ASSESSMENT, READINESS,
AND FEASIBILITY REPORT
An Initiative of the Children & Youth
Services Master Plan, City of San José
San José, California
September 2024
DRAFT
Thank you to our sponsors, the City of San José Children and Youth Services Master Plan, the County of Santa Clara, and our partners Adobe, the Health Trust, and Santa Clara Family Health Plan, for collaborating with us on this assessment. We applaud them in their ongoing commitment to improving well-being in San José by bringing the best innovations to the region.
We want to acknowledge the support of our assessment planning team, champions of living better, longer, in San José, and who share our vision of a happier, healthier future.
The report is divided into seven sections:
• The Executive Summary contains a high-level look at
our major findings and recommendations.
• After that comes the well-being data analysis of San
José.
• The next three sections provide detailed findings and recommendations for the Policy, Places, and People
sectors we explored.
• The last section is the Appendix with additional data and supplemental information.
This report builds upon what we have learned from San
José over the past nine months. It is not exhaustive of what is going on in all these arenas, but an assessment of the feasibility of applying the Blue Zones model to San José.
How to read this report:
Table of Contents
Executive Summary ...................................................6
THE STATE OF WELL-BEING IN
SAN JOSE
Well-Being Data Analysis...................................... 20 Well-Being Driver Analysis................................... 42 POLICY
Built Environment .....................................................52 Food Systems........................................................... 122 Tobacco & Vaping................................................... 152 Alcohol........................................................................186 PLACES
Schools........................................................................214 Worksites ..................................................................234 Restaurants ..............................................................250 Grocery Stores ........................................................258 PEOPLE
Community Voices ................................................268 Civic & Faith-Based Organizations .................288
Volunteers & Ambassadors................................296
APPENDIX
Value Brief ................................................................302
THE BLUE ZONES APPROACH
What is Blue Zones ................................................314 Power 9.................................................................315 Life Radius...........................................................317 What We Do .............................................................318 The Blue Zones Approach.............................318 Transformation is Possible ........................... 322 Value Delivered and Measured................... 323
Well-Being Imperative ...................................324 References and Sources......................................326 Steering Committee & Planning Team.......... 340
Healthcare Roundtable Attendees..................342
Sports Roundtable Attendees
and Keynote Contributors..................................344 Meet Our Team........................................................346 6 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Executive
Summary
San José, often called ‘The Capital of Silicon Valley,’ is renowned for its cultural diversity, its favorable Mediterranean climate, and for being a technological innovation hub.
7 Table of Contents
San José, California, is a vibrant, multi-faceted city
with world-renowned tech innovation and cultural
diversity. As the third largest city in California and
the United States’ 13th largest, it is also one of the
safest and most inclusive urban environments in the
country. Of the City’s nearly 1 million residents, 32%
are Latino, 35% are Asian, 26% are White, and just
3% are Black. Yet even this data oversimplifies what
diversity means in a city where 40% of its residents
are foreign-born and more than 55 languages are
spoken.
Despite San José leading the nation in patent generation and median household income, many of the city’s own
residents continue to be left out of the rise of Silicon Valley.
High housing costs and income inequality disproportionately impact children and families who deserve equitable access to opportunities and resources as a matter of justice.
According to the City of San José 2024 Children and Youth Services Master Plan (CYSMP), San José has an estimated 291,778 residents aged 24 and under, and 6.5% of all families with children under 18 are living below the federal poverty level inside the city limits. With 37% of all Silicon Valley families with children unable to be self-sufficient, economic disparities continue to drive the gap between rich and poor.
A Pivotal Time for San José
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Economic disparities are but one of a web of systemic
challenges facing the city’s most under-resourced
communities. Other drivers include:
• Educational disparities that continue the cycle of
poverty and youth violence;
• Health disparities and a lack of access to culturally sensitive and trauma-informed care practices;
• Housing instability and a rising cost of living
pressures families and youth to relocate and
ultimately disrupts education, community ties, a
sense of belonging, and access to opportunities;
• Transit and built environments that limit access to
safe, walkable communities for all;
• Food insecurity and its wide reach, despite the
incredible work that Santa Clara County and local
partners are invested in.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 9 Table of Contents
The Power of Hope
While these compound, systemic disparities are complex and threaten to overwhelm teams devoted to advocacy and justice, it is time, according to Angel Rios, City of San José Deputy City Manager, to “stop admiring the problems” and work
together across sectors to harness the power of hope.
By fostering unified strategic investment in a future of hope for all children – regardless of the color of their skin, her zip code, and their family’s country of origin – the City of San José stands to heal the disparities resulting from decades of lack of investment in certain neighborhoods and create opportunity pathways that support youth rising.
Blue Zones and the Children and Youth
Services Master Plan
As the first initiative of the City’s Children and Youth Services Master Plan (CYSMP), Blue Zones has had the privilege of being an early partner to the City of San José as it determines how to move pilot programs into demonstration sites with equity and clarity for organizations interested in addressing the plan’s seven strategic priority areas:
• Early Learning and Child Care
• Health and Mental Wellness
• Housing Access and Security
• Learning and Empowerment
• Meaningful and Sustaining Jobs
• Safe, Clean, and Connected Communities
• Systems Transformation: City of San José System of Care “Safety Net”
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
From the start, our role has been to listen,
learn, and reflect on the intentional framework
the city designed over two years of focused
collaboration with unprecedented numbers of
community voices (3,000+) and guidance from
external partners including RDA Consulting,
Collective Impact Solutions, and hundreds
of local community leaders invested in the
success of youth and families in San José.
Brought to San José by the Mayor and
City Council, through an initiative led by
Councilmember District 6, Dev Davis, the Blue
Zones Ignite Readiness Assessment focused on
learning about the people, places, and policies
of San José, with strategic input provided by
both Councilmember Davis, and Santa Clara
County Supervisor Cindy Chavez, of District
2, the two key funding partners. The Health
Trust, Santa Clara Family Health Plan, Adobe,
and a diverse mix of city leaders, community
advocates, heads of nonprofits, city and county
staff provided additional funding, strategic
direction, or community direction, as well as
participated in a project Steering Committee.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 11 Table of Contents
Blue Zones Approach
The Blue Zones approach is based on the research of
communities around the world where people live longer,
healthier lives. These communities share common lifestyle characteristics, and individuals who live there benefit from strong social networks, healthy diets, daily natural movement, and an underlying sense of purpose. By implementing policies and programs that support these behaviors, Blue Zones works to help cities create environments that naturally encourage healthier living.
In the context of San José, the Blue Zones framework will be tailored into programs that address the unique challenges faced by the city’s youth, initially those in communities on the East Side, the demonstration sites for the CYSMP. Youth-led initiatives, a critical aspect of Blue Zones work in communities, could provide opportunities for social networking, friendships, natural movement, healthy eating and purpose discovery for San Jose’ youth. This is a simple sketch but an example that shows the imperative for programming that unfolds with
leadership and a cultural mindset.
Pointing Towards Action
In an era where health disparities and social inequities are increasingly palpable post-COVID, there is a compelling opportunity to bring together the principles of the Blue Zones approach, the strengths of local community nonprofit organizations, and the resources of tech corporate social responsibility (CSR) initiatives. By forming a strategic partnership, these entities can make a transformative fiveyear investment in the well-being of San José’s youth. This collaboration has the potential to create lasting change, addressing not only the immediate needs of young people but also laying the foundation for a healthier, more resilient community.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
The city is plagued by the same U.S. trends that threaten the health and prosperity of many Americans.
According
to Gallup:
2 in 5 do not feel
safe and secure
2 in 3 are obese
or overweight
1 in 2 do not eat
sufficient fruits
and vegetables
Conservative estimates state that the medical
expenses and lost productivity associated with
chronic conditions (including high cholesterol,
high blood pressure, obesity, diabetes, depression,
and cancer) will total $15.1 billion and $7.6 billion
respectively over the next decade. However, strategic
changes could reduce key health risks by 14.8% over
the next decade, yielding an estimated $497.8 million
in combined regional economic impacts, productivity
gains, and medical savings.
There is already enthusiasm among community
leaders for strategic and lasting changes to
improve access to environments that foster wellbeing in San José. The city has a Vision Zero Task Force that aims to increase safe and equitable
mobility while reducing transport-related severe
injuries and fatalities. Its Children and Youth
Services Master Plan advances efforts to create
youth-focused and racially inclusive improvements
in housing, well-being, and community safety.
There is also growing interest in expanding urban
villages so that work, transit, and residential land
use are integrated while making neighborhoods
more walkable and bike-friendly.
*See Appendix for full Value Brief
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 13 Table of Contents
In assessing the situation in San José,
the Blue Zones team hosted focus
groups with a wide range of community
residents, leaders, and stakeholders
across several departments. These
discussions provided us with a truly
cross-sectoral perspective on the
city’s evolution, assets, and growth
opportunities. This helped us create
an effective approach to put the city
on a path to improving the well-being
of its residents that builds on its
innovative spirit, cultural diversity, and
longstanding agrarian roots.
The main goal of the Blue Zones Project is to transform human-made environments to make healthy living accessible for all. In San José, our efforts will focus on raising the city’s overall well-being ranking within California and nationally. To do this, our multifaceted approach will drive improvements in modifiable risk behaviors that increase medical costs, ultimately setting the city on a path to increased productivity and regional economic growth.
SAN JOSE
95122
95116
95111
14 Table of Contents
Policy
Residents have expressed particular interest in policies that reduce young people’s exposure to tobacco and vaping, address the housing shortage, improve access to nutritious food for families, and make the city more conducive to walking. To achieve these goals, we aim to support strategic plans and policies to improve neighborhood conditions and strengthen food security, such as the San José Children and Youth Services Master Plan and the Santa Clara County Food Systems Workplan. Similarly, we plan to support efforts to ensure that residents can participate in existing food programs such as SNAP, WIC, SFMNP, and FDPIR. We will also work to ensure that long-term community plans and policies support a more robust local food system. We have also identified potential partners in community-based farms such as Veggielution who work to improve access to healthy food, especially for low-income working migrants. We will facilitate the amendment of local zoning codes to increase housing density and availability and reinvigorate the city’s Viusion Zero Task Foce efforts to improve neighborhood mobility and safety. We plan to reduce access to tobacco and unregulated products, particularly through partners such as the Santa Clara County Office of Education’s Tobacco Use Prevention Education program and the Tobacco-Free Coalition of Santa Clara County.
Places
Blue Zones provides recognition and support for community-based initiatives for healthy living. Our Blue Zones Project Approval Program focuses on supporting schools, grocery stores, restaurants, and workplaces in creating and maintaining best practices for well-being. Community input has identified the use of tobacco and other substances, access to housing, and healthy food as key priorities. Through the Blue Zones Project, we aim to have 10% of local eateries take the Restaurant Pledge to become Blue Zones Project Approved™ and to have 25% of grocers embrace the Blue Zones Project Grocery Store Pledge, thereby increasing healthy food options. Our established partners in San José will include schools with thriving onsite gardens; employers with exemplary wellness programs, such as PayPal; and the county’s Agricultural Liaison, who works to facilitate agricultural projects that are beneficial to economic and community development.
People
Blue Zones aims to promote social connections that encourage people to initiate and sustain healthy lifestyles. In San José, we aim to support ongoing Open Streets events such as Viva Calle and Viva Parks, which help to foster social interactions and cohesion.
Additionally, we intend to partner with local tree-planting initiatives that increase access to shade trees in neighborhoods, thus making communities more conducive to active lifestyles, and fostering social ties. These combined efforts will help to integrate the physical, emotional, and social well-being of residents, fostering stronger, more resilient, and connected communities. By involving community partners such as the Korean American Center, the India Community Center, the Vietnamese American Organization, and the Yu-ai Kai Senior Center, we aim to shape a strategy that is culturally, demographically, and rurally inclusive, so that these changes are equitable and sustainable.
In San José, our efforts will primarily be focused on:
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 15 Table of Contents
Value Brief
San José has the opportunity
to unlock up to $497.8 million
in projected value generation
and savings through a
partnership with Blue Zones.
Blue Zones Value Brief for San José, CA
Over the next ten years, San José has the
opportunity to unlock up to $497.8 million in
projected value generation and savings, directly
benefiting the community through a partnership
with Blue Zones.
Unlocking this value is centered on the science and knowledge that people with sustainably higher well-being cost less and perform better. And for us, well-being isn’t just an ideal. It’s quantifiable.
As such, the goal of a Blue Zones community transformation is making measurable improvements in well-being across the area—specifically, improving elements of individual and collective well-being that are proven to positively drive key economic indicators.
Research has shown that lifts in personal purpose, as well as social, financial, community, and physical health factors have direct implications on future medical costs and human performance. Reductions in lifestyle risks, disease burden, and medical spend are all results that influence individual lives as well as the collective, driving results that are not only felt but are calculable in terms of economic impact. 16 Blue Zones: San José Report
Table of Contents
*See Appendix for full Value Brief
This analysis includes the following zip codes 95111, 95116, and 95122 which represent a total population of 162,800.
The ten-year impact of a Blue Zones transformation:
Projected Medical Cost Saving of $179.4M
Reduction in projected workforce lost productivity of $239.7M These two sources of value result in a project $339 average annual per capita medical saving and productivity improvement value for the adult population over the next decade
Approximately $78.7M of direct and indirect benefits to the regional economy
Additional related follow-on community grants, gifts, and investments
Billions of expected positive media and brand impressions. A cumulative total value of over $497.8 million for San José including medical cost savings, productivity savings, and regional economic impact.
Creating Value for San José
Blue Zones: San José Report 17
Table of Contents
Headline Two Lines Here
18 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
The State of
Well-Being in
San José
“Our well-being and that of our families and community is what matters.
Creating the best possible conditions for well-being is not just the right thing to do philosophically, but it is also the smart thing to do since happier individuals are more pro-social, more productive, and live longer and healthier lives.” —Jan-Emmanuel De Neve, Economist and Professor, Oxford University, Director of the Wellbeing Research Centre
19 Table of Contents
For this assessment, Blue Zones
collaborated with Oxford University and
Gallup to understand both what seems to
make people from San José most happy
and what specific policies are most likely
to increase well being.
Over the past decade, Gallup has surveyed Americans
to determine their life satisfaction and discern, through statistical analysis, what characteristics most drive that satisfaction. We know from this work, that the happiest Americans are socializing more than six to seven hours
per day, that people who sleep less than six hours a day are 30 percent less happy than people who sleep at least eight hours, and that obese people are 11 percent less
happy than similar people of normal weight. But what,
specifically, about people from San José?
Happiness in San José
Oxford University analyzed the Gallup Well-Being Data
for San José to determine what seems to be most
driving life satisfaction and day-to-day happiness in this community. While health, city, community, safety, and work environment are all important for happiness everywhere, we are able to discern their relative importance. Knowing this will help policymakers decide what policies should provide the most happiness for San José.
How Do People in San José Evaluate Their Lives?
20 Table of Contents
Headline Two Lines Here
Individual health status stands out as a particularly important driver for life satisfaction in San José with healthy behaviors a contributor to it.
For instance, our analysis finds:
Perceived quality of the city is an important driver for life satisfaction followed by sense of safety and being able to use one’s strengths.
Women’s life satisfaction is more affected by sense of safety, but otherwise there are no significant differences between genders.
For individuals over 60 years of age, more than 50 percent of the variance in life satisfaction is explained by health status.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 21 Table of Contents
What is Well-Being?
Well-being is about how we
are doing as individuals and
communities and, in turn, how
that makes us feel about the
way our lives are going.
22 Table of Contents
Why Does Well-Being Matter?
Our well-being and that of our families and
community is what ultimately matters
Most policy-makers underestimate that creating the
best possible conditions for well-being is not just
the right thing to do philosophically, but that it is
also the smart thing to do since happier individuals
live longer and healthier lives, are more pro-social,
more productive, and also show greater support for
incumbent government leaders.
A recent large-scale survey shows that over three quarters (78%) of people globally now feel strongly that happiness and well-being should be prioritized over money.
This demand for change is being championed by the younger members of our society, with the 25-34-year-old age group representing the highest percentage of responses in favor of change.
23 Table of Contents
The State of Well-Being in San José, California
Understanding & Mapping Life
Satisfaction in San José
The goal of this work is to
help us identify policies that
are most likely to improve
the happiness of the people
of San José.
24 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Headline Two Lines Here The primary measure for well-being asks survey respondents to evaluate the quality of their life.
This is normally done by asking respondents to rate their life satisfaction on a scale from 0 to 10. 10 9
8 7
6 5
4 3
2 1
0 Best possible
life for you
Worst possible
life for you
“Please imagine a ladder with steps numbered from zero at the bottom to ten at the top. The top of the ladder represents the best possible life for you and the bottom of the ladder represents the worst possible life for you. On which step of the ladder would you say you personally feel you stand at this time?” Secondary measures for well-being also survey optimism as well as positive and negative emotions.
Ask life ladder question followed by
“On which step do you think you will stand about five years from now?” Positive affect:
“Did you experience the following feelings during a lot of the day yesterday? How about __________?” (well-rested, smile or laugh, enjoyment, etc) Negative affect:
“Did you experience the following feelings during a lot of the day yesterday? How about __________?” (physical pain, worry, stress, sadness, etc) Survey respondents evaluate their life as follows:
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 25 Table of Contents
Data Source
01 Between 2009-18
All data analyses in this report draw on the
Gallup poll which ran daily.
02 N=511 surveys
We look at three target ZIP codes in San José
as the main geographic unit of interest in our
principal analyses (95111, 95116, 95122)
03 N=5,729 surveys
In some analyses, we will also compare the
data from the target ZIP codes to the entire
city of San José.
Please note that new Gallup baseline data is
collected as part of a next phase transformation.
Table of Contents
Well-Being in San José Optimism in San José
Life Satisfaction
Average well-being in San José is 6.79 out of 10.
This is lower than the City (7.09), state of California (7.09) and the USA (7.07)
Life Satisfaction in 5 Years
Average expected well-being in the San José focus zip codes is 7.74 out of 10.
This is slightly below the City (7.79), slightly above
California (7.70) and USA average (7.56).
SAN JOSE CITY SAN JOSE CITY
PERCENT
RATE
Life Ladder Today
0 0 2 4 6 8 10
5 10
15 20
25 30
Life in 5 Years
0 2 4 6 8 10
PERCENT
RATE
0 5
10 15
20 25
30 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 27 Table of Contents
Well-Being by Gender Positive Emotions by Gender
LIF
E EVALUATIO
N
5.5 6
6.5 7.5
7 8
POSITIVE AFFEC
T
50 60
80 70
90 100
WOMEN MEN WOMEN MEN
Note: All data shown in the following graphics is from the assessment focus area zip codes, unless indicated otherwise. 28 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
WOMEN MEN
Negative Emotions by Gender NEG
ATIVE AFFEC
T
10 20
40 30
50 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 29 Table of Contents
Well-Being by Income
LIF
E EVALUATIO
N
0 0.5
1.5 3.5
2.5 4.5
5.5 6.5
1 2
4 3
5 6
7 7.5
8 Under $11,999
$12,000 to $23,999
$24,000 to $35,999
$36,000 to $47,999
$48,000 to $59,999
$60,000 to $89,999
$90,000 to $119,999
$120,000 and over
30 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Positive Emotions by Income Negative Emotions by Income 60 70
80 90
100
110
POSITIVE AFFECT
Under $11,999
$12,000 to $23,999
$24,000 to $35,999
$36,000 to $47,999
$48,000 to $59,999
$60,000 to $89,999
$90,000 to $119,999
$120,000 and over
0 20
40 60
80 NEGATIVE AFFECT
Under $11,999
$12,000 to $23,999
$24,000 to $35,999
$36,000 to $47,999
$48,000 to $59,999
$60,000 to $89,999
$90,000 to $119,999
$120,000 and over
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 31 Table of Contents
Well-Being
by Racial Differences
Positive Emotions
by Racial Differences
LIF
E EVALUATIO
N
5.5 6
6.5 7
7.5 8
White Other Black Asian Hispanic
POSITIVE AFFECT
70 75
80 85
90 95
100
White Other Black Asian Hispanic
32 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Negative Emotions
by Racial Differences NEGATIVE AFFECT
10 20
30 40
50 60
White Other Black Asian Hispanic
Well-Being by Age LIFE EVALUATION
5 5.5
6 7
6.5 7.5
18-29
30-39
40-49
50-59
60-69
70+
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 33 Table of Contents
95122
95116
95111
7.32 - 7.50
7.20 - 7.32
7.14 - 7.20
7.11 - 7.14
7.03 - 7.11
7.01 - 7.03
7.00 - 7.01
6.85 - 7.00
6.72 - 6.85
6.63 - 6.72
Mapping Well-Being in San José
95111
95116
95122
LIFE SATISFACTION
Focus Area
ZIP CODES
7.32 - 7.50
7.20 - 7.32
7.14 - 7.20
7.11 - 7.14
7.03 - 7.11
7.01 - 7.03
7.00 - 7.01
6.85 - 7.00
6.72 - 6.85
6.63 - 6.72
34 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Mapping Well-Being in San José by Zip Code
95135
95120
95130
95110
95118
95037
95125
95136
95129
95131
95127
95148
95124
95121
95132
95138
95126
94122
95112
95123
95128
95002
95089
95134
95113
95139
95117
95133
95111
95116
95119
ZIP CODE
LIFE SATISFACTION
5.5 6 6.5 7 7.5 8 8.5
Yellow lines indicate the focus area zip codes
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 35 Table of Contents
Mapping Positive Emotions in San José
95122
95116
95111
90.14 - 92.86
89.31 - 90.14
88.93 - 89.31
87.50 - 88.93
86.80 - 87.50
86.00 - 86.80
85.48 - 86.00
85.02 - 85.48
83.33 - 85.02
79.17 - 83.33
90.14 - 92.86
89.31 - 90.14
88.93 - 89.31
87.50 - 88.93
86.80 - 87.50
86.00 - 86.80
85.48 - 86.00
85.02 - 85.48
83.33 - 85.02
79.17 - 83.33
36 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Mapping Negative Emotions in San José
39.84 - 53.12
38.27 - 39.84
36.39 - 38.27
35.53 - 36.39
34.29 - 35.53
33.01 - 34.29
31.52 - 33.01
30.84 - 31.52
28.57 - 30.84
27.27 - 28.57
95122
95116
95111
39.84 - 53.12
38.27 - 39.84
36.39 - 38.27
35.53 - 36.39
34.29 - 35.53
33.01 - 34.29
31.52 - 33.01
30.84 - 31.52
28.57 - 30.84
27.27 - 28.57
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 37 Table of Contents
Well-Being-Adjusted Life Years (WELLBYs)
Across San José
Calculating WELLBYs
Gives us a single metric
that combines average life
satisfaction with average
life expectancy.
WELLBYs Approach
Thus allows us to
evaluate whether we are
‘adding years to life and
life to years.’
Considering well-being and life expectancy together reveals larger inequalities than considering these variables separately because happier places also tend to be healthier. Average WELLBYs in San José is about 548 similar to USA average of 547. For reference, Finland tops the chart of all countries in the world at 638 WELLBYs per person. 38 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Mapping WELLBYs in San José by ZIP code
95135
95120
95131
95148
95129
95130
95127
95118
95110
95125
95037
95132
95136
95138
95121
95124
95123
94089
95112
95002
95126
95128
95139
95122
95134
95133
95113
95117
95111
95119
95116
ZIP CODE
WELLBYs
450 500 550 600 650 700
Yellow lines indicate the focus area zip codes
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 39 Table of Contents
Mapping Life Expectancy in San José
95122
95116
95111
83.6 - 85.2
83.4 - 83.6
82.9 - 83.4
82.3 - 82.9
81.9 - 82.3
81.7 - 81.9
81.6 - 81.7
81.4 - 81.6
81.1 - 81.4
80.1 - 81.1
83.6 - 85.2
83.4 - 83.6
82.9 - 83.4
82.3 - 82.9
81.9 - 82.3
81.7 - 81.9
81.6 - 81.7
81.4 - 81.6
81.1 - 81.4
80.1 - 81.1
40 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Mapping Life Expectancy in San José by ZIP Code
95131
95120
95148
95138
95127
95135
95132
95133
95129
95139
95121
95089
95119
95124
95123
95111
95125
94118
95112
95136
95037
95002
95134
95113
95116
95126
95130
95117
95128
95110
95122
ZIP CODE
LIFE EXPECTANCY
0 10 20 30 40 50 60 70 80 90
Yellow lines indicate the focus area zip codes
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 41 Table of Contents
Headline Two Lines Here
Well-Being Driver
Analysis:
What factors best explain differences in well-being
across people in San José?
42 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Variable Groupings & Question Wordings
Work
At work, do you get to use your strengths to do what you do best every day, or not?
Are you currently employed?
Does your supervisor always create an environment that is trusting and open, or not?
Does your supervisor at work treat you more like he or she is your boss or your partner?
In the last seven days, I have felt active and productive every day.
Health Status
Do you have any health problems that prevent you from doing any of the things people your age normally can do? During the past 30 days, for about how many days did
poor health keep you from doing your usual activities?
BMI greater than or equal to 30 (derived from height and weight) Have you ever been told by a physician or nurse that you have depression?
Would you say your own health, in general, is ...? (1-5, excellent to poor)
Safety
I always feel safe and secure.
In the city or area where you live, is it easy or not easy to get a safe place to exercise?
Community and People
You can’t imagine living in a better community than the one you live in today.
You are proud of your community or the area where you live.
Are you satisfied or dissatisfied with the city or area where you live?
The city or area where you live is a perfect place for you. Approximately, how many minutes does it take you to get from your home to your workplace?
The house or apartment that I live in is ideal for me and my family.
If you were in trouble, do you have relatives or friends you can count on to help you whenever you need them, or not? Someone in your life always encourages you to be healthy. Your friends and family give you positive energy every day.
Health Behaviors
Do you smoke?
In the last seven days, on how many days did you exercise for 30 or more minutes?
In the last seven days, on how many days did you have five or more servings of fruits and vegetables
Did you eat healthy all day yesterday?
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 43 Table of Contents
Driver Analysis of Well-Being in San José
Driver Analysis of Well-Being SAN JOSE POOLED
in San José
While health, community, safety, and
work are all important, the driver
analyses reveal their relative importance.
The overwhelming importance of
“health status” (i.e. one’s physical
and mental health) stands out and is
absolutely critical as it explains nearly
60% in the variance in general life
satisfaction between people in San José.
Our analysis finds:
Individual health status stands out as the most important driver for life satisfaction in San José with general satisfaction with community and social a contributor to it. Healthy behaviors, personal safety, and work satisfaction are other strong drivers for life satisfaction. Considering the individual drivers of well-being, it is striking to observe the extent to which a sense of location in San José plays an important role. This suggests that effectively tackling the challenges that some areas are facing — and changing the public perception associated with it — would be important steps to raise well-being.
57.2%
Health Status
18.4%
City & People
9.4%
Healthy Behaviors
9.5%
Workplace
5.5%
Personal Safety
44 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Driver Analysis of Well-Being in San José by Gender
54.5%
Health Status
19.5%
City & People
8.3%
Healthy Behaviors
14%
Workplace
3.6%
Personal Safety
56.4%
Health Status
18.1%
City & People
11.2%
Healthy Behaviors
5.9%
Workplace
8.5%
Personal Safety
MEN WOMEN
MEN WOMEN
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 45 Table of Contents
Driver Analysis of Well-Being over the Life Course in San José
49.6%
Health Status
20.4%
City & People
12.1%
Healthy Behaviors
15.2%
Workplace
2.7%
Personal Safety
53.9%
Health Status
22.8%
City & People
5.1%
Healthy Behaviors
7.8%
Workplace
10.3%
Personal Safety
YOUNG
RESPONDENTS
OLDER
RESPONDENTS
HEALTH STATUS
HEALTHY BEHAVIORS
PERSONAL SAFETY
WORKPLACE
COMMUNITY & PEOPLE
Most notable are the changing drivers of well-being over the life course.
The importance of health status rises dramatically with age.
The opposite is true for the workplace and community & people variables which are much more important to the well-being of the young.
Categorization of Gallup data variables relevant to Blue Zones interventions.
Methods: variance decomposition and hot-deck imputation 46 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 47 Table of Contents
Driver Analysis of Well-Being in San José
35.6%
Health Status
27.1%
City & People
3.7%
Healthy
Behaviors
18.6%
Workplace
14.9%
Personal Safety
52.9%
Health Status
21.7%
City & People
10.0%
Healthy
Behaviors
8.9%
Workplace
6.4%
Personal Safety
BIPOC WHITE
HEALTH STATUS
HEALTHY BEHAVIORS
PERSONAL SAFETY
WORKPLACE
COMMUNITY & PEOPLE
The changing drivers of well-being across ethnicity are also notable. The importance of health status shifts dramatically between ethnicities.
The importance of workplace well-being and personal safety also shift, as they are more important drivers for BIPOC individuals than white individuals.
Categorization of Gallup data variables relevant to Blue Zones interventions.
Methods: variance decomposition and hot-deck imputation 48 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones’ work in over 75 communities across the country has demonstrated a measurable ability to increase levels of physical activity and to increase the consumption of healthy food over junk food. We’ve also shown communities how to favor the pedestrian over the automobile, thus driving more social interaction, more physical activity, better air quality, less traffic stress, and fewer accidents and deaths. In our previous Blue Zones Project cities, we’ve seen smoking, obesity, and loneliness decline. We have helped people find their purpose and put that purpose to work. All of these factors have a measurable impact on community and individual wellbeing. We can help drive consensus around policies that will be most effective and feasible for San José in creating healthier and happier people.
Blue Zones’ top priority is to increase the health and happiness of communities and individuals. To that end, this analysis will help our expert team — and San José — determine where to put our focus.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 49 Table of Contents
Headline Two Lines Here
Policy Overview
Optimizing local built environment, food systems,
tobacco, and alcohol policies is a high impact, costeffective strategy to reduce chronic disease and increase well-being.
50 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Headline Two Lines Here
With this approach, individuals can see tangible
transformation taking place in their lives: from the places where they spend their time, to the streets and paths they traverse, the foods they eat, beverages they drink, and the air that they breathe.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Blue Zones: San José Report 51 Table of Contents
Headline Two Lines Here
52 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Built Environment
The built environment encompasses the human-made spaces where we live, work, learn, and play. This includes our streets, buildings, open spaces, homes, and sidewalks.
Optimizing built environments can increase physical
activity of an entire community by over 30%. It
can also enhance the social life of a community
by increasing a sense of belonging, ownership,
watchfulness, and involvement in one’s community.
30%
53 Table of Contents
Headline Two Lines Here
54 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Background research, including data and information focused on the regional economy, demographics, social determinants of health, current transportation planning efforts, and policy groundwork in the region.
Several site visits, including focus groups, individual meetings, and tours of area neighborhoods and parks, as well as telephone interviews with leaders and change agents across multiple sectors.
Interviews with key stakeholders from multiple sectors, including transportation, planning staff, parks and recreation, economic development, community service and advocacy groups, housingfocused agencies, and public health.
The Blue Zones Built Environment
Policy team had the privilege of
visiting San José and speaking
with a broad array of local industry
professionals and experts.
The team met with community
leaders and various partners to
identify built environment strengths,
opportunities, and challenges. This
process included:
Table of Contents
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 55 Blue Zones’ Built Environment approach
highlights common sense ways to make
San José a safer place for everyone
to walk, bike, and roll, including those
who are vulnerable to traffic deaths
and severe injuries: children, older
adults, low-income people, people with
disabilities, and unhoused people. By
adopting tactical urbanism strategies,
amending zoning regulations, and
creating or updating street design
standards that prioritize pedestrians,
Blue Zones provides expert support to
increase multimodal access, efficiency,
safety, and connectivity for all travelers.
Prioritizing Pedestrians
There is significant
research that links
walkable places
with resilience and
community wellbeing.
Table of Contents
Goals & Guiding Principles
Routine, daily, natural movement and social connection are central tenets of the Blue Zones principles of a healthy, engaged lifestyle. This does not necessarily mean structured exercise or scheduled interactions; rather, a healthy lifestyle is encouraged through an environment that is supportive of walking, bicycling, and social connectedness.
Essential Blue Zones goals for the built environment include moving naturally, encouraging social gathering places, completing neighborhoods, and increasing housing options. Extensive evidence-based research has demonstrated that neighborhoods or communities that have these components have higher rates of walkability, economic development, vitality, and greater overall health and safety for residents. Each of the core Blue Zones Built Environment goals are described below.
Green spaces can reduce anxiety and depression, improve heart and bone health, create social connections, and ease stress.
Previously, the Trust for Public Land reported that thousands of adult residents use San José’s parks, trails, and community centers to engage in physical activity at a level sufficient enough to generate measurable health benefits, yielding annual medical cost savings of $28.3 million
GOAL ONE
Promote natural movement
includes a comprehensive and
connected network of pedestrian
and bicycle facilities, such as
sidewalks and crossings, bicycle
lanes, and trails that are available
to all residents and visitors. Major
roads are designed or retrofitted
to fully accommodate those
walking, biking, and rolling to
safely and comfortably access their
destinations. Streets are compact,
green, comfortable, and inviting,
serving low-speed movement of
all. Essential to this goal is ensuring
the safety, security, and access
for people of all ages and abilities.
Daily needs are met easiest by
walking through thoughtful infill
investments in mixed-use buildings,
parks, and plazas.
56 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
GOAL TWO GOAL THREE GOAL FOUR
Encourage social gathering
spaces, accessible areas
integrated into the neighborhood
fabric that facilitate and encourage
connections between people and
places. Examples include parks,
open spaces, and community
nodes like a plaza or neighborhood
square. Sometimes uninviting,
nonessential pavement can be
transformed into community
amenities.
Increase complete neighborhoods
that offer residents options on
where and how to live, work, shop,
play, learn, worship, and get around.
Destinations and well-connected
low-speed routes are designed to
encourage social connections and
physical activity. Benches, shade
structures, planters, awnings, water
fountains, human-scaled lighting,
way-finding elements, and wellplaced quality bicycle parking offer safe, welcoming, comfortable,
and appealing surroundings.
Buildings provide security by
placement near walkways and
through window coverage and a
level of transparency that assures
pedestrians.
Increase housing options by
providing a range of housing,
which can increase affordability of
neighborhoods and communities.
Missing middle housing, such
as accessory dwelling units,
townhomes, duplexes, four
squares, courtyard homes, pocket
neighborhoods, apartments, and
other housing options traditionally
found in communities are
encouraged. Middle housing can
also help gently increase density
in a neighborhood, increasing
its vitality, sense of community,
and opportunities for social
connectedness.
The Blue Zones Built Environment Policy Menu has operationalized these goals into specific objectives and strategies. Our time in San José was primarily spent assessing the degree to which the city has adopted and implemented specific strategies found in our policy menus within the study area. Additionally, we assessed the appetite and interest of local leaders and stakeholders in adopting or implementing additional built environment strategies to increase the residents’ well-being.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 57 Table of Contents
The built environment of San José paints a picture
of varying lived experiences. For some, their
communities are full of vibrant places, inviting
streets, and safe neighborhoods where residents
recreate and socialize with neighbors. For others,
particularly in areas of East San José such as Mayfair
and Seven Trees, the landscape is lacking in features
that promote health and well-being. Fortunately,
many city and county stakeholders and decision
makers are working together to make San José a
place for everyone to thrive, as seen in the Children
and Youth Services Master Plan.
In order for all youth in San José to realize their greatest potential, the city must overcome many challenges in
places where people live, work, learn, and play. Some of the challenges facing San José are rooted in historic inequities such as redlining, socioeconomic disparities, and unequal distribution of neighborhood assets. Other challenges
include a severe housing shortage, a lack of housing options, and a car-dependent environment that creates barriers to natural movement.
The opportunities for positive change with focused efforts are abundant. Parks can be improved through maintenance and capital investment. The walking, biking, and transit systems are ripe for safety improvements, efficiency gains, and projects that promote user comfort. Significantly more housing can be expedited through zoning changes and
accelerating review and entitlement phases. Underutilized quasi-public spaces can be transformed into iconic places to gather. Blue Zones stands ready, eager, and able to help implement policy changes that positively affect the built environment and fulfill the community’s established visions.
Executive Summary
58 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
“There’s something transformational about turning the ‘hope’ switch on.” – Angel Rios, Deputy City Manager, City of San José
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 59 Table of Contents
Top Opportunity Highlights
REINSTATE, FOCUS, AND STREAMLINE VISION
ZERO TASK FORCE: The Vision Zero Network helps
communities eliminate traffic fatalities and severe injuries and increases safe, equitable mobility for all. Despite the recent challenges with the city’s Vision Zero Task Force, refocusing efforts, streamlining responsibilities, and
empowering residents to contribute to a safer San José
are needed.
EXPEDITE AND INCREASE QUICK-BUILD PEDESTRIAN
PROJECTS DETERMINED THROUGH WALK SAFE SAN
JOSE: Quick-build projects, particularly around schools and parks, can immediately improve safety for walkers and bicyclists. The focus areas of Poco Way/Mayfair and Seven Trees/Santee currently have fewer quick-build projects
than other areas, such as downtown, and ramping up
the delivery of quick-build projects can make a positive difference.
LAUNCH SPEED SAFETY CAMERAS: Recently, the
California legislature gave San José permission to use
speed safety cameras in a number of locations. The
treatment has been shown to improve all street users’
safety significantly and should be carefully implemented with an emphasis on high-pedestrian areas like school and park zones, with consideration of equity issues through community engagement.
IMPROVE AND MAINTAIN AREA PARKS AND
RECREATIONAL OUTLETS: Area parks and trails, such
as Coyote Creek, are a source of activity and pride.
Addressing backlogged maintenance needs, implementing
amenities desired by residents and particularly San José’s youth, and addressing safety concerns may result in greater use of parks by all and can improve San José’s Trust for Public Land Park Score.
60 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
INCREASE PEDESTRIAN CONNECTIVITY: Connectivity
for pedestrians of all ages and abilities is of paramount concern. Implementing Complete Street/Vision Zero
objectives of more frequent mid-block crosswalks and
connection opportunities include Pedestrian Hybrid
Beacons or two-stage median refuge islands controlled
with Rectangular Rapid Flash Beacons around transit
stops, activity centers, schools, and parks while working to eliminate or greatly improve intersection slip lanes.
CONTINUE TO INVEST IN A FOCUSED TREE CANOPY
CAMPAIGN: Tree canopies provide numerous health
benefits ranging from air filtration and slowing speeding drivers to casting cooling shade and adding a natural
element to an urban landscape. Focus areas in East San
José often lack trees or have considerably less tree canopy than neighboring areas. By building on recent planting
efforts and expanding urban forest campaigns through
street trees and shade trees in parks and school campuses, long-term improvements can be made in health and safety.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 61 Table of Contents
EXPLORE MAXIMIZING PUBLIC/QUASI-PUBLIC SPACES:
Many locations throughout the city are public/quasi-public spaces, defined as sites that primarily have a public-serving use and may be operated as a commercial business or as a public service or institution. This include schools, libraries, museums, airports, fire stations, convention centers,
and governmental offices. Optimize the spaces to help
achieve a sense of place and community-defined goals
and objectives by determining what opportunities already exist in the realm of community centers, social gathering places or placemaking, economic initiatives like temporary or seasonal events, and youth physical and enriching
activities. The latter include sports, outdoor music and art programs, and learning activities envisioned in the Children and Youth Services Master Plan.
AMEND ZONING CODES TO INCREASE HOUSING
DENSITY IN ALIGNMENT WITH STATE BILL 10: The last
major zoning code rewrite was in 2010, at the tail end of the Great Recession, when housing supply was abundant
due to a flood of foreclosures. Currently, housing supply and affordability have reversed and are at an all-time
low. To help bring the housing market into a healthier
state, zoning code needs to be addressed and more
housing built to meet market demands. California State
Bill 10 gives the city of San José permission to amend
their code in a way that expands property owners’
development flexibility and builds more housing with
greater density. To date, the city has not taken the
approved measure but can revisit the issue given the
extreme affordability challenges, using community
engagement to guide the decision- making process.
“Simplifying the entitlement
process is key.”
– Kip Harkness, Deputy City Manager, City
of San José
62 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
IMPROVE TRANSIT EXPERIENCE: The number of transit
lines and the frequency of headways are only part of
the transit experience. The implementation of bus stop
essentials, cleaner facilities, and technology interfaces are needed to ensure high-quality service and robust
ridership. There is also an opportunity to advocate for better public transportation options to enhance transit access, including providing youth and students with lowcost or free transit passes. EXPAND URBAN VILLAGES PROGRAM: The city has
expressed support for 15-minute neighborhoods. Related to the concept and codified in plans and code are San José’s urban villages. Creating urban villages (areas that include residential and jobs-based developments; have access
to transit; and are walkable and bicycle-friendly) is the fifth of 12 major strategies in San José’s General Plan. The opportunity exists to expand the concept within the focus neighborhoods using the Alum Rock Avenue Urban Village
Plan as a starting point.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 63 Table of Contents
Strengths
CHILDREN AND YOUTH SERVICES MASTER PLAN: The
city-led initiative is a major policy win for advancing the health, well-being, and interests of San José’s youth.
A major emphasis of the plan is to address inequity,
particularly the city’s most vulnerable youth and younger adults who have been underserved and marginalized due
to their race. The plan contains seven strategic priority areas, several of which are directly or closely related to the built environment including: Safe, Clean, and
Connected Communities; Housing Access and Security;
and Health and Mental Wellness. Goals in the plan align with Blue Zones objectives like equitable access to
housing types, thriving neighborhoods, and strong vibrant communities.
VIVA CALLE AND VIVA PARKS: Both local events draw
tens of thousands of participants to the streets and parks of San José. Viva Parks brings people to various park
settings to experience events, movies, and more and is a great example of community gathering and interaction.
Viva Calle is an open street event that, since inception, has been held four times annually. However, due to recent budget cuts, it will now be held three times in 2024. Given the success of the events, an opportunity exists to use both as a springboard for smaller, centralized, and more frequent versions in focus areas of East San José, such as Seven Trees and Mayfair, using inclusive programming to attract all ages and abilities.
BICYCLE INFRASTRUCTURE: A concentrated effort exists
to improve bicycling environments throughout the city.
The evidence is found in many protected bike lanes, cycle tracks, buffered bike lanes, and bike boulevards. While more of the city is to be addressed as budgets allow, the system would collectively rival many of the better bicycle systems in North American cities. The challenge will be to continue to push the design envelope by instituting
lane protection through vertical barriers, intersection treatments that eliminate vehicle crashes, and linkages to community destinations sought by those on two wheels.
64 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
NO PARKING MINIMUMS: In 2023, the city of San José
took a major step in advancing a progressive land
use policy by eliminating parking minimums for new
development. The “no parking minimum” policy is
growing momentum from coast to coast, and both
policymakers and decision-makers recognize the harm
that comes from requiring valuable acreage for the
temporary storage of vehicles. Such a policy should
help improve affordable housing, cultural shift toward
public transportation, and further grow developments,
particularly infill, throughout the city.
“The desire for protected bike lanes
is there.”
– San José City Council Member
AREA PARTNERSHIPS: Building strong partnerships and
trust among local organizations is vital for achieving
health equity goals, and San José has a strong fabric
of community-focused entities. The list of non-profit
organizations, community-based organizations, and
similar groups is comprehensive. For continued progress in the realms of safe transportation, community
gathering places, and equitable housing, it is essential that organizations like those serving San José maintain a collaborative relationship with decision-making bodies like the city and county governments.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 65 Table of Contents
DATA, PLANS, AND POLICIES: The city has worked
tirelessly to create state-of-the-art planning documents that usher in desired outcomes. The city’s General Plan indicates the commitment to long-range planning, as
do the numerous sub-area plans, corridor plans, critical transit station plans, the urban villages initiative, the citywide bike plan, Move San José, and area park plans.
Beyond plans, the city also gathers significant amounts of data, particularly graphic information. The illustrations allow residents, developers, community organizers, and
decision-makers to instantly put complicated or copious numbers and data sets into a visual medium when
weighing process and implementation.
POPULATION DIVERSITY: San José is one of the most
diverse cities in the nation. The city has a longstanding cultural history, and the diverse ethnic makeup of its
population reflects that history. The result of this diverse population is a city teeming with a broad array of cultures, languages, events, gatherings, customs, foods, and other features.
ACCESSORY DWELLING UNITS (ADUs): The city of San
José has had great success with the construction of new ADUs. Tiny houses, junior accessory dwelling units, or
conventional ADUs, have been built more than anticipated since making changes to the zoning code. Since 2018,
ADU construction and permitting has more than doubled
historic norms. Before ADU zoning laws were changed,
San José saw roughly 15 units per year. After the changes, the city sees nearly 430 units annually. Now, San José has taken an even bolder step by allowing the private sales of ADUs, becoming the first city in the state to do so.
COMMUNITY ORGANIZING: San José is a community with
a long history of organizing for change. Caesar Chavez, Dolores Huerta, the African-American Community Service
Agency, and many others have mobilized generations
to address inequities, institutional racism, and classism practices. Ideally, efforts will continue to tackle persistent issues and respond to emerging issues. Alone, one
organization can influence moderate change, but a group of organizations working together, and guided by a
common vision (such as the Children and Youth Services
Master Plan) can accomplish much more.
“We have tons of great policies in
place; now is the time to execute.”
– City of San José Staff Member
66 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
MICRO-MOBILITY: San José has been home
to micro-mobility vehicles for over a decade,
with newer e-bikes delivered in 2024. The bike
stations are located throughout San José,
including in focus areas. The bike rental system
has positive reviews and has been a good
addition to the city’s street network. Scooters
are also popular in San José, particularly in
the downtown region. With continued safety
improvements to streetscapes, the popularity of
both corporate and over-the-shelf micro-mobility
options should continue to grow and consider all
modes that are inclusive for accessibility.
THE POWER OF INNOVATION: Few cities in the
nation are home to the kind of innovation that
is found in San José and the greater Santa Clara
County region. From some of the largest names
in international technology, to lesser known but
vital small businesses and the city’s Via del Oro
initiative, there is no shortage of groups who
face problems head on and disrupt industries
with unique approaches to solving them. This
concentration of ingenuity, determination, and
creativity is essential to addressing some of the
challenges facing San José and will be an integral
part of any worthy solutions.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 67 Table of Contents
Challenges
PUBLIC SAFETY: There is a need to enhance public safety by developing strategies through the built environment
to address safety concerns, starting in East San José. The perceived threat of crime can limit participation in various activities, stifle investment, diminish economic prosperity, and hamper the potential effects of public and private
intervention. During on-site discussions, several participants expressed their hesitation to use certain trails and parks due to personal experiences and lack of perceived safety. This led to limiting their physical activity and points of social connection, replacing walking along a trail with a friend to grab lunch from a healthy grocery store with driving to a chain restaurant instead.
HEAT ISLANDS AND CLIMATE CHANGE: As climate change
continues to impact vulnerable cities, the urban heat island effect creates an increase in temperature caused by the built environment. Heat islands are especially dangerous for older adults, young children, people with health conditions like diabetes, and people who work outside. It can be
difficult to find relief from the heat as not all neighborhoods have sufficient cover of shade trees or shade structures, cooling water features, or the ability to cool their homes.
Residents of intra-urban heat islands are more likely to experience heat-related illnesses and even death. Related negative effects include poorer air quality and a higher cost burden of air conditioning bills. Data has shown that community members with low incomes and communities of
color are disproportionately exposed to heat islands.
68 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
MANY UNDERUTILIZED SPACES AND A SPARSE AMOUNT
OF THIRD PLACES: Participants in interviews described
a lack of unique and engaging places, particularly in the East San José Seven Trees and Mayfair neighborhoods.
Specifically, participants described the need for additional “third” places. Third places can include neighborhood
businesses, park settings where people can congregate,
or spaces with unique placemaking concepts. Such places not only provide a physical outlet but can increase social interaction and community belonging as well. Given the
high number of public spaces and underutilized commercial spaces, the desired transformation to install third places is not only possible, but likely with good plans, facilitation of resources, and varying forms of investment.
“San José has a suburban feel that
prevents walking.”
– Public Works Staff Member
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 69 Table of Contents
PACE OF PROJECT APPROVAL: When land use application
processes are excessive or if reviews result in conflicting findings, projects can be delayed, and construction
timeframes become excessive. The development
community may respond by passing entitlement period
delays on to the consumer through purchase or lease
price, driving costs upwards. Further, as a project unfolds, market demand and conditions can change, including the
financing, labor, and material cost landscape. Developers can forgo building in a community to avoid potential pitfalls and make the process more predictable. This situation was described as a reality in San José and may be hampering growth and project delivery.
HISTORIC AND PERSISTENT INEQUITIES: Described during
numerous interviews, focus groups, the city’s Equity Atlas, and the recently released Silicon Valley Pain Index, is a history of underinvestment, redlining, and racial or socioeconomic biases that have led to high racial and income segregation in San José. The city’s equity analysis combines income and racial equity scores, showing Seven Trees and Mayfair neighborhoods with a score of 10, indicating the highest concentration of both people of color and low-income households. The
Healthy Places Index, included in the Equity Atlas, combines 23 inputs to determine general population health within a given census tract with 100% being a perfect score. Council District 5 (14.96%) and 7 (25.11%), are the two lowest among all city districts. Additional comments were made in interviews about parks with little to no infrastructure and equipment, school campuses in poor condition, and streets that haven’t been maintained. These conditions can contribute to housing inequity, concentrated poverty, gang and criminal activity, and difficult academic and economic conditions.
HISTORY OF SPRAWL: San José was largely formed as a
suburban city consisting of single-family homes and car-centric neighborhoods. Years of annexing residential subdivisions and limited development of commercial and employment centers resulted in high work commute patterns to other cities, a disconnected street system, and general sprawling landscape.
Despite major changes in perspectives in the last generation, overcoming such a landscape has and will continue to take years of continued policy shifts, strategic investment, social acceptance, and political courage. The State has permitted the city to take action, alleviating some of these anti-development pressures, but the subsequent zoning changes must be ratified. 70 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
NUMBER OF UNSHELTERED INDIVIDUALS:
The city is focused on addressing the root
causes of homelessness through system and
policy intervention, and expanding homelessness
prevention and housing programs to improve the
quality of life for unsheltered individuals. Since 2020, temporary shelter units have increased, and one in
four people who entered temporary shelters were
able to be placed in permanent housing. Yet as of
2023, over 6,300 people were counted as unhoused,
with roughly 70% living in unsheltered conditions.
Furthermore, nearly 2,000 San José citizens are
chronically unhoused, and nearly 10% of all homeless
are youth. One major aim is to reach “functional
zero” which is an equilibrium between people
connected to new housing and new households
entering homelessness. The ratio in 2019 stood at
2.5:1 and as of 2023, stood at 1.7:1. The 2023 count
did indicate a drop in the number of unhoused and
unsheltered homeless, showing a near 100% decline
due in part to community stakeholders building
thousands of new units of affordable housing,
scaling homelessness prevention assistance,
expanding outreach and basic needs services,
and piloting new temporary housing and shelter
models. While the city continues to take proactive
steps to build more shelter space and affordable
housing, allowing the private and non-profit sector
to construct more housing by taking proactive steps
in residential zoning and entitlement processes
can help with housing individuals in San José while
furthering affordability goals.
As of 2023, over 6,300
people in San José were
counted as unhoused,
with roughly 70% living in
unsheltered conditions
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 71 Table of Contents
Opportunities
REINSTATE, FOCUS, AND STREAMLINE THE VISION
ZERO TASK FORCE: Vision Zero is an initiative to reduce the number of fatalities and serious injuries involving road traffic on the highway system to zero. Blue Zones
has access to some of the nation’s best transportation
minds who can help facilitate and determine how better to engage a Vision Zero Task Force. Further, Blue Zones can aid San José and their Vision Zero Task Force in obtaining funding through grant writing support.
Year Crashes Fatalities Severe
Injuries
2018 5140 52 198
2019 5400 59 212
2020 4341 49 232
2021 4707 59 237
2022 5164 59 190
72 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
EXPEDITE AND INCREASE QUICK-BUILD PROJECTS
IDENTIFIED THROUGH WALK SAFE SAN JOSE: San
José has embraced the use of traffic bollards. Bollards are examples of quick-build tools that can be employed
in more places and with greater frequency to accelerate the pace of community safety. Blue Zones is a national
leader in quick-build expertise and can assist the city in identifying additional appropriate locations, increase the inventory of effective city-used tools, and help expedite delivery by assisting with funding via grants and other sources. Ensuring projects are delivered quickly can
address situations where a higher number of crashes exist that may result in injuries and fatalities.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 73 Table of Contents
LAUNCH AUTOMATED SPEED SAFETY CAMERAS: As
of October 2023, San José has been given permission to
introduce up to 33 automated speed enforcement cameras.
Similar camera systems have been adopted in cities
nationwide and are highly effective at increasing driver compliance and reducing dangerous driving behavior,
resulting in safer streets and intersections. In cities like New York, over a four year span, speeding was reduced by 63% during school hours, and 81% of ticketed drivers never received a second SSC (speed safety camera) violation.
Given that the number one cause of fatal and severe injury crashes in San José is due to speeding, the program should be implemented with a focus near schools, high-crash
locations, high-speed locations, and parks and recreation areas with a high amount of pedestrian activity. Prior to and during implementation, the surrounding community
should be engaged to understand the purpose of the
cameras and voice any concerns to ensure inequities are not exacerbated.
74 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
ADDRESS MAINTENANCE NEEDS AND SAFETY CONCERNS AT AREA PARKS, RECREATIONAL OUTLETS, AND TRAILS: The city has outstanding parks, trails, and general recreation spaces close to where many residents live. Due to budget challenges and shortages, however, portions of the focus areas in District 5 and 7 have fewer parks and recreation offerings, such as universally designed playgrounds that are all inclusive with hours of operation that ensure everyone can use park amenitities. It was noted in an interview that public spaces are in need of more benches in multiple locations as people with disabilities get tired easily and need places to rest. Blue Zones can partner with the city to identify funding opportunities, advance Crime Prevention Through Environmental Design (CPTED) analysis and plans, and partner with national organizations like the Trust for Public Land to measure improvements to the San José Park Score Index (57.5 out of 100) and improve its national rank (35 out of 100) among other major U.S. cities.
“Our goal is to have everybody (in San José) live
within a 15-minute walk from a park.”
– Matt Mahan, Mayor, City of San José
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 75 Table of Contents
“Sidewalks are narrow and have not had the
same attention on the East Side as surrounding
neighborhoods. The thought is “fix it when you
need it” so there are missing curb cuts and
sidewalks are not level, making it hard to walk
and roll with friends, especially in a wheelchair.
New codes for accessibility will change things.”
– Michele Mashburn, Disability Advocate and Activist
INCREASE PEDESTRIAN CONNECTIVITY: San José continues to take great strides in addressing sidewalk gaps, street connections, and crossings that affect people with all kinds of abilities. Particularly in Blue Zones focus areas, additional mid-block crossings are needed with increased frequency for pedestrians to access neighborhoods, community sites, bus stops, or places of commerce. In other locations, intersection slip lanes are in place that promote high-speed turns by motorists and are not STOP-controlled.
Blue Zones can help expedite improvements through assistance with community engagement, quick build projects, solution and treatment identification, and the pursuit of safety and enhancement funds to build what is planned.
76 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
“We have a lot of underused spaces that could
create a ton of jobs.”
– Focus Group Participant
CONTINUE TO INVEST IN A FOCUSED TREE CANOPY CAMPAIGN: The city of San José has painstakingly inventoried its entire tree canopy.
Through research, the community value of each tree has also been calculated and mapped depicting annual values of $20 or more per tree.
According to the city website, the number of trees with an annual benefit of $20 or more per annum in the target neighborhoods like Alum Rock and Seven Trees is very low when compared to the balance of San José.
Though the city had major success in the last year with tree plantings, many more trees are warranted. Whether climate change, household energy consumption reduction, driver behavior, air quality, or general enhancement, trees are generally well accepted and simple to implement. EXPLORE MAXIMIZING PUBLIC/QUASI-PUBLIC SPACES: San José has many public/quasi-public spaces. Each parcel is unique in form and may present opportunities to repurpose public space in various ways.
Neighborhood placemaking projects may include relocating assets like Berryessa Flea Market, satellite community centers and libraries, modest housing, or temporary commercial activities. Blue Zones seeks to bring galvanizing uses and activities into neighborhoods that improve conditions and has helped reinvigorate and reimagine spaces to achieve such goals.
The opportunity is to inventory, assess, and possibly plan and design unique public spaces that optimize underutilized parcels.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 77 Table of Contents
AMEND ZONING CODES TO INCREASE HOUSING
DENSITY IN ALIGNMENT WITH SB10: Since 2018, the
number of ADUs in San José has increased dramatically
since the city made zoning changes and streamlined the
development code. The same ambition fell short when it
came to other housing as per the intent of SB10. Since
the same year, single-family homes, duplexes, and multifamily units are well short of averages. Trade-offs need to be made, and significantly more housing units must be
permitted. For an adequate number of units to be built, the zoning rules must change to permit more units in
more places and at higher densities to reduce unnecessary delays.
IMPROVE CUSTOMER SERVICE EXPERIENCE FOR
TRANSIT RIDERS: The customer service element of local
transit services has been reported to be the missing link for area riders and can be a significant opportunity to improve transportation in San José. Areas for potential investment include upgrading area bus stops to full shelters, shade treatment, and water fountains, the fare purchase
transaction interface and experience, street crossing
locations to improve accessibility, and bus cleanliness.
Additionally, working with area schools and youth to attract new riders can provide long term riders over time. Proof of community partners working together for the improvement of the customer experience comes from the Diridon Station Plan. The plan is an indication of a collaborative nature and demonstrates how improvements can be achieved.
78 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
EXPAND URBAN VILLAGES PROGRAM: The
Urban Village program is a necessary land use plan
to revitalize streets and improve daily livability
for residents. Most of the planned changes are
assembled along fronting parcels of arterials and
transit lines. There is an opportunity to expand
the residentially focused village concept to more
parts of the city and align with residential zoning
changes, thereby increasing housing supply and
densities and stimulating commercial enterprises.
Further, the villages can and should include modest
commercial and service sector enterprises given
the relatively low acreage San José has dedicated
to such land uses. Neighborhood establishment
can help grow local entrepreneurs, give youth and
young adults employment opportunities as sought
in the Children and Youth Services Master Plan, and
bring daily commerce needs closer to residents
thus helping fulfill the objective of a 15-minute city.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 79 Table of Contents
People and Organizations Engaged People and Organizations Engaged Name Title Organization
Ash Kalra Assembly member | 25th Assembly District California State Assembly Bien Doan Councilmember, District 7 City of San José
Bob Brownstein Strategic Advisor Working Partnerships
Carolyn Gonot General Manager Valley Transportation Authority Cassandra Staff Manager Santa Clara County, Office of Women’s Policy Chris Burton Director, Planning, Building, and Code
Enforcements City of San José
Cindy Chavez County Supervisor | District 2 Santa Clara County David Cohen Councilmember District 4 City of San José
Deb Kramer Executive Director Keep Coyote Creek Beautiful Dev Davis Councilmember | District 6 City of San José
HaNhi Tran Senior Manager Vietnamese American Service Center (VASC), County of Santa Clara
Jeffrey Buchanan Managing Director, Policy & Public Affairs Working Partnerships Jennifer Maguire City Manager City of San José
Blue Zones acknowledges and thanks the following participants for lending their time, expertise, and insight in contribution to this report. 80 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Name Title Organization
Jessica Zenk Deputy Director, Transportation Planning & Project Delivery City of San José
John Cicirelli Director, Parks, Recreation & Neighborhood Services City of San José
Kip Harkness Deputy City Manager City of San José
Lam Nguyen Chief of Staff, District 4 City of San José
Lee Wilcox Assistant City Manager City of San José
Mary Ann Dewan Superintendent of Schools Santa Clara County Office of Education Matt Loesch Public Works Director City of San José
Matt Mahan Mayor City of San José
Michele Lew Chief Executive Officer Santa Clara Health Trust Michelle Bouchard Executive Director Caltrain
Pam Foley Councilmember | District 9 City of San José
Rosalynn Hughey Deputy City Manager City of San José
Susan Ellenberg Supervisor, District 4 County of Santa Clara Ted McMahon Chief Investment Officer Bayview Development Group Zulma Maciel Director City of San José Office of Racial and Social Equity Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 81 Table of Contents
Headline Two Lines Here
Built Environment
Policy Menu and Scan
This built environment policy scan provides a sample list of relevant policies and legislation related to the goals, objectives, and strategies identified from the Blue Zones Policy Menu. The scan focuses on key regulatory and non-regulatory categories associated with the four Blue Zones built environment goals: 1) promote natural 82 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Headline Two Lines Here
movement, 2) encourage social gathering places, 3)
complete neighborhoods, and 4) increase housing options.
Along with contextual information, these scan results may provide useful policy background when undertaking built environment initiatives aligned with Blue Zones.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 83 Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
PRIORITIZE
WALKING FOR
EVERYONE
Adopt or amend Complete Streets policies to direct specific changes to the design of streets (such as those identified below). For communities without a Complete Streets policy, adopt one that identifies relevant changes (such as those listed below) and establishes prioritized schedules for implementing those changes.
Identify critical walking/biking routes in local communities (especially those that connect key community assets such as schools, parks, libraries, and other civic institutions) and schedule capital improvements to complete missing or insufficient sidewalks or paths.
Create a program to place, establish, and maintain street trees in neighborhoods with inadequate tree canopy.
Evaluate the need for traffic calming, reduced travel lane width or number, and reduced pedestrian crossings along critical walking/biking routes, and provide timely capital improvements to implement findings. 84 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
1 The Metropolitan Transportation Commission, the Metropolitan Planning Organization (MPO) for the San Francisco Bay Area, adopted a Complete Streets policy in 2022. The city has two complete streets projects underway: the McLaughlin Avenue Complete Streets Project and the Willow-Keyes Complete Street Project. The state also has a Complete Streets policy.
X X X
2 San José has a bike plan: the Better Bike Plan 2025. It has a Bicycle-Pedestrian Advisory Committee as well. California Walks’ Walk San José project endorses the city’s San José Downtown Transportation Plan (DTP), which seeks to strengthen walkability. The downtown area’s “walking network” map identifies critical pedestrian routes. However, this is not a complete walking plan. It appears that development of San José’s overall plan for transportation and decision making is in progress. A current, publicly-available version (the ArcGIS version) does not appear to identify a walking network.
X X X X X
3 The city has a Community Forest Management Plan that calls for the development of a tree program. There is no current support program for maintaining city trees, though the city does have several partnerships with groups that help.
There is a permit required for removing street trees.
X X X X X X X
4 The city’s Traffic Safety office has a traffic calming policy and a traffic calming toolkit. Some of the “comprehensive” traffic calming strategies employ engineering measures, though only if the ordinary measures are not enough. The city has a program called “Slow Down, San José", which, while not a capital improvement, is intended to encourage drivers to drive the speed limit and calm traffic.
X X X X
NON-REGULATORY — Creating or changing programs, guidance, or education efforts.
REGULATORY — Creating or changing legally binding standards, rules, or laws, such as zoning codes, ordinances, permitting, or licensing standards.
Category:
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 85 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
PRIORITIZE
WALKING FOR
EVERYONE
Adopt tactical urbanism strategies to demonstrate easily implementable streetscape changes.
Require wide sidewalks in commercial areas and places where multi-unit housing and townhouses are prevalent.
Limit the number and width of curb cuts to preserve continuous and safe sidewalks.
Remove bans on on-street (parallel) parking on local and collector streets, and on arterials where possible, to help slow traffic and to protect sidewalk users from moving vehicles.
Train key staff, administrators, partners, and consultants on the importance of implementation measures for complete streets.
Category: REGULATORY NON-REGULATORY
86 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
5 Tactical Urbanism is not mentioned on the city’s website.
The Greenbelt Alliance hired Street Plans to do two demonstration projects in San José’s West San Carlos and South Bascom Urban Villages, however.
X X X
6 § 13.05 - Complete Streets Design of the San José Municipal Code, mentions that the City Council can require wider street rights-of-way for streets covered by Urban Village Plans, but it does not specify especially wide widths.
X X X
7 The municipal code does not limit curb cuts for this purpose, but the San José Complete Streets Design Standards & Guidelines say on Page 40, “Pedestrian activity areas and major bike corridors: Driveways are discouraged in areas with high pedestrian activity or with enhanced bikeway facilities. Access should be promoted via side streets or, in some instances, through shared use agreements with adjacent properties with existing driveways.” The San José Better Bike Plan says, “Curb access and management must be considered early in the design process to minimize conflicts.”
X X X
8 From Google Street View, it appears that parking is permitted on almost all residential streets, and many commercial streets, such as parts of Story Road. It is also permitted on most downtown block frontages. It is absent on a few important routes, such as Coleman Avenue. The Complete Streets Design Standards & Guidelines call for “parking buffers” between cycling and traffic lanes on a few streets.
X X X X
9 While the city’s website did not provide an overview of staff training, the city has several policies geared toward pedestrian, bicycle, and transit improvements, such as the “Transit First” policy and the Transportation Analysis Policy, which uses vehicle miles traveled as a metric for prioritizing transportation improvements: namely reducing vehicle miles traveled.
There may be trainings associated with these policies but that was not clear.
X X X X X
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 87 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
MAKE IT EASIER TO
WALK TO SCHOOL
Create a Safe Routes to School Plan that sets priorities for the most important improvements.
Implement the Safe Routes to School Plan through capital improvements.
Maintain, renovate, and create new neighborhood schools; avoid relocating existing schools to non-walkable locations.
Category: REGULATORY NON-REGULATORY
88 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
10 San José has a well-publicized Safe Routes to School program called Walk N’ Roll. The city supports schools with guidance. The county has its own Safe Routes to School program, in which San José takes part. Graduate urban planning students from San José State University conducted assessments of Safe Routes to School around five schools. (See Safe Routes to Schools Service-Learning Projects in San José Spark Longstanding Student Engagement in Community Planning.) The Valley Transportation Authority also has a Safe Routes to School program. However, the San José Unified School District does not seem to have a Safe Routes to School Program itself.
X X X
11 The city received a $12 million grant from the Safe Streets and Roads for All program, which will be used for several capital improvements toward a Vision Zero goal. A search of construction projects underway turns up several safety projects, at least some of which appear to be applicable to safe routes to school.
However, they are not labeled as such.
X X X
12 Residents in the City of San José are served by several school districts including the Santa Clara Unified School District, the Franklin-McKinley School District, the East Side Union High School District, and the San José Unified School District.
The Santa Clara Unified School District recently built three schools: Abram Agnew Elementary School, Dolores Huerta Middle School, and Kathleen MacDonald High School. These schools appear to have a low level of walkability for students—the area appears to be car-dependent and feature slightly higher average density than is typical of the area. (The surroundings include a farm and orchard and an office park.) Several busy roads act as barriers to a safe walking route for many students who would be accessing these schools.
The Franklin-McKinley School District is building a new school to serve a new neighborhood under the Communications Hill Specific Plan (CHSP). This is to be “a dense, highly urbanized, pedestrian-oriented residential neighborhood with industrial park uses.” This location will serve students in what appears to be a future walkable neighborhood.
The Santa Teresa High School Classroom Building for the East Side Union High School District expands an existing facility in the far southern end of that district. That campus is at the corner of two very wide thoroughfares, and it is surrounded by single-family, dendritic neighborhoods, — but the campus already exists.
The San José Unified School District appears to be focused exclusively on inveasting in existing school buildings and infrastructure.
There are other districts overlapping San José, such as the Luther Burbank School District, that appear to be focused on investing in current infrastructure too.
X X X X X
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 89 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
MAKE THE WALK
WELCOMING AND
COMFORTABLE
Amend zoning Rulations to better support the "pedestrian realm" by requiring buildings to be located close to the sidewalk, with sidewalkfacing entries and windows.
Create or update street design standards that prioritize pedestrians and increase pedestrian safety.
Require street trees be planted when properties are developed or redeveloped.
Category: REGULATORY NON-REGULATORY
90 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
13 The City's Downtown Transportation Plan (DTP) appears to support the pedestrian realm through several strategies. The city also has Mixed Use Neighborhood (MUN) Development Standards that are walkable.
Of the six Area Plans, four encourage walkability. The North Coyote Valley plan covers an area that has been scrutinized during the last 20 years and does not appear to be highly walkable. The city does not appear to be directing development to the area included in the Coyote Valley Corridor Study.
Generally, the more recent Specific Plans are particularly walkable, and some, including the 1992 Communications Hill Specific Plan, would be considered a best practice. In general, it appears that San José has been proactive with regard to supporting walkability through zoning regulations.
X X X
14 Many of the plans mentioned noted for Index 13 amend street design standards for better walkability in general. The downtown plan and guidelines include measures for pedestrian safety.
The Capitol Caltrain Urban Village Plan seeks to improve safety, such as by implementing more frequent timing to reduce jaywalking. The Evergreen East encourages traffic calming but does not set standards. The Downtown West Design Standards considers (and mentions) pedestrian safety. Other plans mention pedestrian safety more in passing.
X X X X X X
15 Title 19, Subdivisions, requires, at 19.32.110 - Street trees, that street trees be planted per the city’s standard specifications. X X X
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 91 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
MAKE THE WALK
WELCOMING AND
COMFORTABLE
Allow awnings and canopies over public sidewalks to provide shade and rain protection for pedestrians.
Require pedestrian-scaled lighting be provided along sidewalks when commercial or multi-unit properties are developed or redeveloped.
Require street furniture such as trash and recycling receptacles, bike racks, and benches in commercial areas when properties are developed or redeveloped.
Create physical buffers between pedestrians and moving cars, using features such as curb extensions, street trees, street furniture, street-level stormwater management, and on-street parking.
Category: REGULATORY NON-REGULATORY
92 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
16 In addition to the design guidelines and standards previously mentioned, § 20.75.120 - Setback regulations allow awnings between the sidewalk and the build-to line, which functionally includes the sidewalk area. This section is within the regulations for Main Street Districts (20.75.020 - MS main street districts). The chapter for Encroachment Permits mentions awnings in the right-of-way, implying that encroachment permits can be obtained. The text specifically mentions them, saying that “Permits issued for awnings and signs erected in the Downtown Core Area, Downtown Frame Area or any Neighborhood Business District which meet the following standards are exempt from the foregoing insurance requirements . . .” It is possible this is a strategy to incentivize awnings in walkable business districts.
X X X
17 The Senter Road Earmark Project, the Jackson Avenue Complete Streets project and the Julian and St.
James Livable Streets Couplet Conversion project all include pedestrian-scaled street lighting. The 2003 San José Downtown Streetscape Master Plan has recommended two lighting systems: one for general street lighting, and one for pedestrian lighting along sidewalks. Much pedestrian lighting in the downtown area conforms to this recommendation, such as along South Almaden Avenue. The Valley Transportation Authority uses photos from San José, e.g., San Pedro Street, to illustrate good principles, including pedestrian-scaled street lighting.
X X X
18 San José’s streetscape plan requires ample street furniture. Current specific plans and area plans often specify them too. See Index 13, Amend zoning regulations to better support the... and Index 14, Create or update street design standards that... Street furniture downtown is generally present, but its presence decreases outside of the main downtown, based on Google Street View. The city employs a style of bike rack in the form of an inverted “U” — sometimes called a “hitching post” style.
X X X
19 On-street parking is a frequent buffer. See Index 67, Amend parking requirements to allow on-street...
Chapter 20.75, Pedestrian Oriented Zoning Districts, defines a “pedestrian zone.” Complete Streets policies include a buffer area. See Index 1, Adopt or amend complete streets policies to direct...
Chapter 13.05, Complete Streets Design, creates a furnishing zone or park strip to be used as a buffer. The Complete Streets Design Standards & Guidelines subdivide the sidewalk into Sidewalk Zones, including the furnishing zone.
X X X
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 93 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
SUPPORT
MOVEMENT BY
BICYCLE
Create a bicycle master plan to prioritize new bicycle connections between key community assets.
Invest in bicycle infrastructure such as separated/protected bike lanes and bike/pedestrian trails.
Provide bicycle racks in commercial districts, major workplaces, and near civic institutions.
Amend zoning to require a minimum amount of bicycle parking in new developments.
Create or enhance community education programs that teach bicycle laws and roadway safety.
Category: REGULATORY NON-REGULATORY
94 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
20 See Index 2, Identify critical walking/biking routes in local... The city has a bike plan X X X 21 The city’s Annual Bikeway Projects page includes many such improvements. A search of the Construction Projects & Records search yields 14 projects including improvements for bicycle infrastructure. Many are for non-separated facilities, such as buffered Class II bike lanes and bike detection for signals.
X X X
22 The city has deployed many bike racks. The city takes applications to install bike racks by request. It also provides bike lockers in some locations. X X X 23 The city requires the operator of a “business that attracts or may attract bicycles” to provide bicycle parking facilities, although there is no definition for or list of businesses that might attract bicycles. The type of bike rack encouraged by the city (hitching-post style bike racks) do not provide much bicycle parking, but the city also can issue permits for other methods of parking bikes when the need is “irregular” or “excessive.” X X X
24 The Walk n’ Roll program, the city’s Safe Routes to School program, includes safety education for biking and walking to school. In addition, the Traffic Safety office provides ped-bike education too, as does the Police Department.
X X X X X
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 95 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
EXTEND THE
RANGE OF PEOPLE
WALKING AND
BIKING
Create or enhance transit based on community size, e.g., commuter or other van service, express bus, or on-demand bus or van service.
Establish a publicly-accessible circulator, especially in places without transit service.
Provide more frequent transit service, especially in underserved areas.
Provide all-weather shelters at bus stops.
Provide bicycle racks on all buses.
Amend Rulations that block micro-mobility options on public streets.
Establish a mobility education program focused on safety for users and nonusers.
GOAL: ENCOURAGE SOCIABLE GATHERING PLACES
Category: REGULATORY NON-REGULATORY
96 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
25 The city’s center is well-served by transit although online comments have voiced concern about transit trips taking significantly longer than trips by car. Some of this may be due to shuttles running only oneway during rush hours.
The city and the Valley Transportation Authority have partnered on a Transit-Oriented Community and Transit-Oriented Development program intended to target growth near areas served by transit.
X X X X X X
26 The Valley Transportation Authority does not have circulator buses which may be, according to its current plan and its website, due to how dispersed workplaces and other non-residential destinations are throughout the area.
The VTA supports Transit Special Districts in which it can run “Community-specific services, such as community buses.” (p.33) These would be similar to Transit-Residential districts in San José.
X X X X X X X X
27 Most buses seem to operate at a high level of frequency compared to other US cities — for instance, halfhour headways on ordinary bus routes mid-day.
The area southeast of the city center has a higher concentration of low-income households but does not appear to be more heavily served by transit than other areas.
X X X X X X X
28 While the VTA’s “Better Bus Stops” are not enclosed or heated, due to the area's mild climate, they may still be appropriate for all weather. X X X X
29 All buses have bike racks. X X X X
30 San José supports scooters and micro-mobility hubs, including through legislation. X X X 31 San José does not appear to have a safety program for micro-mobility, but for bikes see Create or enhance community education programs... For users, this seems to be a responsibility of the micromobilty vendor, e.g., Lyft’s Bay Wheels has a safety page on its website. It may be that San José includes micro-mobility with its other safety instruction.
San José State University has a micro-mobility safety education program.
X X X X X X
GOAL: ENCOURAGE SOCIABLE GATHERING PLACES
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 97 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
CREATE
PARK-ONCE
ENVIRONMENTS
Amend zoning to locate parking for enhanced walkability, such as prohibiting parking between the front of buildings and the sidewalk.
Add on-street parking spaces that can be shared throughout the day; this can sometimes be accomplished through lane reduction and restriping.
Amend zoning to allow off-site and shared parking, instead of requiring all parking to be on-site.
Establish a parking management district to coordinate shared parking (instead of requiring a set number of parking spaces for each use at all times).
GOAL: ENCOURAGE SOCIABLE GATHERING PLACES
Category: REGULATORY NON-REGULATORY
98 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
32 See Index 142 Create or update street design standards that . . .. These plans and regulations discourage or effectively prohibit parking between the street and the building. For instance, the commercial building design standards in pedestrian-oriented districts have standards for active frontages that preclude parking in front of the building.
X X X
33 See Index 50, “Allow on-street parking, especially in and around neighborhood main street areas.” The city code does not include parking requirements under its Transportation Demand Management regulation.
X X X
34 See immediately above. Parking minimums are removed from the code. X X X 35 This is essentially part of the city's TDM policy. While parking minimums have been removed, the TDM policy encourages or creates a method for coordinating between properties to reduce the parking that traffic generators require.
X X X X X X
GOAL: ENCOURAGE SOCIABLE GATHERING PLACES
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 99 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
INCREASE
ACCESS TO PARKS
AND OTHER
RECREATION
AREAS
Provide more playgrounds in neighborhoods parks, especially in underserved areas, using municipal funds or private fundraising efforts.
Provide paved walkways and benches in neighborhood parks using municipal funds or private fundraising.
Amend school district policy to enable community use of school recreational facilities after hours.
Prioritize trail network extensions and crossings in capital improvement programs, especially in underserved areas.
Amend existing standards to provide more frequent and smaller parks, e.g., pocket parks, linear parks, neighborhood parks, within neighborhoods (to supplement larger community and regional parks).
GOAL: COMPLETE OUR NEIGHBORHOODS
Category: REGULATORY NON-REGULATORY
100 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
36 The city has made progress toward achieving this goal. Google Maps, Google Street View, and the San José Parks Finder indicate that parks are well-maintained. There are several neighborhoods with less access to parks and playgrounds including the the Hillsdale and Umbarger neighborhoods, which are both underserved.
PR-3.2 of the Envision San José General Plan aims to place parks close to residents. It reads, “Provide access to an existing or future neighborhood park, a community park, recreational school grounds, a regional park, open space lands, and/or a major city trail within a one-third mile radius of all San José residents by either acquiring lands within one-third mile or providing safe connections to existing recreation facilities outside of the one-third mile radius...” The Activate SJ Strategic Plan says, “Strategically planning the location of new parks so all residents have access to outdoor space is critical. Increasing urbanization may, in some cases, necessitate smaller “pocket” parks to provide designated outdoor space. However, reserving space for larger parks of more than one-half acre remains a top priority,” (p. 46). A map on page 33 of that plan shows the areas of highest need, some of them large. (Note that the pages of the plan differ from the pages of the pdf.) On page 38, Equity & Access effort EA4 calls for achieving a 10-minute walk to a [high-] “quality” park.
X X X X X X
37 Parks generally seem to have adequate walkways and facilities, in Google Street View and Google Maps’s photos. X X X X X X
38 At least three school districts take reservations for school facilities from community groups. They all use the Facilitron platform. X X X
39 San José has a trail network featuring between 55 to 65 miles of trail. A search of the Construction Projects & Records Search page yields many trail projects, though fewer that actually add network length. X X X 40 See Index 36, Provide more playgrounds in neighborhoods parks,... The city has a general need for more park space. There may be some opportunities that do not show in maps. X X X GOAL: COMPLETE OUR NEIGHBORHOODS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 101 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
INCREASE
ACCESS TO PARKS
AND OTHER
RECREATION
AREAS
Create a parks and recreation master plan that evaluates park access and facilities for all neighborhoods.
Amend comprehensive plans to identify the need for neighborhood and community parks that support active and passive recreation for all residents.
INCREASE
NEIGHBORHOOD
SPACES FOR
GATHERING
Amend zoning to allow excess, underutilized parking lots, or other spaces to be used for alternative activities such as outdoor dining, farmers' markets, pop-up retail, and similar events.
ENCOURAGE
GATHERING WITHIN
PUBLIC RIGHTS-OFWAY
Amend Regulations as needed to allow sidewalk dining.
Amend Regulations to enable parklets and dining decks in on-street parking spaces.
Establish outdoor entertainment districts within defined geographic areas and with specific performance standards (such as limited hours of service and number of drinks allowed).
GOAL: COMPLETE OUR NEIGHBORHOODS
Category: REGULATORY NON-REGULATORY
102 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
41 The city and Parks, Recreation & Neighborhood Services both include park and recreation needs in their plans. See Index 36, Provide more playgrounds in neighborhoods parks,... X X X 42 See immediately above. The city has proactively provided many areas dedicated to active recreation although online dialogue indicates community interest in more passive recreational spaces as well. X X X 43 The city’s outdoor dining ordinance allows some conversion, although it is partly written as if the city still had parking minimums. The city has a “San José al Fresco” Initiative comprising reused private parking lots, sidewalks, parklets, and occasional street closures.
X X
44 The city allows sidewalk dining. X X X
45 The city encourages parklets. X X X
46 San José’s SoFA district is its arts and entertainment hub, but it is not yet been given a formal designation with its own rules. As of April 2023, the subject was under discussion. X X X GOAL: COMPLETE OUR NEIGHBORHOODS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 103 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
REMOVE ZONING
BARRIERS TO
COMPLETE
NEIGHBORHOODS
Ensure that dimensional standards in zoning districts are aligned with existing or desired pattern of buildings.
Amend zoning to allow more mixing of uses within zoning districts, both within buildings and by proximity to other buildings.
Amend zoning to allow small-scale commercial uses within or along the edge of residential neighborhoods; ensure that on-site parking is not required or is very minimal.
GOAL: COMPLETE OUR NEIGHBORHOODS
Category: REGULATORY NON-REGULATORY
104 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
47 The city's existing design guidelines (mentioned in Index 13, Index 14, and Index 16) do this. There is no evidence of support for using historical residential standards for new development. X X X 48 The city allows for mixed use developed in several ways: a dedicated mixed-use zone, Urban Village plans, and various specific plans. See Index 13, Amend zoning regulations to better support the..., and Index 14, Create or update street design standards that...
X X X
49 The zones themselves are mixed in how they are mapped, depending on the urban fabric’s age. Most of the older residential zones are adjacent to commercial space along commercial streets. E. Santa Clara Street past S. 6th Street and N. 13th Street are typical examples. This pattern breaks in outer areas, such as along Berryessa Road beyond N. Capitol Avenue.
Home occupations are permitted in all four residence districts (R-1, R-2, RM, and R-MH). Mixed-use or residential-commercial use is permitted by Special Use Permit in the RM (residential multifamily) district.
Small farmers’ markets and neighborhood agriculture are permitted throughout all residential zones.
The city is currently undergoing a rezoning which is an opportunity to increase the integration of commercial uses into residential areas. The General Plan 2040 involves upzoning. When that upzoning is from R-1, R-2, or R-MH to R-MH, that designation will allow some commercial uses by special permit.
There is no evidence of a general policy to allow commercial uses at the edges of neighborhoods, or to give the edges of neighborhoods more leeway for special use permits. Note that this would also align with the VTA’s preferences, which are for a variety of densities as well as a variety of uses. That is, if each neighborhood has a range of densities up to multifamily zoning, then the requisite multifamily zoning would be more fertile ground for commercial uses.
X X X
GOAL: COMPLETE OUR NEIGHBORHOODS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 105 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
ENABLE
NEIGHBORHOOD
MAIN STREETS
(to provide access
to daily goods and
services)
Allow on-street parking, especially in and around neighborhood main streets areas.
Establish a program to recruit a mix of supportive businesses in neighborhood main streets.
Encourage the establishment of new local Main Street programs, e.g., a National Main Street Center program.
Designate existing and potential neighborhood main streets in general plans or zoning Rulations.
GOAL: INCREASE HOUSING OPTIONS
Category: REGULATORY NON-REGULATORY
106 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
50 Parking is generally permitted on main streets in the older part of the city, but not in the newer part. X X X X
51 San José’s economic strategy appears to prioritize the tech sector, but they do have a grant system to incentivize a mix of retail uses, including what is usually called “necessity-based retail” (such as a hardware store). While it isn't clear to what extent the city actively recruits retail businesses, there appears to be a strong diversity of retail. There are references online to some types of retail (e.g., hardware store) being displaced by others (e.g., a bistro).
X X X X X X X
52 It appears the San José Redevelopment Agency at one point had a facade rehabilitation/ improvement program, but it is no longer in operation.
Santa Clara Street appears to be in the process of detailed study for a major improvement program. This aligns with the East Santa Clara Street Urban Village Plan, which is the city’s best fit for a “main street” in the sense implied by the strategy. Several of the other urban villages are aligned with main streets, but none are as outwardly committed to the urban fabric as East Santa Clara. For example, the Stevens Creek Boulevard Urban Village Plan is focused more on center-based development than on linear development.
X X X X X X
53 Many of the Urban Villages mapped along main streets do this. X X X GOAL: INCREASE HOUSING OPTIONS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 107 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
REFORM
MUNICIPAL
PARKING
REGULATIONS
Reduce or eliminate minimum on-site parking requirements.
Require that any on-site parking spaces in walkable areas be placed behind buildings.
Allow off-site and shared parking.
Provide easily accessible bike parking in high-demand locations.
RETAIN AND
RECRUIT CIVIC
INSTITUTIONS AND
NON-PROFITS
Establish non-profit hubs in neighborhood main street or other neighborhood-adjacent areas.
Establish a community foundation to support local community-focused non-profits.
GOAL: INCREASE HOUSING OPTIONS
Category: REGULATORY NON-REGULATORY
108 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
54 The city has eliminated minimum parking requirements. X X X 55 This is common in Urban Village plans, Specific Plans, and Area Plans. X X X 56 The city has eliminated minimum parking requirements. X X X 57 See Index 18, Require street furniture such as trash and recycling . . . and Index 23, Amend zoning to require a minimum amount of bicycle . . .. X X X 58 There is no specific hub for nonprofits in San José although the more regional Silicon Valley Council of Nonprofits appears to be very influential. According to its website, it is “a trusted source and hub of information, resources, and connection for nonprofits across Silicon Valley, that facilitates nonprofit collaboration and collective impact. We also leverage our power, positionality, and access, in order to partner with, amplify, and support community to influence decision-makers to change systems in ways that address the biggest challenges facing nonprofits and the communities they serve.” This implies that it is (1) a functional hub for nonprofits and (2) an advocacy group for “upstream” solutions. It is also evidently a major funder of community initiatives. Its physical location is in Mountain View.
X X X X X X
59 See immediately above. X X X X X
GOAL: INCREASE HOUSING OPTIONS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 109 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
IMPROVE ACCESS
TO EMPLOYMENT
Amend zoning to allow small-scale manufacturing within neighborhood centers or main streets Incentivize and recruit new businesses within walkable, bikeable, and transit accessible areas.
IMPROVE ACCESS
TO RECREATION Build parks where they are easily reachable by foot, bike, or transit.
GOAL: INCREASE HOUSING OPTIONS
Category: REGULATORY NON-REGULATORY
110 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
60 The use designation to accommodate small-scale manufacturing that can mix into neighborhoods is “Manufacturing and Assembly, light.” It is permitted in the Combined Industrial/Commercial zone (CIC), the Light Industrial zones (LI), and three Urban Village and Mixed Use Zoning Districts. The LI zone’s standards could work for small-scale manufacturing, but it is mapped in large swathes. The CIC zone does not appear to be mapped. The three Urban Village and Mixed Use Zoning Districts can be deployed.
Several of the Urban Village, Specific and Area plans include one or more of these designations.
X X X
61 While there are incentives for building housing development in Urban Villages, there are few for opening businesses. According to “It Takes a Village,” a 2019 publication by the San Francisco Bay Area Planning and Urban Research Association, the city “carefully changed the incentive structure for building housing so that apartments and condominiums could be successfully added in areas near transit and accessible to jobs. There are now enough people in communities to support not just fast and frequent transit, but new neighborhood retail and restaurants as well,” (p. 16). This suggests that either the city may not identify a need to provide additional incentives, or that it considers the increased housing base to be the incentive necessary. At least as of 2019, SPUR wrote, “The commercial development requirements for mixed-use projects in urban villages are set too high” (p. 8). Recently, an editorial blog entry by Fred Buzo, the San José Director for SPUR, implied that retail spaces may need to find other uses. One suggested strategy is, “Rethink other uses for groundfloor retail.” (See “Revitalizing San José’s Downtown: Five Strategies.”) Note that retail is exempt from the commercial linkage fee, which goes to affordable housing. (It applies to e.g., offices.) This is a comparative incentive for retail businesses in general.
X X X
62 See Provide more playgrounds in neighborhoods parks,... Note that the SPUR editorial mentioned above includes a recommendation to “Double down on a placemaking approach that emphasizes civic infrastructure, parks, arts, and cultural amenities.”
X X X X X X
GOAL: INCREASE HOUSING OPTIONS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 111 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
DEVELOP
NEIGHBORHOOD
PLANS
Develop master plans for downtown and other neighborhood centers to guide mixed-use infill development and redevelopment.
Amend zoning as needed to implement new downtown and neighborhood center plans.
ALIGN PLANNING
DOCUMENTS Ensure that comprehensive plans include goals and policies on health and equity.
GOAL: INCREASE HOUSING OPTIONS
Category: REGULATORY NON-REGULATORY
112 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
63 The city has many plans that do this. See Index 13 X X X X 64 The city is doing this through its Rezoning & General Plan Alignment Project. X X X X 65 Although California Senate Bill 1000 now requires an Environmental Justice element in all General Plans, it does not appear that the city's current plan has an Environmental Justice element. Nevertheless, sections on walking and biking (p. 38) and a general emphasis on healthy lifestyles are included throughout the document.
X X X
GOAL: INCREASE HOUSING OPTIONS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 113 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
REDUCE THE COST
OF PROVIDING
ADDITIONAL
HOUSING
Amend parking requirements to reduce the number of on-site parking spaces required for new housing.
Amend parking requirements to allow on-street parking spaces to count toward any on-site parking requirements.
Where impact fees exist, reduce or eliminate fees for affordable housing.
Where impact fees exist, tier fees by the size and location of new housing units.
Category: REGULATORY NON-REGULATORY
GOAL: INCREASE HOUSING OPTIONS
114 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
66 The city has eliminated minimum parking in its Transportation Demand Management regulation. X X X
67 See immediately above. X X X
68 San José has been transitioning to an Inclusionary Housing Ordinance. It obligates developers of both rental and for-sale housing to dedicate 15 percent of their units for affordable units if they are provided on-site, or 20 percent if they are provided off-site.
They can also pay an in-lieu fee calculated on the square footage of the units. (There are administrative fees paid according to the number of applications.) There are exemptions for small projects and downtown high-rises, and there are reductions for providing at least 90 percent of the density allowed by the general plan. Fees-in-lieu are collected on a persquare-foot basis, but affordable units are counted on a per-unit basis.
Fees for rent stabilization are per-unit.
There is a developer fee for schools paid on a per-square-foot basis.
Sewer impact fees are per connection.
The city has a park land obligation requiring developers to dedicate land for parks. They can pay impact fees to avoid this obligation.
San José offers bonuses and incentives for affordable housing.
X X X
69 The fee structure immediately above does this to a limited extent. It incentivizes development within 90 percent of the allowable density, which is to say that it reduces fees for projects where developing at a greater density is more profitable.
X X X
GOAL: INCREASE HOUSING OPTIONS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 115 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
REDUCE THE COST
OF PROVIDING
ADDITIONAL
HOUSING
Amend zoning to remove requirements that each new housing unit be larger than an arbitrary size.
Amend ordinances that arbitrarily limit the acceptable composition of a family Amend allowable densities to align with infill housing models (such as missing middle types).
Establish a program to reimburse application and review fees for affordable housing.
Establish a local affordable housing development nonprofit.
Establish a community land trust or similar entity, if one does not exist, to provide and manage affordable housing.
Encourage area institutions (e.g., hospitals and universities) to provide nearby affordable housing for their staff.
Category: REGULATORY NON-REGULATORY
GOAL: INCREASE HOUSING OPTIONS
116 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
70 There appears to be no minimum dwelling size for primary dwellings in the city’s code.
Buildings below 500 square feet require a special use permit. X X X 71 A “family” is any number of people living in a single housekeeping unit. (Note, the units are still governed by building codes, which limit the number of persons per room and provide a minimum size for rooms.)
X X X
72 The city has done this in its Urban Villages and under many of its Area and Specific plans.
The current Land Use Map is not specific enough to determine how the Rezoning & General Plan Alignment Project will work.
X X X
73 The city has significantly reduced fees for affordable housing, but online sources indicate that this has not yet led to the desired level of housing development. X X X 74 There is one in the area: First Community Housing.
The city has a HOME Investment Partnership Program, which is for low-income/affordable rental. It partners with some nonprofits.
X X X X X
75 The South Bay Community Land Trust and the Grounded Solutions Network both work in the area. X X X X X
76 Two universities in San José provide housing support, and one is planning to build additional housing. The Regional Medical Center of San José does not seem to provide housing for staff.
X X X X X X
GOAL: INCREASE HOUSING OPTIONS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 117 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
ENABLE AND
ENCOURAGE INFILL
HOUSING
Amend zoning to allow missing middle housing in single-family zones.
Amend zoning to permit more intensive housing along transit lines (where they exist).
Amend zoning to reduce maximum lot coverage caps to block infill housing.
Amend zoning to allow residential uses in commercial zones.
Provide streamlined review processes for small-scale infill housing, such as making site-plan review an administrative rather than a discretionary process.
Schedule an Incremental development training session for potential local developers to facilitate small scale infill housing.
ENABLE AND
ENCOURAGE
ACCESSORY
DWELLING UNITS
Amend zoning to allow accessory dwellings on residential lots, within existing buildings, or as accessory buildings, including the following Rulatory elements.
Amend zoning for accessory apartments to eliminate size caps that are smaller than than 600 sq.ft. or 50 percent of the primary dwelling unit size, whichever is greater.
Category: REGULATORY NON-REGULATORY
GOAL: INCREASE HOUSING OPTIONS
118 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
77 Neither R-1 nor R-2 permit missing middle housing, except inasmuch as R-2 allows duplexes.
Note that there are specific requirements for co-living communities A part of the zoning code for California’s Senate Bill 9 has some high standards for lot splits.
X X X
78 The city does this in several areas, particularly its Urban Villages. X X X 79 The city’s open space requirement is not excessive. Lot sizes tend to be large, as do the combined setbacks. There appear to be no specific lot coverage requirements, although the city uses floor area ratios for some purposes.
X X X
80 Mixed-use residential/commercial is permitted by conditional permit in the CP (Commercial Pedestrian District), CN (Commercial Neighborhood District), and CG (Commercial General District) zones.
X X X
81 San José offers a ministerial approval process for certain types of development, including on infill sites. X X X
82 It does not appear that the city has held such training. X X X X X X 83 The city does this. X X X
84 The size caps are 1,000 to 1,200 square feet, depending on lot size. X X X GOAL: INCREASE HOUSING OPTIONS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 119 Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
ENABLE AND
ENCOURAGE
ACCESSORY
DWELLING UNITS
Amend zoning that requires owner-occupancy for the principal or accessory unit.
Amend zoning to remove parking requirements for accessory dwelling units.
Provide training and assistance for homeowners in creating accessory dwelling units.
ALIGN
COMMUNITY’S
PLANNING
DOCUMENTS WITH
COMMUNITY GOALS
Ensure that the housing element in a comprehensive plan includes essential goals and strategies to encourage additional housing, such as those listed above.
Complete a housing study to analyze and document existing conditions and needs, and describing next steps in creating additional housing.
Category: REGULATORY NON-REGULATORY
GOAL: INCREASE HOUSING OPTIONS
120 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT
INDEX
STATUS OF STRATEGIES
San José Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
85 Junior accessory dwelling units require owner-occupancy unless they belong to “another governmental agency, land trust, or housing organization.” Ordinary Accessory Dwelling Units do not have this requirement.
X X X
86 The city has eliminated minimum parking in its Transportation Demand Management regulation. X X X
87 Although it provides online videos, FAQs, and checklists, there appears to be no training program.
X X X X X X
88 Envision San José mentions the “2023-2031 Certified Housing Element" in its Land Use / Transportation section. It was certified by the State Department of Housing and Community Development (HCD) and includes these goals and strategies, as well as a housing study.
X X X
89 See immediately above. X X X X X
GOAL: INCREASE HOUSING OPTIONS
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 121 Table of Contents
Headline Two Lines Here
122 Blue Zones: San José Report
Table of Contents
Food Systems
The food system includes all of the components and activities associated with growing, handling, packaging, distributing, accessing, preparing, and eating food. These elements are supported and shaped by policies and systems that ultimately result in the design of a community’s food environment, which encompasses the availability of healthy and unhealthy food and beverages in the places we work, live, learn, and play.
The extent to which a community’s food system
enables people to have easy, reliable access to
affordable healthy food is a key predictor of
people’s dietary choices and risk for diet-related
chronic diseases.
123
Table of Contents
The local food system is the most important determinant of whether or not a resident will be overweight or face diet-related chronic diseases. By designing community
environments that facilitate healthy eating, we can
measurably improve the health of residents.
This Food Systems Policy Readiness and Feasibility assessment is based on a multi-method research approach, which included:
Hearing from People
Key informant interviews and focus groups
with leaders collaboratively identified
by the Blue Zones National Food Policy
Expert and Food Policy Research team
Exploring the Community
Virtual meetings and site visits with local
leadership, as well as discussions with
relevant organizations and groups across
multiple sectors (such as public health,
hunger relief, institutional food service,
restaurants and food retail, elected and
appointed local officials, Extension,
agriculture, and more)
Reviewing What’s Known
Background research, including review
of federal, state, and local datasets and
relevant reports (such as Community
Health Needs Assessment, local food
systems publications, etc.)
124 Blue Zones: San José Report
Table of Contents
Only 20% of our health is
related to genetics
At least 80% of our health
can be managed through
lifestyle behaviors and the
design of our community’s
environment
Blue Zones: San José Report 125
Table of Contents
The Blue Zones Food Policy Menu identifies main
goals and best-practice strategies that improve
the food system and move the needle on
community health and well-being. These include:
GOAL ONE GOAL TWO GOAL THREE
Making healthy food accessible
and affordable for everyone
Building
food skills
Increasing healthy
food environments
Increase participation in
healthy food programs
Ensure children have enough
healthy food to eat
Foster healthy hunger relief
programs
Prioritize education on how to
grow and cook healthy food
Foster opportunities for
families to eat together
Ensure healthy options and
habits for young children,
children in K-12 environments,
and on college campuses
Increase healthy eating
behaviors in hospitals and
public institutions
Promote healthy options
and habits for everyone
Goals and Guiding Principles
126 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Headline Two Lines Here
GOAL FOUR GOAL FIVE
Growing long-term
community health
Growing the local
food supply
Establish lasting leadership
on food issues for the
community
Build a base of resources to
keep children healthy
Make healthy grocery access
easy for everyone
Use public land and planning
to enable food production by
local residents
Care for natural resources
needed to grow food
Support area farmers and
food enterprises to raise and
sell food for local markets
The Blue Zones Food Policy
Menu has operationalized these
goals into specific objectives
and strategies. The assessment
yielded clear findings about the
degree to which San José has
undertaken strategies described
in the Blue Zones Food Policy
Menu. The Food Policy Assessment
surfaced strengths, challenges,
and opportunities, generating
recommendations that amplify
good work already underway
and that strategically leverage
promising opportunities for impact.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 127 Table of Contents
Challenges experienced by the community are similar to those of surrounding areas: scarce affordable housing and a high cost of living limit peoples’ ability to afford healthy food; dietrelated chronic disease levels are high; and food access and insecurity is a growing problem. Furthermore, the COVID-19 pandemic exacerbated longstanding disparities prevalent among communities of color (including food and farm
workers), many of whom grapple with low wages and poor
working conditions.
Key opportunities include aligning with the San José Children and Youth Services Master Plan by enhancing food skills education, expanding healthy food accessibility through the use of federal food access programs and local food
incentive programs, closing gaps in the hunger relief system, and strengthening farm-to-institution procurement. When undertaken collectively, these Blue Zones strategies could improve opportunities and resources for vulnerable city residents by enhancing affordability, accessibility, and diversity in food options for those who need it the most.
Executive Summary
San José offers a resilient food system and a vibrant
food culture, from immigrant-driven enterprises and
small, ethnic markets to high-end culinary creations.
The Blue Zones Ignite Assessment uncovered many
inspiring initiatives in San José and across Santa
Clara County that promote community well-being
and a thriving local food system, including dedicated
advocates for healthy eating in local government;
engaged growers at community farms and gardens;
and enthusiastic customers at the farmers market.
The community benefits from this robust network
of passionate organizations, wise community elders,
and historical ties to agriculture.
128 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
“With tight budgets and a housing shortage, residents
would rather get their food at a pantry or food bank than risk becoming homeless.”
– Staff Member, City of San José
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 129 Table of Contents
Top Opportunity Highlights
FOSTER FOOD SKILLS DEVELOPMENT
ACROSS THE LIFESPAN: Conduct a food
skills inventory and develop and deploy a
plan to enhance culturally relevant food
skills learning opportunities across the
community (such as sustaining school
gardens in every public school).
IMPROVE HEALTHY, CULTURALLY
RELEVANT OPTIONS WITHIN THE
HUNGER RELIEF SYSTEM: Create or adjust
nutrition and procurement policies for food
pantries to ensure more culturally relevant,
healthy food for clients, including several
staples like rice noodles and Asian and
Mexican vegetables.
STRENGTHEN FARM-TO-INSTITUTION
PROCUREMENT POLICIES IN WITHIN
CITY OF SAN JOSE MUNICIPAL SPACES:
Establish or adjust, then enact, and enforce
policies and practices for nutrition and
local procurement for all city-controlled
foodservice and vending contracts (such as
residential care facilities, libraries, municipal
and correctional facilities), including
alignment with Good Food Purchasing
Practices.
130 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
BOLSTER FARM-TO-INSTITUTION PROCUREMENT
POLICIES IN SAN JOSE SCHOOL DISTRICTS: Work
with superintendents, school nutrition directors, parents, and Good Food Purchasing Program advocates to draft
procurement policies and establish relationships with local farmers to serve more meals using locally grown products. STREAMLINE ECOSYSTEM OF FOOD SYSTEMS EFFORTS:
Improving coordination, efficiency, and integration
among food-focused non-profit organizations can reduce
redundancy and streamline programs and initiatives that strengthen San Jose’s food system.
IMPROVE NUTRITION AND FOOD ACCESS WITHIN
SCHOOLS: Audit participation in existing federal, state, and local programs to identify systemic barriers that
inhibit participation, such as universal second chance
breakfast; free/reduced school meals; summer school
meals programs; and food backpack programs that
align with Blue Zones nutrition standards and identify
strategies to increase participation in these programs. IMPROVE HEALTHY OPTIONS IN COMMUNITY
SETTINGS: Farmers markets and smaller food retailers are important sources of food for many in San José. Providing consumer incentive programs and offering equipment,
training, and incentives to retailers can increase access to healthy options.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 131 Table of Contents
INCREASE PARTICIPATION IN HEALTHY FOODS
PROGRAMS:
• Expand use of Medicare/Medicaid policy levers to
establish and pay for locally administered healthy foods programs in target neighborhoods, such as prescription
produce and medically tailored meals.
• Increase universal food insecurity screening at all
primary care appointments and in hospital emergency
rooms, with appropriate referrals for those who screen
positive.
REDUCE BARRIERS TO HUNGER RELIEF PARTICIPATION:
Review and audit extent of and factors that inhibit local participation in existing federal food programs (including SNAP, WIC, SFMNP, and FDPIR) and local hunger relief
programs to identify systemic barriers and identify and enact solutions to close participation gaps.
IMPROVE HEALTHY OPTIONS IN COMMUNITY SETTINGS:
Revisit potential changes to corner stores; implement Blue Zones Healthy Corner Store Guidelines and provide related incentives to stores for adoption and compliance.
132 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
ESTABLISH LASTING LEADERSHIP FOR FOOD ISSUES
IN THE COMMUNITY: Mobilize appropriate players from
existing food-focused community groups to establish
alignment and address food and agriculture-related policy, systems, and environmental changes within the City of San José and liaise with county government and other relevant partners.
STRENGTHEN FOOD ACCESS INFRASTRUCTURE AND
POLICY: Within the City of San José, integrate food
systems changes into long-term community planning and
policy opportunities (comprehensive plan, neighborhood
plans, transportation plan, small-area plans, etc.) that complement and align with the Santa Clara County food
plan.
USE PLANNING, ZONING AND REGULATORY TOOLS TO
SUPPORT HEALTHY FOOD ACCESS: Work with local city
planners, developers, and county agricultural liaison to establish or adjust, enact and enforce zoning regulations to preserve prime farm lands; permit vacant, unimproved, or underutilized lots for small scale agricultural production; and protect habitat for food production, foraging, gleaning, and gathering. Create new housing developments based
on ‘agrihood’ concepts to help accomplish this aim.
Collaborate with the city to explore zoning changes to
reduce the number of fast food retailers in areas of San José that have limited access to healthy food.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 133 Table of Contents
Strengths
SANTA CLARA COUNTY INVESTMENTS IN
FOOD SYSTEMS PLANNING: The county
has created a new, permanent position to
oversee countywide food systems planning,
appointing Casey Hill, a well-known,
experienced food systems manager who
centers health, well-being, and equity at
the forefront of her collaboration across
County departments and sectors involved
in food system-related issues and programs.
Casey will oversee implementation of the
robust Santa Clara County Food Systems
Workplan, the foundational document
that will guide a comprehensive initiative
including food, restaurants, agriculture,
and healthy food access. Developed in
partnership with the University of California
Cooperative Extension (UCCE), this plan
is a roadmap for county agencies and
food systems organizations to ensure a
resilient, equitable, sustainable countywide
food system. The County Children’s Health
Assessment also highlights food, nutrition,
and exercise with aligning goals and
strategies to reduce childhood obesity. In
addition, the County is also playing a lead
role in food system resilience and disaster
planning.
134 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
COMMUNITY THAT SELF-ORGANIZES, COLLABORATES,
AND PROUDLY CELEBRATES FOOD CULTURE: San José has a
rich history of empowering residents to advance social change and justice through the legacy of César Chávez to advance the rights and working conditions of farmworkers IN THE U.S. AND MORE. This grassroots organizing legacy includes successful movements for civil rights, immigrant advocacy, and labor rights. A key ingredient to successful community change is the ability to work strategically and collaboratively, advancing novel ideas toward a common goal. East San José residents exhibit this capacity. Grassroots community
leaders, parent organizations, faith groups, and mutual aid structures frequently work in tandem to support residents.
Led primarily by trusted community members and elders,
these informal networks are a critical community strength.
A prevailing openness to innovation in food and agriculture across various sectors is a cultural mindset that serves the community well. Currently, residents do not see the area’s agricultural history as a strong part of their community narrative, but believe it can and should be elevated.
135
Table of Contents
STRONG PUBLIC HEALTH AND
COMMUNITY HEALTH ECOSYSTEM: In
addition to the County Food System Plan
and associated staff position, the county’s
health department oversees numerous
important food-related initiatives. They are
expanding food insecurity screenings for
newborns, championing farmers market
fruit and vegetable incentives, working with
schools on wellness policies, exploring Food
as Medicine partnerships, and strengthening
relationships between primary care
providers and community organizations,
particularly with community health workers.
They’re also implementing Good Food
Purchasing Policies across all hospitals
in the county, providing a foundation for
further farm-to-institution efforts at other
community anchor institutions.
SUPPORTIVE AND ENGAGED ELECTED
AND APPOINTED OFFICIALS: Elected
officials to state, county, and local units of
government, as well as key staff in these
agencies, are deeply informed, passionate,
and strategic about advancing policies and
other initiatives to address hunger, healthy
eating, local food system development, and
school gardens, among many priorities. The
community can count on their leadership
and support to advance important
initiatives.
136 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
ROBUST, DIVERSE ARRAY OF EQUITY-FOCUSED FOOD
SYSTEMS EFFORTS: A substantial amount of food systems
development is actively occurring–much of it guided by
capable, long-standing community anchor institutions and organizations, including (but not an exhaustive list):
• Second Harvest of Silicon Valley
• Martha’s Kitchen
• Valley Verde
• Peace and Justice Center Peace Pantry
• The Health Trust
• Food System Alliance
• South Bay Food Justice Collaborative
• Evergreen Farmers Market
• Community Clinics Association
• Kitchen Cabinet
• Si Se Puede Collective
• Vietnamese American Organization
• Korean American Center
• Yu-ai Kai Senior Center
• India Community Center
• Loaves and Fishes
• Garden to Table
• Fresh Approach
• Eastside Union School District
• UC Cooperative Extension
This deep grassroots and professional food systems expertise across multiple sectors is a tremendous asset for San
José. The relationships and partnerships among these and other organizations can be further leveraged to strengthen collaboration and positive momentum on identified priorities.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 137 Table of Contents
VEGGIELUTION: A Community-Based Farm
In The Mayfair Neighborhood: Since 2008,
Veggielution has offered community-centered
programs at Emma Prusch Farm Park in East
San José, focusing on engaging the diverse,
low-income, working immigrant community.
Veggielution enhances family engagement
through shared experiences, healthy food, and
outdoor learning, while changing attitudes
about and policies that affect low-income
residents through strengthening multicultural
social networks. Currently, Veggielution
operates a community farm and farmstand on a
six-acre site with a team of eighteen staff and a
strong volunteer program, providing education
programs, community activities, support for
food-system entrepreneurs, and food box
distribution. They are currently undertaking a
food hub feasibility study.
INNOVATIVE COMMUNITY GARDENS:
The first to be irrigated with recycled water
in California and in accordance with the
Mayor’s wastewater use goal, the Guadalupe
Community Garden was created by public
and non-profit organizations to be a climatefriendly source of food. 138 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
DEEPLY ENGAGED HIGHER EDUCATION INSTITUTIONS:
San José State University and Santa Clara University have a long history of engagement with food issues, including faculty conducting community-based, participatory
research in nutrition at the intersection of environmental and food justice. Santa Clara’s students fulfill community service requirements across San José and operate
the ½ acre Forge student farm, donating produce and
eggs to local food pantries. The university also offers an interdisciplinary undergraduate minor in sustainable food systems. Santa Clara’s foodservice, operated by
Bon Appétit, procures a significant amount of local and California-grown foods as part of their farm to institution commitment. San José State University, located downtown, has an on-campus community garden and shoppingstyle student food pantry which offers fresh produce and non-perishable food to registered students. The pantry
donation guidelines request healthy items, including foods low in sugar and sodium, a preference for organic and
whole/multi-grain products, and BPA free items.
A CONTINUING AGRICULTURAL HERITAGE: Many San
José residents embrace the agricultural heritage of the region. Home-based food gardens are popular among
residents; many residents also participate in communitybased food activities. For example, the City of San José manages 21 community gardens, many of which maintain a
waitlist, despite a $150 annual fee . Numerous organizations also support local growers with training and technical
assistance opportunities. Santa Clara County has also hired an Agricultural Liaison to facilitate agricultural projects and support the economic and community development
of local farms and ranches by working on land access,
land tenure, and an incubator farm for beginning farmers are among the priorities for the county. School districtaffiliated stakeholders estimate that nearly half of schools have gardens onsite.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 139 Table of Contents
Challenges
POVERTY AND HIGH COST OF LIVING IMPACT FOOD
SECURITY: In Santa Clara County, extremely low to lowincome residents, including single people and households with children struggle to meet basic needs in the face of excessively high housing costs, inflation, and stagnant wages–invariably affecting food and nutrition security. A single person earning less $96,000 in Santa Clara County is classified as very low income by the state government.
Likewise in San José, 42% of children live in households at risk of food insecurity, rising to 45% for households with at least one preschooler. In 2022, nearly 20% of adults and 27% of children faced the risk of food insecurity
did not qualify for assistance from CalFresh (California’s Supplemental Nutrition Assistance Program).
FAST, CONVENIENT FOODS ARE PREVALENT:
An untenable cost of living–combined with a community
food environment filled with fast, cheap choices–forces many residents to choose the cheapest option, even
when a healthy choice is available. Several stakeholders described San José’s Eastside as a “food swamp,” featuring numerous establishments (including food retailers,
corner stores, convenience stores, bodegas, and fast
food restaurants) selling abundant high-calorie items and offering few affordable, nutritious options.
140 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
SENIORS AND IMMIGRANT COMMUNITIES FACE
MULTIPLE BARRIERS ACCESSING HUNGER RELIEF:
Seniors are an especially hard-to-reach vulnerable
population. In East San José, many monolingual, nonEnglish speaking immigrant seniors face mobility challenges and lack support. While some resources
exist through senior centers, there is work to be done
to identify the nuances of existing senior needs and
offer appropriate and adequately accessible solutions.
For instance, information about available hunger relief resources isn’t readily available across communication
channels that reach these seniors in their native languages.
There is also a need for culturally tailored SNAP outreach assistance throughout the application process, especially for families with mixed documentation and those who
are undocumented. According to a city council member,
because undocumented residents can’t take advantage of
SNAP benefits, other hunger relief resources need to be highlighted. The hunger relief system currently is unable to meet a rapidly growing demand.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 141 Table of Contents
LAND ACCESS AND INFRASTRUCTURE BARRIERS LIMIT
FARMING AND GARDENING EXPANSION: Access to land
for urban agriculture is often cost-prohibitive. Development pressures have exponentially increased the land prices in the last decade. Advocates argue that more could be done to improve land access for new farmers and to protect
existing farms. The City could also improve support for popular, individual plot-based community gardens, such
as using best practices in ongoing community garden
maintenance, resolution of gardener conflict, and reduction of theft and vandalism. Currently, gardeners must pay an annual fee of $150, which includes water usage. However, no sales of products are allowed from these gardens.
This cost is out of reach for many. Despite the fee, many gardens have waitlists, demonstrating the desire of many to grow food.
SMALL AND/OR BIPOC GROWERS HAVE LIMITED
OUTLETS TO MARKET PRODUCTS: Many small, BIPOC
and immigrant farmers sell at local farmers markets, but would like to scale up if they had the proper facilities and marketing channels to do so. Veggielution’s food
hub feasibility study notes the need to support farmers, cooperatives, and food business entrepreneurs by creating new market opportunities for all groups and by leveraging existing programs and sites to expand the local supply
chain.
142 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
SAN JOSE LACKS CENTRALIZED FOOD
LEADERSHIP: In San José, the sophisticated
ecosystem of food and agriculture
organizations is both an asset and a challenge.
When combined with a complex network of
city regulations and protocols, stakeholders
report that it can be difficult to find consensus
and navigate tensions about the roles everyone
should play. There is not a parallel food
systems position within the City of San José to
coordinate with the Santa Clara County’s food
system manager. While there are many efforts
working on improving the food environment
and positive relationships–especially at the
county level, problems at the municipal level
can arise around coordinating initiatives,
managing communications, and navigating
city bureaucracy in a way that maximizes
organizations’ strengths and facilitates progress
on shared goals.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 143 Table of Contents
Opportunities
FOSTER FOOD SKILLS DEVELOPMENT TO SHIFT FOOD
CULTURE: Many stakeholders identified the need to bolster healthy food skills for residents of all ages. Communitywide food and nutrition education can and does occur in organizations that serve children, youth, and adults.
However, stakeholders report a need to enhance existing opportunities and fill gaps, particularly ensuring education is culturally relevant. Conducting a food skills inventory and creating a comprehensive, community-wide food skills development plan would enhance community-wide food
skills know-how.
IMPROVE HUNGER RELIEF INFRASTRUCTURE TO
ENABLE INCREASED CAPACITY: Hunger relief agencies
report an increased need for fresh food but a varied
infrastructure to handle fresh produce. To facilitate the hunger relief system’s capacity to accept and distribute more fresh produce and lean proteins is an essential and much-needed infrastructure improvement. This could
include improved cold storage at smaller neighborhood
food pantries, refrigerated transport, improved logistics among hunger relief partners and grocery rescue stores
or donation sites, the addition of congregate dining for prepared meals, and/or improved alignment of service
hours and locations to match demand with food availability. 144 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
IMPROVE HEALTHY, CULTURALLY RELEVANT CHOICES
IN HUNGER RELIEF SETTINGS: Though the hunger relief
sector has a strong anchor in Second Harvest, leaders
acknowledge that much more food is needed within the
system in San José, particularly culturally relevant foods.
Many of the items that food pantries are able to source are more common staples of the standard American diet.
Immigrant communities often are not familiar with these items and seek out foods they are comfortable cooking and eating. Asian noodles, Asian and Mexican vegetables, and fish are particularly sought after.
EXPAND LOCALLY MANAGED HEALTHY FOOD
INCENTIVE PROGRAMS TO REACH MORE PEOPLE:
Healthy food incentive programs are an increasingly
popular way to provide monetary resources to people
receiving treatment for diet-related chronic diseases that enable them to purchase and consume more fresh produce.
The Roots Clinic offers an innovative pilot program focused on African American mothers. Exploring how SNAP funding could expand this kind of popular prescription produce
program to serve select patients can target important food systems and environmental changes where they are most
needed. Further expanding food insecurity screening at
all primary clinics and hospital emergency rooms would
help identify and refer patients who could benefit from expanded access to fresh produce and other healthy
options, such as whole grains and dried beans.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 145 Table of Contents
USE PLANNING, ZONING AND REGULATORY TOOLS TO SUPPORT
HEALTHY FOOD ACCESS: While an analysis of existing planning, zoning, and regulatory tools is needed to fully understand existing assets and gaps related to healthy food access, implementing options could include incentivizing landowners to allow community-based food production on their nonproductive property; streamlining regulations for food business creation and operation; and offering incentives like reduced or eliminated fees for stores that offer a selection of healthy foods. Food can be gleaned from food-bearing plants and trees on private and public land and redistributed through partnerships with hunger relief programs like Village Harvest. Zoning regulations can also be used to limit or ban fast food outlets in certain areas of San José, restrict the number of fast food outlets overall, restrict the density of fast food outlets, or regulate the distance between fast food outlets and other sites such as schools or hospitals. ENSURE HEALTHY OPTIONS AND HABITS FOR
K-12 STUDENTS IN THE PLACES THEY SPEND
TIME: Increasing participation in federal school
snack and meal programs often can boost
food service budgets for schools. An audit of
existing federal and local programs can identify
systemic barriers that inhibit participation in both
federal and local school food programs, such as
universal second chance breakfast; free school
meals; summer school meals programs; and food
backpack programs. A community can then
use findings to implement relevant additions or
improvements in programming, in turn feeding
more healthy meals to children in the places they
spend time.
146 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
PROVIDE COMPREHENSIVE TRAINING AND TECHNICAL
ASSISTANCE TO IMPLEMENT PROCUREMENT POLICIES
SUPPORTING FARM-TO-INSTITUTION INITIATIVES: To realize
an ambitious vision of policy and practice for institutional purchasers, policy changes within San José’s city government and local school districts are essential. The Santa Clara County Food Systems Plan underscores the potential benefits of a Good Food Purchasing Program (GFPP) and is actively implementing GFPP in all hospitals. Local and regional farmers are ready to meet institutional procurement demands. City government and school districts can capitalize on these successes, particularly with the potential addition of a mini-food hub run in partnership with Veggielution. Capacity building and technical assistance efforts may involve drafting policy language, establishing procurement relationships, securing funding, training food service workers, guiding the creation of business models, sharing best practices and relevant resources, and more.
STREAMLINE ECOSYSTEM OF FOOD SYSTEMS EFFORTS:
NUMEROUS food-focused organizations and efforts abound in San José within a mature ecosystem of top level leadership, which would benefit from improved coordination and efficiencies across these initiatives. Exploring potential mergers and other strategies for alignment can provide greater strategic focus and impact for San Jose’s food system.
IMPROVE HEALTHY OPTIONS IN COMMUNITY SETTINGS: Smaller markets are a key source of food for many in San José, particularly East San José. Farmers markets also serve as an important food access point. Enhancing refrigeration capacity at small food stores, implementing customer incentive programs at these stores, and providing comprehensive support to farmers markets can increase access and availability of nutritious options. “I would love to see a garden at
every single school - I was the
young kid who tried to grow
tomatoes in my fire escape.”
- San José City Councilmember
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 147 Table of Contents
FOCUS A FOOD POLICY COORDINATING
BODY ON SAN JOSE: The re-focus of a
food policy coordinating group involves
extensive planning and development. The
Blue Zones National Food Policy team
frequently works with local communities
(including numerous communities across
California) to facilitate a planning and
development process that results in a
vital, productive, focused, and effective
food policy group, guided by a multi-year
strategic plan.
ESTABLISH INCUBATOR KITCHEN TO
SUPPORT NEW ENTREPRENEURS:
Several stakeholders highlighted the
need for incubator-style kitchen/market
space for new food system entrepreneurs.
Veggielution’s food hub feasibility study
considered commercial kitchen space as
a potential asset a food hub might offer.
However, barriers persist to create such
a space. Blue Zones might consider how
to partner with the organizations already
engaged in the conceptual phases of a
commercial incubator kitchen to make a
facility come to life.
“What I see is Blue Zones bringing things
together, giving people the opportunity to
understand that if we want better outcomes, we
have to join together. We still breathe the same
air, we’re all part of the same ecosystem.”
- Rosemary Kamei, Vice Mayor, City of San José
148 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
SPOTLIGHT SEVERAL HEALTHY CORNER
STORES: The Health Trust managed a
Healthy Corner Store initiative in San José
that ended in 2014. Since then, the retail
and health communities have learned more
about what corner stores need to have
successful and sustainable healthy retail
areas. It is worth the effort to revisit the
establishment of “Healthy Corner Stores,”
making adjustments from past lessons
to require/encourage corner stores to
offer healthy food and beverage options,
decrease unhealthy food advertising, and
adjust floor plans to encourage healthier
eating choices in select locations with food
choices that reflect community preferences.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 149 Table of Contents
People and Organizations Engaged
Blue Zones acknowledges
and thanks the following
participants for lending
their time, expertise, and
insight in contribution to the
development of this report.
Name Title Organization
Abigail Hindson Advocacy Manager Veggielution
B Souza Market Manager Evergreen Farmers
Cayce Hill Food Systems Manager Santa Clara County
Chris Bacon Professor Santa Clara University
Dev Davis Councilmember, District 6 City of San José
Emily Schwing Acting Executive Director Veggielution
Ewell Sterner CEO/Founder Hunger at Home
Fernando Fernandez Interim Policy Director Veggielution Grecia Marquez-Nieblas Senior Manager Fullwell
Jacqueline Bergman Professor San José State University
Joosey Chamberlin Resident San José
Rosemary Kamei Vice Mayor City of San José
Sandra Borgest Resident San José
Solandyi Aguilar Advocacy Coordinator Veggielution
Susan Chen Assistant Professor San José State University Tabitha Gonzalez Program Supervisor CCSCC
Tometrius Paxton Senior Program Manager Second Harvest
Tracy Weatherby Vice President of Strategy and Advocacy Second Harvest Trish Garcia Operations Manager Martha’s Kitchen
Vandana Puri Program Manager Santa Clara County
150 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 151 Table of Contents
Headline Two Lines Here
152 Blue Zones: San José Report
Table of Contents
Tobacco & Vaping
Reducing or eliminating tobacco use is one of the effective available ways to improve health in a community.
Tobacco use is the single most preventable cause of
disease, disability, and death in the United States. Half a million Americans die prematurely of smoking or
exposure to secondhand smoke annually. Another 16
million live with a serious illness caused by smoking that erodes their quality of life.
153
Table of Contents
According to the CDC, nearly 40 million U.S. adults smoke cigarettes, and about 4.7 million middle and high school students use at least one tobacco product.
In the U.S., 2.1 million middle and high school students use e-cigarettes. Most of them (63.9 percent) want to quit.
No tobacco products, including e-cigarettes, are safe,
especially for children, teens, and young adults.
Among students who currently use e-cigarettes, 9 out of 10 use flavored e-cigarettes. Marketing, flavored products, social pressure, and the addictive effects of nicotine can influence youth to begin or continue vaping.
40 million
Adults smoke cigarettes
4.7 million
Middle and high school students use at least
one tobacco product
E-cigarettes are the most commonly used
tobacco product among U.S. youth.
154 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
According to the CDC, smoking-related illness
in the United States costs more than $300
billion each year — about $225 billion for direct
medical care for adults and more than $156
billion in lost productivity, including $5.6 billion
in lost productivity due to secondhand smoke
exposure.
California Key Facts
In 2021, 18.7% of US high school
youth reported currently using
any tobacco product, including
e-cigarettes.
Among US high school youth, 3.8%
reported currently smoking cigarettes.
9.7% of adults smoked cigarettes in
2022
In 2018, California experienced $2.7M
in total annual morbidity-related
productivity losses related to adults
who currently smoke.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 155 Table of Contents
The Blue Zones Tobacco Policy Menu identifies four main goals and bestpractice strategies to improve the opportunity for tobacco-free environments indoors and outdoors. These policy goals are supported by the existing evidence base and Centers for Disease Control and Prevention (CDC) Best Practices for Tobacco Control. Principally, these goals seek to implement policies that affect access, availability, and consumption of tobacco.
Furthermore, these goals seek to advance health equity for those who have historically been targeted by the tobacco industry — people in low-income communities, racial and ethnic minorities, LGBTQ+ individuals, women, youth, members of the military, and those with mental health conditions.
GOAL ONE
Eliminate exposure
to secondhand smoke
GOAL TWO
Prevent initiation of tobacco use
among young people
GOAL THREE
Advance health equity by identifying and
eliminating commercial tobacco productrelated inequities and disparities
GOAL FOUR
Promote quitting tobacco among
adults and young people
The Blue Zones Tobacco Policy Goals include:
Blue Zones Tobacco Policy Goals
156 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Powerful Anti-Smoking Success
Blue Zones Project launched in Fort Worth,
Texas, in 2014. Since then, there has been a 31
percent decrease in smoking. Fort Worth saved
an estimated $268 million in 2019 compared to
2014 due to the reduced smoking rate among
its adult residents.
In Fort Worth, the reduction in adult smoking
translates to 38,074 fewer smokers than
in 2014, yielding a savings in healthcare
utilization of about $81 million per year.
SINCE 2014
31 percent decrease
in smoking.
$268 million saved in
2019 compared to 2014.
Blue Zones can often focus on
policy options not addressed
through local or state public
health agencies. Some
governmental bodies are limited
in their ability to support certain
policy initiatives and priorities
such as those related to taxation
and funding support.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 157 Table of Contents
Executive Summary
San José is widely known for its innovation, community
organizing, and progressive policies, including those that address tobacco* use, the number one preventable cause of death and disease. The city has been a leader in advancing comprehensive tobacco policies with the support of well-funded initiatives, local and regional coalitions, and community members/organizations that mobilize efficiently to create change. At the forefront of the focus on equity is the Children and Youth Services Master Plan (CYSMP), which has aligned high level decision makers to ensure children and youth have the tools and resources they require to be the best versions of themselves and creates an equitable path so youth from all areas of San José can thrive.
* For the purposes of this report, all references to “tobacco” and “tobacco use” refer to commercial tobacco and do not include the use of traditional or sacred tobacco as part of an Indigenous practice or a lawfully recognized religious, spiritual, or cultural ceremony or practice. The Centers for Disease Control and Prevention note that tobacco products encompass varieties of products including cigarettes, cigarette tobacco, roll-your-own tobacco, smokeless tobacco, electronic cigarettes, cigars, hookahs, pipe tobacco, nicotine gels, and dissolvables.
Despite these strengths, inequities persist as tobacco and vape retailers are easy to access in East San José, including on routes to schools, causing safety issues with a lack of product enforcement. Vaping rates continue to rise among youth, with new products continuously being introduced by the tobacco industry and marketed through platforms that target younger populations.
Blue Zones has a unique opportunity to partner with the city, county, and local organizations to improve tobaccorelated health equity outcomes for residents long affected by structural racism by reducing tobacco retailer density, decreasing access to tobacco and vaping products, and
working with schools and the community through engagement processes that empower youth-led policy initiatives, resulting in a long-lasting effect within communities and youth
themselves.
158 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
“It will always be a prevalent issue until no tobacco is sold.” – Don Tran, Program Manager, Santa Clara County Public Health Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 159 Table of Contents
Top Opportunity Highlights
ADVANCE TOBACCO POLICY INITIATIVES:
Close the gap of remaining tobacco policies yet
to be implemented in San José and outlined by
the American Lung Association, such as: banning
the sales of tobacco in pharmacies, ensuring all
multi-unit housing is smoke-free, and setting a
minimum pack size and/or minimum price for
tobacco and vaping products.
IMPROVE SAFETY AND ADHERENCE BY
TOBACCO AND VAPE RETAILERS: Educate
tobacco and vape retailers on the types
of products they are allowed to sell and to
whom, with an emphasis on healthier retail
opportunities, to reduce the risk of safety issues
tied to lack of adherence to local laws in place
and to decrease the amount of illicit products
being sold to underage youth.
ADDRESS VAPING BY PARTNERING WITH
SCHOOLS: Expand upon countywide efforts
to reduce vaping in San José schools through
additional collaboration between San José
school districts and the Santa Clara County
Office of Education to reduce youth tobacco,
cannabis, and vape use by addressing addiction
and promoting healthy decision making through
education, youth engagement, and support to
quit through referrals and peer groups.
160 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
EMPOWER YOUTH-LED INITIATIVES: Embolden youth to
become champions for change that is needed within the
tobacco and vaping environment in San José by providing them with opportunities to learn job skills in policy and advocacy that can increase their feelings of self-efficacy and have a greater impact on decision makers who can
hear from youth directly on the negative impacts of
tobacco and vaping.
DECREASE AVAILABILITY OF TOBACCO AND VAPE
PRODUCTS: Lower the density of tobacco retailer outlets in underserved communities such as East San José that
are oversaturated with tobacco and vape advertising to
youth by aligning with the County’s Tobacco Retail License, adding limitations on the granting of new tobacco sales permits, and supporting a conditional use permit to reduce access and availability of tobacco and vape products.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 161 Table of Contents
Strengths
PROGRESSIVE POLICIES ARE IN PLACE: A local licensing
program for tobacco retailers is intended to ensure that tobacco retailers comply with tobacco control laws and
business standards of San José and to protect the health and safety of all. The Tobacco Retailer Law (TRL) in San José is a fairly comprehensive model that includes a ban on flavored tobacco and vaping products, advertising
restrictions, and penalties in place for violations. In addition, the City does not license retailers within 1,000 feet of a school, a community or recreation center, a
park, or a library, and within 500 feet of another retailer.
The Code Enforcement Division facilitated the TRL
update through funding from the County. It was stated
in interviews that there is a big appetite for smoke-free public places in San José and policy efforts have continued to move the City in the right direction of reducing
secondhand smoke exposure for all.
TOBACCO PREVENTION FUNDING IS STRONG: The Santa
Clara County Department of Public Health (DPH) was
awarded funding from the California Tobacco Prevention
Program to further tobacco control policy, including
decreasing availability of tobacco and increasing smokefree multi-unit housing with a focus on certain jurisdictions that include San José. From 2023-24, DPH received
funding from the California Department of Justice (DOJ) to implement tobacco retailer enforcement, including
flavored tobacco inspections, retailer education, and data tracking to monitor compliance. The Santa Clara County
Office of Education was also awarded funding from the
DOJ to fund tobacco education, youth media awareness,
tobacco signage, retailer education, and parent outreach.
The Tobacco Use Prevention Education campaign is funded from tobacco tax revenue CA Prop 99 & 56 to reduce
youth tobacco, cannabis, and vape use by helping students make healthy decisions through class-based curriculum,
youth engagement activities, one-on-one intervention and cessation support through referrals and quit groups.
162 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
TECHNICAL ASSISTANCE PROVIDERS ARE SUPPORTIVE:
The Santa Clara County Public Health Department
partners with schools, governments, and organizations
to provide technical assistance through the TobaccoFree Communities Program, using tobacco prevention strategies that have the greatest impact on youth tobacco use. This includes vaping campaigns, school workshops
and presentations, promoting tobacco quit services,
building community coalitions, resources on secondhand
smoke, and more. It was noted in an interview that the
County Public Health Department is available to provide future technical assistance, including tobacco and vaping prevention data points and best practices, to initiatives like a San José/Blue Zones partnership.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 163 Table of Contents
MUNICIPAL LEADERS INVEST IN THE FUTURE OF
CHILDREN AND YOUTH: The Children and Youth Services
Master Plan has a unifying purpose for city leaders and decision makers to “Create and expand opportunity
pathways and supports, from cradle to career, that develop 21st century skills and lead to better health outcomes, sustainable employment, and a competitive living wage
for San José children, youth, and young adults, particularly for those most vulnerable.” Community engagement
was extensive in creation of the plan and resulted in
participation from 3,000 members and 120 organizations.
Priority areas can lead to a systems transformation and are aligned with Blue Zones principles such as Health and Mental Wellness, Housing Access and Security, and Safe, Clean, and Connected Communities, among others.
STRONG AREA COALITIONS AND PARTNERSHIPS ARE IN
PLACE: The Tobacco-Free Coalition of Santa Clara County meets monthly as a group of community organizers to
improve the health of County residents through tobacco
prevention strategies, such as advocating for policies
and collaborating with those who are disproportionately impacted by tobacco. The Community Advocate Teens
of Today is a youth-led advocacy coalition in Santa Clara County working to reduce tobacco use among teens in
Santa Clara County through education, advocacy, and
youth engagement. It was stated in an interview that
youth are very involved in tobacco control issues and have done various projects, including podcasts, social media, and providing public comment for city councils. Other
agencies such as Breathe CA and the California LGBT
Tobacco Education Partnership are in place to support a region wide effort to reduce tobacco use among vulnerable populations.
Table of Contents
CESSATION AND SMOKEFREE RESOURCES ARE
AVAILABLE: There are multiple programs in place
to support those who are in various stages of
quitting tobacco and vaping in San José. Breathe
CA is a vital community partner that provides
smoking cessation support through comprehensive
quit tobacco programs and individual/group
interventions for adults, as well as a five session quit smoking program for teens. For adults and youth,
there is also the statewide Kick It CA program
that helps people quit smoking, vaping, and/or
smokeless tobacco, and is available free of cost in
English and Spanish through phone, text, or mobile
app. The Asian Smokers Quitline is another free quit
smoking service available in Cantonese, Mandarin,
Korean and Vietnamese that has been proven to
double smokers’ chances of quitting for good.
LGBTQ+ EQUITY IS AT THE FOREFRONT: The Billy
DeFrank Center is a local haven for the LGBTQ+
community and allies, supporting their health and
wellbeing by providing a safe, equitable space for
everyone to feel included and free to be themselves.
They are an essential community partner in
providing education, resources, and support to
quit tobacco for the LGBTQ+ community, who have
historically been a target by the tobacco industry
(ex: Project SCUM targeted gay men and homeless
individuals). It was stated in an interview that when
San José was advancing their flavored tobacco ban,
the Center mobilized and advocated for LGBTQ+
populations and educated many of the council
members and the public.
165
Table of Contents
SAN JOSE HAS A GOOD STATE OF TOBACCO CONTROL
REPORT GRADE: For over 20 years, the American Lung
Association has released its annual “State of Tobacco
Control’’ report that has graded state and federal
governments on their implementation and enforcement
of policies proven to combat tobacco use. California
continuously finds itself as a nationwide leader regarding smoke free air, tobacco prevention programs, and other
key areas. In 2024, San José was received a grade of “B” on the report, with full points awarded for: smokefree outdoor air (dining, recreation areas, service areas), smoke-free housing (non smoking common areas), reducing sales of
tobacco products (tobacco retailer licensing), restrictions on flavored products, and emerging issues (emerging
products definition- licensing, retailer location restrictions).
San José received the same grade as neighboring cities
including: Campbell, Gilroy, Los Altos, Milpitas, Santa Clara, and Sunnyvale, with promising room to grow and advance
in other policy areas of the report.
166 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
SOME SCHOOLS PROVIDE ALTERNATIVES TO
SUSPENSION: Research suggests that school policies
prohibiting tobacco product use are an essential part of lowering teen tobacco use rates. It is just as important that policies are balanced with programs for students
to understand outcomes from a lifelong dependence on
tobacco and vaping along with proven-effective strategies should they want to quit. It was mentioned in the focus group that some schools have programs in place as an
alternative to suspension for students caught with tobacco and vape products on school grounds, with one program
known as “Smokeless Saturday.” This provides a safe space to talk about addiction, reasons to quit, health effects of tobacco and vaping, and cessation resources for students in one room. In another room, parents are provided with information on talking about quitting vaping with their teen in a way that is encouraging with positive reinforcement.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 167 Table of Contents
Challenges
SAFETY ISSUES PERSIST WITH LACK OF ENFORCEMENT:
It was noted in the focus group that in the Bay Area,
including San José, smoke shops have been hit with
burglaries by teens and adults who use stolen vehicles to drive through business fronts and steal tobacco and vape products. San José Police Department pursuit policies do not allow for chase on a property crime and the business owners won’t report it to their insurance company out
of fear of being dropped from their policy. The owners
are paying between $40,000-$60,000 for the damage.
Additionally, products are being sold from these shops that are not licensed to be sold, such as intoxicating hemp, and those who are burglarizing are selling these stolen products out on the streets. There is limited funding for the San José Police Department to address every issue with tobacco and vape retailer’s adherence to policies, making enforcement an issue across the city.
“Intoxicating hemp is becoming a pretty
serious problem, because they’re very easy
to purchase by youth at smoke shops. A lot
of smoke shops are located near schools
within a 1,000 mile radius, easy to walk to.”
– Santa Clara County Public Health
“Someone from our team visited multiple
smoke shops across the county. And
virtually every single one was selling
flavored nicotine and among that
intoxicating hemp or synthetic cannabis.”
– Santa Clara County Public Health
168 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
PERCEPTION OF TOBACCO USE VARIES BY AUDIENCE:
Tobacco use comes with a hefty price tag for Santa Clara County of $689 million every year in health care costs and lost productivity from illness and premature death- the second highest total cost of smoking among Bay Area
Counties. Surprisingly, it was said by many high level
decision makers that tobacco is not an issue that needs addressing. However, community voices from focus groups told a different story, including that of youth addiction, frustrated teachers, overwhelmed police, and frightened parents due to the increase of vaping and tobacco use and the ease of access to these products.
“At my school, you couldn’t
walk into the bathroom without
smelling blueberries or cherries.
It got to the point where they
would have to shut down every
single bathroom besides one.
They would check everyone’s
bags walking into the bathroom.
So it was hard because out of
everyone, you could pick out a
random group of 10 people, and
six of them were smoking and
vaping.”
– Police Cadet
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 169 Table of Contents
VAPING IS RAMPANT, ESPECIALLY IN SCHOOLS: In Santa
Clara County, 1 in 10 youth use tobacco products, including e-cigarettes. Nearly 90 percent of adult smokers reported that they tried their first cigarette before the age of 18 and 80 percent who started vaping began with a flavored product.
In Santa Clara County, 12 is the most common age that youth have tried their first cigarette. A rising way for youth to buy vaping products is to use social media platforms such as Instagram, Snapchat, and TikTok vs. a traditional retailer, as age verification is not widely used. It was stated in focus groups that youth are using places like school bathrooms to vape, hindering their ability to learn and causing discipline issues. It was also noted that vaping, nicotine, and cannabis use among youth are a big problem across the county because it’s hard for school administrators and teachers to differentiate a vaping product from something as simple as a pen.
“Growing up on the East side, you’re
introduced to alcohol, nicotine, all that stuff.
At a really young age it’s harder because
everyone’s around you doing it. You want to
do it. It’s hard when you’re going to school
and you see people walking around openly
hitting their vapes.”
– Police Cadet
170 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
MENTAL HEALTH CHALLENGES PERSIST
AMONG YOUTH: The COVID-19 pandemic
era ushered in a new set of challenges for
youth, leading to a mental health crisis
as declared by the U.S. Surgeon General.
There have been significant increases in
mental health disorders in youth, including
depression, anxiety, and suicidal ideation.
It is especially important to protect the
mental health of minority and marginalized
young people as due to factors beyond
their control, these groups are at a
higher risk for mental health difficulties.
It was mentioned in the focus group that
tobacco use and vaping (along with other
drugs) are how many students deal with
mental health issues as they perceive it as
cheaper than therapy. Schools are trying
approaches to bring a sense of belonging
and purpose for students who have
reported a sense of needing to be a part
of something bigger than themselves and
opportunities to engage with each other.
“We had this continuation school reach out to us for
help. They suspend students constantly. They’re like, you need to quit. And students are like, we’re addicted. We need it because we’re anxious or depressed.”
– Santa Clara County Public Health
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 171 Table of Contents
POLICIES ARE SLOWED BY BUREAUCRACY: As
of April 2024, 84 California municipalities have
enacted a law at the city or county level that
prohibits smoking in 100% of private units of
rental multi-unit housing properties, yet San José
remains off the list. It was stated during interviews
that smoke-free multi-unit housing efforts were
abandoned by tobacco advocates due in part to
issues with San José’s planning code exempting
condos and townhomes from the definition of
multi-unit housing. If exemptions remained in place,
this was perceived as setting a bad precedent
for other ordinances statewide. It was noted that
there was a lack of community outreach to address
concerns around smoke-free multi-unit housing
(threat of evictions, definition including cannabis,
etc) from tenants, landlords, and decision makers
compared to other major cities who have been
successful in this area.
COMMUNITY ENGAGEMENT NEEDS AN UPDATE:
Data emerged from interviews that community
engagement efforts can be bolstered from the
traditional surveying that occurs to connect with
youth and harder to reach individuals with modes
of communication that resonate more closely with
them and in the places where they spend most
of their time. City efforts to implement tobacco
policies have backfired when failing to gather an
adequate amount of community support through
organizations and individuals who may be affected
or have influence locally and statewide.
172 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
NEW TOBACCO PRODUCTS ARE CONTINUOUSLY
RELEASED: The tobacco industry continues to
develop new tobacco products and smokeless
tobacco products are rising in popularity. Two
products that are becoming more widespread
are heated tobacco products (devices that heat
tobacco leaves) and nicotine pouches that are
placed in the mouth and contain nicotine powder.
Videos of young people popping nicotine pouches
have millions of views on social media platforms.
This trend could make pouches the latest nicotine
product to attract underage youth, similar to the
way Juul led to a spike in vaping.
“They have their Instagram accounts, their
Snapchat accounts. And they’ll post, I have
these puff bars. Come hit me up. And that’s
it. It’s simple. They’ll drive to your house
for $10. The people who give you the puff
bars, they relinquish all responsibility right
when they give it to you. And you’re 13,
and now you’re smoking. And then you’re
getting one every week.”
– Police Cadet
“I’ve had situations where students told me
that they implemented a communal vape.
What they do is they have their vapes and
hide it behind the toilet with tape. And
then anybody that needs a fix, they just
hit it. And who’s to say who’s using it?
Nobody knows. But also, we’ve seen a rise
in nicotine Zyn packets. We’ve seen a lot of
really young kids overdosing on that.”
– San José Police Department
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 173 Table of Contents
TOBACCO RETAILERS ARE EASY TO ACCESS: Higher
concentrations of tobacco retailers increases youth
exposure and access to tobacco products, leading to
higher rates of tobacco use among youth. San José has 583 stores that sell tobacco products, making up over half of all tobacco retailers in Santa Clara County. Currently, 40% of public schools in San José are within 1,000 feet (2 city blocks) of a tobacco retailer, and 19% are within 500 feet, (1 city block), making it easier for children and youth to access tobacco products at an early age. Nearly 40 percent of Santa Clara County students who report smoking
cigarettes, and 65 percent who use e-cigarettes reported that they purchased them from a store. Of those who
purchased them directly from a store, less than a quarter (23 percent) were asked to show proof of age. Grocery
stores, convenience stores, and gas stations advertise
tobacco products in the same place that youth purchase
their after-school snacks, as point-of-sale advertising has become one of the final frontiers for the tobacco industry. “We should do an overview of where
retailers actually are. Smoke shops, vape
shops, and tobacco retailers tend to cluster
in certain areas. Especially throughout
certain districts, East San José, downtown,
they tend to be more pocketed. You’re
going to have a higher density of retailers.
And especially being mindful of retailers that
open up by schools, libraries, community
centers, and looking into policies that may
help address product availability in those
areas.”
– Santa Clara County Public Health
174 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
THE TOBACCO INDUSTRY WORSENS HEALTH INEQUITIES: It has been shown that tobacco retailers concentrate disproportionately in neighborhoods with a higher proportion of Black and Latino or Hispanic residents as well as neighborhoods with lower socioeconomic status and those with a greater concentration of same-sex couples. Different levels of exposure to point-of-sale tobacco marketing follow similar patterns. The location, density, and type of tobacco retailers in a community affect tobacco use rates and contribute to health inequities associated with tobacco use such as increased risk for heart disease, stroke, cancer, lung diseases and Type 2 diabetes.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 175 Table of Contents
Opportunities
REDUCE TOBACCO RETAILER DENSITY: San José has
the opportunity to address the overpopulation of tobacco retailers in the city, especially in areas of East San José, by adding density, proximity, and sales establishment
limitations on the granting of new tobacco sales permits, using San Francisco’s retail density policy as a local model.
There, a cap per district was decided strategically to
lower the density of tobacco retailer outlets to the lowest number of stores that currently existed in a district. San José can reduce exposure to advertising and youth access to tobacco by redefining the conditions for approval of retailer licenses through a cap per district or go further with a sunset condition on licenses that prohibit new
licenses from being issued when a business with a retail license closes or is sold. Other options could include
restricting the number of stores on one block, restricting the locations of stores, or restricting the types of stores that could carry licenses.
ALIGN WITH SANTA CLARA COUNTY: The County of
Santa Clara passed a TRL in October 2010. This ordinance included restrictions on the sale of flavored tobacco
products, prohibited pharmacies from selling tobacco
products, placed limits on where stores that sell tobacco can be located, and reduced storefront advertising. In 2017, the County developed the County-City TRL partnership
to achieve uniformity of policies across the County. Los Gatos and Palo Alto are examples of towns and cities that have joined this partnership with the same TRL protections for their residents as the County. There is an opportunity for San José to align with the County as well, and Blue Zones can be a convener for these efforts and sustained partnerships.
176
Table of Contents
“Working families need to know that there’s
going to be accountability for these shops and
what they sell and that they face consequences if
they don’t follow the rules that are set up to keep
everyone safe.”
-San José City Councilmember
SUPPORT A CONDITIONAL USE PERMIT:
The San José City Council recently voted
to require an additional permit for smoke
shops in the city, in an attempt to reduce
the amount of unregulated drugs such
as synthetic cannabis and psychedelic
mushrooms. The new permits are meant
to hold retailers accountable and protect
disenfranchised populations. Details are
to be confirmed, including cost of the
permit and whether to use a conditional
use permit, and findings will be brought
to the Public Safety and Strategic Finance
Committee by the end of 2024. The city
is considering a moratorium to prevent
new smoke shops from opening until the
permit process is finalized. This conditional
use permit is another opportunity for Blue
Zones to support the city in increasing
adherence by retailers while also reducing
the total number of tobacco retailers in the
city, especially in areas of East San José.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 177 Table of Contents
INCREASE ADHERENCE BY RETAILERS: Blue Zones
can assist San José by working with tobacco and vape
retailers to increase adherence and influence positive
change. During the Blue Zones community tour, it was
observed that unregulated products were being sold in
smoke and vape shops in East San José. It was mentioned in an interview that an estimated nine out of 10 smoke
shops in East San José have illicit drugs that are on the rise in the city. Blue Zones can partner with the city and county on youth decoy initiatives, working with and
educating retailers who carry unregulated products and/ or sell tobacco or vape products to underage youth on
creating a healthier retail environment. This collaboration can enhance current city mapping efforts with layered,
detailed information on where tobacco retailers are located and where noncompliance is occurring, which may inform
policy priorities.
“I think to get good compliance, it’s getting
retailers on board and educated about local
laws, promoting programs that allow for
inspectors that go in more often.”
– Santa Clara County Public Health
178 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
EXPAND SCHOOL AND COMMUNITY ENGAGEMENT:
The Santa Clara County Office of Education Tobacco Use
Prevention Education program offers grant funding to
school districts for tobacco-free policies such as signage, tobacco free zones, etc. San José Unified School District has been identified as one school district with potential for an ongoing partnership that has yet to take place.
This is an area that Blue Zones can assist with increasing collaboration between funding entities and schools to
advance youth-focused efforts. Blue Zones can partner
with agencies to promote assessments and provide
community education on new tobacco products and harms
of current products using methods that resonate with
youth and those who care for them. This aligns with the San José CYSMP, which has a Strategic Priority Area of
Safe, Clean, and Connected Communities, with expected
outcomes including: “All youth and their families feel
connected to each other and exercise their voice and
leadership in strengthening their community, in safe, clean, vibrant, and inclusive neighborhoods.”
IMPROVE THE STATE OF TOBACCO CONTROL REPORT
GRADE: San José has an opportunity to join other
California and Blue Zones communities in achieving an “A” grade on the American Lung Association State of Tobacco Control Report by engaging the community around smokefree sidewalks, partnering with pharmacies to ban the sale of tobacco, and exploring pricing strategies like minimum pricing of tobacco products. Blue Zones communities
such as the Beach Cities have seen success in tobacco
policies over the last decade that raised their grade from a D (Hermosa Beach) and F (Redondo Beach, Manhattan
Beach) to a B (Hermosa Beach, Redondo Beach) and an
A (Manhattan Beach) by enacting policies that San José
can mirror to better protect the health and wellbeing of all residents, regardless of where they live.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 179 Table of Contents
BUILD CAPACITY THROUGH PARTNERSHIPS WITH
BLUE ZONES COMMUNITIES AND STATEWIDE
INITIATIVES: Many Bay Area and Blue Zones
communities have passed policies that are primed
for San José, and Blue Zones can help make further
connections, bolster current coalition efforts, and
explore new avenues for policy change with initiatives
like the California Youth Leadership Corps, launching
community career pathways in cities such as San
José by preparing historically marginalized youth to
become community organizer and change agents.
Blue Zones can link San José with communities in
California and nationwide that have experienced
successes in passing tobacco policies, reducing
tobacco use, and saving money on healthcare costs.
SUPPORT CONTINUED FUNDING OPPORTUNITIES:
Blue Zones can use its global platform to expand
tobacco prevention efforts in San José and Santa
Clara County by demonstrating impact and supporting
opportunities to obtain state and federal funding. It
was mentioned in an interview that First 5 initiatives
for low-income children ages 0-5 have been reduced
across the County as funds were tied to cigarette
taxes through Prop 10, yet over time the population of
cigarette smokers has gone down. The measure was
intended to be temporary, but has been on the books
for 25 years. Hence, one funding stream could be
explored such as using cannabis tax dollars to boost
tobacco and vaping retailer adherence efforts as well
as reviving First 5 initiatives to ensure that funding
for tobacco prevention efforts and early childhood
development is not codependent.
180 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
EMPOWER YOUTH ADVOCATES: By using an evidencebased approach such as the Community Action Model to advance tobacco policy in San José, youth advocates
will have the opportunity to gain skills in social justice advocacy and policy implementation efforts. This is
another area of alignment with the San José CYSMP,
which has a Strategic Priority Area of Health and Mental Wellness, with expected outcomes including: “All youth are resilient, connected to others, feel valued, and have a sense of purpose, and access to holistic supports throughout
their developmental journey.” Blue Zones can partner
with youth-focused organizations to bolster job skills
training through community organizing, public speaking, letter writing, and most importantly providing youth with a purpose that is part of the Blue Zones model and the
CYSMP. Efforts to empower youth advocates can begin in
vibrant and diverse focus areas such as Seven Trees and Mayfair, where a youth-led initiative that creates, translates, and distributes resources and support to youth and their families can have a greater impact.
“Our students are increasingly involved in
public policy advocacy related to mental
health, including research for AB 2411, a bill
that is in front of the assembly at this time
that would put the youth voice on the Prop
63 committee. So there are ways to really
involve the youth in the forward thinking.”
– Parent, Herbert Hoover Middle School
“Campaigns are powerful when you start
realizing what vaping is doing to your body.
So, you know, enforcement, education, and
utilizing young adults who are vaping or
having some health issues to help with the
community outreach is powerful when you
hear from your own family. We don’t want
to hear from adults all the time, right? It’s a
different message when you hear it from a
peer.”
– Police Cadet
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 181 Table of Contents
PARTNER WITH HEALTHCARE PROVIDERS FOR
CESSATION RESOURCES: As an integral partner of Blue
Zones initiatives, health care organizations play a key role in helping people quit tobacco and vaping by providing
direct services and referrals/resources to quit. It was noted in interviews that the statewide Kick It California program is currently available in Spanish and English, yet San José has the highest percentage of Vietnamese population outside of Vietnam. Though quit tobacco phone interventions are available through Asian-language resources, the number
of languages are limited and a central repository of all quit tobacco and vaping resources can be compiled and
shared amongst health care providers, government, and
community based organizations to increase reach and
strengthen partnerships city and countywide.
“Whenever we pass a policy we try to make
sure those who are already smoking have a
place to go to help them quit and that it is
well funded.”
– Santa Clara County Public Health
182 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
REDUCE TOBACCO-RELATED
HEALTH INEQUITIES: The use of
tobacco products by minors has been
shown to disproportionately affect
low-income communities and people
of color. While the 2009 Family
Smoking Prevention and Tobacco
Control Act requires cigarettes to
come in packs of at least 20, there are
no similar stipulations on pack sizes
for cigars and cigarillos. This allows
companies to sell the products as
singles and doubles for low prices,
making them appealing to price
sensitive shoppers like youth. In
Boston, setting minimum pack sizes
in combination with minimum prices
for cigars and cigarillos has resulted
in higher average sales prices, fewer
retailers selling single cigars, and a
reduction in neighborhood- race- and
income-based disparities in youth
access to the products. San José can
establish a minimum pack size for
cigars and cigarillos, which are most
effective when paired with a minimum
price.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 183 Table of Contents
People and Organizations Engaged
Blue Zones acknowledges
and thanks the following
participants for lending
their time, expertise, and
insight in contribution to the
development of this report.
Name Title Organization
Alejandro Villalobos Program Manager II County of Santa Clara Behavioral Health Services
Andrew Sanchez Cadet San José Police Department Cadets
Arjun Batra Council Member | District 10 City of San José Aron Geronimo Cadet San José Police Department Cadets
Ash Kalra Assemblymember | 25th
Assembly District California State Assembly
Bien Doan Council Member | District 7 City of San José
Brian Spears Captain San José Police Department
Carmen Paul Sweens Citizen, Parent, Educator San José Resident Catherine Voss Plaxton Associate Vice President San José State University Dr. Cheryl Ho Behavioral Health
Medical Director
County of Santa Clara Behavioral Health
Services
Chris Burton Director of Planning, Building,
and Code Enforcement City of San José
Cindy Chavez Supervisor of District 2 County of Santa Clara David Cabrera Youth Outreach Specialist San José Youth Intervention Services David Cohen Council Member | District 4 City of San José David Romero Cadet San José Police Department Cadets
Dev Davis Council Member | District 6 City of San José
Domingo Candelas Council Member | District 8 City of San José Don Tran Program Manager Santa Clara County Public Health 184 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Name Title Organization
Edward Daligga Healthy Communities Health
Planning Specialist Santa Clara County Public Health
Francesca Lomotan Manager, TUPE Santa Clara County Office of Education Kiara Kassandra Chief of Staff | District 3 City of San José Kip Harkness Deputy City Manager City of San José
Lam Nguyen Chief of Staff | District 4 City of San José Liz Slocum Health Planning Specialist III Santa Clara County Public Health Mary Crocker Cook Program Coordinator, Drug and
Alcohol Studies San José City College
Matt Mahan Mayor City of San José
Matt Savage Program Manager Santa Clara County Public Health Michael Santellano Cadet San José Police Department Cadets Michele Lew CEO The Health Trust
Omar Torres Council Member | District 3 City of San José Sarah Duffy Chief Children’s Officer Santa Clara County Serena Quinones Youth Outreach Specialist San José Youth Intervention Services Sheila Phan Project Coordinator Breathe California
Steve Donahue Southern Division Commander San José Police Department Susan Ellenberg Supervisor | District 4 Santa Clara County Board of Supervisors Teddy Adera Chief of Staff | District 8 City of San José Victoria Grant Cadet San José Police Department Cadets
Zulma Maciel Director City of San José Office of Racial and Social Equity
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 185 Table of Contents
Headline Two Lines Here
186 Blue Zones: San José Report
Table of Contents
Alcohol
Alcohol misuse is the third leading cause of death in the U.S., and it is a frequent factor in motor vehicle crashes, homicides, suicides, drownings, falls, and many diseases. According to the National Center for Drug Abuse Statistics (NCDAS), alcohol abuse, alcoholism, and alcohol use kills 95,000 Americans each year. NCDAS also reports a 60% increase in alcohol consumption since the COVID-19 pandemic.
Binge drinking (4 or more drinks on an occasion for women and 5 or more drinks on an occasion for men) or heavy
drinking (drinking 15 or more drinks per week for men or 8 or more drinks per week for women) also increases the risk of many health-related problems, including liver disease.
187
Table of Contents
Blue Zones alcohol policy efforts focus on the price and availability of alcohol because these policies have been shown to have a powerful impact on reducing excessive and underage alcohol use and the harms that come with it.
Although youth drink less often than
adults, when they do drink, they drink
more. Approximately 90% of all youth
alcohol consumption happens in the
form of binge drinking. Youth are also
4 times more likely to drink alcohol if
their parents binge drink.
The Blue Zones alcohol policy initiative is designed to raise awareness of alcohol misuse as a health issue in San José and enlist local leadership in creating solutions. We offer technical assistance and direct support from our expert policy team.
Blue Zones Alcohol Policy Goals
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
The Blue Zones Alcohol Policy Goals include:
Nearly 1 in 6 adults in the U.S. are
considered binge drinkers, collectively
consuming more than 17 billion drinks in
binge settings each year.
These policy goals are applicable to most communities
and are supported by the existing evidence base and CDC best practices. It is also noteworthy to add that Blue Zones recognizes that each community is unique, and strategies will vary from community to community.
GOAL ONE
Reform legal liability
to reduce excessive drinking
GOAL TWO
Discourage excessive
and underage drinking
GOAL THREE
Enhance public safety programs
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Why focus on alcohol? The evidence
base clearly establishes that excessive
alcohol consumption is associated with
many health and societal problems
including chronic diseases, unintentional
injuries, violence, and community
decay. According to the Behavioral
Risk Factor Surveillance System, more
than 50 percent of US adults report
drinking alcohol in the past 30 days.
Around 17 percent of adults binge drink
and 7 percent report heavy drinking.
Nearly all adults who drink heavily also
binge drink. Most people who drink
excessively are not alcohol-dependent
and do not have alcohol use disorder
(AUD). Additionally, underage drinking
is considered a form of excessive
drinking because it is both illegal and
often involves consumption in quantities
and settings that can lead to serious
immediate and long-term consequences.
Principally, these goals seek to
implement policies that affect access,
availability, and consumption of alcohol.
Furthermore, these goals seek to
change the environmental context of the
community by cultivating a culture that
values the importance of responsible
alcohol sales and consumption.
The two zip codes with the highest alcohol retailer density per square mile are both focus areas of this project: 95122 has 8 alcohol retailers per square mile, and 95116 has 10 alcohol retailers per square mile. The third focus area, zip code 95111 has 5 alcohol retailers per square mile. For context, the average density in San José is 3 alcohol retailers per square mile, and the density is even lower in higher-income areas ALCOHOL AVAILABILITY IN SAN JOSÉ
95116
95122
95111
Alcohol retailers per
square mile
95116
10 retailers
95122
8 retailers
95111
5 retailers
Average
3 retailers
190 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
The Blue Zones
Life Radius Approach
Our approach to reducing a culture of
excessive drinking is similar to our approach
to reducing smoking in large populations:
we focus on the policy level to reduce the
access and availability of alcohol and tobacco
products. In our work with a community’s
food environment and built environment, we
work toward the opposite goals: to increase
the access and availability of healthy food and
opportunities to walk, bike, and roll.
The following alcohol misuse and prevention solutions are also effective strategies included in the Blue Zones Alcohol Policy Menu.
Responsible beverage service (rbs) and management
training
Implement restrictions on price discounts and drink
specials, as discounts dramatically increase alcohol
consumption
Public investment in law enforcement
Public consumption and intoxication: there is potential for tightening up loopholes and exemptions to public
consumption laws
Social-host and commercial liability
Media campaigns against underage drinking
Restrictions for operation of watercraft
Alcohol tax
Adopt and Adapt Solutions from
Blue Zones Alcohol Policy Menu
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 191 Table of Contents
Executive Summary
San José and Santa Clara County boast a robust network of agencies and organizations that foster a variety of cross-sector partnerships prioritizing health equity. High level decision makers support progressive, data-driven approaches to ensuring mental health and well-being for all children and youth in the city. Restaurants and bars offer alternatives to alcohol for those looking to enjoy the social aspect of drinking without the negative effects of excessive use. Funding streams to address alcohol use and improve health outcomes are strong.
Despite these strengths, San José faces several challenges, including a lack of perceived safety, an increase in alcoholinvolved crashes, a disconnected service provider network, aggressive marketing of flavored alcohol products, and an oversaturation of off-sale alcohol retailers in focus areas of East San José leading to persistent inequities compared to neighboring areas.
Key opportunities for San José to leverage existing strengths and address its challenges include expanding youth alcohol prevention programs, implementing density and zoning
restrictions, evaluating alcohol marketing practices, and building capacity for local advocacy efforts.
The opportunities highlighted in this assessment align with Blue Zones alcohol policy goals and strategies to reduce excessive drinking, prevent underage drinking, and increase public safety. With continued strategic planning, collaboration, and community-led efforts, San José is ready to advance innovative alcohol policy initiatives that improve health, safety, and longevity for all.
*An off-sale alcohol retailer is a regularly established retail store that, along with other commodities, sells alcohol for consumption off the premises. Examples include liquor stores, food markets, and convenience stores.
192 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
“People have easier access to liquor on the east side
than they do to fresh bread”
– Cindy Chavez, District 2 Supervisor, County of Santa Clara Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 193 Table of Contents
Top Opportunity Highlights
EXPAND YOUTH ALCOHOL PREVENTION EDUCATION
AND PROGRAMS: Partner with the Santa Clara County
Office of Education and school districts across the city with a focus on East San José to implement alcohol
prevention and media literacy programs for youth
populations.
STRENGTHEN ACCESS TO TREATMENT AND
RESOURCES: Improve community access to alcohol
misuse treatment and prevention resources and services
by strengthening care coordination systems and
networks, and advancing the “no wrong door” service
delivery model in the Children and Youth Services Master Plan.
ENHANCE COMMUNITY SAFETY AND WELL-BEING
THROUGH REDUCED ALCOHOL OUTLET DENSITY:
Prioritize evidence-based policies that address inequities in the density of alcohol retailers, exposure to alcohol marketing, and opportunities to purchase and consume
alcohol. Engage residents in discussions about the ideal retailer density.
EMPOWER NEIGHBORHOODS TO ADDRESS ALCOHOL
OUTLET DENSITY: Develop policies that address
disparities in alcohol outlet density by giving residents a say in limiting the number of retailers that sell alcohol in or near their neighborhoods.
194 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
PROTECT YOUTH FROM ALCOHOL MARKETING AND
YOUTH-FRIENDLY PRODUCTS: Adopt strategies that
limit alcohol marketing practices and flavored alcohol
product availability to minimize their impact on youth
alcohol consumption rates.
INCENTIVIZE HEALTHY RETAIL ENVIRONMENTS AND
RESPONSIBLE SALES AND SERVICE: Create incentives
for off-premise retailers (e.g., gas stations and corner stores) to limit alcoholic beverage options and promote responsible retail practices.
BUILD CAPACITY FOR POLICY ADVOCACY: Strengthen
partnerships with local organizations, colleges, and
community residents to build capacity and support to
advocate for effective alcohol policies.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 195 Table of Contents
Strengths
COMMITMENT TO IMPROVING WELL-BEING FOR
CHILDREN AND YOUTH: Leaders in San José care
deeply about ensuring all children have a fair chance at a healthy and safe future. Of particular note, the San José Children and Youth Services Master Plan outlines the
City’s recognition that “all children and youth deserve to grow up with the confidence that their racial, ethnic, or socio-economic background, family history, or zip code of residence will not be a determining factor in their access to resources and support, and ability to achieve their
dreams and full potential.” This plan highlights areas where needs must be addressed that intersect with alcohol use and related harms by addressing the systemic inequalities and root causes of substance use challenges. San José’s commitment to equity is reflected in efforts to reduce
disparities in housing, education, and healthcare, ensuring equitable access to opportunities and resources. By
championing inclusivity, San José aims to create a vibrant, cohesive community where every individual can thrive and contribute.
ROBUST PARTNERSHIPS AND COLLABORATION:
San José and Santa Clara County boast a myriad of
community-based organizations, public agencies,
educational institutions, and private businesses that often work collectively and collaboratively to improve various aspects of life in and around San José. Evidence of strong partnerships can be seen in the collaborative development of multiple health and wellness strategic plans, such as the Children and Youth Services Master Plan, the Health Equity Agenda, and the San José Youth Empowerment
Alliance Strategic Plan. This collaborative environment is a significant strength that can be leveraged to create a multifaceted strategy to tackle alcohol-related problems— one that involves grassroots support, resource sharing, policy enforcement, educational research, and responsible business practices.
196 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
DATA-DRIVEN DECISION-MAKING: San José benefits from
an accessible wealth of data that informs decision-making by community leaders and organizations. Data about
alcohol retailer density and their proximity to locations frequented by youth, crime rates, socioeconomic data, and health outcomes are readily accessible through San José and Santa Clara County Public Health Open Data websites. NON-ALCOHOLIC OPTIONS: There is a growing list of local restaurants, bars, and higher education social events that offer non-alcoholic beverages or craft mocktails. These events and businesses offer healthy, alcohol-free options for social connection. Stakeholder interviews illustrated the desire to continue expanding alcohol-free beverage
options.
FUNDING FOR UNDERAGE ALCOHOL PREVENTION
PROGRAMMING: Funding to prevent underage alcohol use
has been secured, and a collaborative partnership between Santa Clara County Public Health and Santa Clara County Behavioral Health Services was established to investigate underage drinking, identify prevention strategies, and
educate community leaders about policies that reduce
underage drinking. While other substance misuse
issues can take priority at times, this signals that health professionals and public leaders recognize the importance of addressing the harms of youth alcohol use to improve health outcomes for young people.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 197 Table of Contents
CITY ALCOHOL LICENSE APPLICATION REVIEW:
Community health considerations play a role in evaluating license applications, with the city requiring conditional use permits. Feedback from stakeholders suggests
that decision-makers on the city council and planning
departments now exercise greater caution in approving
alcohol licenses or special “letters of public convenience and necessity.” The California Business and Professions Code underwent a 1998 amendment, instituting a
permanent moratorium on Type 20 off-sale beer and
wine license issuance in areas surpassing a ratio of one for every 2,500 inhabitants. Presently, the California
Department of Alcoholic Beverage Control has imposed
no such moratoriums on the City of San José. Fortunately, the city amended its code to designate areas of undue
concentration of alcohol retailers. In the project focus area, 18 of the 34 census tracts are considered areas of undue concentration and applicants must present a public convenience or necessity with their license application. FUNDING FOR UNDERAGE SALES COMPLIANCE
PROGRAM: The San José Police Department (SJPD) is a
recipient of an Alcohol Policing Partnership (APP) grant from the California Department of Alcoholic Beverage
Control. The APP works with local law enforcement
agencies to monitor and enforce retailer compliance to
reduce and prevent underage drinking, including Shoulder Tap and Minor Decoy operations. By holding retailers
accountable and discouraging adults from purchasing
alcohol for underage youth, these efforts help create a safer, healthier environment for vulnerable populations. 198 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
DEDICATED CITY PROGRAM FOR OFF-SALE RETAILER
COMPLIANCE: San José Code Enforcement operates a
program to hold off-sale alcohol retailers accountable
for responsible business practices. Code Enforcement is responsible for managing off-sale alcohol permitting and provides retailers with an educational inspection guide.
Their primary purpose is to help retailers stay in or achieve compliance with Title 6 and Title 20 of the municipal
code. In interviewing the San José Planning Director, it was discovered that while resources and capacity are somewhat limited for proactive enforcement, Code Enforcement did conduct a pilot on proactive enforcement in six targeted areas that received a high number of complaints. The
Director noted they saw positive results from engaging
retailers proactively.
SCREENING AND TREATMENT SERVICES: The County
of Santa Clara Behavioral Health Services (BHS) provides an array of crisis response, substance use prevention,
and treatment services for San José adults and youth.
Treatment services include both outpatient and residential options, as well as a variety of recovery services supported by community agencies. BHS also provides substance
use prevention services, which address underage drinking, excessive drinking, and fetal alcohol spectrum disorder. SUPPORTIVE HOUSING PROGRAMS: Bridge Housing rules
do not mandate sobriety for persons seeking assistance
and support, but do have strict alcohol behavior guidelines and ban use in common areas. This is a strength because mandating sobriety for people experiencing homelessness can create barriers to accessing stable housing and support services. This approach fosters trust, promotes dignity, and increases the likelihood of successful recovery and longterm housing stability. It also aligns with harm reduction principles that can lead to a decrease in alcohol use,
prioritizing the overall well-being and safety of vulnerable individuals in need of housing support.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 199 Table of Contents
Challenges
RESIDENTS PERCEIVE THE COMMUNITY AS UNSAFE:
Community members in San José repeatedly cite safety
as a primary concern. Many city council members and
candidates run on a platform of increasing public safety.
While the root cause for violent crime is often multifaceted, alcohol use/misuse is a common contributing factor. San José saw an increase in rape, robbery,
aggravated assault, and other violent crimes from 2013 to 2022. Incidents of domestic violence also increased during this period.
MENTAL HEALTH & STRESS: Local youth and young
adults are struggling with mental health issues. Chronic sadness, anxiety, school stress, and challenges with social skills are common concerns among students. Research
continues to find links between youth mental health
challenges and substance use, including alcohol use. Rates of psychological distress among Bay Area adults have
increased as well.
200 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
ALCOHOL USE IS NOT WIDELY RECOGNIZED AS A
CONTRIBUTING FACTOR TO PRIMARY COMMUNITY
CONCERNS: There is a strong desire to make San José a
safer and healthier community for all. Though effective alcohol policies can play a key role in addressing mental health and well-being goals as outlined in the Children and Youth Services Master Plan, they are underrecognized and undervalued. Communities that lack effective alcohol policies tend to have greater binge drinking rates, traffic crash fatalities, cirrhosis death rates, cancer mortality rates, alcohol-involved suicides, and other harms associated with alcohol consumption.
ALCOHOL-INVOLVED CRASHES: In 2021, there were 72
alcohol-related vehicle crashes in San José. More than a quarter (29%) of these crashes resulted in a fatality or serious injury. A notable concentration of alcohol-involved crashes occur during the early morning hours on Saturdays and Sundays, and the majority involve young drivers. The San José Vision Zero Task Force identified priority safety corridors that account for a high proportion of fatalities and serious injuries—many of which fall within the project focus area. Some of these priority safety corridors are in areas that have a high density of alcohol retailers and high crime rates.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 201 Table of Contents
ALCOHOL IS WIDELY AVAILABLE AND ACCESSIBLE:
There are a total of 1,804 on-sale and off-sale alcohol licenses in San José. Alcohol is available at a variety of store types, including grocery markets, corner stores,
convenience stores/gas stations, liquor stores, and
restaurants. The two zip codes with the highest alcohol retailer density per square mile are both focus areas of this project: 95122 has eight alcohol retailers per square mile, and 95116 has ten alcohol retailers per square mile. The third focus area, zip code 95111, has five alcohol retailers per square mile. For context, the average density in San José is three alcohol retailers per square mile, and the density is even lower in higher-income areas. According to assessment results in the 2019-2024 Strategic Prevention Plan, youth and adults report that alcohol is easy to access.
This statement was also made during the focus group
sessions of this assessment.
“The perception of harm [of alcohol], even
among our adults, nobody perceives it as
harmful because accessibility is so high.”
– Program Manager, Santa Clara County
Behavioral Health Services
202 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
FLAVORED ALCOHOL PRODUCTS AND MARKETING
ARE WIDESPREAD: Flavored alcohol products and
related marketing were observed at all retailer locations visited during the assessment. Among Santa Clara County alcohol retailers, 37% have alcohol ads at or below three feet or near candy or toys, and 86% sell alcopops. During interviews and focus group discussions, participants
reported that the most popular alcohol consumed by youth are BuzzBallz and BeatBox ready-to-drink flavored alcohol beverages. These beverages are considered alcopops—
sweet, often fruit-flavored and fizzy alcoholic or malt beverages that have an alcohol content that ranges from about 5%-12%. Alcopops are widely used by underage
drinkers as a result of youth-appealing marketing, sweet flavorings, and inexpensive pricing. Consumption of these types of alcoholic beverages is also associated with binge drinking, fighting, and alcohol-related injuries.
“Drinking alcohol is a rite of passage for
youth. Buzzballz and Beatbox are the most
popular.”
– San José Police Cadet
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 203 Table of Contents
ALCOHOL IS THE #1 SUBSTANCE USED BY YOUTH:
Alcohol is the most widely used substance among both
youth and adults. Approximately half of high school
students and one-third of middle school students in
Santa Clara County have ever consumed alcohol, and
less than 1 in 10 youth believe binge drinking is harmful.
Approximately 1 in 5 (20%) local youth report binge
drinking. Among 11th graders, higher rates of binge drinking occur among students who are homeless; who experience
chronic sadness; or who have a low-value, high boredom
school mindset. During a stakeholder interview with SCC Behavioral Health Services, interviewees revealed that
alcohol use was the most common substance used by
youth seeking treatment services.
“Going to other family parties for other
friends of mine I’d be like “whoa everybody
drinks”, it’s such a normal thing.”
– Chief of Staff, City of San José
204 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
NEED FOR MORE ALCOHOL PREVENTION & LITERACY
INSTRUCTION: The Santa Clara County Office of Education provides Wellness Center Resources, including the “Alcohol Screening and Brief Interventions for Youth: A Practitioner Guide.” However, alcohol prevention resources and literacy education were not found on the San José Unified School District (SJUSD) website under their Health and Wellness, parent, and student resources sections. The San José
Unified School District’s school board policy (Policy 5131.6) describes alcohol-related preventative instruction and
support. However, focus group discussion from young
adults who previously attended SJUSD schools said their alcohol prevention education was insufficient.
“Looking at treatment data we can see that
alcohol is still the most misused substance
among our youth.”
– Program Manager, Santa Clara County
Behavioral Health Services
INCREASE COMMUNITY ADVOCACY ON ALCOHOL
CONTROL POLICIES: Stakeholders have highlighted the
need for additional volunteers to champion policy change efforts. Although the Santa Clara County Public Health
Department and Behavioral Health Services support
alcohol prevention programs and have access to a large
amount of alcohol-related data, they are restricted from advocating for policies due to laws governing their roles or funding sources. Gaining support from local organizations and communities experiencing alcohol-related health
inequities is crucial for alcohol policy change to occur. IMPROVE CARE COORDINATION STRATEGIES: As
revealed through interviews, there is a need for service providers to collaborate and modernize their referral
systems. Public health, behavioral health, social workers, and other community-based service providers rely
on outdated resource guides to assist their clients in
accessing services to improve their quality of life, often resorting to cold calling down a list of possible resources to find available programs or services. While an updated 2024 Santa Clara County Resource Guide exists, it may
be underutilized. Strong coordinated care systems can
improve health outcomes for clients with substance use
disorders.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 205 Table of Contents
Opportunities
INCREASE AVAILABILITY OF YOUTH ALCOHOL
PREVENTION & MEDIA LITERACY EDUCATION
PROGRAMS: Media use, including exposure to advertising, significantly influences alcohol consumption and substance use among young people. Prevention and media literacy
programs have strong potential as substance abuse
prevention strategies. With an established school board policy and the Santa Clara Office of Education’s Health and Mental Wellness master plan, the necessary infrastructure and supports are available to enhance alcohol prevention and media literacy programs for students across all San José school districts.
IMPROVE TREATMENT REFERRAL SYSTEMS: San José has
an opportunity to enhance community access to treatment resources and services through strengthening the current care coordination networks, aligning with the “No Wrong Door” service delivery model. As described in stakeholder feedback, the current referral list being used by providers is outdated and needs to be updated. By improving the
referral network, San José can ensure timely interventions for community members in need.
ESTABLISH POLICIES THAT REDUCE ALCOHOL OUTLET
DENSITY: Areas with a high density of alcohol vendors
have been associated with excessive alcohol consumption and alcohol-related harms, including violence, traffic
accidents, and property damage. Such policies could place limits on the number of retailers in specific zoning areas, limit distance between licensed retailers or proximity
to youth-oriented places, or utilize a cap-and-winnow
approach to gradually reduce the number of retailers.
206 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
ESTABLISH POLICIES THAT LIMIT ALCOHOL MARKETING
AND ADVERTISING: Since 2013, storefront advertising for alcohol has persisted in 86% of Santa Clara County stores that sell alcohol. Imposing additional restrictions on internal alcohol advertisements in stores and additional limits on the percentage of window space available for alcohol
advertising (currently 33%) for all alcohol retailers can help reduce favorable attitudes toward alcohol use, as well as rates of underage and excessive drinking.
EMPOWER NEIGHBORHOODS TO ADDRESS ALCOHOL
OUTLET DENSITY: Excessive alcohol use is more prevalent in neighborhoods with clusters of alcohol retailers. This leads to a build-up of alcohol-related problems like
noise, violence, and injuries. Research demonstrates
that communities with high densities of alcohol retailers often experience health inequities. Oftentimes, these
communities are historically under-resourced. Formalizing the inclusion of neighborhood representation in decisionmaking bodies to determine public convenience or necessity for off-sale alcohol licenses in areas of undue concentration can contribute to San José efforts to
improve health equity and prevent further harms. Another example of this includes establishing special use zones or districts, such as an Alcohol Restricted Use Subdistrict (ARUS) ordinance, as seen in the resident-led initiative in Los Angeles. This initiative proposed authorizing
neighborhoods which experience more alcohol-related
harms to play a role in limiting how many alcohol licenses are granted in their community.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 207 Table of Contents
REDUCE AVAILABILITY OF SINGLE-SERVE FLAVORED
ALCOHOL PRODUCTS: California law grants local
jurisdictions the power to apply special restrictions as conditions for granting alcohol licenses. The city should explore restrictions on sales of single serving malt liquors and all flavored malt or alcoholic beverage sales by retailers located near youth-oriented places (i.e., schools, parks, community centers) as conditional use permits. Limiting the availability of single-serve flavored alcohol products may help denormalize alcohol use among youth, reduce
underage binge drinking, and decrease alcohol-related
injuries.
INCENTIVIZE HEALTHY CORNER STORES: There is an
opportunity to align with Blue Zones Places and Policy
areas (i.e. tobacco, food systems) within a Blue Zones
initiative to advance a healthy corner store initiative.
Incentivizing retailers that voluntarily improve their store environment by reducing alcohol availability, accessibility, and marketing and increasing store space for accessible, affordable healthy options can have a positive impact
on community health. If retailers voluntarily cease sales of alcohol products, this also helps reduce alcohol outlet density.
208 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
RESPONSIBLE BEVERAGE SALES AND SERVICE
TRAINING REQUIREMENTS FOR ALL ALCOHOL
RETAILERS: Requiring sales and service training for
owners, managers, servers, and sellers at alcohol
establishments may help reduce excessive drinking and
improve alcohol server practices. In San José, on-premise retailers are currently required to take Responsible
Beverage Server (RBS) training, but there are no
requirements for off-premise retailers, who account for the majority of the alcohol licenses in the community.
The California Department of Alcoholic Beverage Control currently offers the Licensee Education on Alcohol and
Drugs (LEAD) program and provides retail licensees with practical information about selling alcoholic beverages safely, responsibly, and legally. In combination with
enforcement, RBS training can result in fewer sales to
underage and/or already intoxicated persons.
BUILD A NETWORK OF LOCAL ADVOCATES: Currently,
there is no community advisory board, position, or
local organization solely dedicated to preventing harms associated with alcohol use in the area. While public health professionals provide the community and leaders with
data, resources, and recommendations, there is a need
for community members to advocate for policy solutions, systems change, and environmental strategies that reduce alcohol misuse. Moreover, a board, organization, or position could help fortify the relationship between the city
government and residents, helping ensure that decisions are well-informed, equitable, and responsive to community needs.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 209 Table of Contents
People and Organizations Engaged
Blue Zones acknowledges
and thanks the following
participants for lending
their time, expertise, and
insight in contribution to the
development of this report.
Name Title Organization
Alejandro Villalobos Program Manager II County of Santa Clara Behavioral Health Services
Andrew Sanchez Cadet San José Police Department Cadets
Aron Geronimo Cadet San José Police Department Cadets
Ash Kalra Assemblymember | 25th
Assembly District California State Assembly
Bien Doan Council Member | District 7 City of San José
Brian Spears Captain San José Police Department
Carmen Paul Sweens Citizen, Parent, Educator San José Resident Catherine Voss Plaxton Associate Vice President San José State University Dr. Cheryl Ho Behavioral Health
Medical Director
County of Santa Clara Behavioral Health
Services
Chris Burton Director of Planning, Building,
and Code Enforcement City of San José
Cindy Chavez Supervisor of District 2 County of Santa Clara David Cabrera Youth Outreach Specialist San José Youth Intervention Services David Cohen Council Member | District 4 City of San José David Romero Cadet San José Police Department Cadets
Domingo Candelas Council Member | District 8 City of San José Don Tran Program Manager Santa Clara County Public Health Edward Daligga Healthy Communities Health
Planning Specialist Santa Clara County Public Health
210 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Name Title Organization
Francesca Lomotan Manager, TUPE Santa Clara County Office of Education Kiara Kassandra Chief of Staff | District 3 City of San José Lam Nguyen Chief of Staff | District 4 City of San José Liz Slocum Health Planning Specialist III Santa Clara County Public Health Mary Crocker Cook Program Coordinator, Drug and
Alcohol Studies San José City College
Matt Mahan Mayor City of San José
Matt Savage Program Manager Santa Clara County Public Health Michael Santellano Cadet San José Police Department Cadets Michele Lew CEO The Health Trust
Omar Torres Council Member | District 3 City of San José Sarah Duffy Chief Children’s Officer Santa Clara County Serena Quinones Youth Outreach Specialist San José Youth Intervention Services Sheila Phan Project Coordinator Breathe California
Steve Donahue Southern Division Commander San José Police Department Teddy Adera Chief of Staff | District 8 City of San José Victoria Grant Cadet San José Police Department Cadets
Zulma Maciel Director City of San José Office of Racial and Social Equity
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 211 Table of Contents
Headline Two Lines Here
Places Overview
The Blue Zones approach to community transformation focuses on optimizing the places and spaces where people spend the majority of their time, making healthy choices easier and even unavoidable. Our team collaborates with schools, worksites, restaurants, and grocery stores - the places where people spend a significant portion of their day. Healthy communities happen when residents feel supported by the systems and places surrounding them.
SCHOOLS | WORKSITES | RESTAURANTS | GROCERY STORES
212 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Headline Two Lines Here
Our objective is to get a minimum threshold of these places Blue Zones Project ApprovedTM or Blue Zones Certified®. By making small but impactful changes in the places that matter most, we see permanent and visible improvements across the community - in all the places people live, work, learn, pray, and play.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 213 Table of Contents
Headline Two Lines Here
214 Blue Zones: San José Report
Table of Contents
Schools
Schools shape healthy habits for life. Whether it’s adding physical activity, socialemotional support, or nutrition education, students and teachers see benefits such as increased motivation, decreased disciplinary problems, and a stronger school community.
The Blue Zones team focuses on reaching a critical mass of best practices in order to ensure success in this critical learning environment.
215
Table of Contents
We administer a Blue Zones Project Approval
Program that helps schools implement up to 30
evidence based interventions that have been shown
to improve students’ well-being and performance.
For a community to achieve certification, we require
30% of all schools in the focus area to achieve
certification.
15 School districts
6th largest district out of 103
districts in California
92.3 percent graduation rate in
2022 across San José
80 percent of students are
minorities
234,000+ students across 350
schools
During the school readiness assessment, meetings with
stakeholders, including school leaders, building and districtlevel personnel, community engagement professionals, community organizations, and other representatives proved instrumental in capturing valuable information. The purpose of these conversations was to gain a deeper understanding of each school district, and determine their readiness for working with Blue Zones to revitalize school environments and better promote physical, social, and emotional health throughout the region of focus.
San José Schools Facts:
Schools Overview
216 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Headline Two Lines Here
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report https://www.egusd.net/District/About-EGUSD/Our-District/index.html 217 Table of Contents
Good habits adopted at an
early age lead to healthier,
happier, more productive lives,
an enormous cost savings in
medical and social expenditures.
218 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
https://www.egusd.net/District/About-EGUSD/Our-District/index.html Benefits for Schools:
Our work in schools and recent success stories from
Blue Zones Project communities
School performance and well-being: Simple changes in the school environment can boost student health, attendance, focus, and performance. Activity breaks can improve on-task behavior in the classroom. Beverage policies can cut the consumption of excess calories that lead to children being overweight. Movement opportunities in and out of PE class can increase fitness. • K-5 obesity in the Redondo Beach Unified School District is down 64% since 2016 as a result of well-being programs implemented.
• Students at Blue Zones Project Approved™ schools in Southwest Florida get an average of 225 more minutes of physical activity each week than students at other schools.
Economic and community vitality:
• Blue Zones Project-related initiatives in Cedar Falls, IA, helped earn a Physical Education Program (PEP) grant valued at $1.3 million.
• $6.4 million in grant funding was secured to support a Safe Routes to School initiative in Fort Worth, TX.
School-community connection: School involvement sends a positive message and connects staff, parents, and students around a shared goal. Blue Zones Project social media, web, and community promotions fuel enthusiasm for healthy action. Proactive position: The Blue Zones Project School Pledge reflects the growing recognition that helping kids develop healthy habits affects lifelong well-being and healthcare costs. Participation puts you on the healthy side of government mandates and public opinion.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 219 Table of Contents
Strengths
SCHOOLS SERVE AS COMMUNITY-CENTRIC HUBS:
Schools in the San José focus area are revered as
more than just educational institutions—they are vital
community hubs. Representatives from focus groups
emphasize that schools serve as trusted anchors within
their neighborhoods, providing essential resources for local families’ health, well-being, and social cohesion. They host a myriad of community events and foster safe environments where families can gather around academics, athletics,
and other activities. The presence of active parent-teacher associations, robust volunteer programs, and a strong
school board underscores their pivotal role in community life.
RESPONSIVE LEADERSHIP AND ADAPTABILITY: School
board and administrators demonstrate a School board
and administrators demonstrate a strong responsiveness
to community feedback. This willingness to listen and
adapt is exemplified by recent decisions prompted by
declining enrollment and local competition from charter and private schools. Instead of closing a struggling school, community input led to its transformation into a Visual & Performing Arts School. This proactive approach not
only preserves educational options but also enhances the district’s competitiveness and responsiveness to evolving community needs.
220 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
EMPOWERED PARENTAL ENGAGEMENT PROGRAMS:
like the San José Unified School District’s Office of Family Engagement exemplify a commitment to valuing and
empowering caregivers. Offering workshops and classes
strengthens positive relationships between families,
students, and the district. The introduction of the Family Liaison program in this area further enhances engagement by proactively connecting families with educational
opportunities and resources district-wide.
COMMUNITY-DRIVEN YOUTH SUPPORT INITIATIVES: The
City of San José’s Children and Youth Services Master Plan (CYS Master Plan) was established in 2024 and currently maps a three-year plan through 2027. This comprehensive plan reflects the community’s dedication to improving
policies, practices, and investments that benefit young people both within schools and beyond. Collaborative
efforts with partners like Blue Zones underscore a
collective commitment to promoting longevity and wellbeing, ensuring a holistic approach to youth development.
This level of initiative shows how invested community members and organizations are in ensuring residents can live longer, healthier lives.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 221 Table of Contents
THE CITY HAS A STRONG HISTORY OF INVESTING IN
YOUTH:
• In 1971 the Youth Commission was formed by the City
to afford young people the opportunity to actively
participate in the government decision-making
process. The Commission empowers youth to offer
recommendations, input, and feedback on policies and
topics that are of importance to them.
• In the early 1990’s the Youth Empowerment Alliance
(previously the Mayor’s Gang Prevention Task Force)
was launched to reduce gang and youth violence.
• In 2015, the City launched the San José Works
program that provides paid internships, connections to
employment opportunities and job readiness training to
youth ages 14-29.
• In 2016 the City established Project Hope to develop
resident leadership and advocacy to address issues
of blight, violence, poverty, and other disparities in
marginalized and underserved communities.
• In 2018 the City adopted the Education and Digital
Literacy Strategy to provide staff, partners, and grantees guidance and tools on providing quality educational and digital literacy programs and services.
• In 2021, the City launched the Resilience Corps
program to provide employment, mentorship, and
work experience opportunities to young adults from
marginalized and underserved communities.
222 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
We want to send a clear message to San José’s Children and Youth:
“You are loved, you are valuable, and we are here to help you realize the destiny and purpose that is within you!”
– Angel Rios Jr., Deputy City Manager
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 223 Table of Contents
Challenges
POST-PANDEMIC MENTAL HEALTH CRISIS: The pandemic
has led to a dramatic increase in mental health issues
among students, including higher rates of intentional
self-harm, overdoses, and major depressive disorders.
According to the 2023 Santa Clara County Needs
Assessment Report, rates of intentional self-harm among 13 to 18-year-olds rose by 91%, overdoses by 95%, and
diagnoses of major depressive disorder by 84% in the first year alone. These alarming statistics manifest in ongoing issues such as chronic absenteeism, increased mental
health needs, significant learning loss, and increased
incidents of campus violence and misconduct. Addressing these issues requires substantial mental health support and resources.
“Ever since COVID, we’ve been spending a
lot of time trying to meet students where
they’re at and supporting with their social
and emotional support.”
– Schools Focus Group Attendee
224 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
HIGH EDUCATOR TURNOVER AND STAFFING
SHORTAGES: The San José focus area faces severe staffing challenges, including high turnover rates among principals and teachers. Over the past two years, San José Unified School District has lost 54% of its principals, a stark comparison to the 22% turnover in neighboring districts, as highlighted by a member of the San José Unified
Equity Coalition.This instability affects the consistency of education and leadership within schools. The competitive job market exacerbates this issue, making it difficult to retain and attract skilled educators.
SCHOOL SAFETY AND CAMPUS SECURITY: Ensuring
a safe school environment remains a pressing concern.
Schools are dealing with issues such as unhoused
individuals accessing school premises and causing damage, as well as general safety concerns. There is a need for improved security measures and better infrastructure to create a safe and welcoming environment for students.
RESOURCE ALLOCATION INEQUITIES: There is a
significant disparity in resource allocation among schools in the San José area. While some schools have access to ample funding and resources, others struggle to meet
basic needs. This uneven distribution affects the ability of schools to implement and sustain effective programs and innovations.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 225 Table of Contents
HEALTH AND WELLNESS SERVICES GAPS: Schools are
facing challenges related to health and wellness services, including insufficient nursing staff (e.g., only 2 nurses for 16 elementary schools and 3 for 15 high schools) and a lack of health clerks. This shortage impacts the ability to address student health needs, manage absenteeism due to health
issues, and provide timely care.
LIMITED EXTRACURRICULAR AND SUPPORT PROGRAMS:
There is a lack of afterschool and summer programs in
some schools, with many programs at capacity or requiring fees. Additionally, there is a need for classes that teach life skills and support for adult transitions. The absence of these programs limits students’ opportunities for
enrichment, skill development, and support outside regular school hours.
LACK OF SUSTAINABLE POLICIES FOR WELLNESS:
Within schools in this focus area, there is an inconsistency in wellness programs, including wellness councils and
initiatives like the backpack program for kids in need.
The initiatives are often brought in by a passionate
parent or community member but if that person leaves,
the idea leaves, too. There is little documentation and operationalization of these great ideas. Exploring
creative fundraisers, leveraging new grant opportunities, and providing support for sustainable practices could
significantly benefit underserved schools across the area.
Many programs lack a sustainability model or policy,
leading to their discontinuation when key supporters or coordinators leave.
226 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
A NEED FOR GREEN SPACE: Many schools in this focus
area have limited or no playgrounds, gardens, or green
spaces. This lack of outdoor amenities affects students’ physical activity, social interaction, and connection to nature. Limited or absent playgrounds restrict students’ opportunities for physical exercise, contributing to
lower activity levels and potentially increasing the risk of obesity and related health issues. The absence of
natural spaces can contribute to increased stress and
anxiety among students, as they lack access to calming, natural environments. And schools with inadequate
outdoor facilities may struggle to provide safe, inclusive environments for all students, particularly those with
disabilities or special needs. By investing in these areas, schools in the San José focus area can create more
enriching, supportive, and engaging environments for their students.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 227 Table of Contents
Opportunities
REVITALIZE THE WELLNESS COMMITTEE: Reactivate the
existing Wellness Committee with a focus on increasing
engagement and representation from economically diverse school committee members. Create a structured plan
with clear goals and regular meetings to address wellness initiatives consistently. Leverage committee members’
diverse backgrounds to ensure the committee’s activities are inclusive and impactful.
RELAUNCH THE DOGS PROGRAM: Given the interest
in bringing back the DOGS (Dads of Great Students)
program, plan a relaunch event to reconnect with
fathers and male role models in the community. Use
the opportunity to rebuild relationships with the police department and promote community involvement in school
activities, thereby strengthening local engagement and
support.
228 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
HOST COMMUNITY RESOURCE ACCESS EVENTS:
Organize new community-led resource access events,
similar to past district events but with a renewed focus.
Partner with local organizations and businesses to
provide resources like free backpacks, health screenings, and educational materials. Ensure these events are held regularly and are well-publicized to maximize community participation.
ENHANCE SOCIAL-EMOTIONAL LEARNING (SEL)
PROGRAMS: Integrate and expand SEL programs within
schools by incorporating best practices and Purpose
Workshops. Collaborate with organizations experienced in SEL, such as Blue Zones, to implement comprehensive SEL curricula that address students’ emotional and social needs, improving overall school climate and student well-being. SUPPORT STUDENT LEADERSHIP IN WELLNESS
INITIATIVES: Empower students to take leadership roles in health and wellness initiatives. Establish or expand studentled wellness clubs and mental health centers. Provide training and support for students to drive these initiatives, ensuring they have a platform to make meaningful
contributions to their school environment.
STRENGTHEN SCHOOL-PARENT PARTNERSHIPS: Focus
on rebuilding trust and improving communication between parents and school staff. Initiate programs that educate parents on health and wellness topics, and create forums for open dialogue between parents and school staff. Address parental concerns proactively and work on developing a
supportive, collaborative relationship.
DEVELOP AND MAINTAIN SCHOOL INFRASTRUCTURE:
Seek funding and grants to repair and enhance school
facilities, such as garden sprinklers, play structures, and areas with only cement. Implement plans to add play
structures and improve the overall school environment to make it more engaging and conducive to student well-being.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 229 Table of Contents
People and Organizations Engaged
Blue Zones acknowledges
and thanks the following
participants for lending
their time, expertise, and
insight in contribution to the
development of this report.
Name Title Organization
Corina Herrera-Loera Alum Rock Union Elementary
School District Vice President
Ivy Khong East Side Union High School
District School District Nurse
Jeremy Barousse Evergreen School District President Pro-Tem Linda Chavez Alum Rock Union Elementary
School District Member
Lisa Loel Franklin-Mckinley School District School District Nurse 230 Blue Zones: San José Report
Table of Contents
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 231 Table of Contents
Headline Two Lines Here
232 Blue Zones: San José Report
Table of Contents
Worksites
When well-being is an imperative in the workplace, the
business benefits. Most Americans spend nearly half their waking day on the job, making worksites a critical area when it comes to encouraging healthy habits. In addition to providing research-backed best practices, the Blue Zones approach to worksite transformation includes activities such as free purpose workshops and events employees can share with colleagues and their families.
233
Table of Contents
The Blue Zones Worksite Pledge is designed
along five areas of best practice:
Leadership
Purpose
Physical Environment
Social Networks / Engagement
Policies and Benefits
What the Blue Zones
Worksite Pledge Does
To that end, our assessment involved identifying
the top employers in San José and then meeting
with a representative sample of those employers
to assess their readiness.
To achieve Blue Zones Certification, we require
50% of the largest workplaces to become
Blue Zones Project Approved. We don’t charge
employers for our consultancy nor the approval
process, but we do require employers to take the
process seriously and follow through on their
initiatives.
234 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Headline Two Lines Here
Largest Health Insurer in Hawaii
(HMSA):
• 2% reduction in smoking
prevalence
• 3.5% increase in employees
exercising 30+ minutes at least
3x’s per week
• 1.9% increase in employees
eating 5+ servings of fruits
and vegetables per day
Benefits to
Employers
Recent worksite
success stories
from Blue
Zones Project
communities
Large Grocery Chain in
Hawaii (Foodland):
• 72% report of being less
sedentary per day
• 46% participation in
volunteer
experience through work
• 5.5% decrease in
employee turnover
Large Hospital System in
Southwest Florida (NCH)
• 34.1% positive shift in BMI
• 2.8% improvement in social
well-being score
• 17.6% positive shift in blood
pressure
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 235 Table of Contents
Most Americans spend
about half their waking
life on the job, making
workplaces a prime
opportunity to encourage
healthy lifestyles.
236 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Walking paths and trails created around worksites
Mandatory 15-minute physical activity break
for all employees
Walking Wednesday program
Walking Meetings and Standing Desks
Physical activity or stretch breaks
MOVEMENT INITIATIVES INCLUDE
The Blue Zones Worksite Pledge
Highlights:
Greater quantification of well-being and
associated benefits
Expansion of programs to improve
financial well-being
Focus on social connectivity and
purpose
Expansion of commute options
Focus on the Life Radius around the
worksite to improve healthy eating
options
Our worksite program provides free purpose workshops and moais - a process by which we build employee social networks around walking and healthy eating.
Throughout the assessment period, we met with 40 employers during the assessment process, including some of the county’s largest employers including 70 focus group attendees. These conversations informed our worksite opportunity analysis that follows.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 237 Table of Contents
Worksites Overview
Santa Clara County has over 12,000 businesses.
The most common sectors for employment are
manufacturing, professional services, and health care.
Job growth in the San José area has increased by 13.7 percent over the past decade, which is more than double the national average. Future job growth is estimated at
38.9 percent.
In May 2023, the average hourly wage in the San JoséSunnyvale-Santa Clara area was $54.68, which is higher than the national average of $31.48. Some of the higher paying occupations include legal, management, and
computer and mathematical. Lower-paying occupations
include health care support, food preparation, and building and grounds cleaning.
As of July 2024, San José’s unemployment rate is 3.50 percent, which is lower than the long-term average of 6.13 percent.
Most people in San José, California drove alone to work, and the average commute time was 28.8 minutes.
238 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Strengths PRESENCE OF INFLUENTIAL EMPLOYERS: • Diverse Industry Leaders: San José hosts a range of influential employers across various industries, from
tech giants like Adobe, PayPal, and Zoom to public
organizations like VTA. This diversity helps stimulate
the local economy and offers a wealth of career
opportunities for residents.
• Global Impact and Innovation: These companies are
not only industry leaders but also trendsetters whose
innovations have global implications. Their presence
attracts talent, fosters collaboration, and drives
technological advancements that benefit the local
community and beyond.
CULTURE OF WELLNESS • Comprehensive Wellness Programs: Companies like PayPal lead with extensive wellness initiatives, including on-site gyms, financial coaching, and wellness days.
These programs promote overall employee well-being
and work-life balance, enhancing productivity and job
satisfaction.
• Diversity, Equity, and Inclusion (DEI) Initiatives:
San José’s major employers prioritize DEI, fostering
inclusive workplace cultures that reflect the city’s
diverse population. This commitment enriches the work
environment with varied perspectives and ideas, driving innovation and improving organizational performance.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 239 SUPPORTIVE SMALL-BUSINESS ECOSYSTEM:
• Thriving Startup Community: This area of San José is
home to a vibrant community of small businesses and
startups. This entrepreneurial spirit contributes to a
dynamic and innovative business landscape, offering
opportunities for new ventures and creative endeavors.
• Affordable Commercial Real Estate: Compared to other
areas, the San José focus area provides more affordable commercial real estate options. This advantage allows
startups and small businesses to establish a presence
without facing prohibitive costs, fostering growth and
sustainability.
• Community Engagement and Local Support: Small
businesses in the San José focus area often benefit
from strong community ties and local support. This
network of relationships helps businesses thrive by
fostering customer loyalty and creating collaborative
opportunities with other local enterprises.
STRONG NETWORK OF PROFESSIONAL DEVELOPMENT:
• Access to Industry Leaders and Mentors: The presence
of major tech companies and influential employers
provides local professionals with opportunities for
networking, mentorship, and career advancement. This
access can lead to valuable connections and insights
that enhance professional development.
240 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
STRONG LOCAL ECONOMIC IMPACT:
• Job Creation and Economic Growth: The concentration
of influential employers and thriving small businesses
contributes significantly to the local economy, creating jobs and driving economic growth. This economic
vitality supports a range of local services and
infrastructure improvements.
• Community Investment and Philanthropy: Many major
companies and successful small businesses are actively
involved in community investment and philanthropic
activities. Their contributions support local schools, nonprofits, and community projects, enhancing the quality of life in the San José focus area.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 241 Challenges
DECLINE IN COMMUNITY AND CORPORATE
ENGAGEMENT:
• Reduced Volunteerism and Community
Involvement: Since COVID-19, there has been
a noticeable decline in corporate volunteerism
and community engagement. Companies are
focusing on internal stability, which has led
to reduced participation in local community
events, a decrease in grant initiatives, and less
volunteering.
• Impact of Remote and Hybrid Work Models:
The shift to remote and hybrid work has
further diminished worksite engagement
with local communities. Employees working
remotely are less likely to participate in
local volunteer opportunities or communitybased projects, weakening the connection between companies and their surrounding
neighborhoods.
• Weakened Post-COVID HR Networking: Focus
groups have highlighted concerns about
diminished HR networking opportunities
post-COVID. The lack of in-person events and
professional gatherings has led to reduced
chances for networking, collaboration, and
knowledge sharing among HR professionals
and organizations.
DISPARITIES BETWEEN TECH AND PUBLIC SECTOR WELLNESS
PROGRAMS:
• Wellness Program Funding Gaps: While tech companies in San José offer robust, well-funded wellness programs and modern office environments, smaller businesses and public sector organizations face significant funding challenges. This disparity creates uneven access to comprehensive wellness initiatives and resources. • Outdated Facilities and Limited Resources: Public sector entities, such as the Santa Clara Valley Transportation Authority, often work with outdated facilities and limited budgets. These constraints hinder their ability to implement modern wellness programs and create supportive work environments comparable to those in the tech sector.
242 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
CHALLENGES IN IMPLEMENTING EFFECTIVE DIVERSITY,
EQUITY, AND INCLUSION (DEI) INITIATIVES:
• Economic Disparities and Unequal Impact: The
economic fallout from COVID-19 has disproportionately
affected minority communities in San José. According
to the 2023 Silicon Valley Index by Joint Venture Silicon Valley, unemployment rates varied significantly across
racial and ethnic lines in 2022, with Black or African
American residents experiencing unemployment rates
more than twice that of White residents (2.4x), followed by Hispanics or Latinos (1.4x).
• Limited Representation and Participation: Achieving
meaningful representation and participation in DEI
initiatives is a persistent challenge. Despite the
presence of Employee Resource Groups (ERGs) in many
organizations, maintaining ongoing awareness and
engagement with DEI initiatives remains challenging.
Organizations struggle to ensure that DEI efforts are
inclusive and effective at all levels, which can undermine the impact and success of these programs.
STRUGGLES WITH REMOTE AND HYBRID WORK
INTEGRATION:
• Technology and Access Inequities: Not all employees
have equal access to the technology and workspace
necessary for effective remote work. Disparities in
home office setups, internet connectivity, and support
resources can impact productivity and engagement.
CHALLENGES IN SUPPORTING SMALL BUSINESSES AND
STARTUPS:
• Funding and Resource Constraints: Small businesses
and startups often struggle with limited funding and
resources compared to larger tech firms. This can affect their ability to implement effective wellness programs, provide competitive benefits, and invest in employee
development.
• Market Competition and Sustainability Issues: Small
businesses may face significant competition and
economic pressures that can impact their long-term
sustainability. Ensuring ongoing support and growth
opportunities for these businesses is crucial for
maintaining a diverse and vibrant local economy.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 243 Opportunities
ESTABLISHMENT OF A COMMUNITY-WIDE WORKSITE
WELLBEING COUNCIL:
• Localized Networking and Collaboration: Creating
a Community-Wide Worksite Wellbeing Council
offers a dedicated platform for local businesses and
organizations to network and collaborate. This council
would enable worksites across the San José focus area
to connect regularly, share best practices, and discuss common challenges related to employee health and
wellbeing.
• Tailored Wellness Strategies: By focusing on the unique needs of this area’s diverse workforce, the council can develop and promote wellness strategies that address
specific local challenges and preferences. This localized approach ensures that initiatives are relevant and
impactful for the community.
• Enhanced Advocacy and Support: The council can
serve as a unified voice advocating for health and
wellbeing issues at a city-wide level, influencing policies and securing support from local government and other
stakeholders.
• Training and Development Opportunities: Regular
meetings and workshops organized by the council
can provide ongoing professional development for HR
professionals and wellness coordinators, keeping them
informed about the latest trends and best practices.
244 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
SUSTAINABILITY OF WELLNESS INITIATIVES:
• Embedding Wellness in Organizational Culture: To
ensure long-term sustainability, organizations should
integrate wellness practices into their core values and everyday operations. This involves creating a culture
that prioritizes employee wellbeing at all levels, from leadership to staff.
• Securing Ongoing Funding and Resources: Establishing
stable funding sources, such as wellness budgets or
partnerships with local health organizations, is crucial for maintaining wellness programs. Regular assessments
and adjustments can help ensure that programs remain
effective and well-funded.
• Leveraging Technology and Data: Implementing
technology solutions, such as wellness apps or
platforms, can support the sustainability of initiatives by providing ongoing engagement and tracking progress.
Data-driven insights can help refine programs and
demonstrate their impact.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 245 STRENGTHENING PARTNERSHIPS WITH EDUCATIONAL
INSTITUTIONS:
• Internship and Training Opportunities: Collaborating
with local educational institutions provides businesses with access to a pool of talented students for
internships, co-op programs, and entry-level positions.
These partnerships can help bridge the skills gap and
create a pipeline of skilled workers.
• Customized Training Programs: Businesses can work
with educational institutions to develop customized
training programs that align with industry needs and
emerging trends. This collaboration ensures that
graduates are well-prepared for the workforce and
equipped with relevant skills.
• Community Engagement and Corporate Social
Responsibility (CSR): Engaging with educational
institutions through sponsorships, scholarships, or
community projects enhances a company’s CSR profile
and strengthens its ties to the local community. These
efforts contribute to positive social impact and support educational advancement.
LEVERAGING LOCAL COMMUNITY RESOURCES AND
NETWORKS:
• Collaborating with Local Health Providers: Partnering with local health providers and wellness organizations
can enhance the range of services available to
employees. These partnerships may offer discounted
services, workshops, or health screenings that benefit
the workforce.
• Engaging with Community Organizations: Building
relationships with community organizations and
nonprofits can create additional support networks for
employees. Community engagement initiatives, such as
volunteer opportunities or charitable events, strengthen the connection between worksites and the local
community.
246 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
People and Organizations Engaged
Blue Zones acknowledges
and thanks the following
participants for lending
their time, expertise, and
insight in contribution to the
development of this report.
Name Title Organization
Anh Tran Manager of Capital/Facilities,
Fleet and Security San José Public Library
Bini Mathew Senior Manager HR Business
Partner PayPal
Damiana Garcia Senior Benefits Analyst City of San José Elizabeth Loretto Santa Clara Valley Open Space Authority Karla Alvarez Deputy Chief of Staff San José Public Library Katia McClain Chief People Officer Steinberg Hart
Landee Lopez County of Santa Clara
Lisa Loel School District Nurse Franklin-Mckinley School District Sonya Morrison Chief People Officer Santa Clara Valley Transportation Authority
Teresa Chagoya Division Manager, Employee
Wellness County of Santa Clara
Wendy Solomon HR Shared Services Partner Lupertino Electric Winta Berhane Santa Clara Valley Water District Santa Clara Valley Water District Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 247 Headline Two Lines Here
248 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Restaurants
According to a U.S. Foods report, on average, Americans eat out nearly 8 times a month - not including visits to the local coffee shop. The way a menu is designed, how food items are prepared and described, the restaurant environment - these are all factors that we take into consideration as we work with this important group of local business owners.
Our goal is to ensure a critical mass of restaurants offer healthy options for residents, while making sure the restaurant keeps its unique flavor and flair. By adding plant-based meals, offering smaller portions, and swapping out a few recipes, restaurants can see major returns.
249
Table of Contents
The Restaurant Pledge is designed along five
areas of best practice:
Increasing Plant-Based Entrée Offerings
Healthier Side Dishes and Portion Sizes
Staff Education and Awareness
Work Environment
Food Preparation and Presentation. A recent study found that 93% of kids’ menu items were very high in calories
at national chain restaurants.
93%
Driving Healthy Choices
in All Neighborhoods
In Fort Worth, there was a Blue Zones Project
Approved restaurant in every neighborhood,
including underserved areas. Our neighborhood
teams had success by creating strong relationships
with neighborhood gatekeepers like faith-based
leaders or neighborhood association directors. With
the right trusted community partners, the Blue
Zones teams were then able to make connections
with restaurant owners who were willing to try
offering healthy options on their menus.
250 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Even though only 3%
of Americans identified
as vegan and 5% said
they were vegetarian
in a recent Gallup Poll,
Nielson reports that 39%
of Americans in 2017
were actively trying to
eat more plant-based
foods.
Benefits to Restaurants:
Attract new diners by offering healthier options
Increase overall revenue with sales of healthy food and beverage options Community recognition for Blue Zones Project Approved status Promotion through Blue Zones social media and website Blue Zones Project
Approved restaurants
tend to save money on
food costs and attract
more business through
customers who want to
eat healthier.
Becoming a Blue Zones Project Approved restaurant has positively impacted our business. Although Taco Heads has always promoted clean and healthy living, we now have a respected organization that further confirms our dedication to health and wellness. - Sarah Castillo Taco Heads Restaurant Owner - Fort Worth, TX Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 251 Table of Contents
The area of the San José focus group is
a culinary melting pot. Its food scene is
characterized by:
RICH CULTURAL DIVERSITY: The area is
home to a large Vietnamese and Mexican
population, resulting in an abundance of
authentic restaurants serving traditional
dishes.
AFFORDABLE EATS: East San José offers
a variety of budget-friendly dining options
without compromising on taste.
HIDDEN GEMS: Many delicious and
underrated restaurants are tucked away in
strip malls or unassuming locations.
COMMUNITY-ORIENTED: The food
scene often reflects the strong sense of
community in the area, with family-owned
businesses and loyal customer bases.
Restaurants Overview
252 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Strengths
ROOTED IN TRADITION: The area’s restaurants reflect
the multicultural nature of the community, offering a wide array of authentic and flavorful cuisines from various ethnic backgrounds, including Mexican, Salvadoran, Vietnamese, and Filipino. This diversity not only enriches the local dining experience but also fosters a sense of cultural pride and inclusion. Many restaurants on San José’s Eastside are family-owned and operated, contributing to a strong sense of community and preserving traditional cooking methods and recipes.
AFFORDABLE, FLAVORFUL DINING: The restaurant
scene in the San José focus area also benefits from
affordability and accessibility. Many dining options are reasonably priced, making them accessible to a wide
range of residents, including those with lower incomes.
The affordability of local eateries ensures that diverse populations can enjoy quality meals without financial strain.
Furthermore, the informal atmosphere of many restaurants fosters a sense of community and belonging, encouraging social interaction and bringing people together.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 253 Table of Contents
Challenges
A NEED FOR A FOODSPACE FACELIFT: Despite
their strengths, restaurants in the San José focus area face several challenges. A significant issue is the lack of investment in the physical infrastructure of many
establishments. Some restaurants operate in outdated
or poorly maintained spaces, which can detract from the dining experience and discourage potential customers.
The need for renovations and modern amenities often
goes unmet due to limited financial resources or
competing priorities.
NAVIGATING FINANCIAL TIDES: The restaurant industry
in this area also grapples with competition and economic pressures. With a high density of dining options, local restaurants frequently vie for the same customer base,
affecting their profitability and sustainability. Economic downturns or shifts in consumer preferences further
exacerbate these pressures, leading to high turnover
rates and limiting opportunities for new or small-scale restaurants to thrive. Addressing these economic and
competitive challenges is crucial for ensuring the longterm success of the restaurant scene in this focus area. 254 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Opportunities
LOCAL AND SUSTAINABLE FOOD PRACTICES: One
opportunity for restaurants is their role in promoting local and sustainable food practices. Several establishments prioritize sourcing ingredients from local farmers and producers, which supports the regional economy and reduces the environmental impact of food transportation. Additionally, some restaurants emphasize sustainability by implementing eco-friendly
practices, such as reducing food waste, utilizing compostable materials, and adopting energy-efficient technologies. These efforts align with broader goals of environmental stewardship and community well-being.
HEALTHY MENU OPTIONS:
• Increase plant-based offerings: Offer a wider variety of vegetarian and vegan dishes, including creative and
flavorful options.
• Incorporate whole grains: Use brown rice, quinoa, or
whole-wheat pasta as bases for dishes.
• Prioritize fresh produce: Utilize local, seasonal produce to create vibrant and nutritious meals.
• Gluten-free and allergy-friendly options: Provide
accommodating choices for customers with dietary
restrictions.
• Offer lighter fare: Provide options like grilled or steamed dishes, salads, and soups.
• Highlight nutritional information: Clearly display calorie counts, ingredient lists, and allergen information.
CREATE COMMUNITY CONNECTIONS: Restaurants
have a unique opportunity to foster a culture of health and community. As trusted hubs for sustenance and
socialization, they can strengthen community bonds
while building their businesses. By sponsoring local
initiatives, offering cooking classes with local chefs, or supporting farm-to-fork collaborations with local farms, restaurants can become integral to the community’s
fabric. These efforts not only promote healthier lifestyles but also enhance the restaurant’s reputation as a
cornerstone of community engagement and support.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 255 Table of Contents
Headline Two Lines Here
256 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Grocery Stores
Grocery stores and local bodegas are a cornerstone of healthy eating. Equally as important is the opportunity they provide for community connection.
With best practices from around the country, Blue Zones works with grocery stores to show how they can meet growing customer demand while increasing revenue. These businesses hold a lot of influence on what people choose to eat and we recognize how important it is to show them that promoting health can be good business.
257
Table of Contents
The Grocery Pledge includes 35 proven
best practices designed along these areas:
Healthier beverages: Promoting
healthier drinks and decreasing the focus
and promotion of sugar-sweetened
beverages
Physical environment: Re-imagining the
store layout to make healthy choices
more prominent
Education and promotion: Adjusting
marketing strategy and timing of
promotions to highlight healthier options
We’ve found that customers tend to reward Blue Zones
Project Approved stores with more business. They see
increased profits on sales of high margin foods, while
also attracting health-minded customers.
258 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Benefits to Grocery Stores
Recent success stories from grocers in Blue Zones Project communities
Healthy Sales: Through Blue Zones work in Albert Lea, Minnesota, and seven Iowa communities, Hy-Vee stores grew sales of healthy product categories like whole grains, produce, frozen vegetables, and healthy snacks.
Customer Growth: Blue Zones social media, web, and community promotions connect your store to potential new customers and other involved organizations. Participating Iowa communities’ averaged 70% public awareness with several communities reaching nearly 90%. More than 50% of residents reported being highly engaged in the work. Customer and Staff Satisfaction: The Blue Zones Grocery Store Pledge fits with evolving consumer preferences for healthier foods. Participation helps you optimize and showcase these offerings. Involvement also sends a positive message to customers and employees: you’re doing your part to help your community thrive.
Blue Zones works with
neighborhood and
larger grocery chains
in Blue Zones Project
communities to show
them that promoting
health can be good
business.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 259 Table of Contents
Chain grocery stores:
• Grocery Outlet (x2)
• 7-Eleven (x4)
• Foodmaxx
• Kwikee Mart
• Shop-N-Go
Independent grocery stores:
• Mercado California
• Cardenas Markets
• Story Supermarket
• Lion Supermarket
• Lee’s Supermarket
• Marina Grocery
• Senter Foods
• Chaparral Supermarket
The grocery store offerings in the San José focus
area zip codes include the following:
Grocery Stores Overview
260 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Strengths
COMMUNITY COLLABORATION AND CELEBRATION
OF FOOD CULTURE: A key ingredient to successful
community change is the ability to work strategically and collaboratively. Across the San José focus area, grassroots community leaders, parent organizations, faith groups,
and mutual aid structures frequently work together to
support residents. Led primarily by trusted community
members and elders, these informal networks are a critical strength. The community’s openness to innovation in
food and agriculture across various sectors serves it well and creates an opportunity for expanded food networks
that can positively impact the local grocery and corner stores. Although residents do not currently emphasize the area’s rich agricultural history, they recognize its potential importance. Elevating this agricultural legacy could
strengthen community identity and pride.
DIVERSITY OF OPTIONS: The San José focus area boasts
a rich tapestry of grocery options catering to a broad
spectrum of consumer needs and preferences. Chain stores like Grocery Outlet, Foodmaxx, 7-Eleven, Kwikee Mart,
and Shop-N-Go provide familiar, standardized shopping
experiences that many consumers find convenient. They
offer a consistent range of products that meet everyday needs, such as packaged goods, household essentials,
and convenience items. Ethnic markets like Mercado
California, Cardenas Markets, Chaparral Supermarket, Lion Supermarket, Senter Foods, and Lee’s Supermarket reflect the area’s cultural diversity. These markets provide access to authentic and specialized food products that cater to the tastes and culinary traditions of various communities.
This dual presence ensures that residents have access to both global and local food items, satisfying a diverse array of preferences.
CONVENIENCE AND ACCESSIBILITY: The grocery
landscape in the San José focus area is well-supported by a range of convenience stores and discount options. The abundance of convenience stores, such as 7-Eleven, ensures that residents have easy access to quick essentials and emergency supplies. These stores often operate extended hours, adding to their accessibility and making them a
reliable choice for last-minute needs. Additionally, discount stores like Grocery Outlet and Foodmaxx offer budgetfriendly alternatives for shoppers seeking affordable groceries. These stores frequently provide significant
savings on everyday items, which is particularly beneficial for families and individuals managing tight budgets. The combination of these convenient and cost-effective options supports the community’s diverse economic needs..
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 261 Table of Contents
Challenges
PREVALENCE OF FAST, CONVENIENT FOODS: The high
cost of living, combined with a community food environment saturated with fast, cheap options, forces many residents to choose the least expensive food, even when healthier choices are available. Several stakeholders described
San José’s Eastside as a “food swamp,” where numerous
establishments — including food retailers, corner stores, convenience stores, bodegas, and fast food restaurants— offer an abundance of high-calorie junk food and few
affordable, nutritious options, despite the presence of fullservice grocery stores and locally owned restaurants. CURRENT STORE LAYOUTS: Focus groups noted that the
layout of these stores does not promote healthy options. For instance, the produce section is often located at the back of the store, and pallets of products at the end of every aisle make navigation difficult. This layout hinders customers’ access to healthier food choices.
262 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
TRANSPORTATION BARRIERS: Transportation barriers
further complicate access to healthy food. Residents in areas with limited public transportation options often find it challenging to reach grocery stores or farmers’ markets that offer fresh produce. This issue disproportionately affects low-income families and individuals without
personal vehicles, making it difficult for them to obtain the nutritious food necessary for a healthy diet. The lack of convenient and reliable transportation exacerbates food insecurity and limits residents’ ability to make healthier food choices.
INFLUENCE OF FAST FOOD OUTLETS AND TOBACCO
RETAILERS: The presence of fast food outlets and tobacco retailers in certain areas contributes to unhealthy eating habits and negative health outcomes. San José’s food
systems are impacted by the broader legacy of systemic
inequities, which have historically influenced where grocery stores and other food resources are located. Policies and politics that have historically shaped the availability and distribution of food resources continue to perpetuate
disparities, making it crucial for the city to address these issues comprehensively.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 263 Table of Contents
Opportunities
AFFORDABILITY: According to the Children and Youth
Services Master Plan, the high cost of housing, inflation, and stagnant wages for extremely low to low-income families have heightened food and nutrition insecurity. In Santa Clara and San Mateo Counties, 42% of children live in households at risk of food insecurity, with this figure rising to 45% for households with at least one preschooler. Despite the availability of CalFresh (California’s Supplemental Nutrition Assistance Program), many community members are unable
to access public food assistance programs. In 2022, about 19% of adults and 27% of children faced food insecurity but did not qualify for CalFresh assistance. This makes the role of corner stores that much more important. There is an opportunity to expand programs like CalFresh, SNAP, and WIC to ensure parents have the means to provide healthy and nutritious options for their families. COMMUNITY FOCUS: Grocery stores and ethnic markets have the potential to become vital community hubs, offering more than just groceries. With the right programming, they can serve as gathering places where residents connect
with their cultural heritage through familiar products and traditions. These markets can partner with other local
organizations such as schools, agriculture associations, and more to host cultural events, cooking demonstrations, and sampling events. In addition, to strengthen community ties and cement themselves as community hubs, there is an
opportunity to provide community information, offer spaces for social interaction, and support local events. Creative marketing and partnerships are good for business.
264 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
PUT HEALTHY OPTIONS FIRST: Ethnic markets, reflecting the cultural diversity of the local economy, are known
for providing fresh produce and specialty items often
unavailable in chain stores. There is an opportunity to not only offer but actively promote fresh fruits, vegetables, and other nutritious foods. By making adjustments to
how these markets are laid out, they can better support healthier purchasing habits including offering healthy food and beverage options and decreasing unhealthy food
advertising.
TECHNICAL ASSISTANCE: Providing technical assistance
to grocery stores in East San Jose can significantly enhance their operational efficiency and appeal to a broader
customer base. By offering support in areas such as
digital inventory management, point-of-sale systems, and e-commerce integration, grocery stores can streamline their operations, reduce costs, and improve customer service. This technical upgrade enables stores to offer online ordering and delivery services, catering to the growing demand for convenience among local consumers. Additionally, advanced data analytics can help stores better understand customer preferences and optimize product offerings, leading to
more personalized shopping experiences. As a result, these improvements not only attract tech-savvy customers who
value modern shopping conveniences but also create a more competitive and responsive retail environment, ultimately driving greater foot traffic and increasing sales.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 265 Table of Contents
Headline Two Lines Here
People Overview
Blue Zones engages people and organizations in activities that change mindsets and habits in lasting ways. We provide individuals with the tools, tips, and resources that empower them to transform their lives so that healthy choices become the easy choice.
COMMUNITY VOICES | CIVIC & FAITH-BASED ORGANIZATIONS
| VOLUNTEERS & AMBASSADORS
266 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Headline Two Lines Here
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 267 Table of Contents
Headline Two Lines Here
268 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Community Voices
During the Blue Zones Ignite assessment period, we held a series of focus groups to learn more about local community members’ experiences regarding community well-being.
Community voices help to inform future people, places, and policy work in Blue Zones communities.
269
Table of Contents
Strengths
• Job opportunities
• Belonging, the connections we have with the neighbors • Feeling accepted and not feeling alone, I feel the unity and energy when I come to the SOMOS neighborhood. I feel at home.
• Found places where they support and help me. There is unity, and the Latino community seeks unity.
• We have heard that in other states and certain areas, there are no resources like there are here.
• In schools, we have heard about SOMOS Mayfair, in the news, and other events.
• The promoters knocked on my door to invite me to SOMOS Mayfair.
• I live in the south of San Jose, and there you don’t hear about so many programs.
• I like that San Jose offers more resources than other cities. • There are stores very close to where I live.
• We can talk and express what we want in the city.
• There is a lot of support among neighbors to take care of each other regarding safety.
• There are programs that help with money to pay for
electricity, but it is very difficult to qualify.
• My experience has been good with my children’s school. • Organizations such as Somos Mayfair, Luna, Jovenes
Activos, Community Cooperatives, Catholic Charities,
Amigos de Guadalupe, Sacred Heart.
• “Somos Mayfaire, the father groups but also activities for children”
• “I go to a father’s workshop, I’m in the 6th session. I had never been in a workshop series, the more people go the better. It is my first time. It’s a great way to learn how to better yourself and be a better person.”
• “Jovenes Activos - for youth, they are supporting youth, there hasn’t always been a focus on youth programs, yes, sometimes there are challenges in kids not wanting to go.
But I have them go because I know it’s a great opportunity.” • “Housing services, we advocate for housing services. It’s not only about just having housing but quality housing.
Sometimes renters don’t have quality housing that is free of pests and other issues.”
• “We as parents need to help our children with any
challenges and barriers.”
270 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
• “Somos Mayfair used to have Zumba clases for moms and they would bring their children, the moms would volunteer and they could share this activity with their children. The moms would volunteer - we don’t always have to have
everything given to us, we could have space set aside to be able to host activities.”
• Food distributions in the community.
• Unity of the community.
• Family resource centers in the community.
• Programs and resources that support fathers with children. • Immigration services support.
• Supporting organizations, like Second Harvest Food Banks, Rebuilding Together, and Sobrato Philanthropy.
• Programs for girls/boys, like Fire House and Sunday
Friends.
• Organizations (faith-based, non profit, civic) have a strong presence
• Community will show up if the event is regarding an issue they’re collectively concerned about
• Sport programs
• Like that the community is coming together
• Different organizations are coming together to work on housing
• Serving the community and helping each other
• Projects are only working well if we have partnership.
Having the county and city to come together. Like child care. When community, organization, businesses truly
partner – better education and families can succeed. When we bring programs that affect and something we can relate to, then that works. And when there is a lot of community engagement.
• We have people that you can rely on
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 271 Table of Contents
Challenges
• At night, you can hear patrols or helicopters, and it makes you anxious.
• There is a lot of car theft.
• I don’t feel safe with my child walking to school.
• We see many homeless people in this area where I live, and they engage in illegal activities.
• I don’t let my children go to the park alone because of the crime in this area where I live.
• We, as a community, support each other to protect
ourselves, but we don’t feel that support from the police or the city.
• The police interrogate too much, and that’s why you don’t want to call them.
• The police don’t come quickly when a shooting happens. • We support each other as neighbors to control the
neighborhood (not a neighborhood watch; we neighbors
created it).
• We see that the police arrive much later here than in other parts of the city.
• I saw a case of domestic violence, and the police took a very long time to arrive and address the incident.
272 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
• I feel that the San Jose police department is not doing its job well.
• We have to report everything we see in the city
regarding trash, safety, and other things that impact our neighborhood, but there is no prompt response.
• In other areas of San Jose, there are no resources and support like in East San Jose.
• We need more focus on mental health.
• Many people end up on the streets because of the high rents in the area, a housing crisis.
• We have to share our home with multiple families to afford the rent.
• Companies like Google and other tech companies moved
to San Jose, and the rents increased significantly.
• There are not enough jobs.
• The economy is very bad.
• The income is based on the federal level instead of the local level.
• We have to leave our jobs to qualify for assistance.
• Landlords abuse renters and don’t fix what needs to be fixed.
• People are afraid to demand their rights for fear of being evicted.
• There are no quality or fresh fruits and vegetables, and where we do find them is at stores like Sprouts, which are very expensive.
• We need more access to quality food.
• Those who benefit from our rents don’t even live here in the area.
• There is a lot of discrimination in our Mayfair area.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 273 Table of Contents
• We need more help and more resources for families who live here and want to become homeowners.
• We don’t have local political support.
• There is a lot of discrimination against tenants, and the city hasn’t placed much emphasis and help for tenants.
• This community is already organized, and we have fought for many years to achieve what we have accomplished.
• Property owners are taking advantage of our effort and work.
• The local priests are charging a lot for personal services like weddings and first communions.
• More resources and more money are needed for our
schools.
• Many schools are closing in our community because there is no money, and there are no students because everyone is leaving San Jose due to the high rents.
• “I don’t know of any organizations but I want to know more about organizations, and what services are
available.”
• Parents activities - To learn more about Somos Mayfair and local organizations.
• Need a local number that you call to learn about
resources/information.
274 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
• PAL sports activities for children and a website that has information for resources.
• It would be great for the City to have a website for
children’s information and resources.
• People in the community sometimes experience stress
when they are evicted, and this stress leads to substance abuse and homelessness.
• “We need to know where to share our concerns we have
about the community, people like us that have families. We need a place to share our concerns with others for change. • “If you go to other communities there is a difference. It looks different in East San Jose than it does than other places and the City knows this. People have many challenges and barriers, it is important that we make a change and that we don’t wait until it becomes a bigger issue.”
• “You have to complete a contract/application to rent a place, and then it is difficult to rent a new place because you are already on record for renting.”
• “There are challenges for students to get financial aid because of lack of scholarship. My daughter had a number of scholarships but because of immigration/social security number, all the scholarships were taken away. There should be more support for families/youth that are looking for or needing scholarships to continue their education, this helps them instead of them going on a negative path.”
• “Children/youth want to participate in recreation and activities. It’s expensive to live here, I can’t afford to have my child participate in any activities. They charge about $50 an hour to learn guitar lessons, I can’t afford it.
There should be scholarships/funds so that children can participate in activities.”
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 275 Table of Contents
• “At the Mayfair community center, it is not accessible to families, it costs a lot of families a lot of money to attend activities. It should be less expensive or free for families in the surrounding community to be able to access the space for activities for themselves and their children so that it improves their lives.”
• “There should be a program that helps children that are documented on what opportunities they have to continue
their education and to prepare their future. Parents need support/assistance in accessing these supports.”
• “My child is not documented, so he left school at 12th grade, and he left school because he felt that he didn’t have any options for his future. So he left school and he feels he doesn’t have a future. I worry about him because I brought him for a better future, but he doesn’t have a future. I brought him for a better future but I feel that he is stunted.”
• “I want my daughter to take singing lessons, but it is expensive and I can’t find anything for her. There should be a center that has free programs and activities for children to participate in positive activities, rather than just focus on housing.”
• “If you want your child to participate in soccer there are a lot of costs for uniforms, and for other expenses.
Everything costs money, the rent keeps going up, and it’s 276 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
difficult to manage the growing expenses, and you can’t maintain your kids in positive activities.”
• “My daughter wants to play soccer, but it costs $500 to participate, so I can’t afford it.”
• “A friend of mine is looking for a place to rent and can’t find a place because sometimes landlords are requesting not only the rent, but a deposit, and first/last month rent and before you know it you have to spend thousands of
dollars to rent a place.”
• “We have/experience a lot of barriers, but we have to educate and prepare ourselves. Sometimes some people
are documented, but they’re not interested in preparing themselves. Sometimes people that aren’t documented
want to continue their education. It is important that we all give to our community and to help one another - we can
volunteer and we can share a skill or a talent.”
• “There should be a grant for families with children that are undocumented so that they have the resources and
support to guide and to help their children.”
• “Some kids, for whatever reason, have challenges and
barriers. There should be an opportunity for young people or adults to share their skills and talents with one another such as guitar lessons.”
• Mayfair classes have support classes and resources for parents
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 277 Table of Contents
• Include behavioral classes
• Need for better communication and
relationship between parents and teachers/
faculty
• Neighborhood committees asked for better
safety in community where they live
• Access to resources needs to improve
• Lack of bilingual programs.
• Family member’s immigration status.
• Lack of child care and child rearing support.
• Lack of cultural competence/sensitivities in
school teachers (to Spanish/Mexican culture)
• Family participation is declining at resource
centers since the morale is low, especially
after they close down some centers.
• Low education and behavioral issues.
• Lack of resources for behavioral issues in
children.
• Parents feel a sense of loss of authority over
their children due to absentee parents that
have to work long hours to survive.
278 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
• Lack of bilingual programs.
• Family member’s immigration status.
• Lack of child care and child rearing support.
• Lack of cultural competence/sensitivities in school teachers (to Spanish/Mexican culture)
• Family participation is declining at resource centers since the morale is low, especially after they close down some centers.
• Low education and behavioral issues.
• Lack of resources for behavioral issues in children.
• Parents feel a sense of loss of authority over their children due to absentee parents that have to work long hours to survive.
• High rent/ lack of affordable housing.
• Parents and teachers are afraid to discipline children out of fear of trouble with police.
• Children fall prey to gang members/violence.
• Lack of alignment on what/how to teach children between schools and families.
• Barriers to parents being engaged at school
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 279 Table of Contents
• Parents cannot take the time off to participate in school activities for children.
• High drug use and alcohol use in schools
• The tutors students have in school are not capable of relating and lack training to handle well-being issues. • Do not feel safe in community especially at night because of:
• High crime rates, like murders.
• High homeless population.
• Affluent areas have more police response than underserved areas.
• Discrimination felt when an issue is raised with landlords and there is not response, help, or support.
• Need to have a lottery system for affordable housing since the current system is managed by unfair landlords that give opportunities to who they want.
• Cost of healthcare too high
• Need afterschool programs that have fee waivers so
families can afford their children to participate in activities. • Parents are not supportive of girls playing sports that are perceived for men.
• Tree canopy lacking in District 7
• Lack of coffee shops for folks to gather and engage with each other
• Lack of farmers markets
• Lack of smaller social BBQ events, difficult to engage neighbors
• Lack of connection within the neighborhood
• A lot of big streets (6-lane roads) and not enough small green spaces
• Attitudes towards letting kids walk to school, despite being in an already walkable neighborhood. There are safety
concerns, fear, and lack of trust in the steward system due to heightened criminal activity in the neighborhood.
• Walk to school programs the City doesn’t provide
• Lighting at night in the streets to be able to go for nighttime walks
• Safety in relation to gang presence on the streets,
especially for elderly folks
• Lack of locations for fresh produce - the stores provide limited options for places that pre-exist and not enough locations
280 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
• Some families are not in the know of alternative and more affordable options for produce
• Fast food is much more accessible
• Food at school programs are not great options
• Even though there is a free food program at school, most meals are eaten at home because they’re often sugary and unhealthy
• Easier to eat at fast food restaurants
• Limited healthy options
• Few schools have gardens
• Folks don’t know where to start & opportunities to
volunteer
• Barriers to volunteerism: car culture & language barriers • What do we need? More translation. For folks who cannot read. We need to serve the adults.
• Need to understand the folks.
• There should be speed bumps nearby schools. There
are too many deaths in the district. There are too many children being run over.
• Some students want to join the sports but cannot afford, the uniform is $100 or $1000.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 281 Table of Contents
Opportunities
• We don’t know about all the resources that exist in San Jose.
• We are considering moving from the West to the East of San Jose, but we want to research how things work here. • People are afraid of homeless individuals, and that problem has grown a lot.
• We need to create more access to affordable housing.
• Rents should be lowered.
• We conducted research that concluded that here in the Mayfair area, there are no fresh and quality fruits and vegetables.
• We need more programs and resources to help us become homeowners.
• We have carried out campaigns and policies to the city. • The city needs to pass strong regulations for rent control. • I thought I would receive information on how to live better, about quality of life, and what to do to live better.
• There is a lot of information about how Mayfair was formed and the history behind this area.
• Spiritual well-being is important for health.
• “The City should provide other supports/services to people that have substance abuse issues. They need more than
housing. “
• “There was a Khan Acadmey that would help my son
with his studies. My son received tutoring through Khahn Academy that helped him with his school work.”
• Need more affordable housing for families.
282 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
• “It’s important that we get together to create change.” • “It’s important that we get people together to focus on an issue/advocate for changes and improvements.”
• “There should be a law that limits how much money you have to pay to rent a place.”
• “There are alot of trades that young people can choose from if they are not interested in pursuing higher
education. This is possible for people with and without documentation.”
• “I have a friend that has a 21 year-old daughter. She was pursuing college and high school students have a lot of homework they don’t have time for anything else in order to do well in school.”
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 283 Table of Contents
• “We have a ‘compadres’ group, we as parents want the
best for our children, sometimes we spoil our kids, we
need to be firm and educate them. We tend to give
our kids everything they want so that they can present
themselves well. Sometimes we give more to our kids than we give ourselves. Sometimes the teenagers are the ones manipulating/bossing us as parents around. We as parents have to have better communication. I came from Mexico
to have a better life, but sometimes we work too much
and other things, because we have trauma and try to fill this need and forget about the well-being of our kids. We need to focus on our kids to better communicate with our children.”
• “It is important to learn about differences for children/ youth to learn about different information that is available for families and their children. My mom didn’t have money for me to go to college but she helped access information.
I was able to go to college, but it helps to have access to information and different opportunities. Sometimes school is a lot of work, and studying and getting an education while also having a job is a lot to manage.”
• “Code enforcement should be involved to improve
conditions of the rental homes.”
• People using/selling drugs need opportunities to look at, opportunities other than drugs.”
• “On Alum Rock Rd. having a bus lane did not seem like a logical investment for the City. It seems that it could be better to have the City invest in housing or other areas.
This impacts small businesses. They are thinking of having this done on King Rd. I have been wanting to get involved in meetings for this plan to share the impact of this given what has happened on Alum Rock. There is a lot of trash on the streets and highways. My understanding is that the bus lane was created because affordable housing was going
to be created around the bus/BART. There is temporary
housing that is not helpful because the people that are there aren’t receiving any other support - people with
substance abuse issues are not receiving any other support.
It’s right near schools.”
• “There should be an office where people can complain
about housing conditions, because there are some housing units that don’t have restrooms or are not liveable.”
• “We need a radio station, where people can share their life experience.”
• Communities that need help the most are not the most
engaged. Concerns about inclusivity and representation of voices.
284 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 285 Table of Contents
People and Organizations Engaged
Blue Zones acknowledges
and thanks the following
participants for lending
their time, expertise, and
insight in contribution to the
development of this report.
Facilitated by
Name Title Organization
Joaquin Razo Project Solutions Lead Blue Zones
Laura Buzo Assistant to the City Manager City of San José Liz Rodriguez, MPH Project Manager Blue Zones
Victor Vascuez Co-Executive Director SOMOS MAYFAIR
Attendees
Name Organization
A. Alvarez
Abigail Fernandez Somos Mayfair
Alejandra Garcia
Alejandro Gaspar
Alex Mona
Alice Gomez
Alie Victorine
Seven Trees
Neighborhood
Association
Amiel Perez Mayfair
Antontio Gomez
Araceli Alvarez
Araceli S.B
Arminda Saravia Poco Way Association
Beatriz Catholic Charities
Brittany Cruz
286 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Christina Mai District 7 Council Office
Citlali Martinez Somos Mayfair
Cristian Cornejo
Seven Trees
Neighborhood
Association
Daniela Cruz
Delfina Bucio Fuerza
Denise Cruz
Dilza Gonzales Somos Mayfair
Eliseo Aceves N/A Siren
Elizabeth Marquez Alpha Public Schools
Elizabeth
Villagomez Somos Mayfair
Elvira Hidalgo
Esmerelda Aceves N/A Siren
Esperanza
Alejandrez Somos Mayfair
Gary Cooper
Gerardo Becerra Somos Mayfair
Giavanna Vega
Gloria Cruz Somos Mayfair
Miguel Barahona STNA
Mireyda Sosa
Seven Trees
Neighborhood
Association
Moria Merriweather
Nallely Maldonado
Norma Chavez Somos Mayfair
Olivia Ortiz Somos Mayfair
Orlana Mejia LBSNA
Peter Sosa
Seven Trees
Neighborhood
Association
Rebecca Lazo Somos Mayfair
Reyna De Los
Santos
Rodolfo Perez Mayfair
Rosario Ramirez Poco Way Association
Ruben Hidalgo
Steve Navarro Tropicana Lanai
Tara Dang City of San Jose Mayor's
Office
Yenifer Perez Mayfair
Issac Martinez
Jacky H. Mara
Jessica Trejo Somos Mayfair
Lenora Morris Seven Trees D7
Leticia Escorcia Vecinos A.
Linda A.
Linhchi Nguyen
Lourdes
Villagomez Somos Mayfair
Lucas Perez Mayfair
Lucy M.
Magdalena Duran Mayfair
Margarita Gomes N/A Siren
Maria Alejandrez Somos Mayfair, Jovenes
Activos
Maria Diaz
Seven Trees
Neighborhood
Association
Maria Martinez Jovenes Activos
Marisol
Marisol Barahona STNA
Mary Nguyen An Ton Meditation
Center
Mayra Busalach
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 287 Table of Contents
Headline Two Lines Here
288 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Blue Zones: Sacramento County Report Table of Contents
Civic & Faith-Based
Organizations
In addition to business and government, a third lesser-known sector exerts a major influence upon every aspect of life in a community:
religious congregations and civic organizations, ranging from service clubs like the Rotary to advocacy groups. Very little progress is made in any direction without their valuable involvement. Civic organizations and faith-based communities have a unique ability to connect and engage a large number of citizens from a wide range of ethnic, cultural, and racial backgrounds and language groups. 289
Table of Contents
Our research and other data show that
getting people involved with faith-based
communities statististically raises life
expectancy and well-being and lowers
healthcare costs.
During the life of a Blue Zones Project, faith
and civic organizations are involved as leaders,
designing the overall well-being plan for the
community, as engagement partners that mobilize
an informed community to support and amplify
the work, and by utilizing the Blue Zones Project
Organization Checklist that supports the well-being
of their employees and stakeholders.
290 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Project partners
with faith and civic leaders to
come together under a common
purpose to create healthier, happier
congregations, organizations, and
communities.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 291 Table of Contents
Strengths
STRONG COMMUNITY NETWORKS: The San José focus
area benefits from a robust network of faith-based, nonprofit, and civic organizations, such as Catholic Charities (Loaves and Fishes), PAC (Sacred Heart), LUNA, Maca
Verde, Vietnamese American Service Centre, and the
Silicon Valley Bicycle Coalition. The focus group shared examples of organizations coming together to address
local issues including Somos Mayfair, Amigos, Sacred Heart, SBM, and Second Harvest. These groups work together to
address local issues, focusing on leadership development, trust-building, community service, and food security.
CULTURAL PRESERVATION: Community activities like
dance hymns and events celebrating cultural heritage
help residents connect with their roots and preserve their cultural identity.
RESILIENT SUPPORT SYSTEMS: During the COVID-19
pandemic, some churches in the community, like one
that never shut its doors, consistently provided food and support, demonstrating resilience and commitment to
community welfare.
ACTIVE COMMUNITY LEADERSHIP: Community leaders
like Alie Victorine and Lilia Gaspar, who initiated a locallyled food distribution, play a pivotal role in addressing community needs.
YOUTH AND FAMILY PROGRAMS: Various programs
such as Youth Intervention, Services from the City, and A New Hope For Youth, as well as STEM activities from
Marshmallow Minds, support youth and families. The Focus Group noted that the Mayfair community in particular
benefits from robust sports programs that provide
residents with positive activities and a sense of belonging, helping them cope with various challenges.
COMMUNITY GATHERING SPACES: The neighborhood has
several parks and community centers, including Solari Park, Hellier Park, Coyote Creek Trail, Seven Trees Community Center, Hubert Elementary, and Postal Park, which serve as vital gathering places.
CULTURAL AND ENVIRONMENTAL INITIATIVES:
Organizations like Keep Coyote Creek Beautiful and events like Valley Fair Day and Veggielutions’ kitchen garden
program help maintain environmental health and cultural engagement.
292 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Challenges
FINANCIAL CONSTRAINTS: Many residents face monetary
challenges that limit their access to resources and
opportunities.
LANGUAGE BARRIERS: Language differences create
communication obstacles, hindering access to services and community engagement.
TIME CONSTRAINTS: Busy schedules and time limitations prevent some residents from participating fully in
community activities.
EDUCATIONAL GAPS: Limited access to quality education impacts residents’ ability to secure better jobs and improve their socioeconomic status.
MENTAL HEALTH ISSUES: Mental health challenges are
prevalent, affecting individuals’ overall well-being and ability to participate in community life.
JOB INSECURITY: Unstable employment conditions lead to economic uncertainty and stress for many residents.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 293 Table of Contents
Opportunities
ENHANCING PUBLIC SPACES: Schools, churches, and
parks, being public spaces, offer potential for community gatherings and activities that strengthen social bonds but there has historically been a lack of investment in physical infrastructure, including outdated facilities and limited green spaces, which impacts the community’s overall wellbeing. Safety concerns, especially for children walking to school and gang presence, further complicate these issues. INCLUDING DIVERSE VOICES: Actively involving youth
in community decision-making and listening to their
needs can lead to more relevant and effective initiatives.
In addition, providing spaces for community input and
feedback is essential for immigrant families, who may not have voting rights but still need a platform to voice their concerns and contribute to community development.
IMPROVING ACCESSIBILITY: While there is a willingness to participate, barriers such as car culture, language barriers, and lack of awareness of volunteer opportunities hinder community engagement. Enhanced collaboration between
organizations, translation services and making resources more accessible can better serve the diverse community. CREATING INCENTIVES: Establishing clear goals,
milestones, and rewards can motivate community
members to participate in projects and celebrate collective achievements.
294 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
People and Organizations Engaged
Blue Zones acknowledges
and thanks the following
participants for lending
their time, expertise, and
insight in contribution to the
development of this report.
Name Title Organization
Alex Stettinski CEO San José Downtown Association
Ben Neveras Senior Program Officer Sobrato
John Hogan Community Projects Manager Excite Credit Union Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 295 Table of Contents
Headline Two Lines Here
296 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Volunteers &
Ambassadors
Our community engagement program is aimed at reaching 15% of the population that is 15 years and older (a tipping point for the population). We offer a number of programs, tools, and services for volunteers and ambassadors.
297
Table of Contents
Volunteers, community ambassadors,
and any interested community members
are encouraged to:
Use the evidence-based Blue Zones
Checklists in their homes to optimize them
for better eating, more movement, and
better sleep.
Take the Blue Zones Project Pledge
Take a Purpose Workshop
Join one of our curated volunteer
programs
Take the Blue Zones True Vitality Test
to measure life expectancy to get a
health baseline as well as personalized
recommendations
Join a Blue Zones Moai
We offer monthly moai events throughout the
community. These events organize clusters of
people who share values, interests, and schedules
around plant-based eating and walking. It’s
highly successful in improving well-being
and relieving loneliness because people make
long-term relationships around healthy behaviors.
298 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Headline Two Lines Here
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 299 Table of Contents
Headline Two Lines Here
Appendix
300 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Headline Two Lines Here
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 301 Table of Contents
Value Brief
San José has the opportunity
to unlock up to $497.8 million
in projected value generation
and savings through a
partnership with Blue Zones.
Blue Zones Value Brief for San José, CA
Over the next ten years, San José has the
opportunity to unlock up to $497.8 million in
projected value generation and savings, directly
benefiting the community through a partnership
with Blue Zones.
Unlocking this value is centered on the science and knowledge that people with sustainably higher well-being cost less and perform better. And for us, well-being isn’t just an ideal. It’s quantifiable.
As such, the goal of a Blue Zones community transformation is making measurable improvements in well-being across the area—specifically, improving elements of individual and collective well-being that are proven to positively drive key economic indicators.
Research has shown that lifts in personal purpose, as well as social, financial, community, and physical health factors have direct implications on future medical costs and human performance. Reductions in lifestyle risks, disease burden, and medical spend are all results that influence individual lives as well as the collective, driving results that are not only felt but are calculable in terms of economic impact. 302 Blue Zones: San José Report
Table of Contents
This analysis includes the following zip codes 95111, 95116, and 95122 which represent a total population of 162,800.
The ten-year impact of a Blue Zones transformation:
Projected Medical Cost Saving of $179.4M
Reduction in projected workforce lost productivity of $239.7M These two sources of value result in a project $339 average annual per capita medical saving and productivity improvement value for the adult population over the next decade
Approximately $78.7M of direct and indirect benefits to the regional economy
Additional related follow-on community grants, gifts, and investments
Billions of expected positive media and brand impressions. A cumulative total value of over $497.8 million for San José including medical cost savings, productivity savings, and regional economic impact.
Creating Value for San José
Blue Zones: San José Report 303
Table of Contents
The Origins of Blue Zones Project
To discover the cultural traits that lead to greater well-being, scientists researched the five areas of the world where people are living longer, happier lives. We call these blue zones, as coined and well-documented in Dan Buettner’s New York
Times best-selling book, “The Blue Zones: Lessons for Living Longer from the People Who Have Lived the Longest.”
This research, coupled with a now 20-year worldwide longevity study, has been used to develop Blue Zones tools and programs that are designed to tackle the chronic disease crisis and health disparities plaguing our nation.
Our Approach to Community
Well-Being Transformation
In collaboration with community leadership, Blue Zones ignites broad-scale well-being transformations that focus on creating systemic changes to the environments in which we live.
• At the focal point of our approach is affecting policy change in our human-made surroundings to make the
healthy choice the easy choice.
• To unite our communities under a common cause, an
extensive outreach and marketing campaign rallies everyone from employers, grocery stores, and restaurants, to
government entities and non-profits, schools and universities, the faith-based community, the media, and of course,
individual community members.
• In addition, a variety of individual engagement strategies strengthen social connection and foster personal integrity and accountability for each community member’s part in the community’s transformation.
Due to the permanent and semi-permanent nature of
environmental and policy changes, the value of Blue Zones grows and compounds over time from the initial investment– in many aspects creating true generational impact.
Exhibit A: Value Brief
304 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Exhibit B: Value Brief
Measuring the Impact of Well-Being
Research demonstrates the link between well-being, medical costs, and job performance Improve
Well-Being
Adopt or maintain
healthy behaviors
Reduce healthrelated risks
Optimize care for health
conditions and disease
Increase Total
Economic Value
States
Communities
Payers
Individuals
Reduce Total
Medical Cost
Hospitalizations
Event Rates
Disease Rates
Lifestyle Risks
Increase
Performance
Energy
Engagement
Absence
Work Impairment
Figure 1 illustrates the probability of specific outcomes based on well-being level. Low well- being individuals are more likely to visit the emergency department, have high medical claim expenditures, leave an employer, have low performance ratings, have unplanned absences, experience disability, and attend work with an inability to perform at their best. Optimal well-being leads to higher-performing, healthier, and more productive individuals and businesses, thus creating economic value for the region.
Figure 1
Any ER Visit
High Claims Cost
Low Intent-to-Stay
Low Supervisor Rating
Any Unscheduled PTO
Any Short Term Disability days
Any Self Report Absence (HPQ)
Low Self Evaluation (HPQ
Mid-High
Mid
Mid-Low
Well-Being Level
Low
1 2 3 4 5 6 7
Figure adapted from: Overall Well-Being as a Predictor of Healthcare, Productivity and Retention Outcomes in a Large Employer. Population Health Management, 2013.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 305 Table of Contents
Our advanced modeling approach includes a simulation
model, multivariate econometric models, and coarsened
exact matching. At the heart, is an industry leading
predictive population health simulation model called
the Healthways Simulation ModelTM, developed by the
Healthways Center for Health Research in collaboration
with the World Economic Forum, Harvard University, Johns Hopkins School of Public Health, and Boston Consulting
Group. Using conservative to more aggressive assumptions concerning population readiness to change, the simulation model was run with a range of scenarios— the average of which has been used to estimate the impact of a Blue Zones community transformation for the San José area over a tenyear period.
For our purposes, the simulation model is an epidemiologybased method used to forecast the complex and compounding relationships between existing chronic
conditions and modifiable lifestyle behaviors. It is needed not only to calculate health care-related costs associated with conditions and behaviors based on a given set of data, but also to forecast the incidence and progression of these diseases over time.
Exhibit A: Value Brief
306 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Exhibit A: Value Brief
Research has proven the value via reductions in medical claims costs, decreases in absenteeism, and increases in productivity of well-being improvement and population
management interventions, and our simulation model is
how we can quantifiably get to this goal.
Using the Gallup Well-being Index data and publicly
available economic, health and demographic information, the simulation model creates a baseline of well-being risks, chronic disease burden and modifiable lifestyle risk for a population. From this baseline, the model then projects how these conditions and risk factors will interact over time to establish a future risks and disease burden profile. That future risk and disease burden profile is then converted to medical and lost productivity costs.
Changes in these costs are modeled and attributed to
source and type in the form of medical expenditures and changes in workforce productivity and performance. With this information, the model can reasonably predict the cost of “status quo – or by not introducing transformational intervention” for populations over a given period. The
accuracy of this model was scientifically and independently validated using data available from the Framingham Heart Study, the longest-running longitudinal epidemiologic
public health study of its kind.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 307 Table of Contents
The graphic below (Figure 3) shows the San José focus area ranking as compared to 154 MSAs across the nation on the five core elements of well-being measured within the WellBeing Index, contrasted with how the State of California ranks numerically among the 50 states (note the color
of the numeric ranking indicates it’s quintile, see quintile ranking key). Notably, the San José focus area ranks in the fifth quintile for three of the core well-being measures.
These include social well-being (which measures whether individuals have supportive relationships), financial well-being (which measures whether individuals can effectively manage their economic lives) and community well-being (which
measures whether individuals like where they live and take pride in their community).
Figure 2
Figure 3
WELL-BEING VALUE for San José, CA
Current State of Well-Being
The Gallup Well-Being Index is the nation’s largest well-being survey and database. With the ability to track nightly changes in well-being at a national, state, regional, and community level, it can report on a year-over- year basis for states and large communities. Gallup and the Blue Zones team leveraged 2017 and 2018 Well-Being Index data to identify the current state of well-being in the San José focus area.
The following represents a preliminary analysis, with the goal of providing an understanding of Blue Zones measurement methodology and projected impact. If San José moves forward with a Blue Zones community transformation, a real-time baseline of well-being will be established in a statistically rigorous oversampling by Gallup.
Overall Well-Being Index Score
California ranks 14th out of 50 states in overall well-being, placing it in the first second quintile for well-being nationwide.
The San José focus area, when compared to the 154 of the largest metropolitan statistical areas (MSAs) across the nation for which the Well-Being Index provides standard annual reports, ranks 146th in overall well-being, and is in the fifth quintile behind the nation and in the state in overall well-being. (Figure 2)
308 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
The Cost of Status Quo
The San José focus area struggles with many of the same chronic conditions and lifestyle behaviors that plague the entire state and nation. The cost of status quo—for doing nothing differently in the future—is significant. Using the simulation model, we conservatively forecast that over the next ten years, medical and lost productivity costs will increase annually by $1.9 billion or 9.14% per year. (Figure 6).
Figure 6: Medical and Productivity Cost Projections Absent Intervention for Ages 18 and Up
Well-Being Index Risk and Disease Prevalence
The San José focus area has several challenges in the risk profile of the population. Figure 4 compares the risk and disease prevalence of the San José focus area adult population to the state, nation, and Benchmark MSAs. Benchmark MSAs represent the top ten performing communities within the category of comparison. In this comparison we find that the San José focus area has notably higher rates of tobacco use, high cholesterol, and obesity which are 39%, 68%, and 49% higher (respectively) as compared to the benchmark MSAs in the U.S. Additionally, poor diet and blood pressure are also significantly higher than benchmark MSAs.
Disease prevalence rates in diabetes, depression, and cancer far exceed that of the benchmark MSAs. Notably, all are more than two times greater than benchmark communities, as
shown in figure 5.
Figure 4
Figure 5
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 309 Table of Contents
Blue Zones Community Transformation Risk Reduction and Savings Analysis San José Focus Area Over the next 10 years we conservatively estimate an average cumulative risk reduction of 14.8% across the eleven risk factors identified in figure 7 below. These critical factors are indicators of an individual’s experienced well-being, and a reduction of prevalence produces improved well-being. Our approach does not seek to drive these to zero at a population level, but rather drives slow, steady, and sustainable progress in reduction.
Key Well-being Measures for San José Focus Area
Figure 7
1 in 2 3 in 7 2 in 5 2 in 3 3 in 5
Have a poor
perception of
their health
Do not feel
safe and
secure
Have a poor
current life
evaluation
Have worried
about money in
the last week
Do not eat
sucient fruits
and vegetables
Are obese or
overweight
Are not
proud of their
community
Do not exercise
at appropriate
levels
310 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
The 10-year average annual per capita medical and
productivity value for the San José focus area is projected at $339 for the adult population, and a total of $403 when accounting for regional economic impact. Medical cost
savings alone are projected to generate $179.4 million for residents and employers within the region (Figure 8).
Within our framework lies a great opportunity to impact workforce productivity and provide significant economic benefit for the San José focus area. Over the next ten
years, the model projects the Blue Zones Community
Transformation to generate approximately $239.7 million in workforce productivity improvement in the form of reduced absenteeism and increased workforce engagement and
performance. Medical cost savings and improved productivity savings account for a total aggregate savings of $419.1 million (Figure 8).
Value increases further when the full regional economic impacts are considered. For every dollar of improved
workforce productivity, the regional economy benefits in the form of increased direct and indirect household consumption.
The regional economic impact from a Blue Zones Community Transformation is expected to be approximately $78.7 million over ten years (Figure 8).
In total, we project a conservative gross value estimate of up to $497.8 million in medical savings, improved productivity, and regional economic benefit for the San José focus area over the next decade as a result of implementing a Blue Zones Community Transformation (Figure 8).
Figure 8
This analysis includes the following
zip codes 95111, 95116, and 95122
which represent a total population
of 162,800.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 311 Table of Contents
The Blue Zones
Approach
312 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 313 Table of Contents
What is Blue Zones
The Original Blue Zones
Places where people
live measurably longer,
healthier lives
In 2004, Dan Buettner teamed with National Geographic, the National Institute on Aging, and the world’s best longevity researchers to identify pockets around the world where people lived measurably better, longer. In these blue zones, they found that people reach age 100 at rates 10 times greater than in the United States. 314 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Power 9®
Though the original blue zones are located
across vastly different parts of the world, their
residents share nine specific traits that lead
to longer, healthier, and happier lives. We call
these the Power 9®.
1. Move Naturally
The world’s longest–lived people
are in environments that nudge
them into moving without thinking
about it.
2. Purpose
Waking up in the morning knowing
your purpose is worth up to seven
years of extra life expectancy.
3. Down Shift
Stress leads to chronic inflammation
and is associated with every major
age–related disease. The world’s
longest–lived people have routines
that shed stress.
4. 80% Rule
“Hara hachi bu”—the Okinawans
say this mantra before meals as
a reminder to stop eating when
80 percent full.
5. Plant Slant
The cornerstone of most
centenarian diets? Beans. They
typically eat meat—mostly pork—
only five times per month.
6. Wine at 5
Moderate drinkers outlive nondrinkers, especially if they share those drinks with friends.
7. Positive Pack
The world’s longest-lived people
chose or were born into social
circles that support healthy
behaviors.
8. Loved Ones First
Centenarians put their families
first. They keep aging parents and
grandparents nearby, commit to a life
partner and invest in their children.
9. Belong
Attending faith-based services four
times per month–no matter the
denomination–adds up to 14 years of
life expectancy.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 315 Table of Contents
Blue Zones Mission: We help people live better,
longer by improving their environment.
Table of Contents
Blue Zones focuses first on changing
the human-made surroundings and
systems that have such a big impact
on our health instead of focusing on
changing individual behaviors. We
take an environmental approach to
improving the health and well-being of
entire communities by impacting the
places and spaces people live, work,
and play.
We focus on the Life
Radius®, the 20-mile radius
close to home where we
spend 90% of our lives.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 317 Table of Contents
What We Do
The Blue Zones Approach
How can we improve all the places and spaces we spend the most time so that the healthy choice is the easiest choice? In our work in communities, we improve the food environment and built environment to increase the availability and accessibility of healthy food and opportunities to walk, bike, and move. To improve the social environment and reduce loneliness, we help people find ways to connect, give back, and find their purpose.
We weave together a set of complementary strategies that are multifaceted and multi-level and target the entire community — we use policy as the biggest lever to create positive change, but we also reach into all the places people live, work, learn, worship and play.
INCREASE
HEALTHY FOOD
AND MOVEMENT
OPTIONS
REDUCE LONELINESS
REDUCE TOBACCO AND
ALCOHOL OPTIONS
318
Table of Contents
We use Gallup’s Well-Being Data to inform our work. Wellbeing includes not just physical health, but also social, financial, community, and career health. You can predict someone’s life expectancy and health status based on their zip code, and this “Zip Code Effect” shows wide health
disparities exist.
These disparities affect well-being and quality of life but also cost billions of dollars in terms of unnecessary healthcare costs and lost productivity. The interconnectedness of our health to that of our neighbors has never been more clear, and we believe that communities can bridge glaring gaps with a communitywide initiative that combines macroscale policies and microlevel grassroots action.
In our work in over 75 communities in America, we’ve
demonstrated a measurable ability to increase levels of physical activity and the consumption of healthy food over junk food. We’ve seen smoking, obesity, and loneliness
decline. We are good at helping people find their purpose and put that purpose to work. All of these factors have a measurable impact on people’s well-being. We work with
the world’s top experts, use the science of well-being, and find deep engagement at the community level. We build a collective vision with people and leaders to drive consensus around policies that will be most effective and feasible in creating a healthier and happier population.
We test rigorously, innovate relentlessly, and
use evidence-based strategies to improve
health at a population level. The result is that
people improve their lives and strengthen
their community at the same time.
Community Collaboration
An essential component to Blue Zones is meeting
the community where they are. A Blue Zones
Initiative is not something that is “done” to a
community, but rather in full collaboration with the
community. From hiring the local team directly from
within the community to hosting design charrettes
to dedicated staff specifically for community
engagement, the Blue Zones process is grounded on
collaborating, listening, and learning from residents,
stakeholders, and leaders within the neighborhoods.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 319 Table of Contents
Fort Worth moved from
185th to 31st healthiest in
the nation since launch of
Blue Zones Project.
Physical activity is
up 16.8 percent since 2014.
$9.9M funding secured for
built environment policies and
infrastructure projects and
$656k secured for community
and school gardens.
Fort Worth, TX, the largest Certified
Blue Zones Community®
Since we began work in 2014, the largest gains in well-being came among those who needed it the most. Neighborhoods and sectors of Fort Worth whose citizens showed the highest well-being disparities in 2014 now show the greatest gains in well-being. Higher risk populations have lower health outcomes and higher-than-average rates of healthcare costs; this significant achievement comes at a time when most cities in the U.S. see widening gaps in health disparities.
320 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
25% INCREASE
$425M 31% DECREASE
in property values in
downtown Albert Lea, MN
Muscatine, IA
received in grants
in smoking in
Fort Worth, TX
15% DROP
68% DROP
in overweight and obese adults in Beach Cities, CA
in Childhood Obesity
in healthcare spending
over 6 years at NCH
in Florida
54% DECREASE
321
Table of Contents
Transformation is Possible
In 2009, Blue Zones worked in partnership
with the AARP and the United Health
Foundation to apply the Power 9 principles
to Albert Lea, Minnesota.
It worked: After just one year, participants added an estimated 2.9 years to their average lifespan, while health care claims for city workers dropped 49 percent.
Blue Zones has since expanded to over 70 communities across the United States, impacting millions of people.
At Blue Zones, we transform communities. Applying the principles of the world’s longest lived people, we are pioneers in creating big picture change through altering environments — the places where people live, work, learn, and play. Rather than a siloed approach that concentrates on specific challenges, we represent a paradigm shift to a focus on root causes, not just the symptoms. We help re-engineer environments and cultures to make the healthy choice the easy choice and measurably improve the well-being of entire populations.
“...the biggest healthy living experiment
in America.”
— DALLAS MORNING NEWS
322 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Value Delivered and Measured
Transforming communities takes time, but every step of the way adds value. Blue Zones rigorously measures this value throughout the entire process so that change is not just felt, but proven. Our work is quantifiable through three levels of meaningful impact:
Reduction in lifestyle risks
Well-being isn’t just an idea. It’s calculable. We measure risk reduction with the Gallup Well-Being Index® and survey elements tied to overall well-being improvement and Blue Zones interventions.
Movement in community-prioritized metrics
This isn’t a one-size-fits-all approach. Your community has its own unique challenges and concerns, and a Blue Zones activation is tailored to make them a priority. We work with community leadership to identify and track community-specific metrics utilizing available data sources.
Media interest
Working with Blue Zones is a partnership with a global brand, respected for our pioneering longevity research and groundbreaking work transforming communities in America. Media interest in our work becomes media interest in your work, helping you generate support and secure grant funding for your project.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 323 Table of Contents
Well-Being Imperative
In February of 2021, consulting firm Deloitte released
a new report that predicted healthcare spending as
a percentage of GDP would decelerate over the next
20 years. They expect healthcare spending to grow
to $8.3 trillion by 2040, which is $3.5 trillion less
than the current federal government estimate. The
discrepancy is what they call a “well-being dividend,”
or the return on investment for tools, systems, or
protocols that help consumers to take an active role
in their health and well-being.”
The Economy of Well-Being is defined
as the ‘capacity to create a virtuous
circle in which citizens’ well-being
drives economic prosperity, stability
and resilience, and vice-versa.”
ANGEL GURRIA,
OECD SECRETARY GENERAL
324 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
In January of 2021, the Office of the Surgeon General and the U.S.
Department of Health and Human Services released a Community Health and Economic Prosperity report. The first of its kind, it raises awareness to business leaders of the advantage of investing in community health for the health of their businesses and the health of their economy. It shows that the return on investment in community well-being is economic development which means more prosperity and happiness for individuals, organizations, and the community at large.
By 2040, 60% of
healthcare spending will
go to improving health
and well-being.
DELOITTE CONSULTING
60%
Table of Contents
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 325 References and Sources
References are listed in order of appearance within each report.
What is Well-Being?
page 23
Unilever Wall’s 2020 Happiness Research
https://www.unilever.com/Images/walls-manifesto_tcm244-558473_en.pdf Built Environment
pages 52-79
https://www.sanjoseca.gov/your-government/departments-offices/transportation/safety/ vision-zero/walk-safe-san-jos
https://e7jecw7o93n.exactdn.com/wp-content/uploads/2016/02/econ-benefit-sanjosefactsheet.pdf City of San Jose (2024, April 9). Placemaking. Sanjoseca.gov. Retrieved July 9, 2024, from https://www.sanjoseca.gov/your-government/departments-offices/parks-recreationSan Josérhood-services/programs-activities/placemaking
City of San Jose, Parks, Recreation & Neighborhood Services (2024, July 9). Placemaking.
Vivacallesj.org. RetSan Joséuly 9, 2024, from https://www.vivacallesj.org/ City of San Jose, Department of Transportation (2020, October 1). Better Bike Plan. Sanjoseca.gov. Retrieved July 9, 2024, from https://www.sanjoseca.gSan Joséshowpublisheddocument/68962/637477999451470000
City of San Jose, Department of Transportation (2020, October 1). Better Bike Plan 2025 Map. Sanjoseca.gov. Retrieved July 9, 2024, from https://experience.arcgis.com/ experienSan Josécdcfff340fd8294486669d5da0e
Wolfe, E. (2022, June 15). San Jose councilmembers want to cut parking requirements.
Sanjosespotlight.com. Retrieved July 10, 2024, from https://sanjosespotlight.com/san-josecouncilmembers-city-council-want-to-cut-parking-requirements-cars-transportation-newdevelopments/#:~:text=San%20Jose%20councilmembers%20voted%20unanimously%20 Tuesday%20to%20createSan Joséhanges%20before%20the%20end%20of%20the%20 year.
City of San Jose, Planning, Building & Code Enforcement (2022, December 6).
PARKING AND TRANSPORTATION DEMAND MANAGEMENT (TDM) ORDINANCE UPDATE. Sanjoseca.gov. Retrieved July 10, 2024, from https://www.sanjoseca.gov/yourgovernment/departments-offices/planning-building-code-enforcement/planning-division/ ordinances-proposed-updates/parking-policy-evaluation
Urban Vibrancy Institute (2022, January 1). Uvisj.com. Retrieved July 11, 2024, from https:// www.uvisj.com/
Silicon Valley Bicycle Coalition (2024, January 1). Silicon Valley Bicycle Coalition. Retrieved July 11, 2024, from https://bikesiliconvalley.org/
HEALTHTrust (2024, January 1). HEALTHTrust.org. Retrieved July 11, 2024, from https:// healthtrust.org/
Black Leadership Kitchen Cabinet (2024, January 1). Black Leadership Kitchen Cabinet.
Retrieved July 11, 2024, from https://blkc.org/
Somos Mayfair (2024, January 1). SomosMayfair.org. Retrieved July 11, 2024, from https:// www.somosmayfair.org/
Silicon Valley Community Foundation (2024, January 1). Silicon Valley Community Foundation. Retrieved July 11, 2024, from https://www.siliconvalleycf.org/ SPUR (2024, January 1). SPUR. Retrieved July 11, 2024, from https://www.spur.org/ Knight Foundation (2024, January 1). KnightFoundation.org. Retrieved July 11, 2024, from https://knightfoundation.org/
Destination: Home (2019, January 1). DestinationHomeSv.org. Retrieved July 11, 2024, from https://destinationhomesv.org/
Sobrato Philanthropies (2019, January 1). Sobrato.com. Retrieved July 11, 2024, fromSan José/www.sobrato.com/sobrato-philanthropies/about/
City of San Jose, Public Works (2024, January 1). Map Gallery. Sanjoseca.gov. Retrieved July 11, 2024, from https://www.sanjoseca.gov/your-government/dSan Joséts-offices/ public-works/city-maps/maps-gallery
City of San Jose, Planning, Building & Code Enforcement (2024, January 1). Citywide Planning. Sanjoseca.gov. Retrieved July 11, 2024, from https://www.sanjoseca.gov/yourgovernment/departments-offices/planning-building-code-enforcement/planning-division/ citywide-plannSan José
Atistical Atlas (2018, January 1). Race and Ethnicity in San Jose, California. Retrieved July 11, 2024, from https://statisticalatlas.com/place/CaliSan Joséan-Jose/Race-and-Ethnicity Data USA (2024, January 1). San Jose, CA. Retrieved JSan José2024, from https://datausa. iSan Josée/geo/san-jose-ca/
San Jose For All (2023, January 1). San Jose For All Advisory Group. Sanjoseca.gov.
Retrieved July 11, 2024, from https://www.sanjoseca.gov/your-government/departmentsoffices/offSan Joséhe-city-manager/racial-equity/san-jose-for-all City of San Jose, Planning Building & Code Enforcement (2023, January 1). Accessory Dwelling Units (ADUS). Sanjoseca.gov. Retrieved July 11, 2024, from https://www. sanjoseca.gov/business/developmenSan Josées-permit-center/accessory-dwSan Josénitsadus City of San Jose (2023, January 1). ENVISION SAN JOSE 2040, 2023 GENERAL PLAN ANNUAL PERFORMANCE REVIEW EXECUTIVE SUMMARY. Retrieved July 11, 2024, from https://www.sanjoseca.gov/home/showpublisheddocument/109772San José28691000000
California State Assembly (2024, July 19). San Jose Homeowners Can Now Sell Their Accessory Dwelling Unit Because of New State Law. Phil Ting, Assemblymember, District
19. Retrieved July 24, 2024, from https://a19.asmdc.org/press-releases/20240719-san-josehomeowners-San Josésell-their-accessorySan Joség-unit-because-San José City of San Jose (2024, January 1). San Jose Equity Atlas. San Jose Equity Atlas. Retrieved July 8, 2024, from https://gis.sanjoseca.gov/maps/equityatlas/ Si Se Puede! Collective (2024, January 1). Si Se Puede! Collective. Retrieved July 8, 2024, from https://sspcmayfair.org/
326 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
African American Community Service Agency (2023, January 1). African American Community Service AgeSan Josérieved July 8, 2024, from hSan Joséww.sjaacsa.org/ The San Jose Blog (2023, November 12). San Jose’s bike-sharing program is expanding with 650 new e-bikes. Retrieved July 10, 2024, from https://www.thesanjoseblog. com/2023/11/san-joses-bike-sharing-program-is.htSan José Ande, N. (San Joséptember 19). New e-scooter launches in San Jose, CA. The San Jose BlogSJ Today. Retrieved July 10, 2024, from httSan Joséoday.6amcity.com/new-e-scooterveo-san-jose-ca City of SaSan JoséTransportation (2024, January 1). Mico Mobility. City of San Jose.
Retrieved July 10, 2024, from https://www.sanjoseca.gov/your-government/departmentsofficesSan Josértation/micro-mobility City-Data.Com (2024, January 1). San Jose: Economy. City-Data.com. Retrieved July 10, 2024, from https://www.city-data.com/us-cities/The-West/San-Jose-Economy.html Employment Development Department, State of California (2024, January 1). Major Employers in Santa Clara County. CA.GOV. Retrieved July 10, 2024, from https:// labormarSan Joséedd.ca.gov/majorer/countymajorer.asp?CountyCode=000085 Cain, C. (2023, July 26). Urban heat islands are making an already broiling summer worse for millions of people. NBC Bay Area. Retrieved July 11, 2024, from https://www. nbcbayarea.com/news/national-international/urban-heat-islands-are-making-an-alreadybroiling-summer-worse-for-miSan Joséf-people/3281394/ First Street (2024, January 1). Does San Jose have Heat Risk? NBCBayArea.com.
Retrieved July 11, 2024, from https://firststreet.orgSan Josén-jose-ca/668000_fsid/ heat?from=riskfactor.com
City of SSan José EnvironmeSan Josévices (2024, January 1). Climate Smart San Jose. City of San Jose. Retrieved July 11, 2024, from https://www.sanjoseca.gov/your-government/ departments-offices/environmental-services/climate-smart-san-jos United States Environmental Protection Agency (2024, July 16). Heat Islands and Equity.
EPA. Retrieved July 24, 2024, from https://www.epa.gov/heatislands/heat-islands-andequity Richards, L., Baches, M., Arzu, J., Arigoni, D., & Stanton, M. (n.d.). A Handbook for Improved Neighborhoods. Congress for the New Urbanism. Retrieved July 8, 2024, from https://www.cnu.org/sites/default/files/AARP-CNU-EnablingBetterPlaces121520-singles. pdf
California State Legislature (2023, September 1). Governor Signs Senator Cortese’s Bill To Streamline CEQA And Speed Up State Housing Production. Dave Cortese, Senate District
15. Retrieved July 8, 2024, from https://sd15.senate.ca.gov/news/governor-signs-senatorcorteses-bill-streamline-ceqa-and-speed-state-housinSan Josétion Rogers, J. (24, April 2). CityView Plaza, 3.4M SF San Jose Project, Plans Long Delay.
Globest.Com. Retrieved July 8, 2024, from https://www.globest.com/2024/04/02/ cityview-plaza-3-4m-sf-san-jose-project-plans-long-delay/?slSan José0240725122807 Avalos, G. (24, February 8). Part of big San Jose development will be delayed and built in phases. Retrieved July 8, 2024, from https://www.mercurynews.com/2024/02/08/sanjose-house-home-affordable-housing-build-rSan Joséte-economy/ Avalos, G. (2023, July 18). Three downtown San Jose housing towers hit pause due to uncertainties. Retrieved July 8, 2024, from https://www.mercurynews.com/2023/07/18/ san-jose-home-housing-tower-real-estateSan Joséconomy-build-downtowSan José City of San Jose (2024, January 1). San Jose Equity Atlas. San Jose Equity Atlas. Retrieved July 8, 2024, from https://gis.sanjoseca.gov/maps/equityatlas/ Buckner-Capone, A., Ed.D, & Myers-Lipton, S., Ph.D (2024, June 1). 2024 SIlicon Valley Pain Index. SJSU.edu. Retrieved July 11, 2024, from 2024 SVPI_Final.pdf (sjsu.edu) San Jose, Department oSan José Recreation and Neighborhood Services (2024, January 1). San Jose Park Condition Assessment. Csj.Maps. Retrieved July 12, 2024, from https://csj.maps.arcgis.com/apps/instant/portfolio/index.html?San José1fc982a1f04933a1629811b37aeb2e
San Jose Inside (2017, August 23). NIMBY Backlash Over ‘Tiny Homes’ Prompts City to Reduce Number of Potential Sites. Retrieved July 12, 2024, from https://www. sanjoseinside.com/the-fly/nimby-backlash-over-tiny-homes-prompts-city-to-reducenumber-of-potential-sites/ Oliver, H. P. (2024, June 5). NINE OF THE TEN MOST NIMBY US CITIES ARE IN THE SF BAY AREA. Retrieved July 8, 2024, from https://www.urbanexus.com/blog/2024/6/5/ nine-of-the-ten-most-nSan Josécities-are-in-the-sf-bay-area Eckholm, C. (2023, February 6). THE 2020-2025 COMMUNITY PLAN TO END HOMELESSNESS. Retrieved July 12, 2024, from https://www.latimes.com/opinion/ story/2023-02-06/san-jose-housing-development-urban-planning-nimbyism Chu, J. (2024, June 18). San Jose to study potential cost of safe sleeping sites.
Sanjosespotlight.com. Retrieved July 8, 2024, from https://sanjosespotlight.com/san-josemayor-wants-safe-slSan Joséites-for-homeless-residents/ City of San Jose (2024, January 1). THE 2020-2025 COMMUNITY PLAN TO END HOMELESSNESS. Osh.Scgov.org. Retrieved July 21, 2024, from https://osh.sccgov.org/ sites/g/files/exjcpSan Josées/documents/2023-year-end-progress-report.pdf Kadah, J. (2024, May 30). San Jose sees small drop in homelessness. Sanjosespotlight. com. Retrieved July 21, 2024, from https://sanjosespotlight.com/san-jose-seessmall-drop-in-homelessness/#:~:text=Preliminary%20data%20from%20the%20 county%E2%80%99s%20point%20in%20time,6%2C340%20homelSan Josésidents%2C%20down%20by%20about%20300%20people.
City of San Joséanuary 1). Vision Zero Crash Data Dashboard. Vision Zero San Jose. Retrieved July 21, 2024, from https://app.powerbigov.us/ view?r=eyJrIjoiMGI5MGU1YjgtM2JjNi00YzllLWJmMzgtMWJiM2I5N2JhZTBhIiwidCI 6IjBmZTMzYmUwLTYxNDItNGY5Ni05YjhkLTc4MTdkNWMyNjEzOSJ9
Crumedy, D. (2024, February 29). Goodbye Vision Zero Task Force. What’s Next for Street Safety? Bikesiliconvalley.org. Retrieved July 21, 2024, from https://bikesiliconvalley.org/ news/2024/2/goodbye-vision-zero-task-force
City of San Jose, Transportation (2024, January 1). Annual Bikeway Projects. Sanjoseca. gov. Retrieved July 8, 2024, from https://www.sanjoseca.gov/your-government/ departments-offices/transportation/walking-biking/annual-bikeway-projects Blue Zones (2024, January 1). WALKABILITY & HEALTHY CITY-MAKING. Bluezones.com.
Retrieved July 8, 2024, from https://www.bluezones.com/services/walkability-solutions/ People For Bikes (2016, January 1). QUICK BUILDS FOR BETTER STREETS: A NEW PROJECT DELIVERY MODEL FOR U.S. CITIES. Nacto.org. Retrieved July 10, 2024, from https://nacto.org/wp-content/uploads/2016/05/2016PeoplefoBikes_Quick-Builds-forBetter-Streets.pdf Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 327 Table of Contents
United States Department of Transportation, National Highway Traffic Safety Administration (2023, January 1). Speed Safety Camera Program Planning and Operations Guide. Highways.dot.gov. Retrieved July 10, 2024, from https://highways.dot.gov/sites/ fhwa.dot.gov/files/Speed%20Safety%20Camera%20Program%20Planning%20and%20 Operations%San José202023.pdf?mc_cid=f8002c7da1&mc_eid=33b2fbccb8 City of San Jose, Transportation (2023, October 1). SPEED SAFETY CAMERAS PROJECT. Sanjoseca.gov. Retrieved July 10, 2024, from https://www.sanjoseca.gov/yourgovernment/departments-offices/transportation/projects/speed-cameras-project Int J Environ Res Public Health. 2023 Mar; 20(6): 4815. Published online 2023 Mar 9. doi:
10.3390/ijerph20064815
Foderaro, L., & Klein, W. (2023, May 1). The Power of Parks to Promote Health. Tpl.org.
Retrieved July 10, 2024, from https://www.tpl.org/wp-content/uploads/2023/05/ThePower-of-Parks-to-Promote-Health-A-Trust-for-Public-Land-Special-Report.pdf Jose, S. (n.d.). ParkScore Index®. https://parkserve.tpl.org/downloads/pdfs/San%20Jose_ CA.pdf
Twaddell , H., Rose, E., Broach, J., Dill, J., Clifton, K., Lust, C., Voros, K., Louch, H., & David, E. (2018, February 13). Guidebook for Measuring Multimodal Network Connectivity.
Fhwa.dot. Retrieved July 11, 2024, from https://www.fhwa.dot.gov/environment/bicycle_ pedestrian/publications/multimodal_connectivity/
Schmitt, A. (2018, July 13). Cities Are Replacing Dangerous Slip Lanes With Space for People. Use.Streetblog.org. Retrieved July 11, 2024, from https://usa.streetsblog. org/2018/07/13/cities-are-replacing-dangerous-slip-lanes-with-space-for-people Pedestrian and Bicycle Information Center (2024, January 1). Countermeasures and Safety Effectiveness. Pedbikeinfo.org. Retrieved July 11, 2024, from https://www.pedbikeSan José/topics/countermeasuressafetyeffectiveness.cfm
City of San Jose (2024, January 1). Environmental Benefits of Street Trees.
Experience.Arcgis.com. Retrieved July 11, 2024, from https://experience.arcgis.com/ experience/9d1c017e15474d72a9bdfd2766e0a018
Burden, D. (2006, August 1). 22 Reasons Trees in Cities Keep Us Healthy and Save Us Money. Bluezones.com. Retrieved July 11, 2024, from https://www.bluezones. com/2018/09/22-reasSan Josés-in-cities-keep-us-healthy-and-saveSan Joséy/ City of San Jose, Transportation (2024, January 1). San Jose Community Forest Plan. Sanjoseca.gov. Retrieved July 12, 2024, from https://www.sanjoseca.gov/yourgovernment/departments-offices/transportation/landscaping/trees/community-forestmanagement-plan Steuteville, R. (2021, October 22). Tree canopies make us safe; Here’s how to grow them throughout cities. Cnu.org. Retrieved July 12, 2024, from https://www.cnu.org/ publicsquare/2021/10/22/tree-canopies-make-us-safe-here%E2%80%99s-how-growthem-throughout-cities San Jose Flea Market (2024, January 1). Berryessa Flea Market. Sjfm.com. Retrieved July 8, 2024, from https://sjfm.com/
Blue Zones (2024, January 1). Transformative Placemaking. Bluezones.com. Retrieved July 8, 2024, from https://www.bluezSan José/built-environment/transformaSan Josécemaking/
Knight Foundation and Gehl (2021, March 1). Adaptive Public Space. Knightfoundation. org. Retrieved July 8, 2024, from https://knightfoundation.org/wp-content/San José2021/03/210323_KF_Gehl_ImpactAssessment_EXTERNAL-1.pdf City of San Jose (2024, January 1). Envision San Jose 2040, 2023 General Plan Annual Performance Review Executive Summary. Sanjoseca. gov. Retrieved July 12, 2024, from https://www.sanjoseca.gov/home/ showpublisheddocument/109772/638459228691000000
Benjamin, G., & Kristy, W. (San Josécember 13). Cracking the Code; Zoning and Code Reform in San Jose’s Urban Growth Areas. Spur.org. Retrieved July 12, 2024, from https:// www.spur.org/sites/default/files/2017-03/SPUR_Cracking_the_Code.pdf Metcalf, B., Garcia, D., & Karlinsky, S. (2020, June 23). Four Tools for Stimulating Economic Recovery Through New Homebuilding. Spur.org. Retrieved July 12, 2024, from https:// www.spur.org/news/2020-06-23/four-tools-stimulating-economic-recoSan Joséoughnew-homebuilding Alaban, L. (2021, September 10). San Jose councilmember proposes ‘seamless’ public transportation. Sanjosespotlight.com. Retrieved July 12, 2024, from https:// sanjosespotlight.com/san-jose-seamless-public-transporSan Joséransit-silicon-valley-vta/ Alaban, L. (2021, July 23). San Jose neighborhood bus stops struggle with upkeep.
Sanjosespotlight.com. Retrieved July 12, 2024, from https://sanjosespotlight.com/san-joseneighborhood-bus-stops-struggSan Joséupkeep/ Soultanov, N., & Alvarado, T. (2021, July 23). San Jose neighborhood bus stops struggle with upkeep. Spur.org. Retrieved July 12, 2024, from https://www.spur.org/news/2018-10- 02/San Joséwe-create-best-user-experience-diridon-station City of San Jose, Planning Building & Code Enforcement (2024, January 1). Urban Villages. Sanjoseca.gov. Retrieved July 12, 2024, from https://www.sanjoseca.gov/yourgovernment/departments-offices/planning-building-code-enforcemSan Joséning-division/ citywide-planning/urban-villages
City of San Jose, San José Building & Code Enforcement (2024, January 1). Envision San Jose 2040 General Plan Planned Growth Areas Diagram.
Sanjoseca.gov. Retrieved July 12, 2024, from https://www.sanjoseca.gSan Joséshowpublisheddocument/22815/636689035442670000
City of San Jose, Planning Building & Code Enforcement (2024, January 1). FIVE WOUNDS URBAN VILLAGE PLAN UPDATE. Sanjoseca.gov. Retrieved July 12, 2024, from https:// www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/citywide-planning/urban-villages/five-wounds-urbanvillage-plan-update Blue Zones Built Environment Policy Menu
pages 84-121
City of San José | Home
https://www.sanjoseca.gov/
Planning Division | City of San José https://www.sanjoseca.gov/your-government/ departments-offices/planning-building-code-enforcement/planning-division Better Bike Plan 2025 | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ walking-biking/better-bike-plan-2025
328 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Transit-First Policy | VTA
https://www.vta.org/cdt/role-local-government-transit-first-policies-home-page/transitfirst-policy Homepage | VTA
https://www.vta.org/
San José Municipal Code
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT13STSIPUPL_ CH13.05COSTDE_13.05.050COSTDE
Standard Specifications City of San Jose Department of Public Works - July 1992 https://www.sanjoseca.gov/home/showpublisheddocument/19953/637952276042630000 Envision San José 2040 General Plan | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-buildingcode-enforcement/planning-division/citywide-planning/envision-san-jos-2040-generalplan Mobility: Walking and Biking | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/environmentalservices/climate-smart-san-jos/climate-smart-data-dashboard/mobility-walking-andbiking § 20.55.104 - MUN Mixed Use Neighborhood Development Standards (Municipal Code) https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.55URVIMIUSZODI_PT2DERE_20.55.104MUMIUSNEDEST
City of San José Vision Zero Action Plan
https://www.sanjoseca.gov/home/showpublisheddocument/51859/637165770732770000 San José Better Bike Plan 2025 - Bikeway Selection and Design (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/68962/637477999451470000 #page=68
Slow Down, San José | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/safety/ vision-zero/slow-down-san-jose
Director’s Policy for Complete Streets (pdf)
https://dot.ca.gov/-/media/dot-media/programs/esta/documents/dp-37-completestreets-a11y.pdf Envision San Jose General Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/22359/637928744399330000 Equitable parks - Envision San Jose General Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/22359/637928744399330000 #page=231
Downtown Strategy 2040 | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-buildingcode-enforcement/planning-division/environmental-planning/environmental-review/ completed-eirs/downtown-strategy-2040
A Resolution of The Council of The City of San Jose Approving The Downtown Strategy 2040 To Replace The Existing Downtown Strategy Plan 2000 (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/90119/638004923001570000 Zoning Laws Are Strangling Silicon Valley
https://www.forbes.com/sites/timothylee/2011/09/19/zoning-laws-are-strangling-siliconvalley/?sh=1e12a4287b03 Why Does Small Business Care about San Jose’s Inclusionary Zoning Ordinance? - NFIB https://www.nfib.com/content/legal-blog/legal/why-does-small-business-case-about-sanjoses-inclusionary-zoning-ordinance-71370/ Community Use of Facilities – Facilities, Maintenance & Auxiliary Services – FranklinMcKinley School District https://www.fmsd.org/apps/pages/index.jsp?uREC_ID=455453&type=d&pREC_ ID=2123470
Schedule of Fees for the Rent Stabilization Program
https://www.sanjoseca.gov/home/showpublisheddocument/104295/638277121272730000 #page=12
Commercial Linkage Fee | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/housing/developers/ commercial-linkage-fee
Housing Element mentioned - Envision San Jose General Plan (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/22359/637928744399330000 #page=371
Better Bike Plan 2025 | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ walking-biking/better-bike-plan-2025
Bicycle Pedestrian Advisory Committee | City of San José https://www.sanjoseca.gov/your-government/departments-offices/transportation/ walking-biking/bicycle-pedestrian-advisory-committee
San José DTP | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ projects-planning/downtown-transportation-plan
San José DTP - Walking Network (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/90619/638040474240370 000#page=59
Move San José | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ projects-planning/move-san-jos
Move San José | ArcGis Storymaps
https://storymaps.arcgis.com/stories/096082d53c5c4e5baf9eb6afe15a1f0f Community Forest Management Plan | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ landscaping/trees/community-forest-management-plan
San Jose Community Forest Management Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/83642/637837331099770000 Trees | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ landscaping/trees
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 329 Table of Contents
Partnerships Importance of Community Support
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ landscaping/trees#:~:text=Importance%20of%20Community%20Support Chapter 13.32 - Tree Removal Controls
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT13STSIPUPL_ CH13.32TRRECO
Traffic Calming: What is Traffic Calming?
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ safety#:~:text=408)%20277%2D8900.-,TRAFFIC%20CALMING,-What%20is%20Traffic Traffic Calming Toolkit (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/2432/636631207594630000 Greenbelt Alliance Demonstration Projects | San Jose, CA > Street Plans https://street-plans.com/greenbelt-alliance-demonstration-projects-san-jose-ca/ Anyone in San Jose, CA? : r/TacticalUrbanism
https://www.reddit.com/r/TacticalUrbanism/comments/1364px7/anyone_in_san_jose_ca/ § 13.05 - Complete Streets Design of the San José Municipal Code (Municipal Code) https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT13STSIPUPL_ CH13.05COSTDE
§ 13.05.080 - Sidewalk Through Zone (Municipal Code)
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT13STSIPUPL_ CH13.05COSTDE_13.05.080SITHZO
Standard Specifications City of San Jose Department of Public Works - July 1992 https://www.sanjoseca.gov/home/showpublisheddocument/19953/637952276042630000 City of San José South Bascom Urban Village Plan - Policy CS-4.4 https://www.sanjoseca.gov/home/showpublisheddocument/22919/638410210364400000 #page=94
San José Complete Streets Design Standards & Guidelines (large pdf) https://www.sanjoseca.gov/home/showpublisheddocument/33113/636771160514830000 San José Municipal Code
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT13STSIPUPL_ CH13.05COSTDE_13.05.050COSTDE
Driveways - San José Complete Streets Design Standards & Guidelines (large pdf) https://www.sanjoseca.gov/home/showpublisheddocument/33113/636771160514830000 #page=40
Minimum Parking Buffer Width Specified (typ.) - San José Complete Streets Design Standards & Guidelines (large pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/33113/636771160514830000 #109
San José Complete Streets Design Standards & Guidelines (large pdf) https://www.sanjoseca.gov/home/showpublisheddocument/33113/636771160514830000 Complete Streets Action Plan (CSAP) | Caltrans
https://dot.ca.gov/programs/esta/complete-streets/csap
Transit First Policy (pdf)
https://records.sanjoseca.gov/Resolutions/RES80639.pdf
Transportation Analysis Policy (pdf)
https://records.sanjoseca.gov/Resolutions/RES80639.pdf
Vehicle Miles Traveled Metric | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ policies/vehicle-miles-traveled-metric
Transportation Analysis Handbook
https://www.sanjoseca.gov/home/showpublisheddocument/28461/638168096438270000 Safe Routes to School - Public Health - County of Santa Clara https://publichealth.sccgov.org/health-information/active-and-safe-transportation/saferoutes-school Walk n’ Roll | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/safety/ walk-n-roll
District Leaders Urge City Approval of Safe Routes to School Enhancements | Campbell Union School District
https://www.campbellusd.org/news/safety-sjcouncil-10192022 Safe Routes to School are Everyone’s Responsibility | VTA https://www.vta.org/blog/safe-routes-school-are-everyones-responsibility Safe Routes to Schools Service-Learning Projects in San José Spark Longstanding Student Engagement in Community Planning (pdf)
https://transweb.sjsu.edu/sites/default/files/2061-Kos-Safe-Routes-School-San-Jose.pdf City of San Jose Receives Major $12.9M Grant from Federal Government to Increase Safety Along Dangerous Corridors — Office of Mayor Matt Mahan
https://www.sjmayormatt.com/news-room/city-of-san-jose-receives-major-129m-grantfrom-federal-government-to-increase-safety-along-dangerous-corridors Construction Projects & Records Search | City of San José https://www.sanjoseca.gov/your-government/departments-offices/public-works/ resources/construction-projects-records-search
Communications Hill School Site Project – Bond Measures & Developer Fees – FranklinMcKinley School District https://www.fmsd.org/apps/pages/index.jsp?uREC_ID=455669&type=d&pREC_ ID=2357288
Facility Development and Planning - Santa Clara Unified School District https://www.santaclarausd.org/about-us/departments/facility-development-and-planning San Jose Welcomes First Phase of Innovative New Campus - School Construction News https://schoolconstructionnews.com/2021/09/13/san-jose-welcomes-first-phase-ofinnovative-new-campus/ School Improvement Bond - San Jose Unified School District https://www.sjusd.org/about/2024schoolbond
San José DTP | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ projects-planning/downtown-transportation-plan
§ 20.55.104 - MUN Mixed Use Neighborhood Development Standards (Municipal Code) https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.55URVIMIUSZODI_PT2DERE_20.55.104MUMIUSNEDEST
330 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
North San José Area Development Policy Neighborhoods Plan (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/15847/636681510531230000 North San José Area Design Guidelines (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/15845/636681510528270000 North Coyote Valley Campus Industrial Development Plan (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/22011/636688288128600000 Coyote Valley Corridor Study | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-buildingcode-enforcement/planning-division/citywide-planning/area-specific-plans/coyote-valleycorridor-study Downtown West Mixed-Used Plan | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-buildingcode-enforcement/planning-division/major-development-projects/downtown-westmixed-use-plan Diridon Station Area Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/74711/637596294579770000 Downtown West Planned Development Zoning General Development Plan (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/77467/637680919083430000 Timeline - Protect Coyote Valley, San Jose
https://protectcoyotevalley.org/timeline/
Planning Coyote Valley
https://www.openspaceauthority.org/our-work/planning-coyote-valley.html Save Coyote Valley | Sierra Club
https://www.sierraclub.org/loma-prieta/save-coyote-valley Tamien Station Area Specific Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/16067/636681597563400000 Silver Creek Design Guidelines (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/22015/636688291271870000 Urban Villages | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-buildingcode-enforcement/planning-division/citywide-planning/urban-villages Midtown Specific Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/16063/638410228677530000 Martha Gardens Specific Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/16061/638410228325970000 Jackson Taylor Specific Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/16069/636681598284830000 Evergreen Specific Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/16059/636681597552470000 Communications Hill Specific Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/16057/636681597549500000 Berryessa Swap Area Neighborhood Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/16055/636681597546370000 Alviso Master Plan: A Specific Plan for the Alviso Community (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/16053/636681597543870000 Downtown Strategy 2040 | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-buildingcode-enforcement/planning-division/environmental-planning/environmental-review/ completed-eirs/downtown-strategy-2040
A Resolution of The Council of The City of San Jose Approving The Downtown Strategy 2040 To Replace The Existing Downtown Strategy Plan 2000 (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/90119/638004923001570000 Capitol Caltrain Urban Village Plan | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-buildingcode-enforcement/planning-division/environmental-review/environmental-reviewdocuments/capitol-caltrain-urban-village-plan Evergreen-East Hills Development Policy | City of San José https://www.sanjoseca.gov/your-government/departments-offices/planning-buildingcode-enforcement/planning-division/citywide-planning/area-specific-plans/evergreeneast-hills-development-policy Downtown West Design Standards and Guidelines (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/77463/637680919040770000 Downtown Strategy 2040 | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-buildingcode-enforcement/planning-division/environmental-planning/environmental-review/ completed-eirs/downtown-strategy-2040
§ 19.32.110 - Street trees (Municipal Code)
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT19SU_ CH19.32IMFE_19.32.110STTR
§ 20.75.120 - Setback regulations (Municipal Code)
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.75PEORZODI_PT2DERE_20.75.120SERE
20.75.020 - MS main street districts
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.75PEORZODI_PT1GE_20.75.020MSMASTDI
Chapter 13.37 - Encroachment Permits
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT13STSIPUPL_ CH13.37ENPE
§ 13.36.100 - Insurance (Municipal Code)
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT13STSIPUPL_ CH13.36PURI-WWOPE_PT1GEPR_13.36.100IN
NEWS RELEASE: San José Celebrates Over $62 Million in Grants for Transportation Safety | News List | City of San José
https://www.sanjoseca.gov/Home/Components/News/News/4814/ Senter Road Earmark Project | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/ projects/senter-road-earmark-project
San Jose Downtown Streetscape Master Plan (pdf)
https://sj-admin.s3-us-west-2.amazonaws.com/2003_1000_CityOfSanJose_Streetscape MasterPlan.pdf
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 331 Table of Contents
Pedestrian Environment | VTA
https://www.vta.org/cdt/street-design-home-page/pedestrian-environment San Jose Downtown Streetscape Master Plan (pdf)
https://sj-admin.s3-us-west-2.amazonaws.com/2003_1000_CityOfSanJose_ StreetscapeMasterPlan.pdf
Google Street View - hitching-post-style bike rack
CHAPTER 20.75 - Pedestrian Oriented Zoning Districts
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.75PEORZODI
Sidewalk Zones - San José Complete Streets Design Standards & Guidelines (large pdf) https://www.sanjoseca.gov/home/showpublisheddocument/33113/636771160514830000 #page=37
§ 13.05 - Complete Streets Design of the San José Municipal Code (Municipal Code) https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT13STSIPUPL_ CH13.05COSTDE
§ 13.28.065 - Furnishing Zone/Parkstrip (Municipal Code) https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT13STSIPUPL_ CH13.28STTRHESH_PT1GEPR_13.28.065FUZOPA
Better Bike Plan 2025 | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/walkingbiking/better-bike-plan-2025 Construction Projects & Records Search | City of San José https://www.sanjoseca.gov/your-government/departments-offices/public-works/resources/ construction-projects-records-search
Buffered Bike Lanes | National Association of City Transportation Officials Signal Detection and Actuation | National Association of City Transportation Officials https://nacto.org/publication/urban-bikeway-design-guide/bike-lanes/buffered-bike-lanes/ Annual Bikeway Projects | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/walkingbiking/annual-bikeway-projects Bike parking | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/walkingbiking/bike-parking Walking & Biking | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/walkingbiking Chapter 11.72 - Bicycles
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT11VETR_ CH11.72BI
11.72.130 - Additional parking facilities required where - Permit conditions https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT11VETR_ CH11.72BI_11.72.130ADPAFAREWHERCO
11.72.140 - Irregular and excessive bicycle parking - Curb space permits https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT11VETR_ CH11.72BI_11.72.140IREXBIPAURSPPE
11.72.120 - Method of parking bicycles
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT11VETR_ CH11.72BI_11.72.120MEPABI
Walk n’ Roll | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/safety/ walk-n-roll
Traffic Safety | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/safety School Safety & Education | San Jose Police Department, CA https://www.sjpd.org/community/community-services/school-safety-education VTA Light Rail System Map
https://www.vta.org/sites/default/files/2024-01/VTA-Lightrail-Bus-Connect-Map.pdf VTA System Map
https://www.vta.org/sites/default/files/2024-01/VTA-System-Main-Map.pdf VTA Downtown Map
https://www.vta.org/sites/default/files/2024-01/VTA-System-Main-Map.pdf New Transit-Oriented Communities Policy Encourages Equitable and Sustainable Development | SPUR
https://www.spur.org/news/2023-05-09/new-transit-oriented-communities-policyencourages-equitable-and-sustainable Transit Zones | VTA
https://www.vta.org/cdt/flexible-zoning-strategies-home-page/transit-zones Let’s Build Transit-Oriented Communities | VT
https://www.vta.org/programs/toc
Transit-Oriented Communities | VTA
https://www.vta.org/programs/toc/transit-oriented-communities#accordion-transitoriented-communities-grant Transit-Oriented Development | VTA
https://www.vta.org/programs/toc/transit-oriented-development VTP 2040: The Long-Range Transportation Plan for Santa Clara County https://www.vta.org/sites/default/files/2022-09/VTP-2040_Final.pdf Urban Village and Mixed Use Zoning Districts | City of San José https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/ordinances-proposed-updates/urban-village-and-mixeduse-zoning-districts#:~:text=6.%20Transit%20Residential San Jose, California (CA) income map, earnings map, and wages data https://www.city-data.com/income/income-San-Jose-California.html Trip Planner | VTA
https://www.vta.org/trip-planner
Better Bus Stops | VTA
https://www.vta.org/projects/better-bus-stops
Can I bring my bike on the bus/light rail? | VTA
https://www.vta.org/faq/can-i-bring-my-bike-buslight-rail 332 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
San Jose’s “reach codes” – Going beyond the standard to fight climate change | Blog | City of San José
https://www.sanjoseca.gov/Home/Components/News/News/1823/4765 Micro Mobility | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/micromobility Bike share in the San Francisco Bay Area | Bay Wheels | Lyft https://www.lyft.com/bikes/bay-wheels
Downtown Mobility Hubs | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/micromobility/downtown-mobility-hubs Chapter 11.92 - Shared Micro-Mobility Devices
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT11VETR_ CH11.92SHMIBIDE
Move San José | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/transportation/projectsplanning/move-san-jos Safety Tips & Cycling Laws | Bay Wheels | Lyft
https://www.lyft.com/bikes/bay-wheels/rules-of-the-road Micromobility Safety | Associated Students
https://www.sjsu.edu/as/departments/transportation-solutions/mobility/safety.php § 20.75.140 - Commercial building design (Municipal Code) https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.75PEORZODI_PT2DERE_20.75.140COBUDE
Chapter 20.90, Part 9 - Transportation Demand Management https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.90PALOTRDEMA_PT9TRDEMA
Transportation Analysis Handbook
https://www.sanjoseca.gov/home/showpublisheddocument/28461/638168096438270000 San José Approves Parking And Mobility Ordinance - Greenbelt Alliance https://www.greenbelt.org/blog/san-jose-approves-parking-policy/ ActivateSJ Strategic Plan (2020-2040)
https://www.sanjoseca.gov/home/showpublisheddocument/43503/637178743945470000 Neglected downtown San Jose to get greener - San José Spotlight https://sanjosespotlight.com/more-parks-planned-for-neglected-part-of-downtown-sanjose/ Envision San Jose General Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/22359/637928744399330000 Equitable parks - Envision San Jose General Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/22359/637928744399330000 #page=231
San Jose Parks Finder
https://csj.maps.arcgis.com/apps/webappviewer/index.html?id=93ae7909fe8f4b758daa5a 73baa895c3
Housing Element mentioned - Envision San Jose General Plan (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/22359/637928744399330000 #page=371
Rent fields, gyms, theaters and more in Santa Clara
https://www.facilitron.com/scusd95051
Rent fields, gyms, theaters and more in San Jose (SJUSD) https://www.facilitron.com/sjusd95126
Rent fields, gyms, theaters and more in San Jose (Franklin-Mckinley School District) https://www.facilitron.com/fmsd95112
San José Trail Network | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/parks-recreationneighborhood-services/parks-trails/trail-network San José Trail Network Toolkit Planning & Design
https://csj.maps.arcgis.com/apps/webappviewer/index.
html?id=93ae7909fe8f4b758daa5a73baa895c3
Construction Projects & Records Search | City of San José https://www.sanjoseca.gov/your-government/departments-offices/public-works/resources/ construction-projects-records-search
San Jose Parks Finder
https://csj.maps.arcgis.com/apps/webappviewer/index.html?id=93ae7909fe8f4b758daa5a7 3baa895c3
ActivateSJ Strategic Plan (2020-2040)
https://www.sanjoseca.gov/home/showpublisheddocument/43503/637178743945470000 SJ Al Fresco Initiative | City of San José
https://www.sjeconomy.com/why-san-jose/covid-19-guidance/sj-alfresco-initiative Outdoor Dining Ordinance Update | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/ordinances-proposed-updates/outdoor-dining-ordinanceupdate Parklet Program and Sidewalk Seating In The Public Right-Of-Way Regulations https://www.sanjoseca.gov/home/showpublisheddocument/58208/637245393132430000 SoFA District | San Jose
https://www.sanjose.org/attraction/sofa-district
SoFA San Jose: SIlicon Valley’s Creative District | San Jose, California https://sofadistrict.org/who-we-are/
Can San Jose Create A Downtown Entertainment District? | Campbell, CA Patch https://patch.com/california/campbell/can-san-jose-create-downtown-entertainmentdistrict § 20.55.104 - MUN Mixed Use Neighborhood Development Standards (Municipal Code) https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.55URVIMIUSZODI_PT2DERE_20.55.104MUMIUSNEDEST
Downtown West Mixed-Used Plan | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/major-development-projects/downtown-west-mixed-useplan Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 333 Table of Contents
Urban Village and Mixed Use Zoning Districts | City of San José https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/ordinances-proposed-updates/urban-village-and-mixeduse-zoning-districts#:~:text=6.%20Transit%20Residential Downtown West Planned Development Zoning General Development Plan (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/77467/637680919083430000 Downtown Strategy 2040 | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/environmental-planning/environmental-review/completedeirs/downtown-strategy-2040 A Resolution of The Council of The City of San Jose Approving The Downtown Strategy 2040 To Replace The Existing Downtown Strategy Plan 2000 (pdf) https://www.sanjoseca.gov/home/showpublisheddocument/90119/638004923001570000 § 20.30.100 - Allowed Uses and Permit Requirements: Table 20-50 Residential Zoning Districts Use Regulations (Municipal Code)
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.30REZODI_PT2USAL_20.30.100ALUSPERE
Rezoning & General Plan Alignment Project | City of San José https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/citywide-planning/rezoning-general-plan-alignment-project General Plan 2040 Land Use Map
https://csj.maps.arcgis.com/apps/instant/lookup/index.html?appid=ef685f767b484eb6b cfc70f8fb651ef6
San José Zoning Map
Mixed Use Zones | VTA
https://www.vta.org/cdt/flexible-zoning-strategies-home-page/mixed-use-zones Community Stabilization and Opportunity Pathways Fund Commission | City of San José https://www.sanjoseca.gov/your-government/departments-offices/office-of-the-citymanager/economic-development/community-stabilization-and-opportunity-pathways-fundcommission San Jose retail site lands buyer that seeks “necessity-based” centers – Silicon Valley https://www.siliconvalley.com/2021/09/08/san-jose-retail-complex-lands-buyer-necessitycenter-real-estate-covid/ Easy ways to support small businesses in San Jose, CA - SJtoday https://sjtoday.6amcity.com/easy-ways-to-support-small-businesses-in-san-jose-ca Can San José’s Santa Clara Street Become a Place to Be and Belong? | SPUR https://www.spur.org/news/2023-10-02/can-san-joses-santa-clara-street-become-place-beand-belong East Santa Clara Street Urban Village Plan
https://www.sanjoseca.gov/home/showpublisheddocument/38449/638410212346470000 General Plan 2040 Land Use Map
https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/citywide-planning/urban-villages Stevens Creek Boulevard Urban Village Plan
https://www.sanjoseca.gov/home/showpublisheddocument/32895/638410219509400000 Urban Villages | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/citywide-planning/urban-villages Chapter 20.90, Part 9 - Transportation Demand Management https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.90PALOTRDEMA_PT9TRDEMA
Area & Specific Plans | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/citywide-planning/area-specific-plans Policy Agenda | SVCN
https://www.svcn.org/policy-agenda
About | SVCN
https://www.svcn.org/about
Silicon Valley Community Foundation (SVCF) | Mountain View, CA | Cause IQ https://www.causeiq.com/organizations/silicon-valley-community-foundation,205205488/ The 5 Top San Jose Industries You Should Know About | nDataStor https://ndatastor.com/san-jose-industries
20.50.010 C.1. CIC Combined Industrial/Commercial
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.50INZODI_PT1GE_20.50.010INZODI#:~:text=CIC%20Combined%20Industrial/ Commercial.
20.50.010 C.4. LI Light Industrial
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.50INZODI_PT1GE_20.50.010INZODI#:~:text=LI%20Light%20Industrial.
20.200.710 - Manufacturing and assembly, light
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.200DE_20.200.710MAASLI
UVC Urban Village Commercial District
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.55URVIMIUSZODI_PT3USAL_20.55.203URVIMIUSZODIUSRE#:~:text=UVC%20 Urban%20Village%20Commercial%20District.
UV Urban Village District
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.55URVIMIUSZODI_PT3USAL_20.55.203URVIMIUSZODIUSRE#:~:text=UV%20 Urban%20Village%20District.
MUC Mixed Use Commercial District
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.55URVIMIUSZODI_PT3USAL_20.55.203URVIMIUSZODIUSRE#:~:text=MUC%20 Mixed%20Use%20Commercial%20District.
It Takes a Village: Strategies for successful implementation of San Jose’s urban village vision https://www.spur.org/sites/default/files/2020-03/SPUR_It_Takes_a_Village.pdf SPUR San José | SPUR
https://www.spur.org/sanjose
Revitalizing San José’s Downtown: Five Strategies | SPUR https://www.spur.org/news/2023-06-20/revitalizing-san-joses-downtown-five-strategies 334 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Envision San José 2040 General Plan | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/citywide-planning/envision-san-jos-2040-general-plan Healthy Communities - California General Plan Guidelines - Chapter 1. Introduction https://opr.ca.gov/docs/OPR_C1_final.pdf#page=8
California General Plan Guidelines - Chapter 4: Required Elements https://opr.ca.gov/docs/20200706-GPG_Chapter_4_EJ.pdf#page=4 Envision San Jose General Plan (pdf)
https://www.sanjoseca.gov/home/showpublisheddocument/22359/637928744399330000 Chapter 20.90, Part 9 - Transportation Demand Management https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.90PALOTRDEMA_PT9TRDEMA
San José Approves Parking And Mobility Ordinance - Greenbelt Alliance https://www.greenbelt.org/blog/san-jose-approves-parking-policy/ Chapter 5.08 - Inclusionary Housing
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT5HO_ CH5.08INHO
Ordinances and Fees Programs | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/housing/developers/ inclusionary-housing-programs
Inclusionary Housing Ordinance Briefing Sheet — Amendments to the Ordinance — Rental & For-Sale Properties
https://www.sanjoseca.gov/home/showpublisheddocument/89259/637980720834970000 Developer Fee - San Jose Unified School District
https://www.sjusd.org/about/fiscal/developer-fee
Sewer Connection Fees | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/environmental-services/ water-utilities/regional-wastewater-facility/sanitary-sewer-service-charges/sewerconnection-fees Developers Page | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/parks-recreationneighborhood-services/in-the-works/developers-page#fees Chapter 20.190 - Affordable Housing Density Bonuses and Incentives https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.190AFHODEBOIN
20.80.200 - Buildings under five hundred square feet
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.80SPUSRE_PT3BUUNFIHUSQFE_20.80.200BUUNFIHUSQFE
San Jose OK’s $32 million in downtown high-rise fee waivers https://www.mercurynews.com/2022/02/10/san-jose-has-okd-45-million-in-fee-waivers-fordowntown-developers-how-has-it-worked/ About | First Community Housing
https://www.firstcommunityhousing.org/about
HOME Investment Partnerships Program | City of San José https://www.sanjoseca.gov/your-government/departments-offices/housing/nonprofitgrant-programs/home South Bay Community Land Trust
https://southbayclt.org/
Community Land Trusts – Grounded Solutions Network
https://groundedsolutions.org/strengthening-neighborhoods/community-land-trusts/ Housing Support - Santa Clara University
https://www.scu.edu/provost/faculty-affairs/compensation-support/housing-support/ New housing underway for faculty, staff | SJSU News
https://sjsunews.com/article/new-housing-underway-for-faculty-staff Chapter 20.80 - Part 3.75 - Co-Living Community
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.80SPUSRE_PT3.75VICO
Chapter 20, Part 8 - Senate Bill 9 Implementation
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.30REZODI_PT8SEBI9IM
20.55.102 - Common and Private Open Space Requirements for Residential or Mixed use Developments
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.55URVIMIUSZODI_PT2DERE_20.55.102COPROPSPREREMIUSDE Chapter 20.80 - Part 2.75 - Accessory Dwelling Regulations https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.80SPUSRE_PT2.75ACDWUN
§ 20.30.200 - Development standards (Municipal Code)
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.30REZODI_PT3DERE_20.30.200DEST
§ 20.40.100 - Allowed uses and permit requirements (Municipal Code) https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.40COZODIPUQUBLZODI_PT2USAL_20.40.100ALUSPERE
Affordable Housing Projects – Ministerial Approval Process | City of San José https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/start-a-new-project-or-use/applications-and-appointments/ housing-ministerial-approvals
Accessory Dwelling Units (ADUs) | City of San José
https://www.sanjoseca.gov/business/development-services-permit-center/accessorydwelling-units-adus Chapter 20.80 - Part 2.75 - Accessory Dwelling Regulations https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.80SPUSRE_PT2.75ACDWUN_20.80.175GE
§ 20.80.175 - General [to ADUs] (Municipal Code)
https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.80SPUSRE_PT2.75ACDWUN_20.80.178JUACDWUNINFADWLO
§ 20.80.178 - Junior accessory dwelling units—Single family dwelling lot (Municipal Code) https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.80SPUSRE_PT2.75ACDWUN_20.80.178JUACDWUNINFADWLO
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 335 Table of Contents
New Venture Advisors. (2024). Food Hub Feasibility Study, for Veggielution. https:// veggielution.org/food-hub-feasibility-study
Healy, E., & Zavaleta-Martin, M. (2015). Good. To go. San Jose Healthy Corner Store Program case study. PolicyLink. https://www.policylink.org/resources-tools/library/goodto-go-san-jose-healthy-corner-store-program-case-study Tobacco & Vaping
pages 122-149
CTCP website
DOJ website
https://publichealth.sccgov.org/tobacco-free-coalitions Kick it CA
Interviews
https://www.asiansmokersquitline.org/
Breathe CA: https://lungsrus.org/quit-smoking-services/ https://www.defrankcenter.org/3-news/newsflash/1076-documentorme-documentaries Source with tobacco industry targeting LGBTQ+
https://www.lung.org/getmedia/408b21d0-8205-487f-b032-35ebd27415d4/2024-SOTCCalifornia-Local-Grades.pdf https://www.lung.org/quit-smoking/helping-teens-quit/indepth interviews, focus group
https://publichealth.sccgov.org/health-information/tobacco-and-substance-useprevention-policy/tobacco-free-communities/prevent https://www.hhs.gov/surgeongeneral/priorities/youth-mental-health/index.html https://www.myctb.org/wst/healthylawrence/livewell/TobaccoFreeLiving/American%20 Lung%20Association%20Advocates%20Toolbox/Module-3/Belmont-Case-Study.pdf https://tcfor.catcp.org/userFiles/Deliverable%201.2_Santa%20Clara%20MUH%20 Policy%20Brief%20Evaluation%20Report_FINAL1.pdf
http://no-smoke.org/wp-content/uploads/pdf/smokefreemuh.pdf https://www.cdph.ca.gov/Programs/CCDPHP/DCDIC/CTCB/CDPH%20Document%20 Library/ResearchandEvaluation/FactsandFigures/CaliforniaTobaccoFactsAndFigures2022. pdf
San José Code Enforcement
countertobacco.org
California Health Assessment Tool
https://sccphd.maps.arcgis.com/apps/MapJournal/index.
html?appid=86688391a9c04704a7e209ffc0c52788
https://www.changelabsolutions.org/sites/default/files/CLS-BG214-Tobacco_Retail_ Density-Factsheet_FINAL_20190131.pdf
https://tobaccocontrol.bmj.com/content/31/2/243
Chapter 20.90, Part 9 - Transportation Demand Management https://library.municode.com/ca/san_jose/codes/municipal_code?nodeId=TIT20ZO_ CH20.90PALOTRDEMA_PT9TRDEMA
Housing Element | City of San José
https://www.sanjoseca.gov/your-government/departments-offices/planning-building-codeenforcement/planning-division/citywide-planning/housing-element Food Systems
pages 122-149
Santa Clara County Public Health. (2018). Santa Clara County Children’s Health Improvement Plan.
Santa Clara University. (2018, Spring). Environmental justice: Historical roots and empowered partnerships to advance research and social change. Explore Journal.
Retrieved July 2, 2024, from https://www.scu.edu/ic/media--publications/explore-journal/ spring-2018-stories/environmental-justice-historical-roots-and-empowered-partnershipsto-advance-research-and-social-change.html San Jose NAACP. (n.d.). History of NAACP. Retrieved July 2, 2024, from https:// sanjosenaacp.org/history-of-naacp/
¡Sí Se Puede! Collective Mayfair Improvement Initiative. (n.d.). Our community. Retrieved July 2, 2024, from https://sspcmayfair.org/our-community/ Working Partnerships USA. (n.d.). Our Mission & Vision. Retrieved July 2, 2024, from https://wpusa.org/about/mission-vision/
University of California Cooperative Extension and County of Santa Clara (2021). Food System Report: An assessment and roadmap for the development of a comprehensive food, restaurants, agriculture, and health access initiative. https://files.santaclaracounty. gov/migrated/Food%20Systems%20Workplan.pdf
San Jose State University. (nd). Spartan food pantry donation guidelines. https://drive. google.com/file/d/1x2oWDFLyx3MN-vTya3r32E7xbNYdxWyh/view City of San Jose. (nd). Community gardening. Accessed June 10, 2024 at https://www. sanjoseca.gov/your-government/departments-offices/parks-recreation-neighborhoodservices/programs-activities/community-gardening Santa Clara County. (2022). Food systems plan update, 2022. https://files. santaclaracounty.gov/migrated/Food%20System%20Workplan%20Progress%20 Update%20November%202022.pdf
State of California - Business, Consumer Services and Housing Agency, Department of Housing and Community Development, Division of Housing Policy Development. (2023). 2023 State Income Limits briefing materials. California Code of Regulations, Title 25, Section 6932. https://www.hcd.ca.gov/sites/default/files/docs/grants-and-funding/ income-limits-2023.pdf
Bourne, J. (2024, March 21). CHILDREN AND YOUTH SERVICES MASTER PLAN. San Jose Public Library. Retrieved July 30, 2024, from https://www.sjpl.org/wp-content/uploads/ sites/142/2024/03/March-28-2024-Joint-Meeting-Supporting-Docs-v2.pdf Cooksey-Stowers, K., Schwartz, M. B., & Brownell, K. D. (2017). Food swamps predict obesity rates better than food deserts in the United States. International Journal of Environmental Research and Public Health, 14(11), 1366. https://doi.org/10.3390/ ijerph14111366
336 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
San José Planning Division. (n.d.). Alcohol sales limitations map. Retrieved July 2, 2024, from https://www.sanjoseca.gov/your-government/departments-offices/planningbuilding-code-enforcement/planning-division/maps-commonly-used-for-planning/ alcohol-sales-limitations-map
California Department of Alcoholic Beverage Control. (n.d.). ABC awarded grant to reduce underage drinking and alcohol-related harm in California. Retrieved July 2, 2024, from https://www.abc.ca.gov/abc-awarded-grant-to-reduce-underage-drinking-and-alcoholrelated-harm-in-california-2/ San José Police Department. (n.d.). SJPD Arrests Two Suspects for Furnishing Alcohol to Minors. San José Police Department News. Retrieved July 2, 2024, from https://www.sjpd. org/Home/Components/News/News/1628/262?ID=2812&npage=4
San José Police Department. (n.d.).SJPD Cracks Down on Alcohol Sales to Minors. San José Police Department News. Retrieved July 2, 2024, from https://www.sjpd.org/Home/ Components/News/News/1165/
City of San José. (n.d.). Off-Sale Alcohol (OSA) Inspection Guide.
Retrieved July 2, 2024, from https://www.sanjoseca.gov/home/ showpublisheddocument/26203/636691071600700000
Municode. (n.d.). San José, CA Code of Ordinances, Title 6, Chapter 6.86, § 6.86.010.
Retrieved July 2, 2024, from https://library.municode.com/ca/san_jose/codes/code_of_ ordinances?nodeId=TIT6BULIRE_CH6.86OLEALBEES
Municode. (n.d.). San José, CA Code of Ordinances. Retrieved July 2, 2024, from https:// library.municode.com/ca/san_jose/codes/code_of_ordinances?nodeId=TIT20ZO Behavioral Health Services Department, Santa Clara County. (n.d.). Get substance use treatment services. Retrieved July 2, 2024, from https://bhsd.santaclaracounty.gov/gettherapy-and-support/get-substance-use-treatment-services Behavioral Health Services Department, Santa Clara County. (n.d.). Access substance use prevention services. Retrieved July 2, 2024, from https://bhsd.santaclaracounty.gov/getprevention-services/access-substance-use-prevention-services City of San José. (n.d.). Bridge Housing Communities Operations and Services Overview. Retrieved July 2, 2024, from https://www.sanjoseca.gov/home/ showpublisheddocument/38555/636894492560030000
Alawadhi, Y. T., Shinagawa, E., et al. (2024). Safer-use strategies in the context of harmreduction treatment for people experiencing homelessness and alcohol use disorder.
International Journal of Drug Policy, 129. https://doi.org/10.1016/j.drugpo.2024.103436 San José Police Department. (n.d.). Crime statistics annual. Retrieved July 2, 2024, from https://www.sjpd.org/records/crime-stats-maps/crime-statistics-annual City of San José. (2024). March 21, 2024 Children and Youth Services Master Plan.
Retrieved July 2, 2024, from https://www.sjpl.org/wp-content/uploads/sites/142/2024/03/ March-28-2024-Joint-Meeting-Supporting-Docs-v2.pdf
Tervo-Clemmens B, Gilman JM, Evins AE, Bentley KH, Nock MK, Smoller JW, Schuster RM.
Substance Use, Suicidal Thoughts, and Psychiatric Comorbidities Among High School Students. JAMA Pediatr. 2024 Mar 1;178(3):310-313. doi: 10.1001/jamapediatrics.2023.6263.
PMID: 38285470; PMCID: PMC10825781. https://pubmed.ncbi.nlm.nih.gov/38285470/ California Health Care Foundation. (2022). Mental Health Almanac 2022.
Retrieved July 2, 2024, from https://www.chcf.org/wp-content/uploads/2022/07/ MentalHealthAlmanac2022.pdf
https://www.sfbos.org/ftp/uploadedfiles/bdsupvrs/ordinances14/o0259-14.pdf https://bchd.org/tobacco-information-and-cessation-resources#:~:text=Prohibits%20 the%20sale%20of%20all,%2C%20effective%20January%201%2C%20 2021.&text=Smoking%20prohibited%20inside%20any%20units,has%203%20or%20 more%20units.
https://patch.com/california/manhattanbeach/hermosa-beach-receives-a-d-grade-intobacco-control-manhattanbeach https://www.bluezones.com/blue-zones-project-results-beach-cities-ca/ https://calmatters.org/health/2023/07/first-5-california-tobacco-tax-cuts/ https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1449228/
https://countertobacco.org/policy/restricting-product-packaging/ https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5298502/#bibr10-0033354916679986 Alcohol
pages 196-211
City of San José. (2024). March 21, 2024 Children and Youth Services Master Plan.
Retrieved July 2, 2024, from https://www.sjpl.org/wp-content/uploads/sites/142/2024/03/ March-28-2024-Joint-Meeting-Supporting-Docs-v2.pdf
Butterfoss, F. D., & Kegler, M. C. (2012). A coalition model for action. Just Living 808.
Retrieved July 2, 2024, from https://justliving808.com/wp-content/uploads/2018/01/ butterfoss-kegler-2012-ch-17-a-coalition-model-for-action.pdf City of San José Planning, Building, and Code Enforcement Division. (n.d.). Alcohol sales limitations map. Retrieved July 2, 2024, from https://www.sanjoseca.gov/yourgovernment/departments-offices/planning-building-code-enforcement/planning-division/ maps-commonly-used-for-planning/alcohol-sales-limitations-map Santa Clara County Public Health Department. (n.d.). SCCPHD Open Data ArcGIS.
Retrieved July 2, 2024, from https://data-sccphd.opendata.arcgis.com/ Foxtale Fermentation Project. (n.d.). Mocktails. Retrieved July 2, 2024, from https://www. foxtalefermentationproject.com/mocktails
Meso Restaurant. (n.d.). Cocktails, wine & beer menu. Retrieved July 2, 2024, from https:// www.mesorestaurant.com/menu#menu=cocktails-wine-beer
San José State University Events. (n.d.). Masterpieces and Mocktails Paint Night. Retrieved July 2, 2024, from https://events.sjsu.edu/event/masterpieces_and_mocktails_paint_night Instagram. (n.d.). Title of reel [Instagram reel]. Instagram. Retrieved July 2, 2024, from https://www.instagram.com/reel/CruJXfTvhm1/
SJ Today. (n.d.). Mocktail search results. Retrieved July 2, 2024, from https:// sjtoday.6amcity.com/search?q=mocktail&s=0
San José State University Events. (n.d.). Masterpieces and Mocktails Paint Night. Retrieved July 2, 2024, from https://events.sjsu.edu/event/masterpieces_and_mocktails_paint_night Instagram. (n.d.). Title of reel [Instagram reel]. Instagram. Retrieved July 2, 2024, from https://www.instagram.com/reel/CruJXfTvhm1/
California Business and Professions Code. (2022). § 23817.5.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 337 Table of Contents
National Institute on Alcohol Abuse and Alcoholism. (n.d.). Understanding how alcohol policies impact public health. Retrieved July 2, 2024, from https://www.niaaa.nih.gov/ about-niaaa/directors-page/niaaa-directors-blog/understanding-how-alcohol-policiesimpact-public-health Safe Transportation Research and Education Center, University of California, Berkeley. (2024). Transportation Injury Mapping System (TIMS).
City of San José. (2024). Vision Zero maps and data. Retrieved July 9, 2024, from https:// www.sanjoseca.gov/your-government/departments-offices/transportation/safety/visionzero/maps-data City of San José. (2024). Alcohol sales limitations map. Retrieved July 9, 2024, from https://www.sanjoseca.gov/your-government/departments-offices/planning-buildingcode-enforcement/planning-division/maps-commonly-used-for-planning/alcohol-saleslimitations-map Santa Clara County. (2024). Santa Clara County Strategic Prevention Plan. Retrieved July 9, 2024, from https://files.santaclaracounty.gov/migrated/Santa-Clara-SPP-Final-8.pdf Healthy Stores Healthy Community. (2024). Santa Clara County. Retrieved from https:// healthystoreshealthycommunity.com/counties/santa-clara/ Albers, A. B., Siegel, M., Ramirez, R. L., Ross, C., DeJong, W., & Jernigan, D. H. (2015).
Flavored alcoholic beverage use, risky drinking behaviors, and adverse outcomes among underage drinkers: results from the ABRAND Study. American Journal of Public Health, 105(4), 810-815. https://doi.org/10.2105/AJPH.2014.302349 Padon, A. A., Rimal, R. N., Siegel, M., DeJong, W., Naimi, T. S., & Jernigan, D. H. (2018).
Alcohol brand use of youth-appealing advertising and consumption by youth and adults.
Journal of Public Health Research, 7(1), 1269. https://doi.org/10.4081/jphr.2018.1269 Albers, A. B., Siegel, M., Ramirez, R. L., Ross, C., DeJong, W., & Jernigan, D. H. (2015).
Flavored alcoholic beverage use, risky drinking behaviors, and adverse outcomes among underage drinkers: Results from the ABRAND Study. American Journal of Public Health, 105(4), 810-815. https://doi.org/10.2105/AJPH.2014.302349 Santa Clara County. (2024). Santa Clara County Strategic Prevention Plan. Retrieved July 9, 2024, from https://files.santaclaracounty.gov/migrated/Santa-Clara-SPP-Final-8.pdf Santa Clara County. (2024). Santa Clara County Strategic Prevention Plan. Retrieved July 9, 2024, from https://files.santaclaracounty.gov/migrated/Santa-Clara-SPP-Final-8.pdf Santa Clara County. (2024). Community resource guide. Retrieved from https://stgenssa. sccgov.org/debs/documents/SCC_Community_Resource_Guide.pdf Pew Charitable Trusts. (2020). Improving care coordination for people with complex needs. Retrieved from https://www.pewtrusts.org/-/media/assets/2020/04/ carecoordinationbrief.pdf
Moreno, M. A., & Whitehill, J. M. (2014). Influence of Social Media on Alcohol Use in Adolescents and Young Adults. Alcohol research : current reviews, 36(1), 91–100. https:// www.ncbi.nlm.nih.gov/pmc/articles/PMC4432862/
Cho, M.-K., & Cho, Y.-H. (2021). Do alcohol prevention programs influence adolescents’ drinking behaviors? A systematic review and meta-analysis. International Journal of Environmental Research and Public Health, 18(16), 8524. https://doi.org/10.3390/ ijerph18168524
Austin, & Pinkleton. (2016). The Viability of Media Literacy in Reducing the Influence of Misleading Media Messages on Young People’s Decision-Making Concerning Alcohol, Tobacco, and Other Substances. Journal Name, Volume 3, 175-181. https://doi.org/10.1007/ s40429-016-0100-4
Gerndt, E. (n.d.). The impact of the retail environment and alcohol outlet density. Counter Tools. Retrieved from https://countertools.org/blog/ alcoholoutletdensityimpact/#:~:text=Research%20demonstrates%20that%20greater%20 alcohol
Campbell, C. A., Hahn, R. A., Elder, R., Brewer, R., Chattopadhyay, S., Fielding, J., Naimi, T. S., Toomey, T., Lawrence, B., Middleton, J. C., & Task Force on Community Preventive Services (2009). The effectiveness of limiting alcohol outlet density as a means of reducing excessive alcohol consumption and alcohol-related harms. American journal of preventive medicine, 37(6), 556–569. https://doi.org/10.1016/j.amepre.2009.09.028 Berke, E. M., Tanski, S. E., Demidenko, E., Alford-Teaster, J., Shi, X., & Sargent, J. D. (2010).
Alcohol retail density and demographic predictors of health disparities: a geographic analysis. American journal of public health, 100(10), 1967–1971. https://doi.org/10.2105/ AJPH.2009.170464
Alcohol Justice. (2020). ARUS media kit. Public Strategies. https://publicstrategies.org/ wp-content/uploads/2020/07/ARUS-Media-Kit-1.pdf
Alcohol Justice. (2020). ARUS media kit. Public Strategies. https://publicstrategies.org/ wp-content/uploads/2020/07/ARUS-Media-Kit-1.pdf
Healthy Stores Healthy Community. (2024). Santa Clara County. Retrieved from https:// healthystoreshealthycommunity.com/counties/santa-clara/ California Business and Professions Code. (2022). § 25612.5.
U.S. Department of Health and Human Services. (2007). The Surgeon General’s Call to Action To Prevent and Reduce Underage Drinking. Office of the Surgeon General.
Albers, A. B., Siegel, M., Ramirez, R. L., Ross, C., DeJong, W., & Jernigan, D. H. (2015).
Flavored alcoholic beverage use, risky drinking behaviors, and adverse outcomes among underage drinkers: results from the ABRAND Study. American journal of public health, 105(4), 810–815. https://doi.org/10.2105/AJPH.2014.302349 Brennan, I., Moore, S. C., Byrne, E., & Murphy, S. (2011). Interventions for disorder and severe intoxication in and around licensed premises, 1989–2009. Addiction, 106(4), 706- 713. https://doi.org/10.1111/j.1360-0443.2010.03297.x
California Department of Alcoholic Beverage Control. (n.d.). LEAD training. Retrieved from https://www.abc.ca.gov/education/lead-training/
Fell, J. C., et al. (2024). The Effectiveness of Responsible Beverage Service Training Programs: A Literature Review and Synthesis. Journal of Alcohol and Drug Dependence:
Substance Abuse, 10, 036. https://doi.org/10.24966/ADSD-9594/100036 338 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Schools
pages 216-231
https://sjtoday.6amcity.com/city-guide/live/schools-san- Joséca#:~:text=Niche%20ranked%20San%20 José%20Unified,most%20diverse%20 districts%20in%20California
https://sanjoséspotlight.com/san-José-parents-want-new-leadership-in-largestschool-district/#:~:text=Citing%20the%20report%2C%20Tomara%20Hall,with%20 22%25%20at%20other%20districts
City of San José Children and Youth Services Master Plan Worksites
pages 234-248
https://www.bls.gov/regions/west/news-release/
occupationalemploymentandwages_sanjose.htm#:~:text=Workers%20in%20the%20 San%20Jose,(See%20table%20A.)
https://datausa.io/profile/geo/san-josé-ca?redirect=true#:~:text=most%20 similar%20impact.-,Industries,CA%20and%20work%20somewhere%20else. https://ycharts.com/indicators/sanjosé_ca_unemployment_rate#:~:text=Basic%20 Info,long%20term%20average%20of%206.13%25.
Restaurants
pages 250-257
https://www.sjpl.org/wp-content/uploads/sites/142/2024/03/March-28-2024-JointMeeting-Supporting-Docs-v2.pdf Grocery Stores
pages 258-267
https://www.sjpl.org/wp-content/uploads/sites/142/2024/03/March-28-2024-JointMeeting-Supporting-Docs-v2.pdf Civic & Faith-Based Organizations
pages 288-294
https://www.sanJosé.org/neighborhoods/mayfair
https://www.city-data.com/neighborhood/Seven-Trees-San-José-CA.html Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 339 Table of Contents
Ignite San José Steering Committee & Planning Team
Exhibit F: Meet the Experts
Name Title Organization
Adojoell Gonzalez -Muniz City Youth Commissioner District 8, City of San Jose Andrew Lieu City Youth Commissioner District 5, City of San Jose Angel Rios Deputy City Manager City of San Jose
Camille Llanes-Fontanilla, MPA Vice President of Silicon Valley Programs Sobrato Foundation Cindy Chavez Santa Clara County Supervisor District 2, County of Santa Clara Darcie Green Executive Director Latinas Contra Cancer
Dev Davis Councilmember District 6, City of San Jose
Diana Alanis Community Relations Director City of San José Eric Kline
Sr. Director of Global Workforce
Experience
Adobe
Glenn Vander Zee School Superintendent East Side Union High School District Janice Peters Coporate Social Responsibility Program
Manager
Adobe
Juan Cruz School Superintendent Franklin-McKinley School District Katerina Tubera Staff Specialist Office of the City Manager 340 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Exhibit F: Meet the Experts
Name Title Organization
Kathy Sutherland Executive Assistant/Scheduler Office of Supervisor Cindy Chavez Laura Buzo Assistant to the City Manager City of San José Mary Anne Groen Chief of Staff District 6, City of San José Megan Luong City Youth Commissioner District 7, City of San Jose Megan Maloy City Staff for Youth Commissioner City of San Jose Michele Lew, MPP CEO, Emeritus Health Trust
Mike Medina Board Aide Office of Supervisor Cindy Chavez Ngoc Bui-Tong, MHSA Chief Health Equity and Strategy Officer Santa Clara Family Health Plan (SCFHP) Nichole Edraos Deputy Chief of Staff District 6, City of San José Rhonda McClinton-Brown, MPH Deputy Director County of Santa Clara Public Health Department Rocio Luna, Dr.PH, MPH Deputy County Executive County of Santa Clara Public Health Department Victor Vasquez Co-Executive Director Somos Mayfair
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 341 Table of Contents
Ignite San José Healthcare Roundtable Attendees
Exhibit F: Meet the Experts
Name Title Organization
Hosted by
Joaquin Razo Project Solutions Lead Blue Zones
Laura Buzo Assistant to the City Manager City of San José Attendees
Alma Burrell Chief Administrative Officer Roots Community Health Center Audrey Shillington Dean San Jose State University College of Health & Human Sciences
Christine Tomcala CEO Santa Clara Family Health Plan
Darcie Green CEO Latinas Contra Cancer
David Mineta CEO Momentum for Health
Dolores Alvorado CEO Community Health Partnership
Dung Phan M.D. Premier Care of Northern California
Elisa Koff-Ginsborg Executive Director Behavioral Health Contractors’ Association of Santa Clara County
Erin O'Brien President and CEO Community Solutions
Eva Terrazas Chief Public Policy and Advocacy Officer Pacific Clinics JG Larochette Founder and Executive Director Mindful Life Project Karla Rodriguez-Lomax Senior Public Affairs, South Bay and Central Coast Kaiser Permanente
342 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Exhibit F: Meet the Experts
Name Title Organization
Kieran Kelly Community and Government Relations
Manager Kaiser Permanente
Leah Cowan Government Affairs Sutter Health
Maria Daane Executive Director Parents Helping Parents
Miguel Valencia, Ph.D. Emeritus Gardner Health Services Pavel Rutherford Co-Founder, Solutions @ Stanford Medicine Stanford Medicine Rachel Sussman, M.D. Family Medicine Doctor Stanford Medicine Ria Paul, M.D. Chief Medical Officer Santa Clara Family Health Plan Rhonda McClinton-Brown Deputy Director Santa Clara County Public Health Department Sara Jeevanjee, M.D. Medical Director Valley Homeless Healthcare Program Sarita Kohli President & CEO AACI (Asian Americans for Community Involvement) Sheri Burns Executive Director Silicon Valley Independent Living Center Sonya Tetnowski CEO Indian Health Center of Santa Clara Valley Steve Eckert CEO Alum Rock Counseling Center
Thinh Nguyen M.D. Premier Care of Northern California
Vicky Gomez Assistant Professor San Jose State University College of Health & Human Sciences
Wei-ting Chen, Ph.D. Executive Director Stanford Medicine Office of Community Engagement Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 343 Table of Contents
Ignite San José Sports Roundtable Attendees and Keynote Contributors Exhibit F: Meet the Experts
Name Title Organization
Abe Munayer Strength and Conditioning Staff San Jose State Alma Burell Executive Director Roots Community Health
Angel Rios Deputy City Manager City of San José
Angel Rios, Moderator Deputy City Manager City of San José Charlie Faas CFO San Jose State University
Ben Taylor General Manager San Jose Giants
Chris Shay Senior VP, Government Affairs San Jose Sharks Laura Buzo Assistant to the City Manager City of San José Michele Lew CEO, Emeritus The Health Trust
Milan Balanton Executive Director African American Community Service Agency Ngoc Bui-Tong Chief Health Equity & Strategy Officer Santa Clara Family Health Plan Robert Davis Vice President, Community Relations Earthquakes Ruth Shikada VP of Government/External Affairs Bay Area Host Committee Saúl Ramos Co-Executive Director Somos Mayfair
Shannon Mendez Strength and Conditioning Staff San Jose State Yosup Shim President Bay Area Panthers
344 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Exhibit F: Meet the Experts
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 345 Table of Contents
Meet Our Team
Exhibit F: Meet the Experts
Margaret Adamek, PhD, National Food
Policy Expert
• Decades of experience working with
native nations, new immigrant, and
minority populations
• Designed and deployed Minnesota
Food Charter
• Bush Foundation Leadership Fellow
Sarah Bowman, VP, Policy Operations &
Development
• Co-founder of the Walkable and Livable
Communities Institute.
• Spearheaded policy implementation
efforts in over 1,300 communities
across the United States, Canada, and
Ireland.
• Played a pivotal role in assisting teams
in securing funding exceeding $400
million to implement community
transformation efforts in Ireland and the
United States.
• Former Director of Strategic
Engagement and Impact Assessment
within the Office of the Dean of
Research at Trinity College Dublin.
• Former Planning Commissioner for the
City of Port Townsend, Washington.
Dan Buettner, Blue Zones Founder
• National Geographic Fellow and
Explorer
• New York Times bestselling author
• Emmy Award-winning Journalist and
Producer
• Guinness World Record Holder
Dan Buettner, Jr., Chief Development
Officer
• Advancing Return on Well-Being
models and archetypes for businesses
and communities
• International Speaker
• Global commercial real estate expert
Margaret Brown, VP, Business
Development
• Community well-being advocate that
specializes in developing cross-sector
partnerships to transform and empower
communities
• Over 10 years of experience working
at the intersection of healthcare,
population health and public health
• For the last five years, has worked in
partnership with more than 70 Blue
Zones communities to ignite well-being
transformations
• Masters of Science in Healthcare
Leadership from Dartmouth College
• Bachelor’s in English Literature from
Francis Marion University
Amelia Clabots, Chief Finance Officer
• Experienced operations professional
with deep experience managing crossfunctional Blue Zones teams • For the last 10 years, has helped
Blue Zones transition from a small
research company to a global brand
with multiple products, channels, and
initiatives
Blue Zones Ignite San José Team
346 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Exhibit F: Meet the Experts
Jaclyn Cheves, Director of Policy &
Partnerships
• Experienced public health programs
professional with over a decade of
experience in public and private sector
health programs and policies.
• Master’s in Public Health in Behavioral
Science and Health Education from
Emory University.
• Past Health Program Analyst at the Los
Angeles County Department of Public
Health.
• Past Director of Tobacco Prevention
and Policy Services at Bay Area
Community Resources.
Chris Danley, Built Environment Expert
• Career transportation planner with over
17 years of experience in innovation and
planning for public health and wellbeing.
• Experienced in Complete Street policy
analysis and Safe Routes to School
planning.
• Co-host of The Planning Comission
Podcast.
Jan-Emmanuel De Neve, World Happiness
Expert
• Professor of Economics and Director of
the Wellbeing Research Centre at the
University of Oxford
• Co-editor of the World Happiness
Report
• Recipient of the Ruut Veenhoven
Award in 2015 for his contributions to
the scientific study of happiness
Naomi Imatome-Yun, Editor-in-Chief
• Wall Street Journal bestselling author
• Curator of the historic Flashlight
exhibit at the Mayme Clayton AfricanAmerican Museum in Los Angeles • Experienced reaching and engaging
hard-to-reach audiences (niche,
underserved, millenial)
Mark Ishikawa, VP, Community
Transformations
• Oversees the hiring, training, and
ongoing support of the local Blue
Zones Project site teams, from the
Foundation and Planning phases, to the
Transformation phase, and all the way
through certification and expansion.
• Former System Administrative Director,
Community Well-Being at Adventist
Health.
• Former Executive Director, Marketing
and Recruitment at Loma Linda
University.
• Former Associate Vice President,
Strategic Partnerships and
Advancement at Pacific Union College.
Aislinn Kotifani, Communications
Manager
• For the last 8 years, has managed the
Blue Zones brand, website, and social
media presence
• Experienced with large diverse
city, small community, and niche
neighborhood program engagement
and launches
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 347 Table of Contents
Meet Our Team
Exhibit F: Meet the Experts
Christine Kraft, Partnerships, Equity, &
Impact Consultant
• Former Policy Director for Community
Well-Being at the City of San José,
Council District 6
• Former President of a non-profit
women’s organization
• Professional certificates in Integrative
Health Coaching and Mindfulness Based
Stress Reduction
• Master’s in Film/Cinema/Video Studies
from Boston University
• Bachelor’s in Medical Anthropology
from Smith
Ben Leedle, CEO
• Former CEO and President of
Healthways, Inc.
• Transformed small business into world’s
top population health management
company
• Co-founder, Blue Zones Project
• Co-founder, Gallup-Healthways WellBeing Index
Claudia Morales, Food Systems Policy
Expert
• - Experienced nonprofit leader and
social entrepreneur
• - Skilled in nonprofit management,
project management, facilitation and
training, program development, and
strategy, with an application emphasis
on food systems, equity, and social
impact projects and clients
• - Master of Science in Social
Entrepreneurship from University of
Southern California
• - Bachelor of Science in Social Sciences
from University of Southern California
• - Expertise in working with new
initiatives, pilot projects, start-up
organizations and companies
Sophia Piña-McMahon, Editorial & Digital
Specialist
• Master of the Environment in
Sustainable Food Systems from
University of Colorado Boulder.
• Multimedia storyteller with a
background in journalism, photography,
design, and editing.
• Published writer featured in Lonely
Planet, the Mad Agriculture Journal, and
more.
• Previously held roles in marketing
and communications for scaling
environmental non-profits.
Joaquin Razo, Project Solutions Lead
• Experienced non-profit and
organizational leader with a
demonstrated history of working in
management, philanthropy, fundraising,
community organizing, and well-being.
• Former Executive Director of Blue
Zones Project Upper Napa Valley
• Member of the Board Of Directors for
United Way California Capital Region
• Master’s Degree in Organizational
Leadership from Gonzaga University
• Bachelor’s Degree in Management/
Organizational Behavior & Leadership
from University of San Francisco
348 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of Contents
Exhibit F: Meet the Experts
Liz Rodriguez, Project Manager
• Seasoned public health professional
with nearly a decade of service to Boyle
Heights, where she notably contributed
to Adventist Health White Memorial
• Master of Public Health from West
Coast University
• Certification in ACEs Aware and
Empathy Enhancement from the
Postgraduate Institute of Medicine
• Trained Facilitator for In Their Shoes
Empathy Advancement Workshop
• Former Chair of the Community Impact
Alliance serving the Greater East Los
Angeles Region
Steve Samples, Senior Financial Analyst
• CPA by training
• 40 years of health care experience
• Analyzed well-being, health, and claims
data for hundreds of organizations
• Created numerous models to analyze
and present value projections, costs,
and outcomes
• Former SVP at Healthways, Inc. leading
its Financial Operations Group
Heather Sciartelli, Alcohol and Tobacco
Expert
• Veteran tobacco control advocate of
20 years, with experience at many
levels of the community-driven tobacco
prevention and control movement.
• Current Chief Programs Officer of
CivCom, overseeing a team of tobacco
prevention policy managers and
community engagement managers to
end nicotine addiction and advance
health equity across 24 counties in
Florida.
• Past Chairman of the Florida Statewide
College Anti-Tobacco Initiative
Shelly Trumbo, Chief Transformations
Officer
• Senior health care executive with over
a decade of strategic and operational
experience focused on maximizing the
impact and value of community and
population health investments, and
leading implementation and evaluation
efforts to measurably and sustainability
improve individual, organizational, and
community well-being.
• Led numerous well-being
transformation strategies as Vice
President of Well-Being for Adventist
Health System, including numerous
well-being transformation strategies
such as partnering with communities
to launch the largest Blue Zones
Community Project initiative in the
world.
• Advisory Board Member at American
College of Lifestyle Medicine
Debbie Watkins, Account Executive
• Over 30 years of national experience
working with multiple health and
wellness initiatives across the health
continuum from wellness to complex
care management.
• Experience driving successful health
outcomes for diverse populations
across the east coast.
• Over 10 years of experience working
with school systems, nonprofits,
corporations, and individuals with
significant disabilities in education, job
training, and community accessibility.
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 349 Table of Contents
Contact Us
[email protected]
612-596-3600
200 Southdale Center
Edina, MN 55435