ASSESSMENT, READINESS,
AND FEASIBILITY REPORT
An Initiative of the Children & Youth
Services Master Plan, City of San José
San José, California
October 2024
Attachment
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.
Additional Support Provided by:
Table of Contents
Executive Summary ...................................................6 THE ST
ATE OF WELL-BEING IN
SAN JOSE
Well-Being Data Analysis .......................................32 W
ell-Being Driver Analysis ................................... 48 POLICY
Built En
vironment .....................................................58 F
ood Systems .............................................................88 T
obacco & Vaping ....................................................118 Alc
ohol ........................................................................1 52 PLACES
Schools
........................................................................180 W
orksites ...................................................................198 R
estaurants ...............................................................214 Gr
ocery Stores ........................................................ 222 PEOPLE
C
ommunity Voices ................................................234 Civic & F
aith-Based Organizations .................24
4 Volunteers & Ambassadors ................................ 252
APPENDIX
Value Brief ................................................................258
THE BLUE Z
ONES APPROACH
What is Blue Zones ...............................................2 70 Power 9 .................................................................27 1 Life Radius .......................................................... 2 73 What We Do ............................................................ 2 74 The Blue Zones Approach ............................ 274 T
ransformation is Possible ........................... 278 V
alue Delivered and Measured ...................2
79 Well-Being Imperative ...................................280 Built En
vironment Policy Menu and Scan ....282
T
obacco Policy Menu and Scan ........................ 322 Alc
ohol Policy Menu and Scan ......................... 332 R
eferences and Sources ......................................354 A
cknowledgements ..............................................368 Meet Our T
eam........................................................ 374 The report is divided into seven sections:
• The Ex
ecutive Summary contains a high-level look at
our major findings and recommendations.
• Aft
er that comes the well-being data analysis of San
José.
• The ne
xt three sections provide detailed findings and
recommendations for the Policy, Places, and People
sectors we explored.
• The las
t 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:
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 ContentsTable 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
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.
Economic disparities are but one of a web of systemic challenges facing the city’s most under-resourced communities. Other drivers include:
•
E
ducational disparities that continue the cycle of poverty and youth violence;
•
Health disparities and a lack of ac
cess to culturally sensitive and
trauma-informed care practices;
•
Housing ins
tability 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;
•
T
ransit and built environments that limit access to safe, walkable communities for all;
•
F
ood insecurity and its wide reach, despite the incredible work that Santa Clara County and local partners are invested in.
A Pivotal Time for San José
“Communities that need help the most are
not the most engaged. There are concerns
about inclusivity and representation of
voices.”
- Focus Group Participant
“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.”
– Focus Group Participant
“If you go to other communities there is a difference.
It looks different in East San José 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.”
– Focus Group Participant
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report 8 Table of ContentsTable 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 every child – regardless of the color of their skin, zip code, or their family’s country of origin – the City of San José stands to heal the disparities resulting from systemic racism, income inequality and decades of inequitable investment to deploy new strategies that will ultimately open opportunity pathways to support all 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 in this pivotal initiative. Blue Zones, like San José, believes that transformation is possible and should be sustainable for generations to come.
We are aligned with the CYSMP’s long term unifying vision – to create and expand opportunity pathways and supports, from cradle to career, particularly for those most vulnerable – and we listened with intent to the leaders and citizens of your community to better understand and align Blue Zones high level opportunities within the plan’s seven strategic priority areas*
•
Early Learning and Child Car
e
• Health and Mental Wellnes
s
• Housing Ac
cess and Security
• Learning and Empo
werment
• Meaningful and Sustaining Jobs
• Safe
, Clean and Connected Communities
• Sy
stems Transformation: City of San José System of Care
“Safety Net”
*(See graphic summary at end of section)
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 extraordinary guidance from local nonprofit partners, contracted consulting teams, and talented local community leaders invested in the success of youth and families.
Aligned with San José’s investment in creating a positive future for youth and families, community leaders engaged Blue Zones to assess strengths, challenges, and opportunities for improving collective health and well-being and transforming the community to a place where residents,
in particular, your youth, thrive. The Blue Zones approach focuses on helping people live better, longer through
community transformation programs in People, Places, and Policy. It is based on the study of
communities around the
world where people live longer, healthier lives and share common lifestyle characteristics including strong family and social networks, healthy diets, regular physical activity, and the right outlook. Brought to San José by City Councilmember Dev Davis, District 6, Santa Clara County Supervisor Cindy Chavez, District 2, funding partners, The Health Trust, Santa Clara Family Health Plan, and Adobe, our team of experts completed a comprehensive assessment to include numerous feedback sessions of their findings.
11 Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable 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.
Pointing Towards Action
In an era when addressing health disparities and social inequities is urgent, there exists in San José 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 an unprecedented, locally-driven strategic
partnership to thread Blue Zones into the early stages of 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 José youth. This is a simple sketch but an example that shows the imperative for programming that unfolds with local leadership and a cultural mindset.
the CYSMP, these entities can make a transformative five- year investment in the well-being of San José’s youth and demonstrate how pilot programs within the demonstration sites can be scaled to impact well-being and opportunity pathways for youth and families. Such a collaboration has the potential to create lasting change, addressing not only the pressing, immediate needs of young people and families, but also laying the foundation for a sustainable Blue Zones approach to People, Places and Policies that could be rolled out city and county wide for a healthier, more equitable and resilient San José and Santa Clara County region.
13 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
The Rationale for a
Collaborative Approach
Youth well-being is a multidimensional issue
that encompasses physical health, mental
wellness, educational attainment, social
connections, and economic opportunities.
Addressing these interconnected needs
requires a holistic approach that can integrate
resources, expertise, and community
engagement. The Blue Zones initiative, with its
focus on environmental and lifestyle factors
that promote long, healthy lives, offers a
proven framework for creating such a holistic
approach. When combined with the deep
local knowledge of community nonprofits and
the substantial financial and technological
resources of tech companies, this approach
can be adapted to meet the specific needs of
San José’s youth.
San José: the Country’s First Youth-Led
Blue Zones Initiative
The CYSMP Demonstration Sites of Poco Way, and attachment community Mayfair, as well as the Seven Trees community, have been a focus of our work in community to date, and early on our project sponsors requested that we consider how any future indicators for Blue Zones action in San José would embody the CYSMP core values and support the plan’s priority areas.
Our project sponsors were curious whether the proven Blue Zones approach was flexible enough and customizable enough to support the city’s (and County’s) quest to align, measure, and, ultimately, scale impact and ROI in a way that honored the city’s mature ecosystem of nonprofits while introducing new metrics to gauge local impact and ROI in strategic priority areas of the CYSMP.
Our answer back is yes.
Following our team’s engagement with stakeholders and
city leaders from May-June, and throughout the writing of the report that follows, we believe a Blue Zones partnership centering youth voices and your community’s lived experience will create high levels of engagement, alignment and impact.
Full-scale Blue Zones transformation projects provide the impetus, the follow-on investment and access to national- level subject matter expertise to support local leaders. A Blue Zones transformation project also requires hiring, training and sustaining a local team to implement best practices across sectors, from grocery stores and schools to the built environment.
By connecting all of the dots between People, Places and Policies impacting well-being, our approach accelerates the creation of long term, equitable and sustainable solutions.
We look forward to continuing to partner with the
extraordinary network of talent we’ve been introduced
to through our work in community, and we are especially excited to engage San José leadership, youth and community stakeholders on initiatives centered on the emotional health and well-being of youth and families, and the imperative for safe, clean and connected communities.
14 15
Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Policy
Built Environment
• R einstate, focus, and streamline Vision Zero Task Force •
Expedit
e and increase quick-built pedestrian projects determined through Walk
•
Saf
e San José
•
Launch speed saf
ety cameras
•
Impr
ove and maintain area parks and recreational outlets
•
Incr
ease pedestrian connectivity
•
C
ontinue to invest in a focused tree canopy campaign
•
Explor
e maximizing public/quasi-public spaces
•
Amend z
oning codes to increase housing density in alignment with State Bill 10
•
Impr
ove transit experience
•
Expand urban villages pr
ogram
Food Systems
• F oster food skills development to shift food culture •
Impr
ove hunger relief infrastructure to enable increased capacity •
Impr
ove healthy, culturally relevant choices in hunger relief settings •
Expand locally managed health
y food incentive programs to reach more
people use planning, zoning, and regulatory tools to support healthy food access
•
Ensur
e healthy options and habits for K-12 students in the plates they spend time
•
Pr
ovide comprehensive training and technical assistance to implement procurement policies supporting farm-to-institution initiatives •
F
ocus a food policy coordinating body on San José
•
Es
tablish incubator kitchen to support new entrepreneurs
•
Spotlight se
veral healthy corner stores
Alcohol
• Incr ease availability of youth alcohol prevention & media literacy education program
•
Impr
ove treatment referral systems
•
Es
tablish policies that reduce alcohol outlet density
•
Empo
wer neighborhoods to address alcohol outlet density
•
Es
tablish policies that limit alcohol marketing and advertislng •
R
educe availability of singleserve flavored alcohol products •
Inc
entivize healthy corner stores
•
R
esponsible beverage sales and service training requirements far all alcohol retailers
•
Build a netw
ork of local advocates
Tobacco
• R educe tobacco retailer density
•
Align with Santa Clar
a County
•
Support a c
onditional use permit
•
Incr
ease adherence bv retailers
•
Expand school and c
ommunity engagement
•
Impr
ove the State Of Tobacco Control Report grade
•
Build capacity thr
ough partnerships with Blue Zones communities
•
Support c
ontinued funding opportunities
•
Empo
wer youth advocates
•
P
artner with healthcare providers for cessation resources •
R
educe tobacco-related health inequities
Places
Schools
• R evitalize Wellness Committees to create a comprehensive wellness policy •
Enhanc
e social-emotional learning programs
•
Implement w
ellness initlatives through grant funding and technical assistance
•
Hos
t communlty resource access events
Worksites
•
L
everaging local community resources and networks
•
Es
tablishing a community-wide worksite wellness council
•
Sus
tainability of wellness initiatives
•
S
trengthening partnerships with educational institutions Restaurants
•
Inc
orporate best practices from Blue Zones Approved Restaurants •
Implement mor
e local and sustainable food practices
•
Cr
eate community connections
•
Identify t
echnical assistance and resources to learn valuable skills in scheduling, hiring, training, marketing, and controlling food costs while promoting healthy options.
Grocery & Corner Stores
•
Impr
ove physical layout of stores to promote healthy choices •
Identify t
echnical assistance and resources to improve service, reduce cost, and stream line operations
•
P
artner with local farmers, business, and community organizations to strengthen brand and increase customer loyalty
•
P
artner with bodegas and corner stores to add healthy options •
Incr
ease community focus through diverse programs and offerings People
Civic & Faith-based Organizations, Volunteers & Ambassadors • C ollaboration between civic and faith-based organizations on multi-cultural events and community conversations that promote connection and well-being •
Impr
ove accessibility to community events and resources through built environment initiatives, collaboration across community organizations, and increased volunteer opportunities
•
Civic and c
ommunity leaders to promote and host moais and community events •
A
ctively involve diverse voices across generations and cultures •
Es
tablish regular youth listening sessions on issues like mental health, education, and community safety to gather input directly from young people •
Launch an annual San Jose Y
outh Health Summit featuring youth-led workshops, resource fairs, panels, interactive health activities, and networkin opportunities with community
Children and Youth Services Master Plan and Blue Zones Opportunities Overlay Below is a high level graphic/summary of Blue Zones Opportunities within People, Places, and Policy. The color coding aligns with the priorities of the Children and Youth Services Master Plan to illustrate how these opportunities directly support the CYSMP seven strategic priority areas. This is one example of the synergy and local collaboration a Blue Zones transformation project can offer San José.
Key: Children and Youth Services Master Plan Priorities Systems Transformation: City of San José
System of Care “Safety Net”
Safe, Clean and Connected
Communities
Meaningful and
Sustaining Jobs
Learning and
Empowerment
Housing Access
and Security
Health and Mental
Wellness Early Learning and Child Care
16 17
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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 well-being in San José. There
are promising initiatives and efforts in place that aim to increase safe and equitable opportunities to walk, bike, and roll as outlined with the Vision Zero and Walk Safe San Jose pedestrian safety plan. Additionally, there is movement behind increasing housing options, such
as the expansion of urban village areas that include
residential and jobs-based developments; have access
to transit; and are walkable and bicycle-friendly. 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 18 Table of ContentsTable 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
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:
21 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report20 Table of ContentsTable of Contents
*See Appendix for full Value Brief
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.
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:
Pr
ojected Medical Cost Saving of $179.4M
R
eduction in projected workforce lost productivity of $239.7M T
hese 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
Appr
oximately $78.7M of direct and indirect benefits to the regional economy
A
dditional related follow-on community grants, gifts, and investments
Billions of e
xpected positive media and brand impressions.
A cumula
tive 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
22 23Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Headline Two Lines Here
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
25 Table of ContentsTable 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.
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. 27 How Do People in San José Evaluate Their Lives?
27 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable 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.
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.
28 29
Table of ContentsTable of Contents
Headline Two Lines Here
The State of Well-Being in San José, California
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.
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:
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Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Well-Being in San José Optimism in San JoséData 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.
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 SAN JOSECITY 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 Please note that new Gallup baseline data is
collected as part of a next phase transformation.
33 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Well-Being by Gender Positive Emotions by Gender
LIFE EVALUA TION
5.5 6
6.5 7.5
7 8
POS ITIVE AFFECT
50 60
80 70
90 100
WOMEN WOMEN WOMENMEN MEN MEN
Negative Emotions by Gender
NEGA TIVE AFFECT
10 20
40 30
50 Note: All data shown in the following graphics is from the assessment focus area zip codes, unless indicated otherwise.
Both positive and negative affect measures run from
0 to 100 and indicate the % of people reporting negative emotions (worry and stress) or positive emotions
(enjoyment and happiness) on a daily basis.
34 Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Positive Emotions by Income Negative Emotions by IncomeWell-Being by Income
LIFE EVALUA TION
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 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 37 Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Negative Emotions
by Racial Differences
Well-Being
by Racial Differences
Positive Emotions
by Racial Differences
LIFE EVALUA TION
5.5 6
6.5 7
7.5 8
White BlackOther Asian Hispanic
POSITIVE AFFECT
70 75
80 85
90 95
100
White BlackOther Asian Hispanic
NEGATIVE AFFECT
10 20
30 40
50 60
White BlackOther 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+
Note: Both positive and negative affect measures run from 0 to 100 and indicate the % of people reporting negative emotions (worry and stress) or positive emotions (enjoyment and happiness) on a daily basis.
38 39
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable 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
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
40 41
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Mapping Positive Emotions in San José Mapping Negative 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
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
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
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
42 43
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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
This allows us to evaluate
whether we are ‘adding
years to life and life to
years.’
C onsidering well-being and life expectancy together reveals larger inequalities than considering these variables separately because happier places also tend to be healthier. A
verage WELLBYs in San José is about 548 similar to USA average of 547. F
or reference, Finland tops the chart of all countries in the world at 638 WELLBYs per person.
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
44 45
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Mapping Life Expectancy in San José Mapping Life Expectancy in San José by ZIP Code 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
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
46 47
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Headline Two Lines Here
Well-Being Driver
Analysis:
What factors best explain differences in well-being
across people in San José?
Variable Groupings & Question Wordings
Work
A t work, do you get to use your strengths to do what you do best every day, or not?
Ar
e you currently employed?
Does y
our supervisor always create an environment that is
trusting and open, or not?
Does y
our supervisor at work treat you more like he or she
is your boss or your partner?
In the las
t seven days, I have felt active and productive
every day.
Health Status
Do y ou have any health problems that prevent you from doing any of the things people your age normally can do? During the pas
t 30 days, for about how many days did
poor health keep you from doing your usual activities?
BMI gr
eater than or equal to 30 (derived from height and weight) Ha
ve you ever been told by a physician or nurse that you
have depression?
W
ould you say your own health, in general, is ...? (1-5, excellent to poor)
Safety
I alw ays feel safe and secure.
In the city or ar
ea where you live, is it easy or not easy to
get a safe place to exercise?
Community and People
Y ou can’t imagine living in a better community than the one you live in today.
Y
ou are proud of your community or the area where you
live.
Ar
e you satisfied or dissatisfied with the city or area where you live?
T
he city or area where you live is a perfect place for you. Appr
oximately, how many minutes does it take you to get
from your home to your workplace?
T
he house or apartment that I live in is ideal for me and my family.
If y
ou were in trouble, do you have relatives or friends you can count on to help you whenever you need them, or not? Someone in y
our life always encourages you to be healthy.
Y
our friends and family give you positive energy every day.
Health Behaviors
Do y ou smoke?
In the las
t seven days, on how many days did you exercise
for 30 or more minutes?
In the las
t seven days, on how many days did you have five
or more servings of fruits and vegetables
Did y
ou eat healthy all day yesterday?
49 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report48 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Driver Analysis of Well-Being in San José by GenderDriver Analysis of Well-Being in San José SAN JOSE POOLEDDriver Analysis of Well-Being
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 s tatus 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. C
onsidering 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
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
50 51
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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 52 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable 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 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 well- being. 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 collectively prioritize our efforts in addressing policies, strategies, investments, and partnerships.. 54 55
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Headline Two Lines Here Headline Two Lines Here
Policy Overview
Optimizing local built environment, food systems,
tobacco, and alcohol policies is a high impact, cost-
effective strategy to reduce chronic disease and increase well-being.
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.
56 57
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Headline Two Lines Here
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%
59 Table of ContentsTable of Contents
Headline Two Lines Here
61 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report 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
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, housing- focused 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:
There is significant
research that links
walkable places
with resilience and
community well-
being.
Table of ContentsTable 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 GOAL TWO GOAL THREE GOAL FOUR
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.
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 well-
placed 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.
62 63
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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. “There’s something transformational about turning the ‘hope switch’ on.” – Angel Rios, Deputy City Manager, City of San José
Executive Summary
64 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Top Opportunity Highlights
REINS TATE, 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 INCREA SE 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.
LA
UNCH 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.
IMPRO
VE 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.
INCREA SE 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.
C ONTINUE 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. 67 Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
EXPL ORE 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 Z
ONING CODES TO INCREASE HOUSING
DENSITY: 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
IMPRO VE 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 low- cost or free transit passes.
EXP AND 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.
68 Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Strengths
NO P ARKING 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.
CHILDREN AND Y
OUTH 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.
VIV
A 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, and policies that allow for slow or closed streets to promote safe walking, biking, and rolling. BIC YCLE 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, permanent bike fix-it
stations in focus areas of East San José, and linkages to community destinations sought by those on two wheels.
“The desire for protected bike lanes
is there.”
– San José City Council Member
AREA P ARTNERSHIPS: 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.
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D ATA, 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.
POPULA
TION 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.
A
CCESSORY 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.
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 PO
WER 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.
C
OMMUNITY 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
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Challenges
PUBLIC S AFETY: 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.
HEA
T 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.
MANY UNDERUTILIZED SP
ACES 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
“There are a lot of big streets (six-lane
roads) and not enough small green
spaces.”
– Focus Group Participant
“There are 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.”
– Focus Group Participant
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P ACE 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.
HIS TORIC 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.
HIS
TORY 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. NUMBER OF UNSHEL TERED 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 residents 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
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Opportunities
REINS TATE, 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 along with increased collaboration amongst the city and county Safe Routes to School program. Further, Blue Zones can aid San José and their Vision Zero Task Force in obtaining funding through grant writing support.
EXPEDITE AND INCREA
SE 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.
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
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LA UNCH 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.
ADDRES
S 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. For example, San José recently rededicated their National Recreational Trail through Guadalupe River Park, which is a federally recognized recreational trail 11.3 miles in length, with Congresswoman Zoe Lofgren. 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 amenities. 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 maintain trail safety, rideability/walkability, and increase marketing efforts, including cross-jurisdictional collaboration to link city trails with county trails/other city trails, which is often the reason for trails that end. This will reduce the gap and need to restart and allow for more healthy, safe, and continuous access to non-automobile transportation.
“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
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.
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“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
“We have a lot of underused spaces that could
create a ton of jobs.”
– Focus Group Participant
INCREA SE 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.
C
ONTINUE 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 and should be prioritized in Vision Zero corridors, places with transit locations (used as added shading near bus shelters or lack of), and streets with high-traffic volumes or major roadways. Whether climate change, household energy consumption reduction, driver behavior, air quality, or general enhancement, trees are generally well accepted and simple to implement.
EXPL
ORE 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. 82 83
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AMEND Z ONING CODES TO INCREASE HOUSING
DENSITY: Since 2018, the number of ADUs in San José has increased dramatically since the city made zoning changes and streamlined the development code. Since the same
year, single-family homes, duplexes, and multi-family 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. In addition to amending zoning codes to increase housing
options for all, Blue Zones can provide technical assistance to the city, county, and local organizations working to end homelessness through:
•
Hos
ting a housing summit to focus on collective impact;
•
Pr
oviding grant writing support, especially to
government entities/community based organizations/
public partners to support their work;
•
L
everaging the Blue Zones brand to convene and bring
volunteers into planned activities (led by partners) to more fully engage the community in the change process
by centering lived experience.
IMPRO
VE 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. It is also of significance to ensure transit or walking/bicycling infrastructure connect to groceries, local farmer’s markets, and other food options. 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.
EXP AND 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. First/last mile connections can also be established to make it easier for riders who walk, bike or roll to and from their nearest station or bus stop. Walking routes to schools, senior homes, and community centers
should be prioritized or improved so people of all ages and abilities can stay connected. 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.
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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.
Name Title Organization
Jessica Zenk Deputy Director, Transportation Planning & Project Delivery City of San José
Jon 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 86 87
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Headline Two Lines Here
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
.
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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
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.)
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Headline Two Lines Here
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 FOURGOAL THREE GOAL FIVE
Making healthy food accessible
and affordable for everyone
Building
food skills
Growing long-term
community health
Increasing healthy
food environments
Growing the local
food supply
Incr ease participation in
healthy food programs
Ensur
e children have enough
healthy food to eat
F oster healthy hunger relief
programs
Prioritiz e education on how to
grow and cook healthy food
F oster opportunities for
families to eat together
Es tablish lasting leadership
on food issues for the
community
Build a base of r
esources to
keep children healthy
Mak
e healthy grocery access
easy for everyone
Ensur e 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
Use public land and planning
to enable food production by
local residents
Car
e for natural resources
needed to grow food
Support ar
ea 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.
Goals and Guiding Principles
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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; diet- related 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.
“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
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.
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Top Opportunity Highlights
FO STER 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).
IMPRO
VE 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.
S
TRENGTHEN 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.
BOLS
TER 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. S
TREAMLINE 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 José’s food system.
IMPRO VE 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. IMPRO
VE 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.
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INCREA SE PARTICIPATION IN HEALTHY FOODS
PROGRAMS:
•
Expand use of Medicar
e/Medicaid policy levers to
establish and pay for locally administered healthy foods programs in target neighborhoods, such as prescription
produce and medically tailored meals.
•
Incr
ease universal food insecurity screening at all
primary care appointments and in hospital emergency
rooms, with appropriate referrals for those who screen
positive.
REDUCE BARRIERS T
O 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.
IMPRO
VE 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.
ES TABLISH 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.
S
TRENGTHEN 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, Z
ONING 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.
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Strengths
S ANTA 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.
C OMMUNITY 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.
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ROBUS T, 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):
•
Sec
ond Harvest of Silicon Valley
•
Martha’
s Kitchen
•
V
alley Verde
•
P
eace and Justice Center Peace Pantry
•
T
he Health Trust
•
F
ood System Alliance
•
South Ba
y Food Justice Collaborative
•
E
vergreen Farmers Market
•
C
ommunity Clinics Association
•
Kit
chen Cabinet
•
Si Se P
uede Collective
•
V
ietnamese American Organization
•
K
orean American Center
•
Y
u-ai Kai Senior Center
•
India C
ommunity Center
•
L
oaves and Fishes
•
G
arden to Table
•
Fr
esh Approach
•
Eas
tside Union School District
•
UC C
ooperative Extension
•
C
ounty of Santa Clara Public Health Department
•
C
ounty of Santa Clara Department
of Environmental Health
S TRONG PUBLIC HEALTH AND COMMUNITY
HEALTH ECOSYSTEM: In addition to the
County Food System Plan and associated
staff position, the county’s public health and
environmental health departments oversees
numerous important food-related initiatives.
They are expanding food insecurity
screenings for newborns, championing
farmers market fruit and vegetable
incentives, implementing microenterprise
home kitchen operations, 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
Program across all County-owned hospitals,
providing a foundation for further farm-to-
institution efforts at other community anchor
institutions.
SUPPORTIVE AND ENGA
GED 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.
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. 103
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VEGGIEL UTION: 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. Veggielution is currently
partnering with the County of Santa Clara
Public Health Department Resident Advisory
Committee to develop a food systems resiliency
hub feasibility study.
INNO
VATIVE 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 climate-
friendly source of food.
DEEPL Y 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 shopping-style
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. The County of Santa Clara Public Health Department’s Cal Fresh Healthy Living Program also runs the Nutrition Pantry Program with Santa Clara, SJSU, San José City College, and Evergreen. A C
ONTINUING 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 community- based 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 district- affiliated stakeholders estimate that nearly half of schools have gardens onsite.
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Challenges
PO VERTY AND HIGH COST OF LIVING IMPACT
FOOD SECURITY: In Santa Clara County, extremely
low to low-income 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).
F
AST, 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.
SENIORS AND IMMIGRANT C OMMUNITIES FACE MULTIPLE
BARRIERS ACCESSING HUNGER RELIEF: Seniors are an especially hard-to-reach vulnerable population. In East San José, many monolingual, non-English 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.
FOOD AND F
ARM WORKERS FACE CHALLENGES: Thousands
of food and farm workers reside and work in Santa Clara County, many of whom face daunting challenges around stable, affordable housing, wage theft, violations of labor law, and meeting their basic needs. While there is a long, proud tradition of community organizing and advocacy to protect the rights and well-being of these workforces, more needs to be done to ensure these essential members of the community have reliable access to affordable, culturally relevant, healthy food. As is the case with many counties in California, food insecurity is a significant issue for food and farm workers and their families.
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LAND A CCESS 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.
S
AN 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.
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Opportunities
FO STER FOOD SKILLS DEVELOPMENT TO SHIFT FOOD
CULTURE: Many stakeholders identified the need to bolster healthy food skills for residents of all ages. Community- wide 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.
IMPRO
VE 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. Additionally, the Affordable Housing Food Access Pilot program that the County of Santa Clara Public Health Department conducted had thousands of pounds of
food recovered and made available to low-income housing complexes for the residents. This could be a strategy used by the city and supported by Blue Zones.
IMPRO
VE 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.
EXP
AND 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 and is an area that Blue Zones can provide policy support and technical assistance. 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.
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PRO VIDE 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.
S
TREAMLINE 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 José’s food system.
IMPRO
VE 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. USE PLANNING, Z ONING 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. “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
ENSURE HEAL THY 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 change breakfast
or breakfast after the bell; 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 with policy
support and technical assistance from Blue Zones.
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FOCUS A FOOD POLIC Y 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.
ES
TABLISH 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.
SPO TLIGHT 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.
This is in alignment with the CalFresh
Healthy Living Health Retail Project, with
opportunity for inclusion of retailers in
the California Fruit and Veggie EBT Pilot
Program and expansion to additional
locations.
“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
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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
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Headline Two Lines Here
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.
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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.
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. 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.
California Key Facts
In 20 21, 18.7% of US high school
youth reported currently using
any tobacco product, including
e-cigarettes.
Among US high school y
outh, 3.8%
reported currently smoking cigarettes.
17
.5% of high schoolers in Santa Clara
County have ever used a tobacco
product.
Curr
ently, 5.2% of high schoolers in
Santa Clara County vape.
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The Blue Zones Tobacco Policy Menu identifies four main goals and best- practice 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.
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.
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 product-
related 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
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.
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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 tobacco- related 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.
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Top Opportunity Highlights
AD VANCE 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.
IMPRO
VE 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.
ADDRES
S 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.
EMPO WER 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.
DECREA SE 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.
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Strengths
PROGRES SIVE 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.
T OBACCO 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 smoke- free 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. Through the California tax revenues, Proposition 56 and Proposition 99, the County of Santa Clara Department of Public Health implements strategies to reduce secondhand smoke
exposure and prevent youth access to tobacco products.
TECHNICAL A
SSISTANCE PROVIDERS ARE SUPPORTIVE:
The Santa Clara County Public Health Department
partners with schools, governments, and organizations to provide technical assistance through the Tobacco-Free
Communities Program, using tobacco prevention strategies that have the greatest impact on youth tobacco use. This includes vaping campaigns, 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.
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MUNICIP AL 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.
S
TRONG AREA COALITIONS AND PARTNERSHIPS ARE
IN PLACE: The Tobacco-Free Coalition of Santa Clara
County meets monthly as a tobacco control advocates
and stakeholders such as community-based organizations
and residents. 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.
CES SATION 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.
L
GBTQ+ 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.
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S AN 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 SOME SCHOOLS PRO VIDE 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. 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.
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Challenges
S AFETY 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.
PERCEPTION OF T
OBACCO 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.
“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
“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.”
– Youth Cadet
“Someone from our team visited multiple
smoke shops across the county. And
many were selling flavored nicotine and
among that intoxicating hemp or synthetic
cannabis.”
– Santa Clara County Public Health
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V APING IS RAMPANT, ESPECIALLY IN SCHOOLS: In Santa
Clara County, 1 in 10 youth use tobacco products, including e-cigarettes. 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.
MENT
AL 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 “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.”
– Youth Cadet
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.
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POLICIES ARE SL OWED 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
not pursued at the time 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.
C
OMMUNITY 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.
NEW T OBACCO 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.”
– Youth 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
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T OBACCO 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. THE T
OBACCO 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.
“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
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“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
Opportunities
REDUCE T OBACCO 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 S ANTA 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, Cupertino, 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 improve implementation,
and Blue Zones can be a convener for these efforts and
sustained partnerships.
SUPPORT A C ONDITIONAL 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.
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INCREA SE 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.
EXP
AND 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.”
IMPRO VE 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 smoke-
free 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.
“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
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BUILD CAP ACITY 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 C
ONTINUED 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.
EMPO WER YOUTH ADVOCATES: By using an evidence-
based 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.”
– Youth Cadet
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P ARTNER 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.
REDUCE T OBACCO-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.
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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 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
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Headline Two Lines Here
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.
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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.
The Blue Zones Alcohol Policy Goals include:
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.
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.
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.
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 Alcohol Policy Goals
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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.
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 The following alcohol misuse and prevention solutions are also effective strategies included in the Blue Zones Alcohol Policy Menu.
R
esponsible beverage service (rbs) and management
training
Implement r
estrictions on price discounts and drink
specials, as discounts dramatically increase alcohol
consumption
P
ublic investment in law enforcement
P
ublic consumption and intoxication: there is potential
for tightening up loopholes and exemptions to public
consumption laws
Social-hos
t and commercial liability
Media campaigns agains t underage drinking
R
estrictions for operation of watercraft
Alc
ohol tax
Adopt and Adapt Solutions from
Blue Zones Alcohol Policy MenuALCOHOL AVAILABILITY IN SAN JOSÉ 95116
95122
95111
Alcohol retailers per
square mile
95116
10 retailers
95122
8 retailers
95111
5 retailers
Average
3 retailers
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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 alcohol- involved 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.
“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 158
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Top Opportunity Highlights
EXP AND 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.
S
TRENGTHEN 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 C
OMMUNITY 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.
EMPO
WER 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.
PRO TECT 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 HEAL
THY 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 CAP
ACITY FOR POLICY ADVOCACY: Strengthen
partnerships with local organizations, colleges, and
community residents to build capacity and support to
advocate for effective alcohol policies.
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Strengths
C OMMITMENT 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.
ROBUS
T 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.
D ATA-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 UNDERA
GE 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.
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CITY AL COHOL 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 UNDERA
GE 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. DEDICA TED 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 TREA
TMENT 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 long- term 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.
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Challenges
RESIDENT S 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 multi-
faceted, 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.
MENT
AL 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.
AL
COHOL 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.
AL COHOL-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.
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AL COHOL 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.
FLA VORED 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.
“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
“Drinking alcohol is a rite of passage for
youth. Buzzballz and Beatbox are the most
popular.”
– San José Youth Cadet
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AL COHOL 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.
NEED FOR MORE AL
COHOL 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.
“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
“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
INCREA SE 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. IMPRO
VE 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.
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Opportunities
INCREA SE 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.
IMPRO
VE 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.
ES TABLISH 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.
ES
TABLISH 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.
EMPO WER 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 decision- making 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.
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REDUCE A VAILABILITY 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.
RESPONSIBLE BEVERA GE 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 NETW
ORK 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.
INCENTIVIZE HEAL
THY 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.
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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
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
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Headline Two Lines Here 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 Our objective is to get a minimum threshold of these places Blue Zones Project Approved
TM 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.
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Headline Two Lines Here
Schools
Schools shape healthy habits for life. Whether it’s adding physical activity, social- emotional 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.
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Headline Two Lines Here
https:/ /www.egusd.net/District/About-EGUSD/Our-District/index.html 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 district- level 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
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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 perf ormance 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.
•
S
tudents 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.
E
conomic and community vitality:
•
Blue Z
ones Project-related initiatives in Cedar Falls, IA, helped earn a Physical Education Program (PEP) grant valued at $1.3 million.
•
$6.4 million in gr
ant funding was secured to support a Safe Routes to School initiative in Fort Worth, TX.
School-c
ommunity 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. Pr
oactive 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.
Good habits adopted at an
early age lead to healthier,
happier, more productive lives,
an enormous cost savings in
medical and social expenditures.
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Strengths
SCHOOLS SER VE 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 AD
APTABILITY: 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.
EMPO
WERED PARENTAL ENGAGEMENT PROGRAMS:
The San José Unified School District’s Office of Family Engagement exemplifies 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.
C
OMMUNITY-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 well-
being, 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.
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THE CITY HA S A STRONG HISTORY OF INVESTING IN
YOUTH:
•
In 19
71 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 20
15, 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 20
16 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 20
18 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 20
21, the City launched the Resilience Corps
program to provide employment, mentorship, and
work experience opportunities to young adults from
marginalized and underserved communities.
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
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Challenges
PO ST-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.
HIGH EDUCA TOR 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 S
AFETY 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 ALL
OCATION 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.
“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.”
– Focus Group Participant
“We as parents need to help our children
with any challenges and barriers.”
– Focus Group Participant
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HEAL TH 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 EXTRA
CURRICULAR 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.
LA
CK 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.
A NEED FOR GREEN SP ACE: 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. 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.
“We need afterschool programs that have
fee waivers so families can afford for their
children to participate in activities.”
– Focus Group Participant
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Opportunities
REVIT ALIZE 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.
RELA UNCH 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.
HO ST 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 S
TUDENT LEADERSHIP IN WELLNESS
INITIATIVES: Empower students to take leadership roles in health and wellness initiatives. Establish or expand student- led 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.
S
TRENGTHEN 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.
DEVEL
OP 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. 195
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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 196
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Table of ContentsTable of Contents
Headline Two Lines Here
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.
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Headline Two Lines Here
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.
Largest Health Insurer in Hawaii
(HMSA):
•
2% r
eduction in smoking
prevalence
•
3.5% incr
ease in employees
exercising 30+ minutes at least
3x’s per week
•
1.9% incr
ease 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):
•
7 2% report of being less
sedentary per day
•
46% participa
tion in
volunteer
experience through work
•
5.5% decr
ease in
employee turnover
Large Hospital System in
Southwest Florida (NCH)
•
34. 1% positive shift in BMI
•
2.8% impr
ovement in social
well-being score
•
17 .6% positive shift in blood
pressure
200 201
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W alking paths and trails created around worksites
Manda
tory 15-minute physical activity break
for all employees
W
alking Wednesday program
W
alking Meetings and Standing Desks
Ph
ysical activity or stretch breaks
MOVEMENT INITIATIVES INCLUDE
Most Americans spend
about half their waking
life on the job, making
workplaces a prime
opportunity to encourage
healthy lifestyles.
The Blue Zones Worksite Pledge
Highlights:
Gr eater quantification of well-being and
associated benefits
Expansion of pr
ograms to improve
financial well-being
F
ocus on social connectivity and
purpose
Expansion of c
ommute options
F
ocus 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. 202 203
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Worksites Overview
Santa Clar a County has over 12,000 businesses.
T
he most common sectors for employment are
manufacturing, professional services, and health care.
Job gr
owth 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 Ma
y 2023, the average hourly wage in the San José-
Sunnyvale-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 20
24, San José’s unemployment rate is 3.50
percent, which is lower than the long-term average of 6.13 percent.
Mos
t people in San José, California drove alone to work,
and the average commute time was 28.8 minutes.
Strengths
PRESENCE OF INFL UENTIAL EMPLOYERS:
•
Div
erse 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 Inno
vation: 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.
CUL
TURE OF WELLNESS
•
C
omprehensive 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.
•
Div
ersity, 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.
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SUPPORTIVE SMALL -BUSINESS ECOSYSTEM:
•
Thriving S
tartup 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.
•
A
ffordable 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.
•
C
ommunity 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.
S
TRONG NETWORK OF PROFESSIONAL DEVELOPMENT:
•
A
ccess 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.
S TRONG LOCAL ECONOMIC IMPACT:
•
Job Cr
eation 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.
•
C
ommunity Investment and Philanthropy: Many major
companies and successful small businesses are actively
involved in community investment and philanthropic
activities. Their contributions support local schools, non- profits, and community projects, enhancing the quality
of life in the San José focus area.
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Challenges
DECLINE IN C OMMUNITY AND CORPORATE
ENGAGEMENT:
•
R
educed 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 R
emote 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 community-
based projects, weakening the connection
between companies and their surrounding
neighborhoods.
•
W
eakened 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.
DISP ARITIES BETWEEN TECH AND PUBLIC SECTOR WELLNESS
PROGRAMS:
•
W
ellness 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. •
Out
dated 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.
CHALLENGES IN IMPLEMENTING EFFECTIVE DIVERSITY
,
EQUITY, AND INCLUSION (DEI) INITIATIVES:
•
E
conomic 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).
•
Limit
ed 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.
S
TRUGGLES WITH REMOTE AND HYBRID WORK
INTEGRATION:
•
T
echnology 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 BUSINES
SES AND
STARTUPS:
•
Funding and R
esource 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.
•
Mark
et 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.
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Opportunities
ES TABLISHMENT OF A COMMUNITY-WIDE WORKSITE
WELLBEING COUNCIL:
•
L
ocalized 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.
•
T
ailored 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.
•
Enhanc
ed 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.
•
T
raining 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.
SUS TAINABILITY OF WELLNESS INITIATIVES:
•
Embedding W
ellness 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 R
esources: 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.
•
L
everaging 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.
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S TRENGTHENING PARTNERSHIPS WITH EDUCATIONAL
INSTITUTIONS:
•
Int
ernship 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.
•
Cus
tomized 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.
•
C
ommunity 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.
LEVERA
GING LOCAL COMMUNITY RESOURCES AND
NETWORKS:
•
C
ollaborating 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 C
ommunity 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.
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 212 213
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Headline Two Lines Here
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.
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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.
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.
A recent study found that 93% of kids’
menu items were very high in calories
at national chain restaurants.
93%
Benefits to Restaurants:
A ttract new diners by offering healthier options
Incr
ease overall revenue with sales of healthy food and beverage options C
ommunity recognition for Blue Zones Project Approved status Pr
omotion 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.
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.
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 216
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The area of the San José focus group is
a culinary melting pot. Its food scene is
characterized by:
RICH CUL
TURAL DIVERSITY: The area is
home to a large Vietnamese and Mexican
population, resulting in an abundance of
authentic restaurants serving traditional
dishes.
AFFORD
ABLE 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.
C
OMMUNITY-ORIENTED: The food
scene often reflects the strong sense of
community in the area, with family-owned
businesses and loyal customer bases.
Restaurants Overview
Strengths
ROO TED 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.
AFFORD
ABLE, 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.
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Challenges
A NEED FOR A FOOD SPACE 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.
NA
VIGATING 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 long- term success of the restaurant scene in this focus area.
Opportunities
L OCAL 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.
HEAL
THY MENU OPTIONS:
•
Incr
ease plant-based offerings: Offer a wider variety
of vegetarian and vegan dishes, including creative and
flavorful options.
•
Inc
orporate whole grains: Use brown rice, quinoa, or
whole-wheat pasta as bases for dishes.
•
Prioritiz
e fresh produce: Utilize local, seasonal produce to
create vibrant and nutritious meals.
•
Glut
en-free and allergy-friendly options: Provide
accommodating choices for customers with dietary
restrictions.
•
Off
er lighter fare: Provide options like grilled or steamed dishes, salads, and soups.
•
Highlight nutritional inf
ormation: Clearly display calorie
counts, ingredient lists, and allergen information.
CREA TE 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.
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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.
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Benefits to Grocery Stores
Recent success stories from grocers in Blue Zones Project communities
Health y 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.
Cus
tomer 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. Cus
tomer 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.
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.
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Chain grocery stores:
•
Gr
ocery Outlet (x2)
•
7 -Eleven (x4)
•
F
oodmaxx
•
K
wikee Mart
•
Shop-N-Go
Independent gr ocery stores:
•
Mer
cado California
•
Car
denas Markets
•
S
tory Supermarket
•
Lion Supermark
et
•
L
ee’s Supermarket
•
Marina Gr
ocery
•
Sent
er Foods
•
Chaparr
al Supermarket
The grocery store offerings in the San José focus area zip codes include the following:
The Blue Zones team conducted a random walkthrough
sampling of grocery stores within the designated communities.
These observations of the physical environment and store offerings provided valuable insights that contributed to a comprehensive grocery store assessment, helping to evaluate how well local stores align with Blue Zones principles and support healthy choices for community members.
Grocery Stores Overview
Strengths
C OMMUNITY 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.
C
ONVENIENCE 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 budget-
friendly 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..
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Challenges
ABUND ANCE OF UNHEALTHY OPTIONS:
Though there are many full-service grocery
stores, markets, and convenience stores
within San José’s geography, rising food
costs and highly concentrated, convenient,
cheap options, push residents to purchase
less expensive, less healthy foods even
when healthier options are readily available.
CURRENT S
TORE 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.
TRANSPORT ATION 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.
INFL
UENCE 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.
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Opportunities
AFFORD ABILITY: 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.
TECHNICAL A SSISTANCE: Providing technical assistance to grocery stores in East San José 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.
P
ARTNER WITH BODEGAS AND CORNER STORES: There are
more corner stores and bodegas in San José than grocery stores, and many locals shop there. Building relationships with these businesses and helping them make simple but impactful changes to store layouts, offerings, and education can improve health outcomes in the community.
EXP
AND SELECTION OF FRESH, PRE-PREPARED “HEAT-AND-
EAT” MEALS AND READY-TO-ASSEMBLE KITS FEATURING
BALANCED, NUTRITIOUS INGREDIENTS. Offer diverse cuisines and dietary options, prominently displayed for easy access by time-pressed families seeking healthier alternatives to fast food. C OMMUNITY 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.
PUT HEAL
THY 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.
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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
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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.
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Strengths
Participants highlighted several key strengths in the
community that support child and youth well-being:
• San José has a s
trong sense of belonging, unity, and mutual
support among neighbors, which provides a foundation for community well-being.
• Or
ganizations like SOMOS Mayfair, Jovenes Activos, and
others offer valuable programs and resources that serve families and youth in the community.
• C
ommunity organizations are working collaboratively
to tackle pressing issues like housing affordability and availability.
• San José benefits fr
om engaged residents who actively
participate in community events and advocate for change on issues of shared concern.
These assets provide a foundation to build on through the Blue Zones Ignite initiative and Child and Youth Master Plan implementation. Leveraging and expanding impactful programs, while fostering even greater collaboration, will be key.
A series of focus groups were held with local community members in English and Spanish, to learn about their experiences and perspectives on community well-being. The insights gathered align closely with the goals and priorities outlined in the San José Children and Youth Services Master Plan. Priority topics such as addressing basic needs such as food and housing security, and access to clinical and social services are priorities that can benefit from Blue Zones Project best practices and technical support.
By acting on these community-driven solutions, in alignment with Blue Zones best practices and the Children and Youth Services Master Plan framework, San José can make meaningful progress in advancing health equity and enhancing quality of life for all young people and families.
“I feel the unity and energy when I come to the SOMOS
neighborhood. I feel at home.”
– Focus Group Participant
“There is a lot of support among neighbors to take care of each other regarding safety.”
– Focus Group Participant
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Challenges
The community also faces significant challenges that
impact health and quality of life for children and families:
• P
ublic safety is a significant concern in San José, with residents reporting issues like crime, gang activity, and slow police response times that make them feel unsafe.
• T
he lack of affordable housing and instances of
landlord discrimination and neglect are major
challenges impacting the stability and quality of life for many families.
• R
esidents have limited access to affordable, healthy
food options in their neighborhoods, which makes it
difficult to maintain a nutritious diet.
• T
here are insufficient free or low-cost enrichment
opportunities available for youth, such as sports and
music lessons, which limits their ability to explore
interests and develop skills.
• P arents face barriers to engaging with their children’s schools, including a lack of cultural competency among
teachers that hinders effective partnerships.
• Undoc
umented students do not receive adequate support
to help them access higher education and career pathways, hindering their long-term success.
• C oordination and Duplication of Efforts - While the county has a robust network of organizations, coordinating efforts to prevent overlapping services and maximize impact is a challenge.
Addressing these social determinants of health will be critical to achieving the Children and Youth Services Master Plan’s vision of ensuring all children, youth and families are safe, healthy, engaged, and thriving.
“We don’t know about all the resources that
exist in San José.”
– Focus Group Participant
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Opportunities
Focus group participants offered many ideas and opportunities to strengthen community well-being for children and families:
• Incr
ease Youth Engagement and Leadership Opportunities
• Engage y
outh by establishing regular youth listening sessions
on issues like mental health, education, and community
safety to gather input directly from young people.
• Cr
eate a San José Youth Advisory Council with diverse
representation to advise city leaders and school officials on policies affecting youth
• Ensur
e the youth council and listening sessions have
representation from diverse backgrounds, including LGBTQ+ youth, students with disabilities, and other marginalized groups.
• Launch an annual San José Y
outh Health Summit that
includes:
— Y
outh-led workshops on physical and mental health
topics
— A r
esource fair with local health organizations and
services
— P
anels featuring youth voices sharing their experiences
— Int
eractive activities focused on stress management,
nutrition, and fitness
— Opportunities f
or youth to connect with mentors and
community leaders
• Pr
ovide leadership training and skill-building opportunities for youth council members and summit organizers.
• Incr
easing access to information about existing resources
and services:
• Cr
eate a centralized, multilingual website and app with
a comprehensive directory of programs and services
available to San José families.
• W
ork collaboratively with community partners to
promote and share resources across the community.
• T
rain a network of promotoras to conduct culturally
relevant outreach and education to inform harder-to-
reach families about resources.
• Support mor e affordable housing efforts:
• P
artner with housing and community organizations to
help relocated residents maintain and rebuild social
ties. Incorporating social programming and community-
building spaces into housing initiatives can reduce
social isolation and improve overall well-being.
• Engage f
aith-based organizations, hotels, and
apartment communities to provide temporary housing.
• Implement homeles
s court programs to reduce the
need for further criminal justice involvement and
invests in stronger communities. By helping individuals experiencing homelessness resolve legal issues and
access services, homeless courts aim to support their
reintegration into society.
• Impr
oving access to fresh, high-quality fruits and
vegetables through initiatives like community gardens,
farmers markets, and healthy food retail can make it easier for residents to eat nutritiously.
• P
artner with universities and corporations to provide
free STEM, arts, and sports programs led by students/
employees who earn service hours.
• Enhanc
e volunteer engagement - Many organizations rely
heavily on volunteers. There’s an opportunity to expand and streamline volunteer recruitment and management
across multiple organizations through collaboration and coordination of events.
• S trengthen advocacy efforts by coordinating initiatives and sharing constituent stories with elected officials. Support legislation for essential programs such as WIC, SNAP, and school meal programs to further enhance these efforts.
• P
artner with a local community resource or community
center with free activities and a way for residents to share their skills and talents can provide a valuable resource hub and help build social connections.
“It’s important that we get together
to create change.”
- Focus Group Participant
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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 Organization
Community Voices Facilitators
Laura Buzo
Assistant to the
City Manager,
City of San José
Victor Vasquez Co-Executive Director,
Somos Mayfair
Focus Group Attendees
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
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
Issac Martinez
Jacky H. Mara
Jessica Trejo Somos Mayfair
Lenora Morris Seven Trees D7
Leticia Escorcia Vecinos A.
Linda A.
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 Jos
é
Mayor's Office
Yenifer Perez Mayfair
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
Miguel Barahona STNA
Mireyda Sosa
Seven Trees
Neighborhood
Association
Moria Merriweather
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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. 244 Blue Zones: Sacramento County Report
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Blue Zones Project partners
with faith and civic leaders to
come together under a common
purpose to create healthier, happier
congregations, organizations, and
communities.
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.
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Strengths
S TRONG COMMUNITY NETWORKS: The San José focus
area benefits from a robust network of faith-based, non- profit, 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.
CUL
TURAL PRESERVATION: Community activities like
dance hymns and events celebrating cultural heritage
help residents connect with their roots and preserve their cultural identity.
RESILIENT SUPPORT S
YSTEMS: 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.
A
CTIVE COMMUNITY LEADERSHIP: Community leaders
like Alie Victorine and Lilia Gaspar, who initiated a locally- led food distribution, play a pivotal role in addressing community needs.
Y OUTH 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.
C
OMMUNITY 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.
CUL
TURAL 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.
Challenges
FINANCIAL C ONSTRAINTS: Many residents face monetary
challenges that limit their access to resources and
opportunities.
LANGU
AGE BARRIERS: Language differences create
communication obstacles, hindering access to services and community engagement.
TIME C
ONSTRAINTS: Busy schedules and time limitations
prevent some residents from participating fully in
community activities.
EDUCA
TIONAL GAPS: Limited access to quality education
impacts residents’ ability to secure better jobs and improve their socioeconomic status.
MENT
AL 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.
“My daughter wants to play soccer, but it
costs $500 to participate, so I can’t afford it.”
– Focus Group Participant
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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.
Opportunities
ENHANCING PUBLIC SP ACES: Public spaces such as
schools, churches, and parks offer potential for community gatherings and activities that strengthen social bonds.
However, there has historically been a lack of investment in physical infrastructure, including outdated facilities and limited green spaces. This underinvestment impacts the
community’s overall well-being. Safety concerns further complicate these issues, especially for children walking to school and the presence of gangs in the area.
INCL
UDING 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.
IMPRO
VING ACCESSIBILITY: While there is a willingness
to participate, barriers such as transportation, 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.
CREA
TING INCENTIVES: Establishing clear goals, milestones,
and rewards can motivate community members to participate in projects and celebrate collective achievements.
Name Title Organization
Alex Stettinski CEO San José Downtown Association
Ben Neveras Senior Program Officer Sobrato
John Hogan Community Projects Manager Excite Credit Union 251
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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.
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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.
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Appendix
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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.
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:
Pr
ojected Medical Cost Saving of $179.4M
R
eduction in projected workforce lost productivity of $239.7M T
hese 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
Appr
oximately $78.7M of direct and indirect benefits to the regional economy
A
dditional related follow-on community grants, gifts, and investments
Billions of e
xpected positive media and brand impressions.
A cumula
tive 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
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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.
• A
t the focal point of our approach is affecting policy
change in our human-made surroundings to make the
healthy choice the easy choice.
• T
o 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 v
ariety 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 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 health-
related 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 LevelLow
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.
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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 Model
TM, 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 ten- year period.
For our purposes, the simulation model is an epidemiology- based 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 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.
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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 Well- Being 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)
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
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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 2 in 53 in 7 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
sufficient fruits
and vegetables
Are obese or
overweight
Are not
proud of their
community
Do not exercise
at appropriate
levels
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.
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The Blue Zones
Approach
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What is Blue Zones
The Original Blue Zones
Places where people
liv
e measurably longer,
healthier liv
es
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.
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 non-
drinkers, 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.
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Blue Zones Mission: We help people live better,
longer by improving their environment.
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.
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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? We use Gallup’s Well-Being Data to inform our work. Well- being 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 c
ode, 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 community- wide initiative that combines macroscale policies and micro- level 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.
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 multi- faceted 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
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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 o
verweight and obese adults in Beach Cities, CA
in Childhood Obesity
in healthcare spending
over 6 years at NCH
in Florida
54% DECREA
SE
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.
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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.
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.
“...the biggest healthy living experiment
in America.”
— DALLAS MORNING NEWS
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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.”
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
healthcar
e spending will
go to improving health
and well-being.
DELOITTE CONSULTING
60%
Table of Contents
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
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Headline Two Lines Here 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 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
.
Policy scans for the built environment, tobacco, and alcohol policies are feasible due to the abundance of open-access resources and regulatory documents available for audit. In contrast, the Blue Zones food systems assessment often involves a more dispersed landscape, with information not typically housed in public repositories. As a result, we conduct three policy scans focused on the built environment, tobacco, and alcohol, with food systems research integrated into the main assessment through interviews and direct engagement.
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Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
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
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.
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
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. 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
Create a program to place, establish, and maintain street trees in neighborhoods with inadequate tree canopy. 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
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. 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:
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Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
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
PRIORITIZE
WALKING FOR
EVERYONE
Adopt tactical urbanism strategies to demonstrate easily implementable streetscape changes. 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
Require wide sidewalks in commercial areas and places where multi-unit housing and townhouses are prevalent. 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
Limit the number and width of curb cuts to preserve continuous and safe sidewalks. 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
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.
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
Train key staff, administrators, partners, and consultants on the importance of implementation measures for complete streets. 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
REGULATORYCategory: NON-REGULATORY
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Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
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
MAKE IT EASIER TO
WALK TO SCHOOL
Create a Safe Routes to School Plan that sets priorities for the most important improvements. 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
Implement the Safe Routes to School Plan through capital improvements. 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
Maintain, renovate, and create new neighborhood schools; avoid relocating existing schools to non-walkable locations. 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
REGULATORYCategory: NON-REGULATORY
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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 sidewalk- facing entries and windows. 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
Create or update street design standards that prioritize pedestrians and increase pedestrian safety. 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
Require street trees be planted when properties are developed or redeveloped. 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
REGULATORYCategory: NON-REGULATORY
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MAKE THE WALK
WELCOMING AND
COMFORTABLE
Allow awnings and canopies over public sidewalks to provide shade and rain protection for pedestrians. 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
Require pedestrian-scaled lighting be provided along sidewalks when commercial or multi-unit properties are developed or redeveloped. 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
Require street furniture such as trash and recycling receptacles, bike racks, and benches in commercial areas when properties are developed or redeveloped. 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
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. 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
REGULATORYCategory: NON-REGULATORY
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SUPPORT
MOVEMENT BY
BICYCLE
Create a bicycle master plan to prioritize new bicycle connections between key community assets. 20 See Index 2, Identify critical walking/biking routes in local... The city has a bike plan X X X Invest in bicycle infrastructure such as separated/protected bike lanes and bike/pedestrian trails. 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
Provide bicycle racks in commercial districts, major workplaces, and near civic institutions. 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 Amend zoning to require a minimum amount of bicycle parking in new developments. 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
Create or enhance community education programs that teach bicycle laws and roadway safety. 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
REGULATORYCategory: NON-REGULATORY
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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. 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 one- way 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
Establish a publicly-accessible circulator, especially in places without transit service. 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
Provide more frequent transit service, especially in underserved areas. 27 Most buses seem to operate at a high level of frequency compared to other US cities — for instance, half- hour 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
Provide all-weather shelters at bus stops. 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
Provide bicycle racks on all buses. 29 All buses have bike racks. X X X X Amend Rulations that block micro-mobility options on public streets. 30 San José supports scooters and micro-mobility hubs, including through legislation. X X X Establish a mobility education program focused on safety for users and nonusers. 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 micro- mobilty 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 GOAL: ENCOURAGE SOCIABLE GATHERING PLACES REGULATORYCategory: NON-REGULATORY
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CREATE
PARK-ONCE
ENVIRONMENTS
Amend zoning to locate parking for enhanced walkability, such as prohibiting parking between the front of buildings and the sidewalk. 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
Add on-street parking spaces that can be shared throughout the day; this can sometimes be accomplished through lane reduction and restriping.
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
Amend zoning to allow off-site and shared parking, instead of requiring all parking to be on-site. 34 See immediately above. Parking minimums are removed from the code. X X X Establish a parking management district to coordinate shared parking (instead of requiring a set number of parking spaces for each use at all times).
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
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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. 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
Provide paved walkways and benches in neighborhood parks using municipal funds or private fundraising. 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
Amend school district policy to enable community use of school recreational facilities after hours. 38 At least three school districts take reservations for school facilities from community groups. They all use the Facilitron platform.
X X X
Prioritize trail network extensions and crossings in capital improvement programs, especially in underserved areas. 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
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). 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 GOAL: COMPLETE OUR NEIGHBORHOODS REGULATORYCategory: NON-REGULATORY
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INCREASE
ACCESS TO PARKS
AND OTHER
RECREATION
AREAS
Create a parks and recreation master plan that evaluates park access and facilities for all neighborhoods. 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 Amend comprehensive plans to identify the need for neighborhood and community parks that support active and passive recreation for all residents. 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
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. 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
ENCOURAGE
GATHERING WITHIN
PUBLIC RIGHTS-OF-
WAY
Amend regulations as needed to allow sidewalk dining. 44 The city allows sidewalk dining. X X X Amend regulations to enable parklets and dining decks in on-street parking spaces. 45 The city encourages parklets. X X X Establish outdoor entertainment districts within defined geographic areas and with specific performance standards (such as limited hours of service and number of drinks allowed). 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 GOAL: COMPLETE OUR NEIGHBORHOODS REGULATORYCategory: NON-REGULATORY
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REMOVE ZONING
BARRIERS TO
COMPLETE
NEIGHBORHOODS
Ensure that dimensional standards in zoning districts are aligned with existing or desired pattern of buildings. 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 Amend zoning to allow more mixing of uses within zoning districts, both within buildings and by proximity to other buildings. 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
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.
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 GOAL: COMPLETE OUR NEIGHBORHOODS REGULATORYCategory: NON-REGULATORY
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ENABLE
NEIGHBORHOOD
MAIN STREETS
(to provide access
to daily goods and
services)
Allow on-street parking, especially in and around neighborhood main streets areas. 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
Establish a program to recruit a mix of supportive businesses in neighborhood main streets. 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
Encourage the establishment of new local Main Street programs, e.g., a National Main Street Center program. 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
Designate existing and potential neighborhood main streets in general plans or zoning Rulations. 53 Many of the Urban Villages mapped along main streets do this. X X X GOAL: INCREASE HOUSING OPTIONS GOAL: INCREASE HOUSING OPTIONS REGULATORYCategory: NON-REGULATORY
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REFORM
MUNICIPAL
PARKING
REGULATIONS
Reduce or eliminate minimum on-site parking requirements. 54 The city has eliminated minimum parking requirements. X X X Require that any on-site parking spaces in walkable areas be placed behind buildings. 55 This is common in Urban Village plans, Specific Plans, and Area Plans. X X X Allow off-site and shared parking. 56 The city has eliminated minimum parking requirements. X X X Provide easily accessible bike parking in high-demand locations. 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
RETAIN AND
RECRUIT CIVIC
INSTITUTIONS AND
NON-PROFITS
Establish non-profit hubs in neighborhood main street or other neighborhood-adjacent areas. 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
Establish a community foundation to support local community-focused non-profits. 59 See immediately above. X X X X X GOAL: INCREASE HOUSING OPTIONS GOAL: INCREASE HOUSING OPTIONS REGULATORYCategory: NON-REGULATORY
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IMPROVE ACCESS
TO EMPLOYMENT
Amend zoning to allow small-scale manufacturing within neighborhood centers or main streets 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
Incentivize and recruit new businesses within walkable, bikeable, and transit accessible areas. 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 ground- floor 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
IMPROVE ACCESS
TO RECREATION
Build parks where they are easily reachable by foot, bike, or transit. 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 GOAL: INCREASE HOUSING OPTIONS REGULATORYCategory: NON-REGULATORY
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DEVELOP
NEIGHBORHOOD
PLANS
Develop master plans for downtown and other neighborhood centers to guide mixed-use infill development and redevelopment. 63 The city has many plans that do this. See Index 13 X X X X Amend zoning as needed to implement new downtown and neighborhood center plans. 64 The city is doing this through its Rezoning & General Plan Alignment Project. X X X X
ALIGN PLANNING
DOCUMENTS Ensure that comprehensive plans include goals and policies on health and equity. 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 GOAL: INCREASE HOUSING OPTIONS REGULATORYCategory: NON-REGULATORY
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Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
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
REDUCE THE COST
OF PROVIDING
ADDITIONAL
HOUSING
Amend parking requirements to reduce the number of on-site parking spaces required for new housing. 66 The city has eliminated minimum parking in its Transportation Demand Management regulation. X X X
Amend parking requirements to allow on-street parking spaces to count toward any on-site parking requirements. 67 See immediately above. X X X Where impact fees exist, reduce or eliminate fees for affordable housing. 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 per- square-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
Where impact fees exist, tier fees by the size and location of new housing units. 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
REGULATORYCategory: NON-REGULATORY
GOAL: INCREASE HOUSING OPTIONS GOAL: INCREASE HOUSING OPTIONS 314 315
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Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
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
REDUCE THE COST
OF PROVIDING
ADDITIONAL
HOUSING
Amend zoning to remove requirements that each new housing unit be larger than an arbitrary size. 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 Amend ordinances that arbitrarily limit the acceptable composition of a family 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
Amend allowable densities to align with infill housing models (such as missing middle types). 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
Establish a program to reimburse application and review fees for affordable housing. 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 Establish a local affordable housing development nonprofit. 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
Establish a community land trust or similar entity, if one does not exist, to provide and manage affordable housing. 75 The South Bay Community Land Trust and the Grounded Solutions Network both work in the area. X X X X X
Encourage area institutions (e.g., hospitals and universities) to provide nearby affordable housing for their staff. 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
REGULATORYCategory: NON-REGULATORY
GOAL: INCREASE HOUSING OPTIONS GOAL: INCREASE HOUSING OPTIONS 316 317
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Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
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
ENABLE AND
ENCOURAGE INFILL
HOUSING
Amend zoning to allow missing middle housing in single-family zones. 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
Amend zoning to permit more intensive housing along transit lines (where they exist). 78 The city does this in several areas, particularly its Urban Villages. X X X Amend zoning to reduce maximum lot coverage caps to block infill housing. 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
Amend zoning to allow residential uses in commercial zones. 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
Provide streamlined review processes for small-scale infill housing, such as making site-plan review an administrative rather than a discretionary process.
81 San José offers a ministerial approval process for certain types of development, including on infill sites. X X X
Schedule an Incremental development training session for potential local developers to facilitate small scale infill housing. 82 It does not appear that the city has held such training. X X X X X X
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.
83 The city does this. X X X
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.
84 The size caps are 1,000 to 1,200 square feet, depending on lot size. X X X REGULATORYCategory: NON-REGULATORY
GOAL: INCREASE HOUSING OPTIONS GOAL: INCREASE HOUSING OPTIONS 318 319
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Blue Zones Built Environment Policy Menu - San José
GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
FOCUS (Strategy)
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
ENABLE AND
ENCOURAGE
ACCESSORY
DWELLING UNITS
Amend zoning that requires owner-occupancy for the principal or accessory unit. 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
Amend zoning to remove parking requirements for accessory dwelling units. 86 The city has eliminated minimum parking in its Transportation Demand Management regulation. X X X
Provide training and assistance for homeowners in creating accessory dwelling units. 87 Although it provides online videos, FAQs, and checklists, there appears to be no training program. X X X X X X
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.
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
Complete a housing study to analyze and document existing conditions and needs, and describing next steps in creating additional housing. 89 See immediately above. X X X X X REGULATORYCategory: NON-REGULATORY
GOAL: INCREASE HOUSING OPTIONS GOAL: INCREASE HOUSING OPTIONS 320 321
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Tobacco Policy Menu
and Scan
This tobacco 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 tobacco policy goals: 1) eliminate exposure to secondhand smoke, 2) prevent initiation of tobacco use among young people, 3) advance health equity by identifying and eliminating commercial tobacco product-related inequities and disparities, and 4) promote quitting tobacco among adults and young people. Along with contextual information, these scan results may provide useful policy background when undertaking tobacco policy initiatives aligned with Blue Zones.
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GOAL: ELIMINATE EXPOSURE TO SECONDHAND SMOKE GOAL: ELIMINATE EXPOSURE TO SECONDHAND SMOKE ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS REDUCE
OPPORTUNITIES TO
SMOKE IN PUBLIC
OUTDOOR SPACES.
Adopt
comprehensive
tobacco-free
outdoor space
policies, including
signage.
1 San José has two main codes concerning tobacco. It has a Tobacco Retail License code that prohibits flavored tobacco and flavored vapes in addition to the usual restrictions.
It also has a Regulation of Smoking chapter which prohibits smoking in all buildings open to the public, enclosed common and public areas of multifamily housing (including mobile home parks), motor vehicles used for work (including transit, taxis/ride-hail, and vehicles operated for work), stadiums and sports arenas, and at least half of all hotel/motel rooms.
The Regulation of Smoking chapter of San José’s code also bans smoking in several outdoor areas: city parks, within 25 feet of building entrances of buildings open to the public, unenclosed public and common areas of multifamily housing, outdoor dining areas, and “service lines,” or outdoor ques, motorized or pedestrian.
The state prohibits smoking in public buildings by GOV § 7596 - 7598, Smoking in Public Buildings (California).
The state Health and Safety Code’s Tobacco Control chapter bans smoking in playgrounds and tot lots.
Due to the robust state laws governing tobacco use, it is not clear that a new comprehensive city ordinance would have additional impact.
See California Tobacco Laws that Reduce ETS Exposure | California Air Resources Board California Tobacco Laws that Reduce ETS Exposure | California Air . . . for an outline of what law covers smoking in different locations.
These state laws require employers and other building owners (managers) to post signs warning of tobacco smoke or prohibiting smoking. See Tobacco Free Environments - California | State Policy Database,Proposition 65 Sign or Label - Smoking Warning - Made in USA,AB-13 FACT SHEET - California Workplace Smoking Restrictions, andHow To Comply with Tobacco Retail Laws Overview (pdf) for details.
Policy Effective
Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
Amend all public
outdoor spaces
policies to include
language on
e-cigarettes.
2 The city’s “General prohibition” on smoking in outdoor areas (see§ 9.44.030 - General prohibition (Municipal Code) at G) does not explicitly include e-cigarettes or vaping devices. However, the code text is routinely interpreted to include any form of combustion of tobacco, which includes vaping devices. The California Apartment Association’s office in San José tells its members that the county’s similar ban includes e-cigarettes. (See Understanding Santa Clara County’s Smoking Pollution Control in Multi-Unit Residences Ordinance (pdf).) Although this does not apply to San José, the same logic would apply to San José.
The main place where e-cigarettes are regulated in both state legislation and local legislation is within regulations pertaining to retail sales.
The state also banned sales of flavored tobacco, which would cover all but unflavored e-cigarette juices. (See HSC § 104559.5. (California).)
Policy Effective
Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
Blue Zones Tobacco Policy Menu - San José
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GOAL: ELIMINATE EXPOSURE TO SECONDHAND SMOKE GOAL: ELIMINATE EXPOSURE TO SECONDHAND SMOKE ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS REDUCE
OPPORTUNITIES TO
SMOKE IN PUBLIC
OUTDOOR SPACES.
Establish minimum
distance smoking
requirements at all
building entrances.
3 This distance is specified by the state and by the city. The city prohibits smoking within 25 feet of a community center or library only. (see§ 9.44.030 - General prohibition (Municipal Code) at G.) This closes a loophole in the state law regarding smoking in (and around) public buildings. The state’s law against most smoking in places of employment (LAB § 6404.5 (California)) does not include smoking near entrances.
Policy Effective
Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
Establish
restrictions on
smoking at public
outdoor events
and festivals.
4 Twelve years ago, the city expanded its ban to include outdoor restaurants and bars, places where people wait in line, and outdoor common areas in multifamily buildings and mobile home parks. It already included stadiums and sports arenas. It may not cover, for example, portions of street fairs in which people do not wait in lines.
Policy Effective
Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
Adopt restrictions
on smoking at
public bus stops.
5 See immediately above. The city does this. Policy Effective Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
Adopt restrictions
on smoking at
outdoor bars/
restaurants.
6 See Index 4, above. The city does this. Policy Effective Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations. 326 327
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GOAL: ELIMINATE EXPOSURE TO SECONDHAND SMOKE GOAL: ELIMINATE EXPOSURE TO SECONDHAND SMOKE ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS REDUCE
OPPORTUNITIES TO
SMOKE IN PUBLIC
INDOOR SPACES.
Adopt
comprehensive
tobacco-free
indoor space
policies, including
signage.
7 See Index 1 and Index 4. The city does this in § 9.44.030 - General prohibition (Municipal Code). Policy Effective Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
Amend all
public indoor
space policies
to language on
e-cigarettes.
8 E-cigarettes seem to be included in most prohibitions by definition, but not always explicitly. As noted at Index 2, San José’s prohibition on smoking tobacco in outdoor areas includes any kind of combustion, including that in e-cigarettes. However, it does not mention e-cigarettes explicitly. Similarly, the state’s prohibitions on smoking in places of employment include e-cigarettes by defining smoking or tobacco products to include using vapes and their juices, rather than by legislating against them separately. The Stop Tobacco Access to Kids Enforcement Act simply includes “the use of an electronic smoking device” in its definition of smoking. (For details, see the discussion in E-Cigarette Regulations - California | Public Health Law Center at “What smoke-free restrictions exist for e-cigarette use?”.) Policy Effective
Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
Adopt restrictions
on smoking at
market-rate and
public multi-unit
housing locations.
9 The city’s prohibition on smoking in common areas of multifamily residential areas does not distinguish between market-rate and public housing. Policy Effective
Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
Adopt an
ordinance
requiring multi-
unit housing
properties to
disclose their
smoking policies.
10 There does not seem to be a requirement to disclose smoking policies in, for example, real estate advertisements, though the city’s regulation requires signs to be posted. In a web search, most, but not all, real estate advertisements mention smoking policies.
Policy
Not enough
evidence
to support
effectiveness
alone
Because the disclosure ordinances are so new, the benefits listed below are based on anecdotal evidence from several communities with disclosure ordinances.
• Property owner education.
• Resident awareness / protection.
• Adoption of smoke-free policies.
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations. 328 329
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GOAL: ELIMINATE EXPOSURE TO SECONDHAND SMOKE GOAL: ELIMINATE EXPOSURE TO SECONDHAND SMOKE ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS REDUCE
OPPORTUNITIES TO
SMOKE IN PUBLIC
INDOOR SPACES.
Include smoke-
free policies as
established criteria
for multi-unit
housing building
projects to
qualify for county
development
tax credits
or financing
programs.
11 There does not seem to be a requirement to disclose smoking policies in, for example, real estate advertisements, though the city’s regulation requires signs to be posted. In a web search, most, but not all, real estate advertisements mention smoking policies.
Policy
Not enough
evidence
to support
effectiveness
alone
Adoption of smoke-free policies.
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
REDUCE
OPPORTUNITIES TO
SMOKE AT VENUES
AND OTHER
PRIVATELY OWNED
LOCATIONS.
Adopt
comprehensive
restrictions
prohibiting
smoking at
stadiums and
sporting event
venues.
12 The city does this. See Index 1 and Index 4. Policy Effective Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
Adopt
comprehensive
restrictions
prohibiting
smoking at
colleges and
universities.
13 San José State University and San José City College both prohibit smoking entirely. Policy Effective Reducing exposure to secondhand smoke
Reducing the prevalence of tobacco use
Increasing the number of tobacco users who quit
Reducing the initiation of tobacco use among young people Reducing tobacco-related morbidity and mortality, including acute cardiovascular events
Smoke-free policies are public-sector regulations and private- sector rules that prohibit smoking in indoor spaces and designated public areas. State and local ordinances establish smoke-free standards for all, or for designated, indoor workplaces, indoor spaces, and outdoor public places. Private- sector smoke-free policies may ban all tobacco use on private property or restrict smoking to designated outdoor locations.
Restrict smoking
in cars when
children are
present.
14 It is illegal to smoke in a motor vehicle with children present. Policy Policy should
be paired
with pediatric
interventions
and public
health
awareness
campaigns
Reducing exposure to secondhand smoke
Reduced youth hospitalizations - ear infections, asthma, other respiratory illnesses
While the research specific to children, secondhand smoke, and vehicles is limited, there is overwhelming evidence of the harms associated with exposure to secondhand smoke that is specific to children and specific to enclosed environments.
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Alcohol Policy Menu
and Scan
This alcohol 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 three Blue Zones alcohol policy goals: 1) reform legal liability to reduce excessive drinking, 2) discourage excessive and underage drinking, and 3) enhance public safety programs. Along with contextual information, these scan results may provide useful policy background when undertaking alcohol policy initiatives aligned with Blue Zones. 332 333
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GOAL: REFORM LEGAL LIABILITY TO REDUCE EXCESSIVE DRINKING (CHANGE THE LAWS AND REGULATIONS RELATED TO THE LIABILITY OF INDIVIDUALS OR BUSINESSES WHO SERVE ALCOHOL TO OTHERS.) GOAL: REFORM LEGAL LIABILITY TO REDUCE EXCESSIVE DRINKING (CHANGE THE LAWS AND REGULATIONS RELATED TO THE LIABILITY OF INDIVIDUALS OR BUSINESSES WHO SERVE ALCOHOL TO OTHERS.) ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS
ESTABLISH SOCIAL-
HOST LIABILITY.
Adopt (or enhance) social-host
policies that establish legal
liability for adult responsible
for serving alcohol and any
harm caused by a person who
becomes intoxicated as a result
of excessive consumption.
1 Social hosts’ liability is limited by CIV, § 1714 (California). A person who furnishes alcohol to a minor can be held liable, though. Policy Expert opinion
Reduced impaired driving
Reduced excessive drinking
Reduced underage drinking
Social host liability laws hold private property owners who provide alcohol or allow its provision to minors or obviously intoxicated individuals on their property liable if someone is killed or injured as a result of the provision of that alcohol. Social host liability varies from state to state, and can take the form of criminal or civil actions.
ESTABLISH
DRAM-SHOP OR
COMMERCIAL-HOST
LIABILITY
Adopt dram-shop liability that
holds the owner or server of
a retail alcohol establishment
legally responsible for harms
inflicted by a customer who
recently was served alcoholic
beverages.
2 Liability for dram shops is limited. Servers can be convicted for serving an intoxicated person (BPC § 25602 (California)), an intoxicated minor (BPC § 25602.1 (California)), and any minor (BPC § 25658 (California)). However, there is no civil liability for serving an intoxicated person under 25602.
Policy Scientifically
Supported Reduced fatal and non-fatal injuries
Dram shop liability laws, also called commercial host liability laws, hold an alcohol retailer legally responsible for injuries or damage caused by selling or serving alcohol to intoxicated or underage customers. In states with such laws, retailers have civil liability when an injured third party files a lawsuit1, 2. Laws vary in total liability and criteria for limitations on damages, who may be sued, and elements or standards of proof
Blue Zones Alcohol Policy Menu - San José
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GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG INDIVIDUALS
WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG
INDIVIDUALS WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS
SUPPORT
RESPONSIBLE
CONSUMPTION
OF ALCOHOL BY
YOUNG ADULTS.
Establish High Education
Campus alcohol ban. 3
"San Jose State University does not ban alcohol, but there is a California State University ban on sales of alcohol at sporting events that applies to San José State University. The drug use and alcohol policy also prohibits people under 21 years of age or intoxicated people from purchasing or possessing alcohol on campus. Open alcoholic beverage containers are also prohibited on campus.
San José City College enforces the existing legal prohibitions against unlawful possession, etc. of alcoholic beverages and intoxicants (in addition to controlled substances.)" Policy, Systems Insufficient
Evidence
"Reduced underage drinking
Reduced excessive drinking"
Campus alcohol bans at colleges and universities restrict consumption of alcohol in designated areas. Bans can restrict consumption of alcohol anywhere on campus or only in specific areas such as residence halls or other student housing.
Enhance social norms
campaigns on alcohol misuse
among college students.
4 There is no evidence of a social norm campaign in San José. Additionally, Santa Clara County’s Alcohol Prevention Policy does not appear to include a social norm campaign. Environment Some Evidence "Reduced alcohol use Reduced excessive drinking"
Social norms campaigns on alcohol misuse provide objective, normative information in order to reduce misperceptions of alcohol use and, ultimately, change drinking behavior1. Such campaigns for college students can be implemented through a variety of means, including posters, mail, online, face-to-face, and mass media approaches
RESTRICT THE
LOCATIONS IN
WHICH ALCOHOL IS
SOLD.
Amend zoning code to require
minimum separation between
a liquor store and other
establishments authorized to sell
alcohol.
5 "The County is currently working to reduce ""the number of alcohol retailers near spaces intended for or used by youth (parks, youth centers, schools).” The city has an Alcohol Sales Limitations Map aimed at reducing the concentration of alcohol sales, but not explicitly sales around schools.
The 1995 Caldera Bill (SA 2897 of that year) prohibits the state from issuing local beverage licenses in areas determined to have an “undue concentration” of active licenses. Local communities are generally the entity that interprets and enforces this law, which could mean that cities with fewer resources are likelier to host an “undue concentration” of licenses. San José frames their Off Sale Alcohol Map as assisting the state to enforce the Caldera Bill. See Off Sale Alcohol Map for detailed enforcement for California." Policy: Zoning Scientifically
Supported
"Reduced availability of retailers
Reduced alcohol related harms"
Includes zoning, CUP, and minimum distances from youth-oriented places (parks, schools, playgrounds).
Amend zoning code to
require minimum distances
between a liquor store or other
establishments authorized
to sell alcohol and youth-
oriented places (parks, schools,
playgrounds, churches).
6 "The California Department of Alcoholic Beverage Control is not obliged to grant licenses near schools or residences.
The city requires a conditional use permit for packaged alcohol sales (off-sale) within 500 feet of another off-sale location or a “child care center, public park, social service agency, residential care facility, residential service facility, elementary school, secondary school, college or university, or one hundred fifty feet from any residentially zoned property . . .,” by 20.80.900 - Off-sale of alcoholic beverages (Municipal Code) of the zoning code. Off-sale use is conditional in at least the Pedestrian Oriented, Industrial, Public/ Quasi-Public, Urban Village and Mixed Use, and Downtown districts." Policy: Zoning Scientifically
Supported
"Reduced availability of retailers
Reduced alcohol related harms"
Includes zoning, CUP, and minimum distances from youth-oriented places (parks, schools, playgrounds).
336 337
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GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG INDIVIDUALS
WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG
INDIVIDUALS WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS
RESTRICT THE
LOCATIONS IN
WHICH ALCOHOL IS
SOLD.
Amend zoning codes to require
restrictions on density of
establishments authorized to
sell alcohol (CUP or Cap and
Winnow).
7 See immediately above. 20.80.900 - Off-sale of alcoholic beverages (Municipal Code) makes licenses conditional for sales within 500 feet of an existing off-sale store. The county maps sales and monitors density as well.
Policy: zoning Scientifically
Supported
"Reduced excessive drinking
Reduced crime"
States and municipalities can limit increases in the number and concentration of alcohol outlets by area or by population through licensing or local zoning processes1. Such restrictions can apply to on-premise settings (e.g., bars and restaurants), off-premise outlets (e.g., liquor stores, grocery and convenience stores), or both. Approaches to regulate alcohol outlets vary by state preemption statute: some regulate alcohol retail licensing exclusively, some grant local licensing authorities and issue state minimum standards (e.g., minimum distances between alcohol outlets or distances from schools, or maximum number of licenses per area), others grant local zoning authorities
RESTRICT
MARKETING AND
ADVERTISING OF
ALCOHOL.
Enact advertising restrictions
on the size, location, type, and/
or number of advertisements
in retail outlets, regardless of
content.
8 The city has an assortment of existing sign regulations similar to many other communities, and it also prohibits advertising that covers more than 25% of the window area, which in this case includes clear doors.
Policy: zoning Some Evidence
Reduced alcohol use
Reduced underage drinking
Reduced excessive drinking Efforts to restrict alcohol advertisements can target advertising placement and content (i.e., images and messages). Alcohol marketing can be regulated by state laws or local ordinances, through self-regulation within the alcohol industry via codes of conduct, or by a combination of efforts. Restrictions can apply to advertisements in various settings including broadcasts (e.g., television, radio), written materials (e.g., newspapers, magazines), outdoor displays (e.g., billboards, store windows), internet marketing (e.g., social media), and sponsorship of concerts and sporting events. Restriction examples include limiting outdoor alcohol advertising in residential areas or school zones, prohibiting false or misleading alcohol advertising, and establishing explicit jurisdiction over in-state television and radio advertising.Restrict dense advertising,
mobile vendors, sponsorships
of community events, and
price discounts in marginalized
community retail outlets.
9 No regulations on the density of advertising were found. Mobile vendors appear to be able only to obtain liquor licenses for special events (5 Food Truck Licenses and Permits Required in California (2024) | . . . ). Policy: zoning Some Evidence Reduced alcohol use
Reduced underage drinking
Reduced excessive drinking
338 339
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GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG INDIVIDUALS
WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG
INDIVIDUALS WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS
RESTRICT
MARKETING AND
ADVERTISING OF
ALCOHOL.
Restrict marketing and
sponsorship of alcohol at higher
education institutions.
10 "Although the Drug and Alcohol Abuse Prevention Program (DAAPP) mentions bans on tobacco sponsorships on campus, it does not mention such a restriction for alcohol. Neither is there any prohibition on advertising alcohol. One appears to have been under consideration since 2010, however. (F10-1, Policy Recommendation, The Use and Abuse of Alcohol and Other Drugs .) There appear to be no such restrictions for San José City College.
Note that, although applicability is complicated, the state loosened restrictions on advertising in arenas on the makers of alcohol. They can now buy advertising for their “tied-house” retail sales of alcoholic beverages in arenas that are 4,000 square feet rather than 15,000." Policy: zoning Some Evidence
Reduced alcohol use
Reduced underage drinking
Reduced excessive drinking
Efforts to restrict alcohol advertisements can target advertising placement and content (i.e., images and messages). Alcohol marketing can be regulated by state laws or local ordinances, through self-regulation within the alcohol industry via codes of conduct, or by a combination of efforts. Restrictions can apply to advertisements in various settings including broadcasts (e.g., television, radio), written materials (e.g., newspapers, magazines), outdoor displays (e.g., billboards, store windows), internet marketing (e.g., social media), and sponsorship of concerts and sporting events. Restriction examples include limiting outdoor alcohol advertising in residential areas or school zones, prohibiting false or misleading alcohol advertising, and establishing explicit jurisdiction over in-state television and radio advertising.
Adopt a comprehensive
ordinance into county or city
codes to restrict the marketing,
sponsorship and promotion of
alcohol products.
11 The city has no ordinance restricting the marketing, sponsorship and promotion of alcohol products. Policy: zoning Some Evidence Reduced alcohol use
Reduced underage drinking
Reduced excessive drinking
SUPPORT
PROGRAMS TO
REDUCE UNDERAGE
DRINKING.
Remove exceptions to minimum
drinking age laws that allow
minors to consume alcohol
in a home in the presence of
a parent, legal guardian, or
custodian.
12 California state law carves out this exception explicitly according to Section 25658 of the California Business and Professions Code, which makes it illegal to provide minors with alcohol. Any person who sells or gives an alcoholic beverage to a person under the age of 21 is guilty of a misdemeanor. This section applies to all persons who furnish alcohol to a minor, including parents, legal guardians, or custodians.
Policy Scientifically
Supported
"Reduced impaired driving
Reduced alcohol-related crashes"
Although 21 is the minimum legal drinking age in all states, many states have exceptions to this law (e.g., on private premises, with parental consent, for religious purposes, etc.). As of June 2021, 20 states had no exceptions to the minimum legal drinking age for consumption of alcohol.
Adopt universal school-based
alcohol prevention programs.
13 Each school district seems to have its own addiction prevention program, and there are several covering San José. There do not appear to be any at the city or county levels. The closest to a universal school- based alcohol prevention program is the state’s standard for drug education, which includes alcohol and tobacco.
Policy, Systems Some Evidence Reduced underage drinking Universal school-based alcohol prevention programs provide all students with the information and skills needed to prevent underage alcohol use, without screening for risk level. Such programs can be delivered as a specific curriculum that is part of school lessons or as a component of classroom behavior management. Programs can focus on raising awareness of the potential dangers of alcohol use, development of norm setting and peer resistance skills, or a combination of these approaches. 340 341
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GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG INDIVIDUALS
WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG
INDIVIDUALS WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS
SUPPORT
PROGRAMS TO
REDUCE UNDERAGE
DRINKING.
Implement mass media
campaigns against underage
drinking.
14 There appears to be no mass media campaigns against underage drinking at the city level. Environment Insufficient Evidence Reduced Underage Drinking
Mass media campaigns utilize television, radio, print, and social media to increase awareness of underage drinking and its consequences. Campaigns may be directed primarily at youth, and may also include efforts to provide parents and other adults with the knowledge and skills to take actions that help prevent underage drinking.
Enhance enforcement of laws
prohibiting alcohol sales to
minors.
15 The county’s Alcohol Prevention Policy includes some enhanced enforcement of licensure. The city’s police department indicated they have enhanced enforcement of alcohol sales to minors within last year. Policy, Systems Scientifically
Supported,
Sufficient
Evidence
Reduced underage alcohol purchases;
Reduced sales to minors
"Enhanced enforcement programs for laws prohibiting the sale of alcohol to minors initiate or increase the frequency of retailer compliance checks, shoulder tap operations, or parking lot observation outside alcohol establishments1, 2. These enforcement programs are generally conducted by local law enforcement or alcohol beverage control agencies. For retailer compliance checks, a trained underage operative (i.e., a decoy) enters an alcohol retail store or a bar and attempts to purchase alcohol1. In shoulder tap operations, a decoy approaches an adult going into an alcohol establishment and asks the adult to purchase alcohol for them3.
Violators receive legal or administrative sanctions. Enhanced enforcement programs initiate or increase the frequency of retailer compliance checks for laws against the sale of alcohol to minors in a community. Retailer compliance checks, or “sting operations,” are conducted by, or coordinated with local law enforcement or alcohol beverage control (ABC) agencies, and violators receive legal or administrative sanctions.
Enhanced enforcement programs are often used as part of multicomponent, community-based efforts to reduce underage drinking. Many programs aim to increase perceived risk of detection by publicizing enforcement activities and warning retailers not to sell alcohol to minors. Messages may be delivered through mass media or letters may be mailed to local retailers."
ESTABLISH
RESTRICTIONS TO
REDUCE EXCESSIVE
DRINKING RATES
Implement limits on days of sale
of alcohol products.
16 There appear to be no statewide or municipal restrictions on Sunday or holiday sales. Policy Some Evidence "Reduced excessive drinking Reduced alcohol-related harms"
States and municipalities can limit the days alcohol can be sold in on-premise settings such as bars and restaurants or in off-premise outlets such as liquor and convenience stores. Regulations regarding on- and off-premise alcohol sales vary by state; most policies that limit days of sale focus on weekend days, usually Sunday.
Some states and municipalities also places limits on times of sale 342 343
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GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG INDIVIDUALS
WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG
INDIVIDUALS WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS
ESTABLISH
RESTRICTIONS TO
REDUCE EXCESSIVE
DRINKING RATES
Implement limits on hours of
sale of alcohol products. 17 The state allows alcohol to be sold 20 hours per day. Policy Some Evidence
- Only found
when increasing
hours of sale
by two or
more hours
(on-premise
locations only)
"Reduced excessive drinking
Reduced alcohol-related harms"
"Approaches may include:
Maintaining existing limits in response to efforts to expand hours of sale Expanding current limits on hours of sale
Policies limiting hours of sale may apply to outlets that sell alcohol for consumption at the place of purchase (on-premises outlets, such as bars or restaurants) or elsewhere (off-premises outlets, such as liquor stores). In the United States, policies may be made at the state level and, where not prohibited, by state pre-emption laws at local levels."
Eliminate price discounts,
drink specials, and times when
drinks are sold at substantially
discounted rates by bars and
restaurants (which increase
alcohol consumption and the
risks associated with excessive
drinking).
18 Discounted, free, two-for-the-price-of-one, and similar promotions are not permitted in California. See BPC § 25600.5 (California) et seq. Specifically, discounts cannot go below cost. Policy Some Evidence Reduced excessive drinking Drink special restrictions prevent alcohol establishments from serving drinks at a reduced price via limits or bans. Drink specials are often referred to as happy hours and can include ladies’ nights, all-you-can-drink specials (i.e., unlimited drinks for a fixed price), and other promotions that provide free drinks or two-for-one specials.
Restrictions vary by state: some states ban happy hours; some have restrictions by time or discount amount; others only ban unlimited drinks "Increase taxes on the unit
cost of alcohol (beer, wine, and
distilled spirits) to discourage
excessive consumption.
"
19 Santa Clara County is pursuing several policies that would reduce the use of alcohol. These include reducing the number of retailers, both in locations with too many already and around places children go. The county’s Alcohol Prevention Policy would also would include raising taxes and enforcing the prohibition of sales to minors.
Policy Scientifically
Supported
"Reduced excessive drinking
Reduced underage drinking
Reduced alcohol-related harms "
States and municipalities can add an excise tax or a sales tax to alcoholic beverages, increasing the price paid for such beverages. Alcohol excise taxes are usually based on the volume of beverage purchased while sales taxes charge a percentage of a product’s cost. The effects of excise taxes on price can erode over time due to inflation if taxes are not adjusted regularly; sales taxes increase with price changes so are not affected by inflation. Sales and excise taxes can be implemented simultaneously or separately. Tax amounts often differ for beer, wine, and liquor.
ESTABLISH
RESTRICTIONS ON
ALCOHOL TO-GO
AND DELIVERY
Establish restrictions on retail
and 3rd party delivery of alcohol
to consumers.
20 In addition to standard restrictions on alcohol delivery, the state is increasing enforcement using decoy minors. There appear to be no local restrictions. Policy Little evidence available
"Reduced excessive drinking
Reduced underage drinking"
Delivery of alcohol to consumers may take place with an employee making the delivery or the delivery being conducted by a third-party delivery driver, such as InstaCart, UberEats, etc. Compliance checks of retail home delivery in many cases have shown significant violations. Examples of strong implementation: North Carolina provides a delivery service permit for businesses not currently holding an Alcohol Beverage Control permit. The conditions for this permit include required training, age restrictions, packaging requirements, limitations on hours, etc. These types of requirements are important for all home delivery services. 344 345
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GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG INDIVIDUALS
WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
GOAL: DISCOURAGE EXCESSIVE & UNDERAGE DRINKING (REDUCE THE CONSUMPTION OF ALCOHOL AMONG
INDIVIDUALS WHO ARE BELOW THE LEGAL DRINKING AGE OR WHO DRINK IN A MANNER THAT POSES A SIGNIFICANT RISK TO THEIR HEALTH AND THE COMMUNITY’S SAFETY.)
ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS
ESTABLISH
RESTRICTIONS ON
ALCOHOL TO-GO
AND DELIVERY
Establish restrictions on alcohol
drinks/cocktails-to-go. 21 There appear to be no specific restrictions on alcohol to go, but some COVID-19 policies are sunsetting. Policy Little evidence available
"Reduced excessive drinking
Reduced underage drinking"
An increasing number of states are allowing alcohol drinks and cocktails-to-go on a temporary basis as a way to provide economic relief for alcohol outlets, particularly those with on-premises operations, such as restaurants and bars that have experienced hardship due to the COVID-19 pandemic. This loosening of regulations presents public health and safety concerns. Examples of strong implementation:
Iowa included Public Health in crafting rules for cocktails-to-go. These include requirements for filling containers, sealing containers, labeling, and record-keeping.
Other restrictions are included, as well as a clarification that sealed containers are not to be considered open containers. Washington State is only allowing cocktails-to-go until the county in which the business is located enters Phase 4 of Washington’s Safe Start plan (COVID response reopening phases). Among other requirements, cocktails-to-go may only be part of a bona fide complete meal ordered with the cocktail order, and the container must be stored in the trunk or, if there is no trunk, out of reach of the driver. A notice regarding this must be provided.
Establish restrictions on curbside
delivery of alcohol products.
22 There appear to be no restrictions on curbside delivery, except as immediately above. Policy Little evidence available
"Reduced excessive drinking
Reduced underage drinking"
Strong regulations for curbside delivery are similar to those for home delivery with the difference being location. Curbside delivery may be provided by either on-premises (e.g., restaurants) or off-premises (e.g. grocery stores) businesses.
Curbside delivery generally refers to alcoholic beverages in original containers, such as cans and bottles, but may also refer to items such as growlers and kegs. Curbside delivery by on-premises businesses has generally been allowed as a temporary response to the COVID-19 pandemic.
IMPLEMENT
RESPONSIBLE
RETAILER
PRACTICES.
Implement responsible-
beverage-service (RBS)
training programs for
owners and managers of
licensed establishments that
focuses on establishment
policy development, policy
enforcement, and dealing with
challenging situations.
23 The state requires RBS training for alcohol servers. There are training schools that provide RBS, and the state provides teaching materials. Policy Some Evidence "Reduced excessive drinking Improved alcohol server practices"
Responsible beverage server training (RBST) includes efforts to educate owners, managers, servers, and sellers at alcohol establishments about strategies to avoid illegally selling alcohol to underage youth or intoxicated patrons1. RBST practices include offering customers food with drinks, delaying service to rapid drinkers, refusing service to intoxicated or underage consumers, and discouraging intoxicated customers from driving2. RBST is also sometimes called RBS or server training 346 347
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GOAL: ENHANCE PUBLIC SAFETY PROGRAMS (IMPROVE THE PROGRAMS AND POLICIES THAT ARE DESIGNED TO PREVENT OR REDUCE THE HARMS ASSOCIATED WITH ALCOHOL CONSUMPTION IN THE COMMUNITY.) GOAL: ENHANCE PUBLIC SAFETY PROGRAMS (IMPROVE THE PROGRAMS AND POLICIES THAT ARE DESIGNED TO PREVENT OR REDUCE THE HARMS ASSOCIATED WITH ALCOHOL CONSUMPTION IN THE COMMUNITY.) ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS
ESTABLISH PUBLIC
CONSUMPTION
LAWS.
Adopt public-consumption laws
to appropriately control the
use and availability of alcohol
in public places, which may
include community events,
public venues (e.g., concerts,
street fairs, and sporting events),
public parks, beaches, and
other public spaces. These laws
may specify the conditions of
availability and use of alcohol in
other public settings.
24 Drinking on the street is prohibited by § 10.12.010 - Drinking on street (Municipal Code). § 10.12.020 - Intoxicating beverages at J.R. Blackmore P.A.L. Sports . . . prohibits alcohol there. If there is to be alcohol at an outdoor private event under a temporary permit, it must be licensed per § 20.80.1520 - Conditions for issuance of permits for outdoor private . . . at 9.
Policy:
ordinance,
administrative
rules
Expert opinion
"Reduced excessive drinking
Reduced underage drinking
Reduced alcohol-related harms"
A variety of policies can be used to restrict the availability and use of alcohol at sporting events, other public events such as concerts and street fairs, and public spaces such as parks and beaches. Restrictions can be implemented voluntarily by event organizers or through local legislation. Efforts include total bans on alcohol consumption at certain times or places, designated drinking and alcohol-free areas, prohibition of alcoholic beverages in open containers, limits on the number of alcoholic beverages per sale, and establishment of standard enforcement procedures for monitoring and violation
INTEGRATE
SCREENING, BRIEF
INTERVENTION,
AND REFERRAL TO
TREATMENT
Establish requirements to
integrate electronic screening,
brief intervention, and referral to
treatment (SBIRT) for individuals
experiencing problems with
alcohol use.
25 This answer pertains to e-SBIRT. See immediately below for SBIRT in general. According to the county’s website, the results of screening forms, such as Alcohol screening questionnaire (AUDIT), are usually stored in medical records, but there appears to be no electronic SBIRT or e-SBIRT. The term and initialism do not appear on either website.
Systems Some Evidence "Reduced alcohol consumption
Reduced binge drinking"
"Electronic screening and brief intervention (e-SBI) to reduce excessive alcohol consumption uses electronic devices (e.g., computers, telephones, or mobile devices) to facilitate the delivery of key elements of traditional screening and brief intervention.
With traditional screening and brief intervention (SBI), providers assess patients’ drinking patterns and offer those who screen positive for excessive drinking with a brief, face-to-face intervention that includes feedback about associated risks, changing drinking patterns, and referral to treatment if appropriate.
At a minimum, e-SBI involvesScreening individuals for excessive drinking, and Delivering a brief intervention, which provides personalized feedback about the risks and consequences of excessive drinking.
Delivery of personalized feedback can range from being fully automated (e.g., computer-based) to interactive (e.g., provided by a person over the telephone). At least one part of the brief intervention must be delivered by an electronic device.
The brief intervention provided using e-SBI techniques may include other common elements of SBI, such as
Motivational interviewing techniques (e.g., assessment of readiness to change, emphasis on personal freedom to choose one’s drinking patterns) Comparisons of an individual’s own alcohol consumption with that of others (e.g., college students in the same school)
Interventions can be delivered in various settings, including healthcare systems, universities, or communities."
348 349
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GOAL: ENHANCE PUBLIC SAFETY PROGRAMS (IMPROVE THE PROGRAMS AND POLICIES THAT ARE DESIGNED TO PREVENT OR REDUCE THE HARMS ASSOCIATED WITH ALCOHOL CONSUMPTION IN THE COMMUNITY.) GOAL: ENHANCE PUBLIC SAFETY PROGRAMS (IMPROVE THE PROGRAMS AND POLICIES THAT ARE DESIGNED TO PREVENT OR REDUCE THE HARMS ASSOCIATED WITH ALCOHOL CONSUMPTION IN THE COMMUNITY.) ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS
INTEGRATE
SCREENING, BRIEF
INTERVENTION,
AND REFERRAL TO
TREATMENT
Establish requirements to
integrate screening, brief
intervention, and referral to
treatment (SBIRT) for individuals
experiencing problems with
alcohol use.
26 Medi-Cal offers SBIRT screening via the Santa Clara Family Health Plan in Santa Clara County. A search on the Good Samaritan Hospital and Regional Medical Center websites did result in information related to SBIRT, though several practitioners in the system have SBIRT on their resumes or LinkedIn pages.
Systems Scientifically
Supported
Reduced alcohol use
Reduced excessive drinking
Reduced underage drinking
Reduced alcohol-related harms
Alcohol brief intervention programs provide information and increase motivation to change or prevent problematic alcohol consumption in a short session; sessions usually last five to ten minutes, with a maximum duration of one hour. Brief interventions often include screening, feedback on clients’ behavior, and advice and decision making support to encourage change1. Such interventions can be administered in person by health care providers, trained counselors, social workers or others, or delivered through electronic devices such as computers, telephones, or mobile devices
IMPLEMENT AN
ALCOHOL IMPACT
AREA PROGRAM.
Implement an Alcohol Impact
Area program which would
allow jurisdictions to request
this designation and create
an education campaign for
communities.
27 There is no evidence of an Alcohol Impact Area program in San José. Policy, System.
Environmental
Little evidence -
only conducted
in Washington
(see results in
citation)
Reduce alcohol-related harms
Examples of strong implementation: Maryland banned grain alcohol legislatively.
Washington State provides an option for jurisdictions to request an Alcohol Impact Area designation. With this designation, sales of certain products (primarily malt beverages) are banned within the zone, and hours of sale can be restricted.
SUPPORT EFFORTS
TO REDUCE RATES
OF DRIVING UNDER
THE INFLUENCE
Adopt (or ehnace) provisions
for mandatory ignition interlock
devices for all convicted drunk
driving offenses.
28 The state requires such a device for most DUIs. The regulations for interlocks are spread between several sections, so the bill text is the most compact source. VEH Suspension or Revocation by Court [13200 - 13210] (California) and VEH Suspension and Revocation by Department [13350 - 13392] (California) are the key regulations that implement the requirement.
Policy, Systems Scientifically
Supported
"Reduced impaired driving
Reduced alcohol-related crashes"
Ignition interlocks are devices that can be installed in vehicles to prevent operation by a driver who has a blood alcohol concentration (BAC) above a specified level.
Interlocks are most often installed in vehicles of people who have been convicted of alcohol-impaired driving. Interlocks can be mandated by courts or offered by state licensing agencies as an alternative to a suspended driver’s license, often as a provision of a restricted license. Requirements for use of interlock devices varies by state based on BAC level, number of offenses, and other conditions. Interlocks are generally installed for the length of time a license would be suspended, usually 6 to 24 months1. States can levy penalties on offenders for failure to install devices Adopt local laws that reduces
drivers' blood alcohol
concentration limits to 0.05%,
and zero tolerance (0.00%) for
underage drivers.
29 "California has a zero-tolerance policy for any blood alcohol concentration, but its threshold is at a detectable level of 0.01%.
California’s threshold for blood alcohol concentration for most licenses is 0.08%. (It is lower for people with DUIs, people with a chauffer’s license or rideshare drivers.) San José police use this level." Policy Scientifically
Supported
"Reduced alcohol-related crashes
Reduced fatal and non-fatal injuries"
Blood alcohol concentration (BAC) laws set legal limits for drivers’ blood alcohol concentration. In the United States, lower BAC limits are set for drivers under the legal drinking age. In other countries, lower levels often apply to newly licensed drivers or newly licensed drivers under a specified age1. High BAC levels have a detrimental effect on drivers’ physical and cognitive abilities, including muscle coordination, speed control, and perception
Establish regular, publicized
random breath testing
checkpoints.
30 The San José Police Department’s Traffic Enforcement Unit “conducts publicized sobriety checkpoints to screen drivers for DUI.” The police department’s website does not mention how regularly these take place.
System,
Environment
Scientifically
Supported
"Reduced Alcohol-related crashes
Reduced fatal and non-fatal injuries
Reduced impaired driving"
Law enforcement officers use breath testing checkpoints, also called sobriety checkpoints, to stop drivers and assess their level of alcohol impairment. There are two types of checkpoints: selective breath testing (SBT), where officers must suspect a driver’s impairment to request a breath test; and random breath testing (RBT), where officers can test all drivers for blood alcohol levels. SBT is used in some U.S. states; RBT is not used in the U.S. Checkpoints may be publicized through paid or unpaid media coverage, or occur without publicity. 350 351
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Headline Two Lines Here Headline Two Lines Here
GOAL: ENHANCE PUBLIC SAFETY PROGRAMS (IMPROVE THE PROGRAMS AND POLICIES THAT ARE DESIGNED TO PREVENT OR REDUCE THE HARMS ASSOCIATED WITH ALCOHOL CONSUMPTION IN THE COMMUNITY.) GOAL: ENHANCE PUBLIC SAFETY PROGRAMS (IMPROVE THE PROGRAMS AND POLICIES THAT ARE DESIGNED TO PREVENT OR REDUCE THE HARMS ASSOCIATED WITH ALCOHOL CONSUMPTION IN THE COMMUNITY.) ACTION
(Objective) STRATEGIES
INDEX
POLICY SCAN WHAT EVIDENCE OUTCOME MEASURES DESCRIPTION/OTHER COMMENTS
SUPPORT EFFORTS
TO REDUCE RATES
OF DRIVING UNDER
THE INFLUENCE
Adopt administrative license
suspension/revocation laws. 31 The California DMV suspends or revokes licenses administratively. Policy, Systems Scientifically supported
"Reduced Alcohol-related crashes
Reduced fatal and non-fatal injuries
Reduced impaired driving"
Administrative license suspension or revocation laws for alcohol-impaired driving enable law enforcement to immediately take the license of a driver who fails or refuses to take a chemical test for alcohol (e.g., a breath test, a blood or urine test).
At the time of the offense, the driver is given a notice of suspension that acts as a temporary permit to drive for up to 45 days. Suspension or revocation periods vary by state, from seven days to one year. Drivers who receive a license suspension or revocation are often able to request a restricted license (also called a hardship license) that allows them to drive only to work, school, or medical appointments, with the condition that they install an alcohol ignition interlock on their vehicle for at least 6 months.
Implement mass media
campaigns against alcohol-
impaired driving.
32 "Both the California Office of Traffic Safety (OTS) and California Department of Transportation (Caltrans) sponsor or otherwise run the “Don’t Be the ‘I’ in DUI” campaign.
The California Highway Patrol (CHP) has separate awareness campaigns." Environmental Some Evidence
"Reduced impaired driving
Reduced alcohol-related crashes
Reduced fatal and non-fatal injuries"
Mass media campaigns against alcohol-impaired driving aim to persuade individuals to avoid drinking and driving or to prevent others from doing so. Campaigns often focus on the negative consequences of alcohol-impaired driving, including legal consequences and injury to self, others, or property1. Mass media campaigns can be run via a variety of channels, including TV, radio, magazines, newspapers, billboards, banners, and social media. Campaigns can include public service announcements (PSAs); airtime can be paid or donated
Establish a Place of Last Drink
(POLD) collection system to
identify where a person last
consumed alcohol if involved in
an alcohol-related incident (e.g.,
driving under the influence of
alcohol, or assault).
33 The state has a TRACE unit, which is an investigatory unit within the California Department of Alcohol and Beverage Control. It now includes a web database for information to be uploaded and shared. Policy, Systems Little evidence
- may be
combined with
other strategies
to increase
effectiveness
Reduced alcohol-related crashes
This data refers to identifying the place of last drink (POLD) for subjects who have been determined by law enforcement or medical staff as having been involved in an alcohol-related incident. The incidents can range from motor vehicle crashes, DUI/ DWI stops, investigations concerning assaults, and situations involving minors in possession. Subjects may or may not be intoxicated at the time of the encounter.
The information is entered into a database that can be utilized by law enforcement and community coalitions to fashion appropriate evidence-based interventions.
REGULATE
OPERATION OF
MOTORIZED
VEHICLES.
Establish standards above
which it is illegal to operate
electric scooters and other
micro-mobility devices on
roads or sidewalks while legally
intoxicated.
34 According to VEH § 2122 (California), operators of motorized scooters are held to the same restrictions as operators of any other motor vehicle. Policy
This is not a
best practice,
but something
to consider for
comprehensive
alcohol policies
Reduced alcohol-related crashes N/A
352 353
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
References and Sources
References are listed in order of appearance within each report.
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354 355
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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 Joséough- new-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.
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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/your- government/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-code- enforcement/planning-division/citywide-planning/urban-villages/five-wounds-urban- village-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
Transit-First Policy | VTA
https:/ /www.vta.org/cdt/role-local-government-transit-first-policies-home-page/transit- first-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-building- code-enforcement/planning-division/citywide-planning/envision-san-jos-2040-general- plan
Mobility: Walking and Biking | City of San José
https:/ /www.sanjoseca.gov/your-government/departments-offices/environmental- services/climate-smart-san-jos/climate-smart-data-dashboard/mobility-walking-and- biking
§ 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-complete- streets-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-building- code-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-silicon- valley/?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-san- joses-inclusionary-zoning-ordinance-71370/
Community Use of Facilities – Facilities, Maintenance & Auxiliary Services – Franklin- McKinley 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
356 357
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable 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/safe- routes-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-grant- from-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 – Franklin- McKinley 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-of- innovative-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
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-building- code-enforcement/planning-division/citywide-planning/area-specific-plans/coyote-valley- corridor-study
Downtown West Mixed-Used Plan | City of San José
https:/ /www.sanjoseca.gov/your-government/departments-offices/planning-building- code-enforcement/planning-division/major-development-projects/downtown-west- mixed-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-building- code-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-building- code-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-building- code-enforcement/planning-division/environmental-review/environmental-review- documents/capitol-caltrain-urban-village-plan
Evergreen-East Hills Development Policy | City of San José https:/ /www.sanjoseca.gov/your-government/departments-offices/planning-building- code-enforcement/planning-division/citywide-planning/area-specific-plans/evergreen- east-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-building- code-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
358 359
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable 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/walking- biking/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/walking- biking/annual-bikeway-projects
Bike parking | City of San José
https:/ /www.sanjoseca.gov/your-government/departments-offices/transportation/walking- biking/bike-parking
Walking & Biking | City of San José
https:/ /www.sanjoseca.gov/your-government/departments-offices/transportation/walking- biking
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-policy- encourages-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-transit- oriented-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-code- enforcement/planning-division/ordinances-proposed-updates/urban-village-and-mixed- use-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 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/micro- mobility
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/micro- mobility/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/projects- planning/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-san- jose/
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-recreation- neighborhood-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-code- enforcement/planning-division/ordinances-proposed-updates/outdoor-dining-ordinance- update
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-entertainment- district
§ 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-code- enforcement/planning-division/major-development-projects/downtown-west-mixed-use- plan
360 361
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Urban Village and Mixed Use Zoning Districts | City of San José https:/ /www.sanjoseca.gov/your-government/departments-offices/planning-building-code- enforcement/planning-division/ordinances-proposed-updates/urban-village-and-mixed- use-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-code- 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 § 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-code- enforcement/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-city- manager/economic-development/community-stabilization-and-opportunity-pathways-fund- commission
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-necessity- center-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-be- and-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-code- enforcement/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-code- enforcement/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-code- enforcement/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 Envision San José 2040 General Plan | City of San José
https:/ /www.sanjoseca.gov/your-government/departments-offices/planning-building-code- enforcement/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/sewer- connection-fees
Developers Page | City of San José
https:/ /www.sanjoseca.gov/your-government/departments-offices/parks-recreation- neighborhood-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-for- downtown-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/nonprofit- grant-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-code- enforcement/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/accessory- dwelling-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
362 363
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable 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/good- to-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-SOTC- California-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-use- prevention-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
San José Planning Division. (n.d.). Alcohol sales limitations map. Retrieved July 2, 2024, from https:/ /www.sanjoseca.gov/your-government/departments-offices/planning- building-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-alcohol- related-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/get- therapy-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/get- prevention-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 harm- reduction 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.
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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-code- enforcement/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.
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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-neighborhood- services/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
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-in- tobacco-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/your- government/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. 364 365
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable 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-policies- impact-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/vision- zero/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-building- code-enforcement/planning-division/maps-commonly-used-for-planning/alcohol-sales- limitations-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 Schools
pages 216-231
https:/ /sjtoday.6amcity.com/city-guide/live/schools-san- José- ca#:~:text=Niche%20ranked%20San%20 José%20Unified,most%20diverse%20 districts%20in%20California
https:/ /sanjoséspotlight.com/san-José-parents-want-new-leadership-in-largest- school-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-Joint- Meeting-Supporting-Docs-v2.pdf
Grocery Stores
pages 258-267
https:/ /www.sjpl.org/wp-content/uploads/sites/142/2024/03/March-28-2024-Joint- Meeting-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 366
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Project Steering Committee & Planning Team
Exhibit F: Meet the Experts Exhibit F: Meet the Experts Name Title Organization
Committee Chairs
Dev Davis Councilmember District 6, City of San José
Cindy Chavez Santa Clara County Supervisor District 2, County of Santa Clara Nichole Edraos Deputy Chief of Staff, Blue Zones Lead District 6, City of San José Name Title Organization
Janice Peters Coporate Social Responsibility Adobe
Juan Cruz School Superintendent Franklin-McKinley School District Katerina Tubera Staff Specialist Office of the City Manager 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 José Megan Maloy City Staff for Youth Commissioner City of San José Michele Lew, MPP CEO, Emeritus The 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) 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
Name Title Organization
Adojoell Gonzalez -Muniz City Youth Commissioner District 8, City of San José Andrew Lieu City Youth Commissioner District 5, City of San José Angel Rios Deputy City Manager City of José
Camille Llanes-Fontanilla, MPA Vice President of Silicon Valley Programs Sobrato Foundation Darcie Green Executive Director Latinas Contra Cancer
Diana Alanis Community Relations Director District 6, City of San José Eric Kline Sr. Director of Global Workforce
Experience Adobe
Glenn Vander Zee School Superintendent East Side Union High School District 368 369
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Healthcare Roundtable Participants
Exhibit F: Meet the Experts Exhibit F: Meet the Experts Name Title Organization
Hosted by
Michele Lew CEO Emeritus The Health Trust
Ngoc Bui-Tong MHSA, Chief Health Equity
and Strategy Officer Santa Clara Family Health Plan
Attendees
Alma Burrell Chief Administrative Officer Roots Community Health Center Audrey Shillington Dean San José 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 Director,
South Bay and Central Coast Kaiser Permanente
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 José State University College of Health & Human Sciences
Wei-ting Chen, Ph.D. Executive Director Stanford Medicine Office of Community Engagement 370 371
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Keynote, Community-Led Panel, and Sports Roundtable Participants Exhibit F: Meet the Experts Exhibit F: Meet the Experts Name Title Organization
Keynote and Community-Led Panel Contributors
Alma Burell Executive Director Roots Community Health
Angel Rios Deputy City Manager City of San José
Laura Buzo Assistant to the City Manager City of San José Michele Lew CEO Emeritus The Health Trust
Milan R. Balantin Executive Director African American Community Service Agency Ngoc Bui-Tong MHSA, Chief Health Equity
and Strategy Officer Santa Clara Family Health Plan
Saúl Ramos Co-Executive Director Somos Mayfair
Sports Roundtable Participants
Abe Munayer Strength and Conditioning Staff San José State Charlie Faas CFO San José State University
Ben Taylor General Manager San José Giants
Chris Shay Senior VP, Government Affairs San José Sharks Robert Davis Vice President, Community Relations Earthquakes Ruth Shikada VP of Government/External Affairs Bay Area Host Committee Shannon Mendez Strength and Conditioning Staff San José State Yosup Shim President Bay Area Panthers
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Blue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Meet Our Team
Exhibit F: Meet the Experts Exhibit F: Meet the Experts Margaret Adamek, PhD, National Food Policy
Expert
•
Decades of e
xperience working with native
nations, new immigrant, and minority
populations
•
Designed and deplo
yed Minnesota Food
Charter
•
Bush F
oundation Leadership Fellow
Carrie Anne Blevins, VP, People & Places,
Operations and Development
•
Dynamic leader r
enowned for driving
change and cultivating high-performing
teams
•
T
wo decades of experience in healthcare
and community engagement, spanning
health system strategy, health equity,
community transformation, and operational
excellence
•
F
ormer Director of Enhanced Care
Management at PopHealthCare
•
F
ormer Director of Community Partnerships
and Business Development at Solera Health
•
F
ormer Senior Manager of Outreach and
Engagement at Blue Shield of California
•
F
ormer Program Manager at Beach Cities
Health District
•
F
ormer Organizational Lead for Blue Zones
Project, Beach Cities, California
Sarah Bowman, VP, Policy Operations &
Development
•
C
o-founder of the Walkable and Livable
Communities Institute.
•
Spearheaded polic
y implementation efforts
in over 1,300 communities across the United
States, Canada, and Ireland.
•
Pla
yed a pivotal role in assisting teams in
securing funding exceeding $400 million
to implement community transformation
efforts in Ireland and the United States.
•
F
ormer Director of Strategic Engagement
and Impact Assessment within the Office
of the Dean of Research at Trinity College
Dublin.
•
F
ormer Planning Commissioner for the City
of Port Townsend, Washington.
Dan Buettner, Blue Zones Founder
•
Na
tional Geographic Fellow and Explorer
•
Ne
w York Times bestselling author
•
Emm
y Award-winning Journalist and
Producer
•
Guinnes
s World Record Holder
Dan Buettner, Jr., Chief Development Officer
•
A
dvancing Return on Well-Being models
and archetypes for businesses and
communities
•
Int
ernational Speaker
•
Global c
ommercial real estate expert
Margaret Brown, VP, Business Development
•
C
ommunity well-being advocate that
specializes in developing cross-sector
partnerships to transform and empower
communities
•
Ov
er 10 years of experience working at the
intersection of healthcare, population health
and public health
•
F
or the last five years, has worked in
partnership with more than 70 Blue
Zones communities to ignite well-being
transformations
•
Mas
ters of Science in Healthcare Leadership
from Dartmouth College
•
Bachelor
’s in English Literature from Francis
Marion University
Amelia Clabots, Chief Finance Officer
•
Experienc
ed operations professional with
deep experience managing cross-functional
Blue Zones teams
•
F
or the last 10 years, has helped Blue Zones
transition from a small research company
to a global brand with multiple products,
channels, and initiatives
Jaclyn Cheves, Director of Policy &
Partnerships
•
Experienc
ed public health programs
professional with over a decade of
experience in public and private sector
health programs and policies.
•
Mas
ter’s in Public Health in Behavioral
Science and Health Education from Emory
University.
•
P
ast Health Program Analyst at the Los
Angeles County Department of Public
Health.
•
P
ast Director of Tobacco Prevention and
Policy Services at Bay Area Community
Resources.
Chris Danley, Built Environment Expert
•
Car
eer transportation planner with over
17 years of experience in innovation and
planning for public health and well-being.
•
Experienc
ed in Complete Street policy
analysis and Safe Routes to School
planning.
•
C
o-host of The Planning Comission Podcast.
Jan-Emmanuel De Neve, World Happiness
Expert
•
Pr
ofessor of Economics and Director of the
Wellbeing Research Centre at the University
of Oxford
•
C
o-editor of the World Happiness Report
•
R
ecipient of the Ruut Veenhoven Award in
2015 for his contributions to the scientific
study of happiness
Naomi Imatome-Yun, Editor-in-Chief
•
W
all Street Journal bestselling author
•
Cur
ator of the historic Flashlight exhibit
at the Mayme Clayton African-American
Museum in Los Angeles
•
Experienc
ed reaching and engaging hard-
to-reach audiences (niche, underserved,
millenial)
Mark Ishikawa, VP, Community
Transformations
•
Ov
ersees 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.
•
F
ormer System Administrative Director,
Community Well-Being at Adventist Health.
•
F
ormer Executive Director, Marketing and
Recruitment at Loma Linda University.
•
F
ormer Associate Vice President, Strategic
Partnerships and Advancement at Pacific
Union College.
Aislinn Kotifani, Communications Manager
•
F
or the last 8 years, has managed the Blue
Zones brand, website, and social media
presence
•
Experienc
ed with large diverse city, small
community, and niche neighborhood
program engagement and launches
Blue Zones Ignite San José Team
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Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Meet Our Team
Exhibit F: Meet the Experts Exhibit F: Meet the Experts Christine Kraft, Partnerships, Equity, & Impact
Consultant
•
Health pr
ogram innovator with decades of
experience at the intersection of health care,
technology, corporate, educational and inter
governmental agencies
•
Skilled in firs
t person, qualitative narrative
development
•
Mas
ter of Science in Communications
•
Bachelor of Arts in Cultur
al Anthropology
•
Pr
ofessional certifications in Health
Coaching and Mindfulness
Ben Leedle, CEO
•
F
ormer CEO and President of Healthways,
Inc.
•
T
ransformed small business into world’s top
population health management company
•
C
o-founder, Blue Zones Project
•
C
o-founder, Gallup-Healthways Well-Being
Index
Claudia Morales, Food Systems Policy Expert
•
- Experienc
ed nonprofit leader and social
entrepreneur
•
- Skilled in nonpr
ofit management, project
management, facilitation and training,
program development, and strategy, with
an application emphasis on food systems,
equity, and social impact projects and
clients
•
- Mas
ter of Science in Social
Entrepreneurship from University of
Southern California
•
- Bachelor of Scienc
e in Social Sciences
from University of Southern California
•
- Expertise in w
orking with new initiatives,
pilot projects, start-up organizations and
companies
Sophia Piña-McMahon, Editorial & Digital
Specialist
•
Mas
ter of the Environment in Sustainable
Food Systems from University of Colorado
Boulder.
•
Multimedia s
toryteller with a background
in journalism, photography, design, and
editing.
•
P
ublished writer featured in Lonely Planet,
the Mad Agriculture Journal, and more.
•
Pr
eviously held roles in marketing and
communications for scaling environmental
non-profits.
Steve Samples, Senior Financial Analyst
•
CP
A by training
•
40 y
ears of health care experience
•
Analy
zed well-being, health, and claims data
for hundreds of organizations
•
Cr
eated numerous models to analyze
and present value projections, costs, and
outcomes
•
F
ormer SVP at Healthways, Inc. leading its
Financial Operations Group
Heather Sciartelli, Alcohol and Tobacco Expert
•
V
eteran tobacco control advocate of 20
years, with experience at many levels of the
community-driven tobacco prevention and
control movement.
•
Curr
ent 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.
•
P
ast Chairman of the Florida Statewide
College Anti-Tobacco Initiative
Joaquin Razo, Project Solutions Lead
•
Experienc
ed non-profit and organizational
leader with a demonstrated history of
working in management, philanthropy,
fundraising, community organizing, and
well-being.
•
F
ormer Executive Director of Blue Zones
Project Upper Napa Valley
•
Member of the Boar
d Of Directors for
United Way California Capital Region
•
Mas
ter’s Degree in Organizational
Leadership from Gonzaga University
•
Bachelor
’s Degree in Management/
Organizational Behavior & Leadership from
University of San Francisco
Liz Rodriguez, Project Manager
•
Seasoned public health pr
ofessional with
nearly a decade of service to Boyle Heights,
where she notably contributed to Adventist
Health White Memorial
•
Mas
ter of Public Health from West Coast
University
•
C
ertification in ACEs Aware and Empathy
Enhancement from the Postgraduate
Institute of Medicine
•
T
rained Facilitator for In Their Shoes
Empathy Advancement Workshop
•
F
ormer Chair of the Community Impact
Alliance serving the Greater East Los
Angeles Region
Shelly Trumbo, Chief Transformations Officer
•
Senior health car
e 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.
•
L
ed 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.
•
A
dvisory Board Member at American
College of Lifestyle Medicine
Debbie Watkins, Account Executive
•
Ov
er 30 years of national experience
working with multiple health and wellness
initiatives across the health continuum from
wellness to complex care management.
•
Experienc
e driving successful health
outcomes for diverse populations across the
east coast.
•
Ov
er 10 years of experience working with
school systems, nonprofits, corporations,
and individuals with significant disabilities
in education, job training, and community
accessibility.
376 377
Blue Zones Ignite San José Assessment, Readiness & Feasibility ReportBlue Zones Ignite San José Assessment, Readiness & Feasibility Report Table of ContentsTable of Contents
Contact Us
[email protected]
612-596-3600
200 Southdale Center
Edina, MN 55435