Work Plan
Items recommended to be added, dropped, or deferred are usually approved under review of the workplan unless the Committee directs otherwise.
(c) Consent Calendar
(d) Reports to Committee

1. CC 24-272 Real Estate Services Division Activities Annual Report Recommendation: Accept staff’s status report updating the Community and Economic Development Committee on the Real Estate Services Division’s FY 2022-2023 activities related to the sale of City-owned properties, the leasing of facilities, vacant lands, and key FY 2023-2024 Work Plan initiatives. (Economic Development and Cultural Affairs) Memorandum
Presentation
Attachments
City of San José Page 2 Printed on 1/22/2024
Community & Economic January 22, 2024
Development Committee (CED)
Agenda
Housing Department Performance Measures Audit Recommendation #1 Status Report

2. CC 24-273
Recommendation: Accept the report on draft performance metrics for the Housing Department to implement recommendation #1 from the City Auditor’s Report 23-04, consistent with City Council direction provided on October 17, 2023. (Housing/City Manager)
Memorandum
Attachment A
Attachment B
Presentation
Attachments

3. CC 24-274 Citywide Residential Anti-Displacement Strategy Status Report Recommendation: Accept staff’s status report on the Citywide Residential Anti-Displacement Strategy, including information on housing preservation options and proposed priorities for preservation program development, consistent with the City Council direction provided on April 25, 2023. (Housing)
Memorandum
Attachment A
Attachment B
Presentation
Attachments
• Open Forum
Members of the Public are invited to speak on any item that does not appear on today’s Agenda and that is within the subject matter jurisdiction of the Committee. • Adjournment
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City of San José Page 3 Printed on 1/22/2024
Community & Economic January 22, 2024
Development Committee (CED)
Agenda
All public records relating to an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act, that are distributed to a majority of the legislative body will be available for public inspection at the Office of the City Clerk, 200 East Santa Clara Street, 14th Floor, San Jose, California, 95113, at the same time that the public records are distributed or made available to the legislative body.

The Code of Conduct
(https://www.sanjoseca.gov/home/showpublisheddocument/12901/636670004966630000) is intended to promote open meetings that welcome debate of public policy issues being discussed by the City Council, their Committees, and City Boards and Commissions in an atmosphere of fairness, courtesy, and respect for differing points of view.

City of San José Page 4 Printed on 1/22/2024
01/09/24
TO: COMMUNITY AND ECONOMIC FROM: Nanci Klein

DEVELOPMENT COMMITTEE
SUBJECT: REAL ESTATE SERVICES DATE: January 9, 2024

DIVISION ANNUAL REPORT

Approved Date

RECOMMENDATION
Accept staff’s status report updating the Community and Economic Development Committee on the Real Estate Services Division’s FY 2022-2023 activities related to the sale of City-owned properties, the leasing of facilities, vacant lands, and key FY 2023-2024 Work Plan initiatives.

BACKGROUND
The Real Estate Services Division’s primary role is to represent the City in completing real estate contracts and transactions to meet the City’s broader goals. Duties include property acquisitions and sales, easements, leases, and property management. Real Estate represents and partners with other departments to achieve optimal results for space or site needs that support our client’s goals in providing great outcomes to the public. Real Estate strategically approaches the evaluation of sites and space, negotiations, contract development, and property research for City departments.

Real Estate manages City-owned real estate and serves as the City’s first point of contact for internal departments or private parties interested in City real estate.

ANALYSIS
In addition to Real Estate’s basic services, Real Estate focuses on major project delivery on behalf of client departments. A highlight of recent work in FY 22-23, focused includes:

Housing Department
Real Estate has become a more active partner to the Housing Department in recent years. Real Estate has identified potential sites such as the Pacific Motor Inn; successfully negotiated and acquired the Arena Hotel; identified and secured the North San Jose Berryessa safe parking site; leasing for the Eviction Help Center at Tully Road, acquisition of the McEvoy site and application for the Homekey site for 155 S 11th Street.

CED AGENDA: 1/22/24
FILE: CC 24-272
ITEM: (d)1

HONORABLE MAYOR AND CITY COUNCIL
January 9, 2024
Subject: Annual Update on Real Estate Services Division

Current efforts underway to support the Housing Department include the sale of the SureStay property in Council District 6 to the County of Santa Clara Housing Authority, the sale of a BART tunnel easement under the Arena Hotel in Council District 6, and an extension of the Haven ground lease in Council District 3. Development of leases for emergency housing sites includes Valley Transportation Authority’s (VTA) Cerone property, Sobrato’s Via Del Oro property, an expansion of the emergency interim housing development on Caltrans’ Rue Ferrari property, and Valley Water’s Cherry Avenue property.

Department of Parks, Recreation, and Neighborhood Services (PRNS) Work to support PRNS includes the acquisition of new park sites and easements necessary for trails, representing the department in negotiations for new leases, the sale of easements, and access and use agreements to manage natural resources and support public safety. Real Estate also supports PRNS by managing City-owned properties that have been acquired for a parkrelated project but have not yet entered the construction or build-out phase, including managing multiple leases for facilities located on future park properties such as Spartan Keys, Del Monte expansion, and the Alma Community Center expansion property.

FY 22-23 accomplishments include completing the dedication of the Flea Market North Trail, Delano Manongs Park, Great Oaks Park, and correcting the dedication of the Davidson Evergreen Park. Leases completed include a 25-year lease with CourseCo Inc. to operate the three City-owned golf courses, an extension of the Shell Gas Station ground lease adjacent to Emma Prusch Park, and support in developing the upcoming Raging Waters lease request for proposals.

Easements completed include a temporary easement to protect park assets during construction of the Adobe pathway, easements to support the Mabury to Watson Park Coyote Creek Trail project, easements to support Valley Water flood control projects in the Coyote Creek corridor, Tamien Lick Park emergency access, and the acquisition of the Della Maggoire Coyote Creek Trail easement, which completes trail connectivity for a larger segment of the Coyote Creek trail that can now progress to implementation.

Current efforts underway include the acquisition of land for new park sites, the sale of a BART tunnel easement under Lenzen Park, the completion of the Five Wounds Trail acquisition from the VTA, and the completion of a six-property swap agreement with San José Water Company.

In this swap agreement, the City will transfer 0.29 acres to the Water Company in exchange for

5.31 acres of parkland, a 0.28-acre trail easement, and $820,000 in surplus sale revenue. Other efforts include ongoing collaboration with Valley Water on the Coyote Creek Flood Management and Mitigation Plan and Coyote Creek Flood Protection Plan, transferring license agreements, easements, and surplus property as needed to support Valley Water’s improvements.

Public Safety
Real Estate supports the Police and Fire Departments by securing and managing leases for facilities and acquiring land necessary to construct Measure T public safety projects.

HONORABLE MAYOR AND CITY COUNCIL
January 9, 2024
Subject: Annual Update on Real Estate Services Division

FY 22-23 accomplishments include a lease to temporarily house fire training cadets in the San José Giants’ clubhouse, allowing training academies to occur prior to the full completion of the new fire training facility on Senter Road, renewing the lease for the community policing center at the Oakridge Mall and leases for other police facilities. Transactional highlights include the acquisition of land on Tuers Road necessary for the construction of Fire Station 36 and easements necessary to electrify the new Fire Training Center.

Current efforts underway include active negotiations for the acquisition of land necessary to construct Fire Station 23, the last remaining Measure T project that requires real estate transactional support, and lease renewals for the Police Department.

Department of Transportation
Real Estate supports the Department of Transportation (DOT) by acquiring land or easements necessary for right-of-way improvements and public transit or parking projects. Real Estate also supports DOT by managing City-owned properties that have been acquired for a transportationrelated project but have not yet entered the construction or build-out phase.

FY 22-23 accomplishments include receiving City Council approval for a Resolution of Necessity to acquire 517 W. Saint John Street and 150 N. Montgomery Street to support the construction of the Lot E parking garage adjacent to SAP Center. The City subsequently closed on the acquisition of 517 W. Saint John Street in FY 23-24. Additional highlights include negotiating the purchase of the Apollo property, which is necessary for the construction of the new Diridon station and to connect High Speed Rail to San Francisco. The VTA ultimately closed on the acquisition of the property with City assistance in FY 23-24.

Current efforts underway include the acquisition of additional property necessary to complete the build-out of the Lot E parking garage, support for the construction of the Milligan parking lot, and acquiring right-of-way easements, including at San José State University.

Environmental Services Department
Real Estate supports the Environmental Services Department by assisting with leases for office space, leases for tenants at the Environmental Innovation Center, and representing the Department in land transactions involving department lands, including at the Regional Wastewater Facility.

FY 22-23 accomplishments include leases for industrial and office space to temporarily house San José Municipal Water and access use agreements to support major projects at the Regional Wastewater Facility. Current efforts underway include representing the Regional Wastewater Facility in negotiation for the sale of land needed to support the Shoreline Levee project that will protect the plant and parts of Northern San José from sea level rise, ground lease negotiations with LS Power, a group that is developing an interchange project vital to the power grid, and the sale of easements necessary for Microsoft’s construction of a data center.

HONORABLE MAYOR AND CITY COUNCIL
January 9, 2024
Subject: Annual Update on Real Estate Services Division

Citywide Objectives
Real Estate completed other citywide priority projects during FY 22-23, including:
• City Council approved an overhaul of Council Policy 7-13 and Municipal Code 4.20 to align with State surplus law. Municipal Code 4.20 controls many of the City’s real estate functions, in particular for surplus sales.
• Cesar Chavez's former home was successfully purchased by a nonprofit with City assistance. The City contributed 50% of the purchase price, and included measures to ensure the home remains available to the public.

The site of the future San José Taiko Performance Center located at Sixth Street and Jackson Street in Japantown, was transferred to Shea Properties to construct the performance center. Shea Properties has completed the construction of the project’s apartments, retail, and park and is progressing on the construction of the permanent home for Taiko, which will have 65 additional housing units on upper floors.

Telecommunications Leasing
Telecommunications lease revenue totaled $1,524,973, exceeding the target of $1,400,000, with $345,171 in increased revenue from FY 21-22. The increase in revenue was driven by a successful partnership with the operator of the Boost Mobile brand, Dish Network. The merger between Sprint and T-Mobile led to the combined entity holding two leases at several City sites, as each of the companies had a presence prior to the merger. T-Mobile has terminated these duplicate leases as they expire, which led to a significant decline in telecommunication lease revenue in FY 21-22. However, Boost Mobile stepped into the space vacated by T-Mobile and is now a significant tenant for the City. In addition, the Real Estate Services Division executed renewed leases with both AT&T and T-Mobile in FY 22-23.

City Council approved an overhaul of the telecommunication rate schedule and template lease contract in FY 22-23. This modernization of the macro telecommunication program is anticipated to help the program continue to grow over time.

Facility Leasing
Facility lease revenue for the fiscal year totaled $1,096,967, exceeding the revenue target of $1,000,000. Real Estate made strides to address challenging tenant situations that arose from the COVID-19 pandemic lockdown and the County’s small business eviction moratorium, which expired on August 19, 2021, and provided an extended rental grace payback period that ran until August 19, 2022.

While the City’s remaining tenants are now making regular rent payments, staff is working with those who had difficulty during the COVID-19 pandemic on payback arrangements for any pastdue rent balances.

HONORABLE MAYOR AND CITY COUNCIL
January 9, 2024
Subject: Annual Update on Real Estate Services Division

Circle A Skateboards was a tenant with a significant unpaid rent balance due to the impacts of the COVID-19 pandemic. The owner sold the business to a restauranteur who would open a quick-serve hamburger restaurant. The unpaid rental balance was paid off during the transfer, and staff are currently in the process of executing an extended lease restatement for the new business, Campus Burgers.

Flames vacated the restaurant space located at the intersection of South 4th Street and East San Fernando Street in December 2022. Subsequent to the end of FY 22-23, City Council approved an offer for a new lease at a rate that is 88% higher than the Flames rental rate. Staff are currently negotiating a lease contract with the new tenant, Home Eat.

Surplus Sale Revenue
Surplus sale revenue totaled $722,969, exceeding the revenue target of $600,000. Revenue was from the sale of a condominium in the Ryland Mews complex that was no longer in use and the sale of surplus land located at the intersection of 4th and Reed Streets at the base of the I-280 onramp.

Vacant Lands Management Reporting
In coordination with the Information Technology Department, the Real Estate Services Division is working to procure a real estate database software platform that will provide a comprehensive database for all City-owned properties. This database will be developed to allow for reporting on all vacant lands owned by the City.

EVALUATION AND FOLLOW-UP
This memorandum is an informational briefing only, and there is no anticipated evaluation or follow-up.

PUBLIC OUTREACH
This memorandum will be posted on the City’s website for the January 22, 2024, Community and Economic Development Committee meeting.

COORDINATION
This memorandum has been coordinated with the City Attorney’s office.

HONORABLE MAYOR AND CITY COUNCIL
January 9, 2024
Subject: Annual Update on Real Estate Services Division

COMMISSION RECOMMENDATION/INPUT
No commission recommendation or input is associated with this action.

CEQA
Not a Project, File No. PP17-009, Staff Reports, Assessments, Annual Reports, and Informational Memos that involve no approvals of any City action.

/s/
Nanci Klein
Director of Economic Development
Director of Real Estate
For general questions, please contact Kevin Ice, Senior Real Estate Manager, at [email protected] or (408) 535-8197.

Real Estate Services Division
Annual Report
Community and Economic Development Committee
January 22, 2024
Item (d)1
OEDCA
Nanci Klein, Director
OEDCA
Kevin Ice, Senior Real Estate Manager
2 Summary of Accomplishments in FY 2022-2023
• Real Estate Services
– Property transactions, sales, and acquisition
– Easement transfers
– Facility leasing and property management, as landlord and as tenant – Negotiation and other transaction/real estate services to other departments • Total Revenue of $3,344,909
– Including surplus sales and leasing activities
• 154 Total Real Estate Projects Completed
– Project support provided to Housing, Parks, Public Works, City Manager’s Office, Environmental Services, Transportation, Police, Fire, City Attorney’s Office, and other Council priorities 3 Summary of Accomplishments in FY 2022-2023
• Sale of City-Owned Properties
– $722,969 in surplus sales completed
• Sold City’s condo in the Ryland Mews complex
• Facility and Telecommunications Leasing
– Facility lease revenue totaled $1,096,967
– Telecommunications lease revenue totaled $1,524,973
• Up from $1,179,802 in FY 2021-2022
• Reflects new agreements with Boost Mobile (DISH)
• Vacant Land Management
– Real Estate software platform in purchasing process; pending final selection 4 Project Highlights
FY 22-23 Completed Project Highlights
Housing
• Acquisition of the Arena Hotel
• Berryessa safe parking lease
agreement
• Eviction Help Center lease
Parks, Recreation and Neighborhood
Services
• Delano Manongs, Great Oaks Park,
Flea Market North Trail dedications
• Lease to operate three municipal golf
courses
• Trail easements, including the Della
Maggiore Coyote Creek trail easement
5 Project Highlights
Public Safety
• Fire academy lease at SJ Giants
Municipal Stadium
• Community policing lease
• Acquisition of land for Fire Station 36
Transportation
• SAP parking land acquisitions
• Acquisition of 517 W Saint John
• 150 N Montgomery Resolution of
Necessity
FY 22-23 Completed Project Highlights
6 Project Highlights
Environmental Services
• Secured offices for Municipal Water
• Completed Environmental Innovation
Center lease agreements
Citywide Objectives
• Assisted the acquisition of the Cesar
Chavez family house, ensuring it will
remain available to the public
• Amended Council Policy 7-13 and
Municipal Code 4.20 to ensure
compliance with State surplus land law
FY 22-23 Completed Project Highlights
Real Estate Services Division
Annual Report
Community and Economic Development Committee
January 22, 2024
Item (d)1
OEDCA
Nanci Klein, Director
OEDCA
Kevin Ice, Senior Real Estate Manager
TO: COMMUNITY AND ECONOMIC FROM: Rosalynn Hughey

DEVELOPMENT COMMITTEE
SUBJECT: SEE BELOW DATE: January 11, 2024
Approved Date
SUBJECT: HOUSING DEPARTMENT PERFORMANCE MEASURES AUDIT
RECOMMENDATION #1 STATUS REPORT

RECOMMENDATION
Accept the report on draft performance metrics for the Housing Department to implement recommendation #1 from the City Auditor’s Report 23-04, consistent with City Council direction provided on October 17, 2023.

SUMMARY AND OUTCOME
The Housing Department and City Manager’s Office will receive Community and Economic Development (CED) Committee feedback on draft community indicators, performance measures, and activity and workload highlights that are administratively published annually in the Operating Budget. The CED Committee will understand the progress made by the Housing Department and City Manager’s Office to implement recommendation #1 of the City Auditor’s Report 23-04, Housing Performance Measures: The City Should Focus and Align Measures to Support Decision-Making, consistent with the City Council direction provided on October 17, 20231.

As stated in City Council Policy 1-18, the City uses a performance-based budget. All performance at the core service level must be consistent with the mission statements at the department level and the outcomes of the City Service Area (CSA) at the City level, meeting the performance as well as budget goals and policies established by the Mayor and City Council.

The CSA performance modernization initiative allows the Administration to report more 1 City Council Item 3.5, October 17, 2023.
https://sanjose.legistar.com/LegislationDetail.aspx?ID=6370289&GUID=FC92694F-F752-48C2-A849- 2AA99A31EAD1&Options=&Search=
CED AGENDA: 1/22/24
FILE: CC 24-273
ITEM: (d)2
1/10/24

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 11, 2024
Subject: Housing Department Performance Measures Audit Recommendation #1 Status Report

meaningful measures and performance targets and forecasts in the budget in order to demonstrate accountability, guide service and program improvement, share progress, solicit ideas, influence change, and inform stakeholders.

BACKGROUND
City departments, including the Housing Department, publish performance measures in the City’s Annual Operating Budget and other reports. For example, the Housing Department reports performance measures in its Annual Impact Report and in reports to the federal government, the California Department of Housing and Community Development, and the Governor’s Office of Planning and Research. Performance measures are also provided in status reports to the City Council and through online dashboards. Many of these are found on the Housing Department’s website.

In the context of the City’s Annual Operating Budget, measures provide information about the level of resources dedicated to a core service or program (inputs), the amount of work output performed (activity and workload highlights), levels of efficiency or effectiveness (performance measures), or population-level impact and wellbeing (community indicators2 ).

On October 17, 2023, the City Council accepted the audit report on the Housing Department’s performance measures audit (City Auditor’s Report 23-04). The Housing Department agreed with the three recommendations identified in the report and is actively working to implement these recommendations as part of the CSA performance modernization initiative. The initiative is a collaboration between the Community and Economic Development CSA, the Housing Department, City Manager’s Office of Administration, Policy, and Intergovernmental Relations, City Manager’s Budget Office, Office of Racial Equity, and the Information Technology Department. Measures from the Housing Department that fall within the Neighborhood Services CSA, specifically Homelessness Interventions and Solutions, are not included in this memorandum but will be published in spring 2024 as part of the Proposed Operating Budget for Fiscal Year 2024-2025.

ANALYSIS
The audit report identified three recommendations.
2 In the 2023-2024 Annual Operating Budget, community indicators were published for the Neighborhood Services CSA only.

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 11, 2024
Subject: Housing Department Performance Measures Audit Recommendation #1 Status Report

Recommendation #1: In conjunction with the Administration’s initiative to revise performance measures in the Operating Budget, and implement the City Focus Areas, the City Manager’s Office and Housing Department should, using logic models or some other means:
a. Revise the Housing Department’s performance measures in the City’s Operating Budget to reflect better indicators of performance for the Department. b. Reduce and align the number of performance measures across the City’s Operating Budget and other housing-related performance reports or dashboards (to the extent allowable based on funding sources).

Target Date for Completion: Spring 2024 as part of City Manager’s Proposed Operating Budget for Fiscal Year 2024-2025.

Recommendation #2: To ensure consistency and reliability of performance measures, the Housing Department should document the methodology for measures in the Annual Operating Budget and other year-over-year reports and dashboards.

Target Date for Completion: July 2024
Recommendation #3: The City Manager’s Office and the Housing Department should identify and report meaningful targets to provide context for reported results for key performance measures in its different reporting platforms.

Target Date for Completion: August 2024
The following represents the proposed measures as part of recommendation #1 (recommendations #2 and #3 were directed by the City Council to report to the CED Committee separately in the fourth quarter). The measures are proposed for the CED, the CSA, and the Housing Department core service sections of the Annual Operating Budget. Simultaneously, the Housing Department is working with the City Manager’s Office to update the measures that align with the Neighborhood Services CSA (specifically, the Homelessness Interventions and Solutions core service).

The approach for the development of the proposed measures was informed by the audit report findings and by the following guidelines:
• Frequency. How often is the measure collected and reported? Does the measure adopt an adequate time horizon for impact? Can the measure be collected reliably over a specific time period? Is there a lag between the time of collection and the time of reporting? • Equity. Can the measure be disaggregated by race/ethnicity, geographic location, income, and other categories to measure disparities?
• Credibility. Is the measure used by other agencies? Is it peer-reviewed, evidence-based, or part of a standard? Can it be used to benchmark against other cities or jurisdictions across categories that matter to the policy or program? Is the methodology sufficiently accurate and precise?

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 11, 2024
Subject: Housing Department Performance Measures Audit Recommendation #1 Status Report

• Scope. Is the measure representative in ways that matter to the population impacted by the policy or program? What perspective and scale does the measure capture, including human, economic, material, environmental, and social? Is the measure strengths-focused and culturally responsive?
• Relevancy. Does that measure clearly align to an organizational or community goal? Is it meaningful to a range of stakeholders? Is it actionable? Is it understandable to all audiences?
The draft measures are proposed for the Housing Department within the CED CSA in Table 1 – Housing Department Draft Performance Measures for the CED CSA. Draft measures for the Housing Department Core Services within the CED CSA are included in Table 2 – Housing Department Draft Performance Measures by Core Service for the CED CSA.

Staff is continuing to evaluate the performance measures and will include final recommendations in the proposed 2024-2025 budget document. The full definitions and data sources for the proposed measures can be found in Attachment A – Housing Department Draft Measures for the CED CSA. Note that only measures related to the Housing Department are provided for the CED CSA; other CSA performance measures are not included. A glossary of terms is provided in Attachment B – City Service Area Glossary of Terms.

Table 1 – Housing Department Draft Performance Measures for the CED CSA Outcome 1: Thriving, inclusive, and attractive communities and vibrant public spaces Community Indicators:
• Income diversity ratio.
• Population diversity.

Performance Measures:
• Housing public service utilization rate.
• Eviction Help Center utilization rate.

Outcome 2: Strong, responsive, and equitable economy and development services Community Indicators:
• Income growth.
• Jobs held by residents.
• Residential development project cost rate.

Performance Measures:
• None.

Outcome 3: Accessible and diverse range of housing and business opportunities

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 11, 2024
Subject: Housing Department Performance Measures Audit Recommendation #1 Status Report

Community Indicators:
• Residential displacement risk.
• Housing cost burden.
• Excessive housing cost burden.
• Total housing occupancy rate.
• Homeowner housing vacancy rate.
• Rental housing vacancy rate.
• Median monthly rent.
• Living wage income.
• Median earnings.
• Overcrowded residential housing.
• Severely overcrowded residential housing.

Performance Measures:
• Affordable and market-rate housing production rates.
• Extremely low-income household funding rate.
• Affordable housing subsidy rate.
• Housing rehabilitation completion rate.
• Rent stabilization rate.

Table 2 – Housing Department Draft Performance Measures by Core Service for the CED CSA
Core Service 1: Affordable Housing Portfolio Management Performance Measures:
• Portfolio unit compliance rate.
• Housing portfolio occupancy.

Activity and Workload Highlights
• Single-family loan management transactions.
• Single-family rehabilitation and homebuyer loans.
• City invested and issued bonds for affordable rental units. • Income restricted for sale homes.
• Units refinanced for affordability.

Core Service 2: Affordable Housing Production and Preservation Performance Measures:
• Developer funding commitment rate.
• Regional Housing Needs Allocation (RHNA) Accessory Dwelling Unit (ADU) rate. • Affordable housing unit subsidy rate.
• Affordable housing unit preservation rate.

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 11, 2024
Subject: Housing Department Performance Measures Audit Recommendation #1 Status Report

Cont’d – Core Service 2: Affordable Housing Production and Preservation • Affordable housing unit completion rate.

Activity and Workload Highlights
• Affordable housing units completed.
• New construction funding subsidy.
• Affordable housing funding commitments.
• Affordable housing unit preservation.
• Affordable housing unit completion.

Core Service 3: Neighborhood Capital Investment and Public Services Performance Measures:
• Community Development Block Grant (CBDG) invoice reimbursement rate. • CDBG project funding rate.

Activity and Workload Highlights
• Rehabilitation project completion.
• Necessity grant funding.
• HUD grant disbursement.

Core Service 4: Rent Stabilization and Tenant Protection Performance Measures:
• Eviction diversion rate.
• Tenant/landlord petition resolution rate.
• Tenant/landlord voluntary agreement rate.
• Rent registry rate.
• Rent stabilization inquiry rates.

Activity and Workload Highlights
• Rent stabilization client interactions.
• Tenant petition submissions.
• Rent stabilization and tenant protection outreach.
• Rent stabilization and tenant protection property owner workshops. • Eviction prevention cases.

EVALUATION AND FOLLOW-UP
The Administration will return to the CED Committee in April 2024 to report on the implementation status of recommendations #2 and #3 from the City Auditor’s Report 23-04, consistent with City Council direction provided on October 17, 2023.

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 11, 2024
Subject: Housing Department Performance Measures Audit Recommendation #1 Status Report

COORDINATION
This memorandum was coordinated with the City Attorney’s Office, the City Manager’s Budget Office, and the City Manager’s Office.

/s/

ROSALYNN HUGHEY
Deputy City Manager and
Acting Housing Director
For questions, please contact Erik Chiarella Jensen at [email protected], Assistant to the City Manager.

ATTACHMENTS
Attachment A – Housing Department Draft Measures for the CED CSA Attachment B – City Service Area Glossary of Terms

Attachment A
Housing Department Draft Measures for the CED CSA
Outcome 1. Thriving, inclusive, and attractive communities and vibrant public spaces Community Indicators:
• Income diversity ratio. Ratio of 80% percentile income limit to 20% percentile income limit. (U.S. Census Bureau).
• Population diversity. % of population composition by race/ethnicity. (U.S. Census Bureau).

Performance Measures:
• Housing public service utilization rate. % of funding utilized for public service programs by type. (Neighborhood Capital Investment and Public Services). • Eviction Help Center utilization rate. % of tenants that file eviction petitions at Santa Clara Superior Court that use the Eviction Help Center. (Rent Stabilization and Tenant Protection).

Outcome 2. Strong, responsive, and equitable economy and development services Community Indicators:
• Income growth. % change in earned income for full-time wage and salary workers by income percentile. (Bay Area Equity Atlas).
• Jobs held by residents. % of residents who work in other cities/areas and % of jobs in San José held by residents or someone living elsewhere. (U.S. Census Longitudinal Employer-Household Dynamics).
• Residential development project cost rate. % of total market rate and affordable project cost by type (hard costs, soft costs, insurance rates, average residual value insurance costs, construction costs, target return rates, average rents). (Century ׀ Urban).

Performance Measures:
• None.

Outcome 3. Accessible and diverse range of housing and business opportunities Community Indicators:
• Residential displacement risk. % of low-income households by race/ethnicity and neighborhood displacement risk level. (Bay Area Equity Atlas). • Housing cost burden. % of owner- and renter-occupied households that are costburdened (spending more than 30 percent of income on housing costs). (Bay Area Equity Atlas).
• Excessive housing cost burden. % of owner- and renter-occupied households that are "severely" cost-burdened (spending more than 50 percent of income on housing costs). (Bay Area Equity Atlas).
• Total housing occupancy rate. % of total housing units occupied. (U.S. Census).

Cont’d – Outcome 3. Accessible and diverse range of housing and business opportunities • Homeowner housing vacancy rate. % of housing units vacant for homeowner housing. (U.S. Census).
• Rental housing vacancy rate. % of housing units vacant for rental housing. (U.S.

Census).
• Median monthly rent. $ cost for median monthly rent. (Bay Area Equity Atlas). • Living wage income. $ hourly wage that a sole provider work full-time must earn to support themselves and their family by benefit category (with both health and retirement benefits, with either health or retirement benefits, and without health or retirement benefits). (Santa Clara County).
• Median earnings. $ annual median earnings for full-time workers. (Bay Area Equity Atlas).
• Overcrowded residential housing. % of overcrowded housing units (occupied by 1.01 persons or more per room, excluding bathrooms and kitchens) by tenure (owner, renter). (U.S. Census).
• Severely overcrowded residential housing. % of severely overcrowded housing units (occupied by 1.5 persons or more per room, excluding bathrooms and kitchens) by tenure (owner, renter). (U.S. Census).

Performance Measures:
• Affordable housing production rates. % of target achieved for total affordable housing units produced by area (continued investment area, housing expansion area). (Affordable Housing Production and Preservation Core Service). • Extremely low-income household funding rates. % of Housing Department funds committed to extremely low-income households. (Affordable Housing Production and Preservation Core Service).
• Housing production rates. % of San José housing production compared to regional fair share number target by income level (above-moderate, moderate, low, and very-low income) and by phase (entitled, building permit issued, Certificate of Occupancy issued). (Affordable Housing Production and Preservation Core Service). • Affordable housing subsidy rates. % of affordable housing units receiving City subsidy by phase (entitled, building permit issued, Certificate of Occupancy issued). (Affordable Housing Production and Preservation Core Service). • Housing rehabilitation completion rates. % of rehabilitation projects completed by type (rehabilitation, minor repair) and earning level (residents earning 30% area median income or less, 50% area median income of less, 80% area median income or less). (Neighborhood Capital Investment and Public Services Core Service). • Rent stabilization rates. % of rent-stabilized housing units that did not have vacancy turnover in the past year. (Rent Stabilization and Tenant Protection).

Core Service 1. Affordable Housing Portfolio Management Performance Measures:
• Portfolio unit compliance rate. % of portfolio units brought into compliance with safe and sanitary condition requirements within 90 days by type (projects inspected, units inspected).
• Housing portfolio occupancy. % and # of affordable housing portfolio households occupied by ethnicity.

Activity and Workload Highlights:
• Single-family loan management transactions. # of single-family loan management transactions by type (refinances, subordinations, assumptions, payoffs). • Single-family rehabilitation and homebuyer loans. $ of total loan principal and # of loans by type (project loans, rehabilitation, and homebuyer loans, multi-family acquisition/rehabilitation loans).
• City invested and issued bonds for affordable rental units. # of direct investment/loans and issued bonds.
• Income restricted for sale homes. # of income-restricted for sale homes. • Units refinanced for affordability. # of existing units refinanced to keep them affordable.

Core Service 2. Affordable Housing Production and Preservation Performance Measures:
• Developer funding commitment rates. % of funding committed to Black, Indigenous, and People of Color (BIPOC)/Emerging Developers (developers, consultants, architects, municipal advisors, outside attorneys).
• Regional Housing Needs Allocation ADU rates. % City annual moderate housing Regional Housing Needs Allocation (RHNA) goal met through Accessory Dwelling Units permits approved.
• Affordable housing unit subsidy rate. Average per unit subsidy in funding commitments for new construction projects.
• Affordable housing unit preservation rates. % of housing units preserved by type (disabled, family, permanent supportive housing, rapid rehousing, seniors, veterans, youth)
• Affordable housing unit completion rates. % of housing units completed by type (disabled, family, permanent supportive housing, rapid rehousing, seniors, veterans, youth).

Activity and Workload Highlights:
• Affordable housing units completed. # of affordable housing units completed. • New construction funding subsidy. $ in funding commitments for new construction. • Affordable housing funding commitments. $ in funding committed for total affordable housing units by area (continued investment areas, housing expansion areas).

Cont’d – Core Service 2. Affordable Housing Production and Preservation • Affordable housing unit preservation. # of housing units preserved by type (disabled, family, permanent supportive housing, rapid rehousing, seniors, veterans, youth). • Affordable housing unit completion. # of housing units completed by type (disabled, family, permanent supportive housing, rapid rehousing, seniors, veterans, youth).

Core Service 3. Neighborhood Capital Investment and Public Services Performance Measures:
• CDBG invoice reimbursement rate. % of Community Development Block Grants (CDBG) reimbursement invoices processed within 30 days of receipt containing required documentation.
• CDBG project funding rate. % of Community Development Block Grants (CDBG) funds used for projects by type (Public Services, Community Development Investment Non-Construction Projects, Community Development Investment Construction Projects).

Activity and Workload Highlights:
• Rehabilitation project completion. # of rehabilitation projects completed by type (rehabilitation projects, minor repair).
• Necessity grant funding. $ of grant funding for low-income residents to provide necessities and # of residents.
• HUD grant disbursement. # of U.S. Department of Housing and Urban Development (HUD) grants disbursed to the community by type (residents impacted, programs supported, organizations supported).

Core Service 4. Rent Stabilization and Tenant Protection Performance Measures:
• Eviction diversion rate. % of households stabilized by eviction diversion program of total cases received.
• Tenant/landlord petition resolution rate. % of tenant/landlord petitions resolved. • Tenant/landlord voluntary agreement rate. % of tenant/landlord petitions that resulted in voluntary agreement without an appeal.
• Rent registry rate. % of rent-stabilized units registered annually with the rent stabilization program rent registry.
• Rent stabilization inquiry rate. % of rent stabilization program inquires received by intake channel (rent stabilization program, legal services advice hotline, eviction prevention hotline).

Activity and Workload Highlights:
• Rent stabilization client interactions. # of mobilehome and apartment client interactions with the Rent Stabilization Program.
• Tenant petition submissions. # of tenant petitions submitted by type (housing services reduction, unlawful rent).

Cont’d – Core Service 4. Rent Stabilization and Tenant Protection • Rent stabilization and tenant protection outreach. # of Rent Stabilization and Tenant Protection outreach by type (events, attendees).
• Rent stabilization and tenant protection property owner workshops. # of Rent Stabilization and Tenant Protection workshops for property owners (events, attendees). • Eviction prevention cases. # of eviction prevention cases by type (eviction concern interactions, individuals assisted during unlawful detainer calendar at Santa Clara County Superior Court, total cases received, total households stabilized).

Attachment B
City Service Area Glossary of Terms
1) Activity and Workload Highlights: A measure of an output unit within a Core Service.

Measures “how much” of the workload is attempted or completed. 2) Budget Program: A set of resources used to deliver a discrete service as part of an operational Core Service.
3) City Service Area: City Service Areas integrate Core Services provided by individual departments into the City’s key lines of business, as viewed from the community’s perspective.
4) Community Indicator: A measure that quantifies the well-being of communities, able to be disaggregated by race/ethnicity, geographic location, and other categories. Measures “what impact” a CSA is producing in the community.
5) Core Service: Department-level key lines of business consisting of one or more budget programs.
6) Core Service Performance Measure: A measure that describes “how well” an individual Core Service is being delivered, typically a rate or percentage. 7) CSA Outcome: A qualitative statement of community impact or condition of well-being. 8) CSA Performance Measure: A measure that describes “how well” a group of Core Services is meeting an objective. Measures “how well” a CSA meets community needs. 9) Forecast: A quantitative expectation based on a projected level of output produced over a specified time frame.
10) Mission: A clear, guiding statement for the purpose, values, and goals of a CSA or Department.
11) Strategic Goal: A defined and specific City action, objective, role, or strategy to contribute towards an outcome. The City’s planned response to address service delivery needs and priorities.
12) Target: A quantitative expectation based on assumed resource availability to achieve an anticipated or aspired level of performance over a specified time frame.

BUILDING GREAT PLACES INVESTING IN PEOPLE PROVIDING HOUSING FOR ALL Housing Department Performance
Measures Audit Recommendation #1
Status Report
Community and Economic Development Committee
January 22, 2024
Item (d)2
Rachel VanderVeen
Assistant Director
Housing Department
Erik Jensen
Assistant to the City Manager
City Manager’s Office
Jennifer Piozet
Senior Executive Analyst
City Manager’s Office
Audit background and recommendations
City Service Area performance modernization status update Draft measures for the Housing Department
2 Agenda
3 The Audit Report Identified Three Recommendations:

Recommendation #1:

In conjunction with the Administration’s initiative to revise performance measures in the Operating Budget, and implement the City Focus Areas, the City Manager’s Office and Housing Department should, using logic models or some other means:
a. Revise the Housing Department’s performance measures in the City’s Operating Budget to reflect better indicators of performance for the Department.
b. Reduce and align the number of performance measures across the City’s Operating Budget and other housingrelated performance reports or dashboards (to the extent allowable based on funding sources).

Target Date for Completion: Spring 2024 as part of City Manager’s Proposed Operating Budget for Fiscal Year 2024- 2025.

Recommendation #2:

To ensure consistency and reliability of performance measures, the Housing Department should document the methodology for measures in the Annual Operating Budget and other year-over-year reports and dashboards.

Target Date for Completion: July 2024
Recommendation #3:

The City Manager’s Office and the Housing Department should identify and report meaningful targets to provide context for reported results for key performance measures in its different reporting platforms.

Target Date for Completion: August 2024
4 The Audit Report Identified Three Recommendations
Recommendation #1:

In conjunction with the Administration’s initiative to revise performance measures in the Operating Budget, and implement the City Focus Areas, the City Manager’s Office and Housing Department should, using logic models or some other means:
a. Revise the Housing Department’s performance measures in the City’s Operating Budget to reflect better indicators of performance for the Department.
b. Reduce and align the number of performance measures across the City’s Operating Budget and other housingrelated performance reports or dashboards (to the extent allowable based on funding sources).

Target Date for Completion: Spring 2024 as part of City Manager’s Proposed Operating Budget for Fiscal Year 2024- 2025.

Recommendation #2:

To ensure consistency and reliability of performance measures, the Housing Department should document the methodology for measures in the Annual Operating Budget and other year-over-year reports and dashboards.

Target Date for Completion: July 2024
Recommendation #3:

The City Manager’s Office and the Housing Department should identify and report meaningful targets to provide context for reported results for key performance measures in its different reporting platforms.

Target Date for Completion: August 2024
Today’s focus
5 Status Update on CSA Performance Modernization Degree of City Influence lower
higher
CSA Mission
Outcomes Community Indicators
‘what impact?’ for CSA
Qualitative Characterization Quantitative Measurement
Department Core Services
Core Service Performance Measures
‘how well?’ for Core Services
Core Service Outputs: Activity and Workload Highlights
‘how much?’
Strategic Goals CSA Performance Measures
‘how well?’ for CSA
New element
to the CSA
structure
Systematically aligning qualitative and quantitative elements to monitor and evaluate services 6 Status Update on CSA Performance Modernization
The Housing Department’s core services are mapped to two CSAs Community and
Economic
Development CSA

1. Affordable Housing Portfolio Management
Core Services

2. Affordable Housing Production and Preservation

3. Neighborhood Capital Investment and Public Services

4. Rent Stabilization and Tenant Protection

5. Homelessness Interventions and Solutions
Neighborhood
Services CSA
Today’s
focus
7 Status Update on CSA Performance Modernization
When evaluating the meaningfulness of a measure, consider the following attributes:
1 Frequency. How often is the measure collected and reported? Does the measure adopt an adequate time horizon for impact? Can the measure be collected reliably over a specific time period? Is there a lag between time of collection and time of reporting?
2 Equity. Can the measure be disaggregated by race/ethnicity, geographic location, income, and other categories to measure disparities?
3 Credibility. Is the measure used by other agencies? Is it peer-reviewed, evidence-based, or part of a standard? Can it be used to benchmark against other cities or jurisdictions across categories that matter to the policy or program? Is the methodology sufficiently accurate and precise?
4 Scope. Is the measure representative in ways that matter to the population impacted by the policy or program? What perspective and scale does the measure capture, including human, economic, material, environmental, and social? Is the measure strengths-focused and culturally responsive?
5 Relevancy. Does that measure clearly align to an organizational or community goal? Is it meaningful to a range of stakeholders? Is it actionable? Is it understandable to all audiences? 8 Draft Measures for the Housing Department within
the CED City Service Area
CSA Mission
CSA
Outcomes

1. Thriving, inclusive, and attractive
communities and vibrant public spaces

2. Strong, responsive, and equitable
economy and development services

3. Accessible and diverse range of housing
and business opportunities
To facilitate the equitable and focused evolution of the City in order to foster strong communities and a diverse economy with shared prosperity for all.

Community
Indicators
• Income diversity ratio
• Population diversity
• Income growth
• Jobs held by residents
• Residential development project cost
rate
• Residential displacement risk
• Housing cost burden
• Excessive housing cost burden
• Total housing occupancy rate
• Homeowner housing vacancy rate
• Rental housing vacancy rate
• Median monthly rent
• Living wage income
• Median earnings
• Overcrowded residential housing
• Severely overcrowded residential
housing
CSA
Performance
Measures
• Housing public service utilization rate
• Eviction Help Center utilization rate • None
• Affordable and market-rate housing
production rate
• Extremely low-income household
funding rate
• Affordable housing subsidy rate
• Housing rehabilitation completion rate
• Rent stabilization rate
9 Draft Measures for the Housing Department within
the CED City Service Area
Core Service
Core Service
Performance
Measures
• Portfolio unit compliance
rate
• Housing portfolio
occupancy
• Developer funding
commitment rate
• Regional Housing Needs
Allocation (RHNA) Accessory
Dwelling Unit (ADU) rate
• Affordable housing unit
subsidy rate
• Affordable housing unit
preservation rate
• Affordable housing unit
completion rate
• Community Development
Block Grant (CBDG) invoice
reimbursement rate
• CDBG project funding rate

1. Affordable Housing Portfolio
Management

2. Affordable Housing
Production and Preservation

3. Neighborhood Capital
Investment and Public Services

4. Rent Stabilization and Tenant
Protection
• Eviction diversion rate
• Tenant/landlord petition
resolution rate
• Tenant/landlord voluntary
agreement rate
• Rent registry rate
• Rent stabilization inquiry
rates
Core Service
Activity and
Workload
Highlights
• Single-family loan
management transactions
• Single-family rehabilitation
and homebuyer loans
• City invested and issued
bonds for affordable rental
units
• Income restricted for sale
homes
• Units refinanced for
affordability
• Affordable housing units
completed
• New construction funding
subsidy
• Affordable housing funding
commitments
• Affordable housing unit
preservation
• Affordable housing unit
completion
• Rehabilitation project
completion
• Necessity grant funding
• HUD grant disbursement
• Rent stabilization client
interactions
• Tenant petition submissions
• Rent stabilization and tenant
protection outreach
• Rent stabilization and tenant
protection property owner
workshops
• Eviction prevention cases
10 Next Steps: Return to CED Committee in April 2024
with Status Update on Recommendations #2 and #3
Recommendation #1:

In conjunction with the Administration’s initiative to revise performance measures in the Operating Budget, and implement the City Focus Areas, the City Manager’s Office and Housing Department should, using logic models or some other means:
a. Revise the Housing Department’s performance measures in the City’s Operating Budget to reflect better indicators of performance for the Department.
b. Reduce and align the number of performance measures across the City’s Operating Budget and other housingrelated performance reports or dashboards (to the extent allowable based on funding sources).

Target Date for Completion: Spring 2024 as part of City Manager’s Proposed Operating Budget for Fiscal Year 2024- 2025.

Recommendation #2:

To ensure consistency and reliability of performance measures, the Housing Department should document the methodology for measures in the Annual Operating Budget and other year-over-year reports and dashboards.

Target Date for Completion: July 2024
Recommendation #3:

The City Manager’s Office and the Housing Department should identify and report meaningful targets to provide context for reported results for key performance measures in its different reporting platforms.

Target Date for Completion: August 2024
Next Steps

BUILDING GREAT PLACES INVESTING IN PEOPLE PROVIDING HOUSING FOR ALL Housing Department Performance
Measures Audit Recommendation #1
Status Report
Community and Economic Development Committee
January 22, 2024
Item (d)2
Rachel VanderVeen
Assistant Director
Housing Department
Erik Jensen
Assistant to the City Manager
City Manager’s Office
Jennifer Piozet
Senior Executive Analyst
City Manager’s Office
TO: COMMUNITY AND ECONOMIC FROM: Rosalynn Hughey

DEVELOPMENT COMMITTEE
SUBJECT: SEE BELOW DATE: January 10, 2024
Approved Date
SUBJECT: CITYWIDE RESIDENTIAL ANTI-DISPLACEMENT STRATEGY

STATUS REPORT

RECOMMENDATION
Accept staff’s status report on the Citywide Residential Anti-Displacement Strategy, including information on housing preservation options and proposed priorities for preservation program development, consistent with the City Council direction provided on April 25, 2023.

BACKGROUND
On September 22, 2020, City Council approved the Citywide Residential Anti-Displacement Strategy1 (Anti-Displacement Strategy). In its 2020 approval and an amendment on March 30, 2021, City Council directed staff to work on the top four priorities under the Anti-Displacement Strategy:

1. Support COVID-19 Recovery Eviction Relief and Mitigation Measures for Renters and Homeowners

2. Create a Neighborhood-Based Tenant Preference

3. Explore a Community Opportunity to Purchase Program

4. Increase Equitable Representation of Historically Underrepresented Communities on City Commissions
City Council also directed staff to provide regular updates. Accordingly, Housing Department staff have provided 14 updates to City Council committees and the full City Council between spring 2021 and spring 2023, with the most recent update provided to the Community and 1 https://sanjose.legistar.com/LegislationDetail.aspx?ID=4635014&GUID=843B7A57-FFCE-411F-81C5- 49D3378215A5&Options=&Search=
1/11/24
CED AGENDA: 1/22/24
FILE: CC 24-274
ITEM: (d)3

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 10, 2024
Subject: Citywide Residential Anti-Displacement Strategy Status Report

Economic Development (CED) Committee on May 22, 2023.
2 On April 25, 2023, as part of its
action to remove the Community Opportunity to Purchase Act (COPA) program from the Housing Department’s work plan, pursuant to the CED Committee’s recommendation, City Council gave the following direction:
• Direct staff to explore vehicles for acquiring, rehabilitating, and/or building rental property for the purpose of preventing displacement in impacted communities, such as Community Development Corporations (CDCs), Economic Development Corporations (EDCs), and other similar entities that can act as a vehicle for investing in preserving naturally occurring affordable housing in impacted communities or otherwise preventing displacement of said impacted communities.
 Return to the CED Committee with a status update by the end of the 2023 calendar year.
• Direct Housing staff to study and develop a work plan centered around housing preservation and return to the CED Committee before the full City Council regarding opportunities to further housing preservation efforts.
• After the housing preservation work plan is created, Housing staff must annually return to City Council to discuss the progress and efficacy of all housing preservation strategies.

This status report provides an update on the Anti-Displacement Strategy, reviews the proposed Preservation Work Plan, and identifies the next steps.

ANALYSIS
Staff made significant progress on top priorities of the Anti-Displacement Strategy over the past eight months. Sections A-C of this memorandum include the following:
• Section A summarizes accomplishments. It also reviews remaining and additional priorities under the Anti-Displacement Strategy, and from recently updated City Council direction,
3 to explore vehicles for advancing anti-displacement and housing preservation objectives.
• Section B presents staff’s proposed Preservation Work Plan as directed by City Council. • Section C reviews next steps.
2 https://sanjose.legistar.com/LegislationDetail.aspx?ID=6193233&GUID=653EBAA5-91B9-480A-AC29- A0F2C642FA0A&Options=&Search= 3 https://sanjose.legistar.com/LegislationDetail.aspx?ID=6166660&GUID=1EE46693-9035-4E02-BC01- 2D083C69FB97&Options=&Search=

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 10, 2024
Subject: Citywide Residential Anti-Displacement Strategy Status Report

A. Accomplishments from the Anti-Displacement Strategy

Recommendation 2: Create Tenant Preferences to Prevent Displacement Definition: Tenant preferences prioritize applicants for a percentage of deed-restricted affordable apartments that would otherwise be available to the public for applicants who meet certain criteria. Those people would apply for the affordable apartments and would meet all other application requirements as usual, but because of their preference, would have a better chance of being accepted into the subject affordable housing property. In short, these preferences would make the most efficient use of local affordable apartments to house those who may be most vulnerable to displacement. Staff is developing two tenant preferences:
1) Anti-Displacement Tenant Preference: Sets aside a portion of affordable apartments in subject properties for low-income applicants who live in certain areas of San José with a high likelihood of displacement. The advantage of the AntiDisplacement Tenant Preference is that it increases the likelihood that low-income renters at the highest risk of displacement can access affordable homes and stay in the city, either in their current neighborhoods or wherever they choose. This preference increases housing choices and mobility for low-income renters. 2) Neighborhood Tenant Preference: Sets aside a portion of affordable apartments for low-income applicants who already live in the vicinity of those particular affordable homes. The advantage of the Neighborhood Tenant Preference is that it allows lowincome renters to stay close to their local networks that provide vitally important support, including family and friends who may act as childcare providers, schools, doctors, etc. While these preferences can be popular with area residents and local leaders because they operate at a localized scale, they also increase the likelihood of keeping people with similar protected class characteristics in a given neighborhood, which can create issues under Fair Housing laws. Careful analysis is required.

Work Plan: In the last status report, staff noted that the City’s co-sponsorship of legislation to support preferences for residents at risk of displacement was successful, given the Governor’s signature of Senate Bill 649 (Cortese) on September 28, 2022. That law took effect on January 1, 2023. Therefore, future work plans will exclude the legislation subtask. The remaining work plan for this item consists of several components:
• Program: Designing the City’s program, working with stakeholders, and obtaining the City Council’s approval.
• State Housing and Community Development (HCD) Approval: Obtaining the State HCD’s approval as a lender of the City’s proposed tenant preferences. If HCD approves the City’s tenant preferences, it would allow the preferences to be used on state-funded developments.
• Implementation: Creating user guidance and tools, conducting outreach to users, and ensuring the programs are properly implemented.

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 10, 2024
Subject: Citywide Residential Anti-Displacement Strategy Status Report

• Reapprovals: Collecting improved data for required analysis and seeking annual program-level reapproval from HCD.

Accomplishments: Since the last status report, the Housing Department’s FUSE fellow resigned from her position in October 2023. The Department’s Policy and Planning Team reassigned an existing staff member to complete this important work.

Progress towards each of the work plan items listed above is as follows:
• Program Design: Staff continued to engage with key stakeholders to discuss and determine program design. Since summer 2023, staff sought input on program design at three community meetings with a total of 105 participants (some may have attended more than one meeting) and seven individual stakeholder meetings.

In addition, staff sought input from affordable housing developers/owners and property managers at two roundtable meetings hosted by Silicon Valley at Home (SV@Home). Staff also presented to the Housing and Community Development Commission on September 14, 2023, where Commissioners made supportive comments on the proposed programs. Staff researched and made program design changes to reflect input from all of these meetings.
• State Housing and Community Development (HCD) Approval: Staff was focused on the draft analysis and program design refinement in the last reporting period. Staff plans to request HCD re-review after the City Council’s approval of the program ordinance.
• Implementation: Staff continued to meet on a regular basis with Exygy, the consultant designing the online tenant portal for affordable housing (Doorway) in San José and regionally in the Bay Area. Exygy is creating a geocoding function that will enable the portal to automatically determine if applicants’ residences are in the target census tracts that would make them eligible for one or both tenant preferences. Staff finalized Exygy’s scope of work in October 2023 and anticipates the geocoding functionality will be fully tested and ready to operate by February 2024. Staff also created a webpage on the City’s website4 that contains updates and materials on the proposed tenant preferences, additional background information, and recordings of public meetings.

Next Steps: In the next six months, staff plans to accomplish the following:
• Draft administrative guidelines and an implementation manual for property managers. • Present draft programs to the CED Committee on February 26, 2024, and to City Council for action in mid-March 2024.
• Following City Council consideration, if approved:
o Complete draft guidelines and hold public comment.
o Submit program information to HCD for approval.
4 https://www.sanjoseca.gov/your-government/departments-offices/housing/resource-library/housing-policy-plansand-reports/tenant-preferences

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 10, 2024
Subject: Citywide Residential Anti-Displacement Strategy Status Report

o Integrate tenant preference reporting procedures into the Housing Department’s existing property compliance reviews.
o Identify forthcoming affordable housing transactions and start incorporating tenant preferences into those transactions’ requirements. o Begin the second phase of education and engagement with the community and affordable housing developers/owners and property managers.

Recommendation 4: Increase Equitable Representation of Historically Underrepresented Communities on City Commissions
Definition: Recommendation 4 of the Citywide Anti-Displacement Strategy involves an analysis of the membership composition of the Housing and Community Development Commission and the Neighborhoods Commission. The purpose of Recommendation 4 is to determine whether commission membership is representative of the full range of San José residents and to identify any barriers to participation. The near-term focus of this work is to create a designated lived experience with homelessness (Lived Experience) member seat on the Housing and Community Development Commission per City Council direction on January 12, 2021.

Work Plan: Staff’s immediate work plan for equitable commissions focuses on:
• Process and Program Development: Researching and developing new guidelines and resources for onboarding the Lived Experience commissioner and alternate commissioner.
• Compensation: Establishing a stipend for the Lived Experience commissioner seat. • Implementation: Recruiting and onboarding the Lived Experience commissioner and alternate commissioner and providing them with needed support. • Evaluation: Assessing any further support needed for the Lived Experience commissioner and alternate commissioner based on their feedback.

Accomplishments: As reported in staff’s May 2023 report, staff completed all work on Process and Program Development and Compensation related to the Housing and Community Development Commission’s Lived Experience seat. Accomplishments last period on the remaining two subtasks are as follows:
• Implementation: Initial work was completed. Staff support, recruitment, and onboarding for Lived Experience commissioner and alternate commissioner will continue ongoing as needed.
• Evaluation: This work is near completion. The confidential evaluation of Lived Experience commissioners’ needs and lessons learned started in late 2023 and is expected to be completed in February 2024. Staff will implement improvements as suggested through the confidential evaluation and will share any lessons learned with the City Manager’s Office and City Clerk’s Office to be incorporated into other boards and commissions.

With the conclusion of these two subtasks, recommendation 4 is complete.

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 10, 2024
Subject: Citywide Residential Anti-Displacement Strategy Status Report

B. Preservation Work Plan
Consistent with City Council direction, the following section provides an overview of staff’s proposed Preservation Work Plan, contained in Attachment A – Preservation Work Plan.

As staff presented to City Council in the study session on Production, Preservation and Protection on September 7, 2023,
5 housing preservation objectives typically fall into four categories:

1. Keep existing affordable housing in place

2. Ensure all housing is in good physical condition

3. Support acquisition/rehabilitation of existing market-rate housing to create more restricted affordable homes
a. Make acquisition/rehabilitation funding available
b. Attract and develop entities to do acquisition/rehabilitation projects

4. Establish and operate supportive programs and policies for preservation In creating the Anti-Displacement Strategy, staff reviewed the programs San José already had in place and learned about preservation work in cities across the country. The analysis indicated that the City lacked programs in categories three and four listed above; thus, the AntiDisplacement Strategy included the creation of an acquisition/rehabilitation practice, strengthening preservation efforts on existing affordable and low-cost homes, and creation of supportive programs and policies for preservation strategies. See Attachment B – Relation of Preservation Work Plan Items to Existing Plans, for the list of ten Anti-Displacement Strategy recommendations focused on preservation.

In developing the 2023-2031 Housing Element, staff integrated the preservation items contained in the Anti-Displacement Strategy and built upon them, making the next steps more explicit. The Housing Element strategies also reflect current practices of the Housing Department. There are a total of 15 preservation strategies in the Housing Element, also found in Attachment B.

Collectively, these strategies constitute the City’s existing Preservation Work Plan.

Staff is satisfied that the existing preservation work items in the Housing Element create a balanced strategy that addresses all the areas of preservation objectives listed above. However, to complete the proposed Preservation Work Plan, staff recommends that two work items be added:
1) Analysis of different types of entities that could advance preservation properties, pursuant to City Council’s April 24, 2023 direction (described in the Background section of this memorandum); and
2) Exploration of the City’s use of receivership for buildings that constitute an unusually severe health and safety hazard, which is Anti-Displacement Strategy work item 6C (listed in Attachment B).
5 https://sanjose.legistar.com/MeetingDetail.aspx?ID=1118643&GUID=0ABD1507-776A-4238-B310- 57241E931E31&Options=info|&Search=

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 10, 2024
Subject: Citywide Residential Anti-Displacement Strategy Status Report

To integrate these two items into staff’s workflow, they will be added to the Housing Catalyst Work Plan. The first item will be included as a near-term work item now. The second item would be added as a new medium-term work item in spring 2025:

1. Entities for Preservation: Explore vehicles such as Community Development Corporations, Economic Development Corporations, and other similar entities that can act as a vehicle for investing in preserving naturally occurring affordable housing in impacted communities or otherwise preventing displacement of said impacted communities.”
Timing: Report research to the City Council by December 2024.

2. Exploration of Receivership: Explore if receivership may be appropriate for properties that have become serious health and safety dangers to residents.” Timing: Report research to the City Council by June 2026.

The resulting Preservation Work Plan in Attachment A includes these two additions and incorporates descriptions and milestones in the City’s Housing Element.

Staff plans to provide annual updates on the Housing Catalyst Work Plan to the CED Committee and the full City Council. In 2024, these updates are scheduled for February and March, respectively.

C. Next Priority Work Items from the Anti-Displacement Strategy Staff’s previous update in May 2023 identified two new work items from the Anti-Displacement Strategy that staff recommended to undertake as next priorities. However, since that time, two things have become clearer:
• Virtually every recommendation in the Anti-Displacement Strategy has one or more directly corresponding work items in the City’s Housing Element; and • Housing Element timelines must ultimately determine the prioritization of staff work.

Therefore, staff intends to prioritize near-term special project work for anti-displacement in alignment with the Housing Catalyst Work Plan’s identified timing. Staff also will amend the Housing Catalyst Work Plan to indicate work items derived from the Anti-Displacement Strategy.

COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE
January 10, 2024
Subject: Citywide Residential Anti-Displacement Strategy Status Report

COORDINATION
This memorandum has been coordinated with the City Attorney’s Office and the Department of Planning, Building and Code Enforcement.
/s/

ROSALYNN HUGHEY
Deputy City Manager and
Acting Housing Director
The principal authors of this memorandum are Kristen Clements, Division Manager, and Mindy Nguyen, Development Officer. For questions, please contact Kristen Clements at [email protected] or (408) 535-8236.

ATTACHMENTS
Attachment A – Preservation Work Plan
Attachment B – Relation of Preservation Work Plan Items to Existing Plans

Attachment A
Preservation Work Plan
# STRATEGY DEPT # in A-D

STRATEGY TIMING METRICS
R-1
Monitor At-risk Affordable Units -
• Proactively assess and monitor affordable units at
risk of losing affordability by 2031 and reach out
to property owners, tenants, and qualified entities
to negotiate and assist in preserving existing
affordable homes.
• Enlist consulting assistance to create and update
risk assessment reports regularly.
• For properties at-risk, contact property owners
within one year of the affordability expiration date
to discuss the City’s desire to preserve the units.
• Jointly explore funding sources and other options
with property owners to preserve the affordability
of the units with long-term covenants.
• Coordinate with property owners to ensure notices
to tenants are sent out at three years, 12 months,
and six months, as required by state law.
• Provide other technical assistance, as feasible, to
assist in developing, financing, or supporting
preservation efforts.

Housing N/A
Updated
reports by
2024 and
2028;
coordination
and noticing
as required
2024, 2026, 2028,
2030: Creation of
risk-based reports
10 meetings held
By 2031: 600
existing at-risk
units preserved
R-2
Establish a Preservation NOFA -
• Establish a regular housing Preservation program,
including an annual funding allocation averaging
at least $5 million (dependent on funding
availability), funding priorities, underwriting
guidelines, NOFA scoring framework, NOFA
issuances, and ongoing workplan.
• Eligible Preservation activities should include
acquisition and rehabilitation of existing marketrate housing, community land trusts’ rental housing acquisition, and other nonprofit-led
alternative homeownership models.
• Create a staffing plan for a Preservation team to
underwrite, fund, and facilitate Preservation deals
and request staffing through the city budget
process when ongoing sources of funding are
available for this work.
• Establish priorities within Preservation NOFA for
community-centered, community-led preservation
efforts.

Housing 3C, 6D First NOFA
2024
Jun 2024: Program
guidelines
completed
By Dec 2024: First
NOFA issued at
least every other
year (i.e., at least
four NOFAs during
the 6th Cycle
compliance period)
$5M average
available per year
per NOFA
By 2031: At least
110 units of
newly-restricted
affordable
housing acquired
by nonprofits and
rehabilitated
through City and
external funding
# STRATEGY DEPT # in A-D

STRATEGY TIMING METRICS
R-3
Diridon Preservation Pilot -
• Create and fund the Diridon Preservation Pilot
Program for the area around DSAP.
• Issue NOFAs to enable developers to acquire,
rehabilitate and make affordable market-rate
properties appropriate to preserve as the station
area develops.
• Identify buildings’ desired physical profiles
depending on location and development potential
to help maintain buffer areas between dense station
area developments and surrounding low-rise
neighborhoods.

Housing,
PBCE,
OEDCA
N/A 2026
Jan 2025: Pilot
creation
City Council
approval of pilot
By Dec 2025:

NOFAs issued
By Aug 2026: City
Council approval of
funding
commitments
55 homes
preserved through
acq/rehab in
defined area
around DSAP
R-5
Acquisition Loan Fund - Work with external funders
to identify and/or establish sources of reliable
acquisition financing that work together with City
preservation NOFAs with the goal of preserving lowcost housing, creating more restricted affordable multifamily properties, and stabilizing low-income
renters, who are disproportionately people of color.

Housing 3B 2026
RFPs issued for
partner lender(s) if
needed
Loan product
defined and rolled
out
# units acquired
with loan fund(s)
R-6
Mobilehome Park General Plan Designation for
Remaining 56 Mobilehome Parks - Apply the
Mobilehome Park land use designation through Cityinitiated General Plan amendments to the remaining 56 mobilehome parks and rezone the sites to promote
preservation, public input, and transparency on any
future mobilehome park conversion proposals.

PBCE N/A June 2024
2024: City Council
approval of General
Plan amendments
and rezonings; 13
mobilehome parks
with new land use
designation by Jan
2024; remainder by
June 2024
R-7
Extension of Affordable Housing Restrictions -
Preserve existing deed-restricted affordable housing
for properties in the middle of their affordability terms by routinely negotiating to extend the City’s affordability restrictions in return for the City’s amended loan terms or other actions on properties in its existing portfolio.

Housing N/A Ongoing
By 2031: preserve
affordability for at
least 900 units in
the middle of their
affordability terms
(average of 112
units per year)
# STRATEGY DEPT # in A-D

STRATEGY TIMING METRICS
R-8
Work with BAHFA on Moderate-Income
Financing Strategy - Advocate for legislation and
work regionally with partners to create and/or use a
JPA-issued bonds product, or similar structure, that
supports moderate-income housing and deeper
affordability, controls escalation of rents, and delivers sufficient public benefit.

Housing,
OEDCA,
Finance
N/A 2027
2027: If product is
defined and
feasible, request
City Council
approval for
structure
By 2031: Complete
at least two
transactions if
feasible
# newly-affordable
homes at each
income level
R-9
Creation of a Preservation Policy –
Create a community-informed preservation policy or
set of polices for City Council consideration aimed at
preserving existing affordable and low-cost housing
and helping to prevent displacement. The following
are examples of what could be included in
preservation policies:
• To help organizations access state Foreclosure
Intervention Housing Preservation Program
(FIHPP) funds, establish criteria to help identify
properties at-risk of foreclosure and properties
where renters might be at risk of displacement.
• Publish a list of affordable housing providers that
could be eligible to receive City funding to acquire
and rehabilitate existing residential rental
properties and create homes that are restricted
affordable in perpetuity.
• Require as a condition of City funding that
affordable housing providers intending to acquire
and preserve a property must engage with tenants
prior to purchase of the property.
• Create voluntary system for property owners to
notify eligible preservation organizations about the
availability of properties for sale.
• Require property owners to provide notification to
tenants when owners intend to sell their properties.
• Create incentives for private multifamily owners to
sell properties to affordable housing nonprofits for
purposes of preservation, such as a transfer tax
rebate program.

Housing 7B By 2026
2024: Criteria for
FIHPP established
2024: List of
affordable housing
providers published
By 2026: City
Council approval of
policy
R-11
Owner-Occupied Home Preservation - To
physically preserve existing homes, continue to fund
urgent home repairs for low-income homeowners,
many of whom are seniors, through nonprofit partners
as funds are available.

Housing N/A 2023-31 1,600 low-income
households assisted
R-12 Revised Citywide Residential Anti-Displacement Housing N/A 2024-29 2025: Best # STRATEGY DEPT # in A-D

STRATEGY TIMING METRICS
Strategy -
Update the current Anti-Displacement Strategy
approved by the City Council in 2020 to integrate
preservation activities and remove completed
priorities. Evaluate effectiveness of existing tools,
obtain ongoing best practices information from likeminded cities, obtain feedback on priorities from San José stakeholders, and seek City Council approval for
revised anti-displacement and preservation policies or
programs to pursue.
practices
researched
2025: Outreach
conducted
2026: Revised
strategy drafted
2026: City Council
approval of revised
strategy
R-13
Soft Story Program - Develop a 'soft story' seismic
mitigation ordinance for older multifamily buildings
with weak and/or open frontlines, which have a higher
likelihood of collapse during an earthquake and a high
likelihood of being rent stabilized. Create an
implementation process and incentive retrofit program
that increases renters' safety and considers equity
issues for lower income renters, minimizing their risk
of displacement due to construction and rent increases.

PBCE,
Housing
, OEM
6A 2024
2023: Outreach
conducted
2024: Ordinance
and program
drafted
2024: City Council
approval of
ordinance and
program
2024: Rebate
program launched
# buildings
receiving retrofits
$4M funded for
rebates by 2031
I-4
Create a Housing Balance Report - Create a biannual Housing Balance Report that tracks the net gain and loss of all types of affordable and low-cost
housing, analyzes it spatially, and compares to
demographics to determine the City's progress in
maintaining and increasing the availability of
appropriate housing opportunities for all residents
(including those in protected classes) across the City.

Geographic analysis should also identify displacement
risk and segregation and analyze urban villages and
neighborhoods or Council districts.

Housing 7A 2025
By Dec 2025: First
report presented to
City Council
N-4
Preservation and Community Development
Capacity Building -
• Establish programs to provide capacity building
and technical assistance to community-based
nonprofit organizations to engage in grassroots
community preservation, empowerment, and
development activities partnered with nonprofit
developers in order to stabilize neighborhoods.
• Pursue preservation activities that include
acquisition and rehabilitation of existing low-cost
housing, alternative community ownership models,
and anti-displacement support for communityserving small businesses.

Housing
,
OEDCA
3D 2023-27
By Dec 2024:
$1M total in
capacity-building
grants awarded to
three or four
organizations
# STRATEGY DEPT # in A-D

STRATEGY TIMING METRICS
• Pursue empowerment activities that include
resident and small business outreach and
organizing around tenant association formation,
cooperative formation, business district formation,
community planning, and know-your-rights
education.
• Develop activities that include development of
affordable housing, community facilities, and
community-serving commercial space.
• Continue to support formation and maturation of
community land trusts and community development
corporations, learning from models such as Los
Angeles County's Community Land Trust
Partnership Program.
• Seek additional funding, partnerships and/or
learning curricula to support nonprofit capacity
building efforts.
(NEW)
Entities for Preservation: Explore vehicles such as
Community Development Corporations, Economic
Development Corporations, and other similar entities
that can act as vehicles for investing in preserving
naturally occurring affordable housing in impacted
communities or otherwise preventing displacement of
impacted communities.

Housing N/A 2024
By Dec 2024:

Research reported
to City Council
(NEW)
Exploration of Receivership: Explore if receivership
may be appropriate for properties that have become
serious health and safety dangers to residents.

Housing
, PBCE
(Code)
6C 2026
By Dec 2026:

Research reported
to City Council

Attachment B
Relation of Preservation Work Plan Items to Existing Plans The following remaining preservation-oriented work items are contained in the 2020 AntiDisplacement Strategy. Note that the objectives of each recommendation are in the first column, while analogous programs in the 2023-2031 Housing Element are listed in the last column.

Table 1: Anti-Displacement Strategy Recommendations on Preservation Objectives Recommendations
# in
HSG
Element
Ensure all
housing is in
good physical
condition
6B Explore expanding proactive rental inspections/requirements for rental units not covered by the City’s existing inspections S-3 6C Explore if receivership may be appropriate for properties that have become serious health and safety dangers to residents - 6E
Conduct a review of the City’s relocation policies, including relocation due to red tagging, to ensure they result in sufficient compensation, they are consistent under similar circumstances, and that relocation is required to be paid in all situations that result in displacement
S-4
Make
funding for
preservation
available
3B Gauge the interest of local philanthropy and other funders to develop a Preservation Investment Fund for San José R-5
3C Target the use of subsidy on existing apartment buildings of a defined minimum size in neighborhoods at high risk of displacement R-2 6A Seek funding sources to assist landlords with low-cost loans and grants for property improvements R-13
6D
Target Preservation funding to help community and nonprofit partners to acquire and maintain properties that have ongoing rehabilitation needs, particularly in areas experiencing displacement R-2
Attract /
develop
preservation
entities
3D
Determine new affordable housing development partners to work on small building acquisition and rehabilitation projects in San José and assess the capacity and needs for existing San José community organizations to learn to undertake preservation work and/or form local Community Development Corporations
N-4
Supportive
programs and
policies
7A
Create an annual Housing Balance Report that tracks the net gain and loss of all types of affordable housing I-4
7B
Bring to the City Council for its consideration a Preservation Policy that establishes a goal of preserving existing affordable housing and helping to prevent displacement, to inform programs, resources, and development policy decisions
R-9

The 2023-2031 Housing Element’s preservation work items are as follows, grouped by objectives in the first column and with analogous work from the Anti-Displacement Strategy noted in the last column. (See full descriptions in Attachment A,) Table 2: Housing Element Strategies and Programs on Preservation Objectives Strategies and Programs # in A-D
Strategy
Keep existing
affordable
housing
R-1 Monitor At-risk Affordable Units -
R-7 Extension of Affordable Housing Restrictions -
Ensure all
housing is in
good physical
condition
R-11 Owner-Occupied Home Preservation -
R-13 Soft Story Retrofit Program 6A
S-3 Proactive Code Enforcement in Identified Project Hope PlaceBased Neighborhoods 6B S-4 Updated Relocation Assistance 6E
Make funding
for preservation
available
R-2 Establish a Preservation NOFA for Acq/Rehab 3C, 6D
R-3 Diridon Preservation Pilot -
R-5 Acquisition Loan Fund 3B
R-8 Work with BAHFA on Moderate-Income Financing Strategy - R-9 Creation of a Preservation Policy – Set criteria to support state FIHPP funding applications -
Attract /
develop
preservation
entities
N-4 Preservation and Community Development Capacity Building 3D Supportive
programs and
policies
R-6 Mobilehome Park General Plan Designation for Remaining 56 Mobilehome Parks -
R-9 Creation of a Preservation Policy 7B
I-4 Creation of a Housing Balance Report 7A
Citywide Residential
Anti-Displacement Strategy
Status Report
Kristen Clements
Division Manager
Rachel VanderVeen
Assistant Director
Community and Economic
Development Committee
January 22, 2024
Item (d)3
2 Tenant Preferences
Lived Experience with Homelessness seat on
Housing and Community Development Commission
City Council direction to develop Preservation
Work Plan
Anti-Displacement Strategy Update and
Preservation Work Plan
3 Accomplishments
• Finalized proposed programs - Anti-Displacement, Neighborhood • Conducted stakeholder outreach
▪ Implementers: Affordable housing property managers and owners ▪ Users: Tenant organizations
• Presented to Housing and Community Development Commission Next steps
• Complete addition to Doorway portal of geolocation function • CED Committee: February 26, 2024
• City Council consideration: March 2024
• Implementation and education
Tenant Preferences that Mitigate Displacement
4 Accomplishments
• Ongoing support given to Lived Experience Commissioners Next steps
• Continue ongoing support
• Fill Lived Experience Alternate Commissioner seat
• Complete confidential assessment in early 2024 and share any lessons learned with City Manager’s and City Clerk’s Office
• Item is completed
Lived-Experience Seat(s) on Housing and
Community Development Commission
5 Relation of Preservation Work Items
Anti-Displacement
Strategy
Housing Element
Preservation Work
Plan
Housing
Catalyst Work
Plan
Additions
Preservation Work Plan Items Meet Objectives
Keep housing
affordable
Support acquisition/
rehabilitation –
funds and entities
Ensure housing is
in good condition
Supportive program and policies
7 Nonprofit capacity building grants for emerging affordable housing preservation partners
Acquisition/rehabilitation subsidies
Soft Story Retrofit Program
Mobilehome Park General Plan designation
Housing Preservation Balance Report
High Priority Preservation Work Already Underway
8 Integrate near-term preservation work items into the
Housing Catalyst Work Plan, with annual reporting
• CED Committee in February 2024
• City Council in March 2024
Prioritize work per the Housing Catalyst Work Plan
Next Steps
Citywide Residential
Anti-Displacement Strategy
Status Report
Kristen Clements
Division Manager
Rachel VanderVeen
Assistant Director
Community and Economic
Development Committee
January 22, 2024
Item (d)3