San Jose City Council
November 5, 2024

COUNCIL AGENDA : 11/5/2024
FILE : 24-2155
ITEM : 7.1

TO: HONORABLE MAYOR AND FROM: Toni J. Taber, CMC
CITY COUNCIL City Clerk

SUBJECT: SEE BELOW DATE: November 5, 2024

SUBJECT: Consolidated Annual Homelessness Report and Implementation Plan Update

Recommendation

As recommended by the Neighborhood Services and Education Committee on October 10, 2024, accept the Fiscal Year 2023-2024 City of San José’s Consolidated Annual Homelessness Report and the Annual Implementation Plan Update.

CEQA: Not a Project, File No. PP17-008, General Procedure and Policy Making resulting in no changes to the physical environment. (City Manager/Economic Development and Cultural Affairs/Housing/Library/Parks, Recreation and Neighborhood Services) [Neighborhood Services and Education Committee referral 10/10/2024 - Item (d)1]

TO: NEIGHBORHOOD SERVICES

AND EDUCATION COMMITTEE
FROM: Erik L. Soliván
John Ristow
Jon Cicirelli
Lori Mitchell
Nanci Klein
Omar Passons

SUBJECT: See Below DATE: October 3, 2024

Approved

Date
10/3/2024

COUNCIL DISTRICT: Citywide

SUBJECT: Consolidated Annual Homelessness Report and Implementation Plan Update

RECOMMENDATION

a) Accept the Fiscal Year 2023-2024 City of San José’s Consolidated Annual Homelessness Report and the Annual Implementation Plan Update; and b) Cross-reference this report to the November 5, 2024 City Council meeting.

SUMMARY AND OUTCOME

Responding to the unprecedented homelessness crisis and Reducing Unsheltered Homelessness is a top Focus Area of the City of San José. The City is committed to both supporting individuals experiencing homelessness and addressing the impacts on the neighborhoods and waterways in which they reside.

In the past, the City has reported on the homelessness crisis through multiple separate channels. Traditionally, the Housing Department provided a stand-alone annual homelessness report focused exclusively on outcomes related to programs funded and administered by the Housing Department. Separately, the Parks, Recreation and Neighborhood Services Department offered regular updates on encampment management, including sanitation programs and efforts to maintain cleanliness across San José. Other departments, such as Environmental Services and Transportation, contributed reports on specific components of the City’s homelessness response, addressing environmental and vehicle-related challenges.

NSE AGENDA: 10/10/24
ITEM: (d)1

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 23, 2024
Subject: Consolidated Annual Homelessness Report and Implementation Plan Update

In place of those multiple department-focused reports, this memorandum presents two reports that together summarize the entire City of San José’s efforts and approach over the past fiscal year: the Fiscal Year 2023-2024 Consolidated Annual Homelessness Report (Attachment A) describes in seven sections key themes in the City’s evolving response and the Annual Implementation Plan Update (Attachment B) details the City’s contribution to the broader regional plan to end homelessness.

Together, these reports provide City Council, City staff, and the public with a holistic view of the City’s efforts to address homelessness. By providing this information at the same time and in a single memorandum, staff’s intent is to foster meaningful discussions about the scale of the crisis, identify service gaps, and support long-term planning and decision-making toward sustainable solutions.

Fiscal Year 2023-2024 Consolidated Annual Homelessness Report

The Consolidated Annual Homelessness Report represents the City’s first-ever comprehensive overview of all the major departmental operations involved in addressing homelessness. Organized into seven sections, the report explores the most significant aspects of the City’s response. Each section highlights an important theme and describes key outcomes from the previous fiscal year and the collaborative efforts to implement City Council directives and key priorities:

 Section I: Housing and Support: Preventing and Ending Homelessness  Section II: Encampment Management and Action: Addressing impacts in the community
 Section III: Lived-in and Oversized Vehicles: A new direction for our response  Section IV: Environmental Leadership: Stormwater and environmental change  Section V: Economic Impacts and Opportunities: Recognizing challenges and accelerating progress
 Section VI: Data and Technology: Leveraging information to drive quality service  Section VII: Other Significant Department Roles

Annual Implementation Plan Update

As part of a regional effort to end homelessness, cities across Santa Clara County committed to adopting annual implementation plans for their jurisdictions that aligned with shared goals from the regional Community Plan to End Homelessness 2020-20251 The City of San José’s inaugural Implementation Plan2 was adopted by the City Council in January 2024.

1 https://housingtoolkit.sccgov.org/sites/g/files/exjcpb501/files/CommunityPlan_2020.pdf 2 https://www.sanjoseca.gov/home/showpublisheddocument/111629

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 23, 2024
Subject: Consolidated Annual Homelessness Report and Implementation Plan Update

This memorandum provides updated information for the City’s Implementation Plan, integrates data that was unavailable when the City’s inaugural Implementation Plan was adopted, and provides responses to recommendations from the State Homelessness in California audit report.

The Implementation Plan Update reports on the City’s progress in meeting its Fiscal Year 2023-2024 goals, identifies lessons learned for future improvements, and, where applicable, sets new goals for the upcoming fiscal year. The update highlights conditions that contributed to the success, allowing the City to focus on replicating and expanding those favorable factors.

The Implementation Plan Update is organized around the vision of A San José for Everyone with four key pillars:

 End Suffering on the Street: Permanent and Temporary Homes and Safe Alternatives;
 Share and Protect Public Spaces: Embrace natural resources such as waterways while responsibly sharing public space. Balance providing access to spaces such as waterways, trails, parks and public plazas for all while maintaining clean, welcoming places;
 Expect Cleanliness: Hold each other accountable for having a clean community; and
 Create Opportunity: Expand inclusive economic opportunities for upward mobility and security.

The Implementation Plan Update details progress toward achieving 71 specific actions in support of these pillars.

Acceptance of these two reports will provide the City Council with a more comprehensive understanding of progress made in the City’s homelessness response efforts.

BACKGROUND

The City has made considerable efforts to address the homelessness crisis over many years. This has included significant investments in long-term solutions, such as homelessness prevention and the construction of permanent affordable housing. In recent years, the City has also aggressively pursued interim solutions, such as interim emergency housing and Beautify San José, that provide immediate relief to unhoused residents while promoting greater accountability in maintaining a cleaner, more welcoming city.

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 23, 2024
Subject: Consolidated Annual Homelessness Report and Implementation Plan Update

Expanding Efforts to Address Homelessness

In 2023, City Council funded several new homelessness response initiatives and identified Reducing Unsheltered Homelessness as a City Focus Area. This effort included the approval of more than 600 interim housing beds/units, the acceleration of approaches to encampment management, and enhanced coordination among City departments.

Building on this momentum in the spring of 2024, the City intensified its efforts by launching a new team structure, bringing more people into the work, incorporating Agile methodologies that drive delivery, streamlining reporting structures, and reprioritizing other departmental work. This strategic shift ensured that this work became a clear top priority across departments, fostering a more coordinated and efficient response to the homelessness crisis. In the first 90 days since the approval of the budget this new team has accomplished over 580 key tasks and actions directly related to building new shelter, supporting homeless individuals, managing impacts on neighborhoods and waterways, and increasing the team’s productivity and capacity.

State Mandate – Responding to Stormwater Permit Challenges

Under the City’s Stormwater Permit, which implements the Federal Clean Water Act, the City is required to address any discharges that could potentially enter its waterways.

San José has approximately 140 miles of waterways, and a significant number of residents experiencing unsheltered homelessness reside along these areas. A substantial source of trash and pollution in the waterways comes from direct discharges by people encamped near or in these areas.

To maintain compliance with the City's Stormwater Permit, the City sought approval from the San Francisco Bay Regional Water Quality Control Board to continue with an updated Direct Discharge Plan. This Plan represents a commitment that requires substantial investments in addressing discharges related to the unsheltered population and outlines strategies to protect the waterways.

The City Council approved an unprecedented $27 million investment in the Fiscal Year 2024-2025 budget to meet Stormwater Permit requirements. This funding is primarily allocated for homelessness response efforts, clearing sections of waterways, and preventing re-encampments. These actions are aimed at restoring the waterways to their natural condition. This work is being coordinated through the newly established team structure described above.

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 23, 2024
Subject: Consolidated Annual Homelessness Report and Implementation Plan Update

ANALYSIS

Fiscal Year 2023-2024 Consolidated Annual Homelessness Report

Key actions and progress in the City’s efforts to address homelessness are highlighted below.

 Section I: Housing and Support: Preventing and Ending Homelessness o The Housing Department’s implementation strategy is focused on meeting the demands of the City’s unhoused population through providing temporary shelter, as well as interim and permanent housing options to meet the demands of the City’s unhoused population and housing instability.
o The Housing Department is working to expand public-private partnerships.  Section II: Encampment Management and Action: Addressing impacts in the community
o Adding approximately 40 additional sites to the regular weekly trash service routes that were not previously serviced.
o Scaling the RVP3 program from servicing 150 vehicles in 2023-2024 to servicing 600 vehicles in 2024-2025 as part of a regular service route to help reduce the impacts of biowaste on our community.
o A revised and expanded Good Neighbor policy will allow BSJ Teams to further reduce the footprint of unhoused residents and further mitigate the impacts of homelessness.
o Prioritized developing shared areas for unhoused residents while creating greater accountability for cleanliness and following the law.  Section III: Lived-in and Oversized Vehicles: A new direction for our response
o Two citywide on-street inventory counts of oversized and lived-in vehicles parked on city streets.
o Using the inventory data, staff will develop a list of priority sites based on the proximity and impacts to the surrounding area and priority objectives of the City, including, but not limited to K-12 schools, waterways, and emergency interim housing sites.
o Beginning in January 2025, and approximately every week throughout the remainder of this initial pilot year (through June 2025), DOT will initiate treatment at a new site deploying temporary tow-away signage to encourage vehicle relocation.

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 23, 2024
Subject: Consolidated Annual Homelessness Report and Implementation Plan Update

 Section IV: Environmental Leadership: Stormwater and environmental change
o Develop a shared, One Team approach to how the City addresses homelessness with an equity lens related to water quality and climate change.
o Ongoing work of clearing sensitive areas, in line with stormwater mandates, and then holding those areas clear of re-encampment will further facilitate environmental protection impacted by encampments.  Section V: Economic Impacts and Opportunities: Recognizing challenges and accelerating progress
o The Real Estate Services Division of the Office of Economic Development and Cultural Affairs has led efforts to secure land suitable for the development of emergency housing, Safe Outdoor Sleeping (SOS) sites, and Basic Needs Sites (BNS).
o To support the efforts in the downtown area, the Housing Department has focused contractual outreach efforts with PATH to support engagement with the unhoused community.
o The Upward Mobility Initiative is dedicated to fostering equitable access to upward mobility for all individuals with a particular focus on people of color and other marginalized groups.
o Work2Future is creating workforce opportunities for unstably housed youth and adult residents.
 Section VI: Data and Technology: Leveraging information to drive quality service
o Transform the City’s approach to data related to homelessness to better inform the City’s decision-making and serve the public more efficiently. o Sharpening the City’s analytical capacity with improved data reliability and coordination.
 Section VII: Other Significant Department Roles
o San José Clean Energy seeks to improve energy affordability and reduce customer disconnections of electricity service.
o Planning, Building, and Code Enforcement Department is working on additional updates to ensure that specific use regulations for emergency residential shelters are Housing First and low barrier to housing, and allow shelters within the Airport Influence Area to use the City’s ministerial approval process.

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 23, 2024
Subject: Consolidated Annual Homelessness Report and Implementation Plan Update

Annual Implementation Plan Update

The scope of the Implementation Plan Update reflects the extensive work undertaken by the City in coordination with many regional partners committed to ending homelessness. The City’s effort has led to successes as well as lessons learned.

In the first year of the City’s Implementation Plan, the City successfully completed 47 of 71 outcome goals, representing a 66% completion rate. While this progress marks meaningful strides, it also highlights that 34% of goals—24 of 71—remain unmet, with significant work still required. The 47 goals achieved reflect the extensive efforts across more than a dozen City departments, in collaboration with community groups, the County of Santa Clara, the Santa Clara County Housing Authority, Destination: Home, the business community, and other stakeholders.

In this final year of the Implementation Plan, the City’s work will focus on driving delivery of Council direction to reduce unsheltered homelessness and begin restoring our waterways and neighborhoods at scale. When the next iteration of the Community Plan to End Homelessness is developed, the City will work to ensure this focus on reducing unsheltered homelessness and restoring waterways and neighborhoods is prominent.

EVALUATION AND FOLLOW-UP

City staff will provide an annual update on the City’s efforts to address homelessness to the Neighborhood Services and Education Committee.

In addition to annual reporting, progress will be tracked and reported quarterly. These quarterly updates will provide more frequent information on the City’s efforts, allowing for timely adjustments and more agile responses to the challenges faced.

This memorandum will be cross-referenced to the City Council meeting on November 5, 2024.

COORDINATION

The preparation of this memorandum was coordinated with the City Attorney’s Office and the City Manager’s Budget Office.

PUBLIC OUTREACH

This memorandum will be posted on the Neighborhood Services and Education Committee’s website for the October 10, 2024, meeting and the City’s Council Agenda website for the November 5, 2024, City Council meeting.

NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE
September 23, 2024
Subject: Consolidated Annual Homelessness Report and Implementation Plan Update

COMMISSION RECOMMENDATION AND INPUT

No commission recommendation or input is associated with this action.

CEQA

Not a Project, File No. PP17-008, General Procedure and Policy Making resulting in no changes to the physical environment.

PUBLIC SUBSIDY REPORTING

This item does not include a public subsidy as defined in section 53083 or 53083.1 of the California Government Code or the City’s Open Government Resolution.

/s/ /s/
Erik L. Soliván John Ristow
Housing Director Director, Department of Transportation

/s/ /s/
Jon Cicirelli Lori Mitchell
Director of Parks, Recreation Acting Director, Environmental Services and Neighborhood Services Department

/s/ /s/
Nanci Klein Omar Passons
Director of Economic Development Deputy City Manager
and Cultural Affairs
Director of Real Estate

The principal author of this memorandum is Jiri Rutner, Assistant to the City Manager, Homelessness Solutions Enterprise Manager, Office of the City Manager. For questions, please contact at [email protected].

ATTACHMENTS

Attachment A: City of San José’s Fiscal Year 2023-2024 Consolidated Annual Homelessness Report
Attachment B: City of San José’s Annual Implementation Plan Update

City of San José
Consolidated Annual
Homelessness Report
Many Partners, One Team:

An Enterprise-wide Approach
Fiscal Year 2023-2024
The City of San José (the City) has long been committed to leading and collaborating to address homelessness in the region. As part of this work, the City focuses its efforts in multiple areas: 1) preventing people from being unhoused in the first place; 2) managing the impacts of homelessness on infrastructure, the environment, the business community, housed residents, and visitors; and 3) helping unhoused residents permanently exit homelessness by connecting them to resources.

This Consolidated Annual Homelessness Report (CAHR) for Fiscal Year (FY) 2023-2024 is a companion to the City of San José Implementation Plan for the Community Plan to End Homelessness 2020-2025 (the Implementation Plan). The Implementation Plan lays out the City’s vision adopted by the City Council – A San José For Everyone – and provides a framework to prevent and end homelessness while managing its impacts on the City. The Implementation Plan focuses on four pillars:

These pillars shape an inclusive approach to homelessness response in San José that involves all City departments and offices. It also includes many regional partners such as the County of Santa Clara and the Santa Clara County Housing Authority, community members who have experienced homelessness, non-profit service providers, and other members of the community.

Introduction
Pillar 1 Pillar 2 Pillar 3 Pillar 4
End Suffering on
the Street
Share and Protect
Public Spaces
Expect Cleanliness
of Each Other
Create Opportunity
2 | City of San José Consolidated Annual Homelessness Report This CAHR presents the City’s accomplishments during FY 2023-2024 as well as next steps for FY 2024-2025. This report is organized into seven key areas of work- or sections- that demonstrate how the City’s vision is being implemented across multiple City departments:

Section I Housing and Support: Preventing and Ending Homelessness Section II Encampment Management and Action: Addressing impacts in the community Section III Lived-In and Oversized Vehicles: A new direction for our response Section IV Environmental Leadership: Stormwater and environmental change Section V Economic Impacts and Opportunities: Recognizing challenges and accelerating progress Section VI Data and Technology: Leveraging information to drive quality service Section VII Other Significant Department Roles
This report is accompanied by an Implementation Plan update. The Implementation Plan update outlines progress on implementation goals from FY 2023-2024, presents lessons learned when relevant, and sets forth goals for the FY 2024-2025 Implementation Plan, including implementation actions related to City Council-directed work from the City’s adopted FY 2024-2025 budget.

A Novel Approach – Innovation in Silicon Valley
to Address Stormwater Mandates
In 2024, the San José City Council recognized an unprecedented challenge resulting from the directive issued by the San Francisco Bay Area Water Quality Control Board to ensure the cleanliness of San José’s waterways. San José, like many other metropolitan cities, found that unhoused people living next to waterways often often have an adverse impact on these environments, as waste and other materials from encampments enter the water. The City Council made a major investment of $27 million to provide supportive options for unhoused people living along the waterways as part of a coordinated effort to move them away from the waterways while providing meaningful alternatives. This work is detailed in Section IX: Environmental Leadership.

To accomplish this challenging task, San Jose’s Administration drew on Agile methodologies and principles from the Incident Command System to re-envision, elevate, and coordinate the City’s response to homelessness. The Agile methodology is a project management framework that emphasizes iterative and incremental steps, collaboration, and flexibility.

Fiscal Year 2023-2024 | 3
Housing and Support:

Preventing and Ending Homelessness
The Housing Department includes the City’s team who is most directly engaged in connecting unhoused residents to resources, working with partners to prevent homelessness, and increasing opportunities for permanent housing.

The Housing Department’s work is critical to Pillar #1: Ending Suffering on the Street.

Housing Department Accomplishments for
FY 2023-2024
As outlined below, the Housing Department, despite an extended period of leadership transition, achieved several successes which included expanding the interim housing portfolio to provide more shelter spaces, increasing investments in the homelessness prevention system to deter individuals and families from experiencing homelessness, and improving data collection and analysis of the needs of the City’s unhoused population.

Housing Implementation Strategy
Moving forward with new leadership, the Housing
Department’s implementation strategy is focused on meeting the demands of the City’s unhoused population through
providing temporary shelter, as well as interim and permanent housing options to meet the demands of the City’s unhoused population and housing instability. The Housing Department now implements its work through the lens of the Housing Continuum, a model that combines shelter and housing
services and systems to achieve functional zero —where, on a night-to-night basis, the sheltering options meet the needs of the community so no one goes unsheltered—and by making
strategic investments at critical points in the continuum (Figure 1).

As visualized in the graphic (Figure 1) on the following page, the Housing Department is working to expand public-
private-partnerships. The City is strengthening coordination with Santa Clara County, the Continuum of Care, and
is focusing on reorienting contractual partnerships with supportive service providers towards outcome-based
services. Growing the list of housing developers and enticing the philanthropic community to make strategic investments along the continuum will help eliminate supply gaps and fund additional supportive services that are focused on shared outcomes. The aim is for public and private sectors to share the goal of ending suffering on the streets and mitigating community impacts while continuing to provide more supply to meet the demand for shelter and housing options.
4 | City of San José Consolidated Annual Homelessness Report Housing Implementation Strategy
As the supply of shelter and interim and permanent housing options increase (particularly in response to the immediate need to clear encampments near the waterways), so do
capital and operations costs for the City. To mitigate and accurately project these costs for the City over a multiyear period, the Housing Department has developed a three-part financing model that:

1. States a clear target for the supply of shelter and
housing that synchronizes to current and reasonably
projected demand for shelter and housing with a
focus on achieving functional zero in unsheltered
homelessness;

2. Details the current cost of operations for all shelter and housing options today and for a three-year outlook
to place-set the areas of investments that may have the most impact on the Housing Continuum; and

3. Identifies gaps in the financing of shelter and housing supply to target the buildout of public-private
partnerships.

As the Housing Department reviews the current listing
of prior City Council directives, the Housing Director will return to the Mayor and City Council with an analysis of the directives and recommendation for continuation, integration into the current implementation strategy, or recommend
termination. By integrating the prior directives into the implementation strategy, the Housing Department will move toward a cohesive execution under the coordination of
the City Manager’s Office and in concert with the desired outcomes of the Mayor and City Council to end suffering on the street.

In addition, the Housing Department will begin to catalyze the development of permanent housing by shifting toward a portfolio analysis model. Over the last decade, the Housing Department has amassed a $700 million loan portfolio
that includes thousands of units and nearly 100 housing developers. To make impact investments in the preservation and expansion of permanent supportive housing units, and in collaboration with the County of Santa Clara and the Santa Clara Housing Authority, the Housing Department
will engage housing developers to consider current portfolio performance and identify financing strategies that will maximize leveraging public funds from the City and the
County (given that the County provides the majority of
supportive services funding during permanent operations). 1) Prevention
2) Unit Preservation
3) Unhoused Outreach
4) Encampment Resolution
5) Lived-In Cars and RVs
Interim Housing Units:
7) Temporary
8) Permanent
6a) Board and Care Beds
6b) Congregate Shelter (County) Beds
6c) Safe Sleeping/Parking/Congratate
9) Permanent
Supportive
Housing Units
10) Rent Subsidized and
Restricted Units
11) Rent Stabilized Units
12) Market-Rate Units
13) Subsidized Home Ownership
14) Home Ownership
1 2 3 7 8 9 10 1211 134 5
6a
6b
6c
14 Figure 1: Housing Continuum
Fiscal Year 2023-2024 | 5
Moving Forward in Key Areas
In addition to fundamentally reshaping the City’s approach to its loan portfolio of solutions as described above, the Housing Department has begun to implement several areas as identified from City Council direction and/or other City priority initiatives.

This section provides a brief update on these efforts:

1. Explore adding congregate shelter capacity options

2. Expand the interim housing portfolio

3. Launch a Safe Outdoor Sleeping site

4. Explore the implementation of a “Homeward Bound” service model

5. Continue to invest in the Homelessness Prevention Support System

6. Restructure the San José Bridge workforce program

7. Develop the Targeted Outreach and Engagement Program (SOAR Program Replacement) While the above efforts are not an exhaustive list of the many efforts underway within the Housing Department, they represent alignment with the policy direction from the Mayor and City Council and are important initiatives toward improving the delivery of services and efficiently decreasing homelessness in San José. As noted above, the Housing Department will provide further updares to City Council after a comprehensive analysis of other City Council directions with further recommendations.

Housing Support
Permanent Housing Sites
Mesa Terrace
Emergency Interim Housing Sites
Guadalupe

Vela
Evans Lane
6 | City of San José Consolidated Annual Homelessness Report The City has developed a substantial, coordinated effort related to many of the impacts associated with the homelessness crisis. Specifically concerning individuals experiencing unsheltered homelessness—including those who live outside, in vehicles, or other places not meant for human habitation—this work starts with the compassionate and thoughtful approach of the Parks, Recreation and Neighborhood Services’ (PRNS) BeautifySJ (BSJ) Team, who provide critical services to people who live in unsheltered locations while helping to set expectations for cleanliness in encampments and wherever individuals are living unsheltered. Much of the departments’ work detailed below aligns with the Implementation Plan’s Pillar #2: Share and Protect Public Spaces and Pillar #3: Expect Cleanliness of Each Other.

The City’s Encampment Management Program addresses:
• Encampment Trash/Biowaste Pickup: Proactive, weekly trash service to approximately 185-200 active encampments and encampment service locations, a Recreational Vehicle Pollution Prevention Program (RVP3) that collects bio-waste (grey and black water from lived-in vehicles), a Cash for Trash (C4T) program, and therapeutic specialists to help connect unhoused residents to County of Santa Clara mental and behavioral health services when available. • Inter-Agency Coordination: Collaboration with different inter-jurisdictional agencies who own land in San José and coordination of trash/blight removal activities on their property. • Encampment Escalated Clean Ups (ECU): Removal of trash/debris to scale down the size of an encampment, enrollment of unhoused residents in trash programs, and enforcement of Good Neighbor Rules (allowing residents to stay at encampment locations if they abide by the City’s Good Neighbor Rules). • Encampment Abatement: Removal of individuals who are unhoused residing in setback areas such as within 150 feet of schools, blocked streets, sidewalks, trails, or if an encampment presents serious health and/or safety conditions based on a risk assessment.

Encampment Management
and Action:

Addressing Impacts in the Community
Fiscal Year 2023-2024 | 7
Encampment Management Program
Accomplishments for FY 2023-2024
BSJ has enhanced trash service through expanded and renewed partnerships with Keep Coyote Creek Beautiful, South Bay Clean Creeks Coalition, Trash Punx, the San José Conservation Corps, and various neighborhood associations.

BSJ has also led efforts to mitigate the impacts of homelessness.

In FY 2023-2024, BSJ:
• Collected and removed 4,542 tons (9,084,000 pounds) of debris from encampments • Conducted 298 encampment abatements throughout the City • Provided weekly trash service encampment areas across the City, including waterways • Established and managed the pilot No Return Zone area along the Guadalupe River Trail between Julian Street and Woz Way
• Established a Waterways team that serviced 32 sites along waterways, removing 346.7 tons of debris, including 339 tires
• Enrolled and actively worked with over 800 participants in the Cash4Trash program • Removed 104,468 pounds of biowaste from recreational vehicles and surrounding locations BSJ Trash Removal Enhancements
Coyote Creek
Before
Los Lagos Creek
Before
After
After
8 | City of San José Consolidated Annual Homelessness Report BSJ Program Comparisons between FY 2022-2023 and FY 2023-2024 FY 2022-2023 FY 2023-2024 % Change
Total Trash Removed
(Trash removed by all BSJ programs) 17,128,320 lbs. 21,727,548 lbs. 21% % of On Time Service to Encampments/Encampment
Service Areas for Weekly Trash Pickup 83% 90% 7%
Service visits to Recreational Vehicles/Lived-In Vehicles N/A 1,402 N/A Pounds of Biowaste Removed from Lived-In Vehicles N/A 104,468 N/A Total Abatements 287 298 4%
Escalated Cleanups
(Trash reduction strategy at encampment locations) 210 197 -7% Cash for Trash Program Participants 206 814 395%
Fiscal Year 2023-2024 | 9
Highlights from the Parks Division
The Parks Division in the Department of Parks, Recreation and Neighborhood Services takes multiple approaches to address the Implementation Plan’s Pillar #2: Share and Protect Public Spaces. One of PRNS guiding principles from the department’s strategic plan, ActivateSJ, is “Nature”. The principle states “We protect, preserve and promote natural areas for all people.” As such, the Parks Division works collaboratively with several partners to address sharing and protecting these public spaces.

Highlights from the Recreation Division
Oftentimes, unhoused residents visit local community centers to take care of their needs related to personal hygiene, use the bathroom, charge their cell phones, participate in senior nutrition programs, use the pools and splash pads, seek shelter during emergencies or extreme weather conditions, and use computer labs. The number of unhoused resident visits to community centers increased during the COVID-19 pandemic as these facilities offered food distribution, wellness resources, COVID-19 testing, vaccination support, and connections to health and social services. In addition, key community centers such as Roosevelt act as seasonal Overnight Warming Locations (OWLs) providing winter shelter beds.

Park Maintenance
Triaged through the “Park Concerns Phone Line”, community members can call and report issues they identify in parks that need to be addressed, including concerns involving people experiencing homelessness. In FY 2023-2024, the Parks
Concerns Phone Line received 27 reports regarding unhoused residents in parks, a 71% decrease since the implementation of the BSJ Encampment Management Program. The Park
Maintenance teams fix irrigation lines and collaborate with the Public Works Department to maintain functioning light fixtures. The Park Maintenance teams also work to address illegal dumping, litter management, and vegetation removal in parks and along the trail system. The trail system, which is adjacent to waterways, is also impacted. Some trail users have reported feeling less safe due to the presence of encampments.

Maintaining clean and safe trails is more challenging for park maintenance staff due to the amount of litter and debris collected on trails, some of which may also be from illegal dumping from the housed community.

Park Maintenance has also contracted out the maintenance of park restrooms to provide increased services to address graffiti, vandalism, and litter in park restrooms. In FY 2023- 2024, 84 park concerns were documented and included
issues related to restrooms, including clogged toilets, running water, litter, vandalism, and graffiti. However, no data is available about who committed these violations. In other words, there is no information about whether the issues were caused by unhoused residents or other members of
the public. Fires have been reported in restrooms at Watson Park, Arena Green, Japanese Friendship Garden, and History Park. Park Maintenance is working closely with the Fire Department to address fire-related issues in restrooms and along waterways.

Placemaking
The Placemaking’s Viva Parks team implements park
activities all year long to create opportunity for community connection, enhance the parks and increase usage by
providing programming and community resources. In line
with the Implementation Plan’s Pillar #3: Expect Cleanliness of Each Other, when a Viva Park event takes place, the
team arrives to clean and set up the park, ensuring it is left in better condition than when they first arrived when the event ends. Parks, such as St. James Park, which sees regular activity from the unhoused population, is a popular site for Viva Parks team activities, especially their Wellness
Wednesday Program and Movie Nights. These events are
free to all and provide opportunities to share public spaces and foster community connection.

A recent survey conducted during the St. James Park
activities organized by Starlight Cinema showed that 67.4% of participants felt safe or very safe attending the park during the event compared to only 24.9% when there was no event taking place. According to the survey, these events also help participants increase their sense of identity and belonging in their community with 77.3% stating that they agree or strongly agree with the statement.
10 | City of San José Consolidated Annual Homelessness Report • Enhance Trash Service: BSJ will be adding
approximately 40 additional sites to the regular weekly trash service routes that were not previously serviced. • Expand Biowaste Service : BSJ will be scaling the
RVP3 program from servicing 150 vehicles in 2023-
2024 to servicing 600 vehicles in 2024-2025 as part
of a regular service route to help reduce the impacts
of biowaste on our community. Despite this critical
expansion, as of this report there are at least 913
vehicles in need of such services across the city.
• Update the Good Neighbor Policy : A revised and
expanded Good Neighbor policy will allow BSJ Teams
to further reduce the footprint of unhoused residents
and further mitigate the impacts of homelessness. This
will allow City staff to better manage and hold those
residing in encampments accountable for keeping their
areas clean.
• Waterway Abatement and No Return Efforts :

BSJ will establish No Return Zones along areas of the
waterways that are cleared of encampments beginning
in 2025 and within two blocks of emergency interim
housing sites.
• Framework for Shared Public Spaces : In summer
2024, the City began a pilot of changes that prioritized developing shared areas for unhoused residents while
creating greater accountability for cleanliness and
following the law. This pilot will shift and evolve based on City Council’s direction and changes in the needs of the community.

Encampment Code of Conduct
The Reducing Unsheltered Homelessness, Managing Impacts Team, an inter-departmental staff team, is developing an Encampment Code of Conduct that aligns with the Good Neighbor policy, that will allow City staff to better enforce rules and policies at encampments. Initial implementation will begin in late fall 2024/winter 2025 to align with budgeted resources.

Possible considerations:
• Abatements if encampments are not maintained in a 12x12 space. • Abatements after two enhanced cleanups have been performed at a site. • Abatements for documented criminal activity.
• Abatements if encampments are considered a nuisance.

Key New Initiatives for FY 2024-2025
Addressing Recreational Vehicle
Biowaste Needs
Serviced in
2023-2024
150
Recreational
Vehicles and
Other Vehicles
Planned Service
in 2024-2025
600
Recreational
Vehicles and
Other Vehicles
Unmet Need: 913 Recreational Vehicles
and Other Vehicles
Fiscal Year 2023-2024 | 11
Lived-In and Oversized Vehicles:

A New Direction for the City of San José
San José is a large city that faces many challenges that impact the public roadway system, including lived-in and oversized vehicles. The departmental work and analysis below is in alignment with the City’s Implementation Plan’s Pillar #2: Share and Protect Public Spaces and Pillar #3: Expect Cleanliness of Each Other.

Understanding the Needs of People
Living in Vehicles
The City Council has taken several steps in recent years to work to understand the needs of all San José residents, including those who live in their vehicles. In Fall 2022, the Rules and Open Government Committee directed the Administration to explore the cost and strategy required to conduct a comprehensive count and inquiry throughout the City of San José to gain a deeper understanding of a range of uses related to lived-in vehicles, including demographic information of residents and whether vehicles are operable versus not.1 The stated goal of this direction was to develop an understanding of these residents that would allow the City to propose policies that meet the needs of individuals living in recreational vehicles. Subsequently, in November 2022, the City Council directed the Administration to conduct a survey and census of lived-in vehicles.2 Citywide Lived-in Vehicle Inventory
In April 2023, the City’s Department of Transportation
(DOT) conducted a citywide inventory in an attempt to
identify all lived-in vehicles parked on city streets. At that time approximately 850 vehicles were identified as lived- in vehicles of which approximately 600 were recreational vehicles motorhomes, and trailers, while the remaining
were standard passenger vehicles (cars/trucks/SUV’s). These vehicles were found throughout the City and across all
Council Districts, with the largest concentrations in Council Districts 3, 6, and 7 (Figure 2).

1. Joint Meeting for the Rules and Open Government Committee - ROGC 22-415, September 28, 2022. https://sanjose.legistar.com/LegislationDetail. aspx?ID=5849465&GUID=D2D3AAD2-41C6-4CC8-B8CE-C92529BB6CCC&Options=&Search=

2. City Council, Item 8.2 – City Initiatives Roadmap – Emergency Housing System Expansion: Recreational Vehicle Parking Program Analysis - http://sanjose.legistar.com/gateway. aspx?M=F&ID=9ebd0af0-425d-4fde-8290-813c2a91d832.pdf
12 | City of San José Consolidated Annual Homelessness Report Figure 2: April 2023: Lived-In Vehicle Inventory on City Streets by Council District (approximately 850 vehicles)
Fiscal Year 2023-2024 | 13
Survey of Lived-In Vehicle Residents
In response to the above City Council direction, the City contracted with Destination: Home for the completion
of a survey of lived-in vehicle residents across the city.

This survey was conducted in Fall 2023, with 158 people who inhabited oversized vehicles such as a recreational vehicle, bus, or trailer. Surveys were conducted in five City Council Districts (2, 3, 4, 5, and 7) and at the
Recreational Vehicle Supportive Parking Program. Key
findings from the survey included:

1. The majority of survey participants inhabited their
current vehicles for more than 1 year (mean=2.9
years; median=1.4 years), ranging from 1 night to
over 28 years.

2. The majority of survey participants (80.4%) received an Extremely Low Income (less than 30% of the
area median income), typically from a State subsidy
(mean=$11,297.90; median=$2,200).
• Survey participants reported income
restrictions due to a “subsidy cliff,” in which
any official additional income or assets would
disqualify them from their current subsidies,
insurance, housing assistance and waitlists.

3. Around half of survey participants were:
• Between the ages of 45 and 64 (50.6%)
• Male (55.7%)
• Regularly cohabitated with at least one other
person in their vehicle (54.4%)
• Possessed at least one pet companion or
support animal (56.3%)
• Self-reported a disabling condition (53.2%)
• Met the United States Federal definition of
“chronically homeless” (43.7%)

4. At least 40% of survey participants reported that
they would choose if offered:
• Housing case management and social service aid
• Housing or hotel room vouchers
• Medical or dental care
• Ticket remediation
• Septic waste dumping
• Vehicle repair or registration assistance
• Portable toilets, laundry, and showers
• Job training and employment assistance.

5. Less than 30% of survey respondents reported being
offered the above assistance by outreach providers
• For example, ‘housing case management’ was
the most common form of assistance offered,
as reported by 27.8% of survey participants.

Key recommendations included:

1. Increase the scale and access to Safe and Supportive Parking Programs.

2. Increase street outreach for vehicle residents.

3. Protect and develop permanent spaces for vehicle
residents, such as extremely low income
mobilehome parks.

At the time of this report, efforts to conduct an updated count are currently underway by the City’s Department
of Transportation. This information will provide
important context for understanding the magnitude of
the homelessness issues the City is addressing.

Impacts of Oversized and Lived-In Vehicles
Oversight on City Departments
There is an increased need for interdepartmental coordination and external communications related to the City’s new programs, such as the Oversized Vehicle Regulation Pilot Program, because of the increase in oversized and lived-in vehicles in San José. As these issues and related concerns from the public have grown, City staff has determined that a response to public inquiries and questions may involve the DOT, Parks, Recreation and Neighborhood Services, San José Police Department, Housing Department, Planning, Building, and Code Enforcement Department, and in some instances, San José Fire Department. DOT will seek the resources to expand efforts to respond to inquiries, gather data related to the inquiries and respond to the reporting party. Due to resource and legal constraints, responses may vary. However, a coordinated approach will help ensure more thorough and complete communication efforts.
14 | City of San José Consolidated Annual Homelessness Report Transportation Department Accomplishments
for FY 2023-2024
Passage of Measures and Policy Options
The City of San José did not have any specific direction or policy guidance for addressing lived-in vehicles before FY 2023-24. In April 2024, the City Council adopted
amendments to the San Jose Municipal Code and ordinances establishing restrictions prohibiting oversized vehicles and/ or no overnight parking restrictions. The ordinance also established towing as an enforcement mechanism at specific areas adjacent to the following three schools which were identified as having the highest concentration of lived-in vehicles within 150 feet of the school:
• Independence High School
• Shirakawa Elementary School
• Challenger School-Berryessa
The City Council also approved a suite of policy options including considering incentives for private property owners to allow lived-in vehicles to remain on their property, exploring no-cost acquisition of federal property under the McKinney Vento Act, and working with religious institutions and others for property opportunities to expand parking options.

Oversized Vehicle Regulation Pilot Program for FY 2024-2025 With the passing of the City’s FY 2024-2025 budget, $1.5 million in funding was allocated to establish and set up a new Oversized Vehicle Regulation Pilot Program to implement a range of temporary and permanent parking restrictions to facilitate the clean-up of impacted areas, encourage vehicle circulation, and begin to help mitigate the potential environmental and safety impacts posed by oversized and lived-in vehicles parked for extended periods of time on city streets.

Implementation of this Oversized Vehicle Registration Pilot Program began between May and July 2024, where City
staff were able to 1) conduct the necessary engineering analysis to identify the applicability of the no oversized and no overnight parking restriction options at the three schools; 2) conduct inventory data collection; 3) conduct outreach to those parking and living in vehicles in the area, and 4) install new parking restriction signage. Vehicles previously parked in the newly restricted zones were relocated to other areas of the city, often just outside the restriction area. Expansion of this approach is not currently being explored due to lack of funding and limited overall improvement to impacts or homelessness.

Below is a summary of the efforts that the pilot program has prioritized:
• Inventory: Two citywide on-street inventory counts
of oversized and lived-in vehicles parked on city
streets. The initial inventory is currently underway and expected to be completed in October 2024. A second
annual inventory will be conducted later in 2025.
• Analysis and Prioritization : Using the inventory data, staff will develop a list of priority sites based on the proximity and impacts to the surrounding area and
priority objectives of the City, including, but not limited to K-12 schools, waterways, and emergency interim
housing sites.
• Engagement, Clean-up, and Enforcement :

Beginning in January 2025, and approximately every
week throughout the remainder of this initial pilot
year (through June 2025), DOT will initiate treatment
at a new site deploying temporary tow-away signage
to encourage vehicle relocation. Staff will attempt to
engage with vehicle occupants, provide education on
posted restrictions, offer connections to services,
and clean the sites of trash, debris, and biowaste. Any vehicles remaining in the temporary parking zones after education and engagement efforts may be towed.

Although the Oversized Vehicle Regulation Pilot Program is predominately focused on the use of temporary parking tow-away zones to encourage vehicle circulation and
relocation to other areas, the program will evaluate up to ten sites for the installation of permanent parking
restrictions, but only after the temporary parking tow-away and clean-up efforts have been unsuccessful in providing a noticeable reduction of impacts.

Fiscal Year 2023-2024 | 15
Environmental Leadership:

Stormwater and Environmental Change
The City has a shared responsibility to its community, stakeholders, and visitors to be stewards of the environment. This section of the Consolidated Annual Homelessness Report focuses on specific roles the City plays related to the environment. In line with the Implementation Plan’s Pillar #2: To Share and Protect Public Spaces the Environmental Services Department (ESD) is currently the strategic lead for the National Pollutant Discharge Elimination System (NPDES) Stormwater Compliance Oversight and Coordination. ESD will also support the strategic development for the following two areas: (1) Understanding Climate Change Impacts and (2) Urban Waterways Opportunities.

Stormwater Compliance Oversight and Coordination
In accordance with the United States Environmental Protection Agency (EPA)’s Clean Water Act, the San Francisco Bay Area Regional Water Quality Control Board, has required the City (since the 1990s) to comply with a Municipal Regional Stormwater Permit. This is attributed to the City owning and operating a storm sewer system that ultimately discharges into Guadalupe River and Coyote Creek, which are federally designated as “Waters of the United States”. The ESD supports City departments collectively to meet, or exceed, the water quality requirements as outlined in the NPDES Stormwater Permit and Clean Water Act, within the legal boundaries of the Department’s available funding sources.

The most recent stormwater permit mandates prioritization of housing for individuals living in waterways to address any discharges (i.e. trash, biowaste) from unhoused residents living in those waterways and lived-in vehicles near storm drains. Failure to comply with the Municipal Regional Stormwater Permit could potentially result in significant fines and penalties. This permit has caused a fundamental shift within the City such that hundreds (and potentially thousands) of individuals experiencing homelessness living within 500 feet of waterways will need to be identified, serviced, and ultimately relocated to housing or other opportunities outside of this area in proximity to waterways.

The San Francisco Bay Regional Water Quality Control Board approved the City’s Direct Discharge Control Program Plan on June 3, 2024. As part of this approved plan, the City is committed to several steps that are required to meet State mandates that ultimately meets Clean Water Act requirements. Under the terms of the plan, the City is required to submit an annual Direct Discharge Trash Control Program Plan progress report along with the Stormwater Permit report to the Regional Water Quality Control Board by September 30th. The Direct Discharge Trash Control Program Plan progress report provides detailed descriptions of the State-mandated actions and the City’s progress towards implementation. In addition, the City will be providing a six-month update (December 2024 and June 2025) to the San Francisco Bay Regional Water Quality Control Board highlighting the City’s progress in addressing unhoused living in waterways, cleaning, and protecting waterways.

For the full report, please visit this LINK.3

3. City of San José Stormwater Management Annual Report 2023-2024 - https://www.sanjoseca.gov/home/showpublisheddocument/114389/638616720190470000 16 | City of San José Consolidated Annual Homelessness Report Understanding Climate Change Impacts on Residents
ESD’s primary role is to deliver world-class utility services and programs to improve the health, environment, and economy.

ESD was one of the first agencies in the County of Santa Clara to address climate change and continues to provide expertise and coordination around mitigating climate change. Mitigation is the current directive and priority for ESD’s work to implement and facilitate the City’s climate change initiatives. However, preparing how our communities, particularly our most vulnerable communities, can adapt and be more resilient to the impacts of climate change is increasingly challenging.

The City is currently developing a climate adaptation and resiliency plan to complement the City’s existing climate action plan, Climate Smart San José. This climate adaptation and resiliency plan is expected to deepen the City’s shared understanding of the impacts on unhoused residents of global warming and extreme weather events such as the atmospheric rivers of the past couple of years as well as coordinated engagement around adaptation strategies. If resourced in future fiscal year budgets, ESD has the potential to play an important role in implementing the City’s climate adaptation and resiliency plan. ESD has the opportunity to develop a shared, One Team approach to how the City addresses homelessness with an equity lens related to climate change. In the interim, per State law, the Planning, Building, and Code Enforcement Department is leading the efforts to update the City’s General Plan to include environmental justice policies and strategies. The PBCE Department plans to bring the item to City Council for adoption by December 2025.

Opportunities to Protect and Restore
Urban Waterways
The waterways that traverse throughout the City’s urban environment are critical to the physical and mental health of the City’s community members. These urban waterways are a benefit for our communities because they provide a natural respite from the over-paved community while fostering a natural wildlife and biological habitat. In addition, the waterways connect and feed into the San Francisco Bay. It is imperative for the City to continue to invest in improving water quality which is key to the regions’ health.

There are a range of negative impacts that unsheltered homelessness has on the City’s diverse environments that must be addressed. If resourced, the City can partner with Santa Clara Valley Water who are responsible for enhancing, protecting, and restoring streams, riparian corridors, and natural resources to design and implement environmental protection and repair work which can limit negative impacts of the unhoused population on the waterways. It is anticipated that the ongoing work of clearing sensitive areas, in line with stormwater mandates, and then holding those areas clear of re-encampment will further facilitate environmental protection and repair efforts. Part of the City’s ongoing efforts include developing data sufficient to analyze ongoing progress on a citywide basis to protect these natural resources.

Fiscal Year 2023-2024 | 17
Economic Impacts
and Opportunities:

Recognizing Challenges and
Accelerating Progress
The City has a robust role in supporting a thriving community. As part of the Implementation Plan the City’s Office of Economic Development and Cultural Affairs is involved in or coordinates efforts for the Implementation Plan’s Pillar #1: End Suffering on the Street, Pillar #2: Share and Protect Public Spaces, and Pillar #4:

Create Opportunity.

Office of Economic Development and Cultural
Affairs Accomplishments for FY 2023-2024
Securing Land for Housing
The Real Estate Services Division of the Office of Economic Development and Cultural Affairs has led efforts to secure land suitable for the development of emergency housing, Safe Outdoor Sleeping (SOS) sites, and Basic Needs Sites (BNS). A ground lease on 7.2 acres of the Santa Clara Valley Transportation Authority Cerone bus yard property will
allow for the construction of approximately 200 tiny homes, and a ground lease for the expansion of the Rue Ferrari emergency interim housing site on State-owned California Department of Transportation land will allow for the
construction of approximately 100 additional units.

Current efforts underway include a lease to allow the
construction of 100 tiny home units on Santa Clara Valley Water-owned property on Cherry Avenue in San José, and
to secure land rights sufficient to develop 500 safe outdoor sleeping spaces or other approaches to temporary housing, including potentially on Valley Water-owned property
located at the intersection of Willow Street and Lelong Street in San José and the acquisition of 1.2 acres adjacent to City-owned property located on E. Taylor Street near Highway 101.
18 | City of San José Consolidated Annual Homelessness Report Dedicated Homelessness Outreach and Support:

To support the efforts in the downtown area, the
Housing Department has focused contractual outreach
efforts with People Assisting the Homeless (PATH) to
support engagement with the unhoused community.

These efforts provide support and resources to redirect unhoused community members to opportunities that
may be available and continued engagement to reduce
the impact on the downtown core.

Implementation of the Pedestrian Facilitation Zone:

The City Council directed the Administration to increase enforcement of a portion of its existing Pedestrian
Facilitation Zone in downtown. This is an effort to
improve pedestrian circulation and encourage the use
of downtown pedestrian areas for intended purposes.

Currently, the focus of enforcement is within the
area generally bounded by Santa Clara Street and San
Fernando Street from 4th to 12th Streets with some
additional frontage on Santa Clara Street East and West of this enforcement area. Three existing signs cover
Santa Clara Street from 1st to 4th Streets. San José Police Department has been able to utilize these signs in
assisting with the implementation of enforcement and
another 20 signs would allow for full coverage of the focus area. The implementation of this effort is ongoing.

Partner Efforts in the Community:

The Social Impact Team (SIT) of the San José
Downtown Association (SJDA), funded through the
San Jose Property Based Improvement District (PBID),
has been in service since June 2023. The SIT continues
its vital work in supporting the vulnerable unsheltered population in the downtown area. Operating daily
from 8:00 AM to 5:00 PM, the SIT is committed to
building trust and fostering meaningful connections
with individuals experiencing homelessness. The team
works diligently to connect these individuals with
essential service providers, including City, County, and nonprofit resources.

Recently, the team has undergone training in naloxone
administration, a medication designed to rapidly reverse opioid overdoses. Twice a month, the SIT partners with
PATH to provide services within St. James Park, and
twice a week, they conduct joint outreach. The team is
well-versed in and connected to community resources
such as the Downtown Youth Wellness Center and
Santa Clara County Reentry Center, allowing them to
offer informed support to the unhoused population.

In collaboration with the Groundwerx team, the
SIT addresses community requests and concerns,
contributing to the cleanliness and safety of downtown
San José.

Upward Mobility Initiative: Advancing Equity and Long-Term Economic Stability
The Upward Mobility Initiative is dedicated to fostering equitable access to upward mobility for all individuals with a particular focus on people of color and other marginalized groups. The initiative continues to develop stronger
partnerships and collaboration, particularly with several departments within the County of Santa Clara as well as the Santa Clara County Housing Authority and community- based organizations that support the unhoused population.

The initiative seeks to implement comprehensive strategies that not only provide immediate support but also lay the groundwork for long-term economic stability.

Sharing and Protecting Public Spaces – Key Efforts in Downtown There are several issues that impact the downtown core, which is a critical economic engine for the City and the region. The City has a combination of supportive efforts and enforcement efforts intended to increase vibrancy and help residents in need, both in and around the downtown area.

Fiscal Year 2023-2024 | 19
Creating Workforce Opportunities for Unstably Housed Youth and Adult Residents
In addition to efforts to share and protect public spaces in our downtown, the City is also working to create
more opportunities for people experiencing or at risk
of homelessness throughout the City. These efforts are
in various stages of development and seek to support
vulnerable San José residents at risk of or experiencing homelessness.

During FY 2023-2024, work2future—the City’s Workforce
Development Board—served 2,450 youth and adult clients.

Over 85% of work2future clients secured employment in
high-wage, high-growth occupations related to information technology, advanced manufacturing, health care, business and accounting, and construction and the trades. Notably, over 60% of work2future clients were unstably housed (e.g. very low-income, couch surfing, living in interim housing, etc.), and over 65% had two or more barriers to employment.

As included in the City Council approved Unhoused
Implementation Plan, work2future has launched a targeted series of pilot workforce programs to deepen its reach to support unstably housed clients with the Bill Wilson Center, San José Job Corp, and San José Conservation Corp. The
goal of these pilot programs is to engage in tightly knit partnerships that offer dual case management, leverage funds to provide a more robust package of wrap-around services (e.g. mental health, housing, food assistance), and enhance data sharing to better assess client needs and performance outcomes. In recent months, approximately 50 youth and
adult clients have been enrolled through these developing partnerships and are receiving an intensive package of
services including job readiness workshops, occupational skills training, job development, supportive services, and career counseling.

Opportunities for FY 2024-2025
During FY 2024-2025, work2future will seek to enroll a
total of 100 clients through these newly developed pilot partnerships and over the next 12 months will strive to place the majority of those served in the high-wage, high-growth occupations. Work2future will also seek to develop a pilot program with the County of Santa Clara’s Sherriff’s Office to provide workforce services to in-custody young adults.

Work2future will assess the opportunity to enroll these currently incarcerated individuals following their release to enhance the overall package of skill building and job development services.
85% of work2future
clients secured
employment in high-wage,
high-growth occupations
60% of work2future
clients were unstably
housed
65% of work2future
clients had two or more
barriers to employment
20 | City of San José Consolidated Annual Homelessness Report The information in this section was provided by key stakeholders and data managers from multiple City departments and external partners.

This data-gathering process can be cumbersome, time-consuming, and create additional work to aggregate and provide information for recurring inquiries. Transforming our approach to aggregating, coordinating, and streamlining data will dramatically improve our ability to continuously analyze which efforts are succeeding and ev meaningfully define what constitutes success. Furthermore, improving the efficiency of this data collection will aid in furthering the goals of Pillar #1: End Suffering on the Street, Pillar #2: Share and Protect Public Spaces, Pillar #3: Expect Cleanliness of Each Other, and Pillar #4: Create Opportunity, as part of the City’s Implementation Plan.

Key Initiatives for FY 2024-2025
Data and Technology:

Leveraging Information to Drive
Quality Service
Improving Homelessness-Related Data Analysis and Customer Service The fundamental reason to transform the City’s approach to data related to homelessness is to better inform the City’s decision-making and serve the public more efficiently. This applies both to unhoused residents in need of critical services such as housing and sanitation and to other members of
the public who have requests related to encampments or
other issues. Sharpening the City’s analytical capacity with improved data reliability and coordination can help identify patterns across data that are currently maintained in multiple departments and altough unintentionally, are essentially invisible to other departments.

In addition to improving the City’s analytical capabilities, better-coordinated data will also dramatically improve
the City’s ability to provide timely customer service to members of the public. Enhancements to customer service will expand once the system for coordinating and accessing data is enhanced.

Fiscal Year 2023-2024 | 21
Moving From
Siloed Data
Data Lake
Secure and
Standardized
Housing
Parks Recreation
Neighborhood
Services
PRNS 311 & ERCS
ITDData Lake House
Permission-Based Access and Analysis
Shared Data
and Reporting
Shared Data
Analysis and
Consolidation
The Homelessness Data Consolidation Project employs a
structured three-part approach, starting with a focus on the most pressing reports needed and used by City leadership or stakeholders (i.e., our data outputs) such as this Consolidated Annual Homelessness Report. Next, we will identify the data required to produce these reports and inventory the sources of this information (i.e., key data questions and their data sources, respectively).

This approach ensures that data consolidation efforts are focused on practical, high-impact outcomes. While the
Homelessness Data Consolidation Project will start with aggregating available automated data, this project will identify difficult-to-access information, important confidentiality requirements, and non-automated reporting to better
improve data practices. The insights and methodologies
developed through this project will be shared across City departments to support citywide data governance initiatives.

Toward a Public Data Dashboard
To ensure that program and services progress and outcomes are visible and more accessible to the public, the City will be developing a simple, secure, and interactive data dashboard.

Providing this data publicly will help community members develop their understanding of the progress of prgrams, services, and special initiatives, as well as the challenges that remain. City staff are currently exploring options to develop an interactive data dashboard to provide the public, City staff, and elected officials with up-to-date information on City efforts to manage and end homelessness.

Homelessness Data Consolidation Project
The Homelessness Coordination Team in the City
Manager’s Office (CMO) and the Information Technology
Department (ITD) are collaborating on a Homelessness
Data Consolidation Project that will provide a single, secure, and standardized “Data Lake” location and a permission- based accessible “Data Lake House” for future dashboards and reports. The Homelessness Data Consolidation Project aims to aggregate homelessness-related data from multiple City departments and external partners into a centralized platform (i.e., a “Data Lake”), improving the accuracy of reporting, policy development, and resource allocation to better address homelessness in San José. The development of the current Consolidated Annual Homelessness Report was used as an opportunity to identify data questions and data sources, to inform the iteration of developing next year’s City Data Lake House.

Future: Data Consolidation
to
Automated annual, quarterly,
monthly, weekly and ad hoc
reports
Live dashboards for the
public, elected officials, staff
and leadership
Coordinated data to inform
Housing, Public Works,
PRNS, 311, 911, ERCS, etc.

City’s
Informational
Phone Line
Housing
Department
Information Technology
Department
Encampment
Response
Coordination System
22 | City of San José Consolidated Annual Homelessness Report Other Significant
Department Roles
Energy Department
The City’s Energy Department, as administrators of San José Clean Energy (SJCE), seeks to improve energy affordability and reduce customer disconnections of electricity service. SJCE provides the clean electricity that PG&E delivers to homes and businesses over its distribution system. San José’s Energy Department has developed several programs to lower the electricity bills of the most vulnerable residents and increase access to clean energy. Through SJ Cares, San José’s lowest income households—about 21% of SJCE customers—receive a 10% discount on monthly SJCE electricity charges. In 2024, SJCE expanded SJ Cares eligibility to 16,000 affordable housing units; in total, more than 71,190 households now receive the SJ Cares 10% bill discount. More than 800 customers who qualify for this discount and live in a community with high levels of environmental pollution receive an additional 20% bill discount and 100% solar energy through SJCE’s Solar Access Program.

As the electricity distribution provider, PG&E holds responsibility for disconnecting customers for non-payment. The Energy Department tracks customer disconnections and connects
customers with resources to avoid disconnection. As part of this effort, SJCE leveraged data shared by PG&E to send advance notification, by mail and email, to customers at high risk of disconnection to ensure that those customers took advantage of the available options. In 2024, Energy Department staff implemented a pilot program with Sacred Heart Community Service and the County of Santa Clara’s Homelessness Prevention Program to provide utility assistance to households at risk of experiencing disconnection of electricity service. The pilot served 134 households, including pausing PG&E disconnection for 48 of them by paying down overdue balances. Over 80% of participating households were extremely low-income , making less than 30% of the area median income, and nearly 70% had children. Staff are examining the data and other learnings from the pilot program to develop a larger program.

The above examples provide an expanded view of the roles that city government serve to respond to the homelessness crisis. These examples are not exhaustive, as there are efforts in many other departments. However, these examples help demonstrate the importance of the City’s One Team approach to homelessness response in San José.

Clean Energy & Homelessness
Prevention Partner with Sacred
Heart Community Services
134 households served
(48 paused disconnections)
80%+ Extremely Low
Income Households
70% Households with Children
Fiscal Year 2023-2024 | 23
Planning, Building, and Code Enforcement
Department
In June 2024, the City Council approved ordinance updates related to emergency residential shelters, which included updating the definition of emergency residential shelters to align with the State’s definition. The approved update specifies that interim interventions are considered emergency residential shelters. It also permits shelters with 150 beds or fewer by right in zoning districts that already allow for them on sites outside of the Airport Influence Area. Staff conducted outreach with unhoused shelter providers and held a virtual community meeting throughout the Spring 2024. By permitting shelters by right in these zoning districts, the City was able to meet its capacity needs for its unhoused residents and comply with the requirements of Assembly Bill 2339. Staff is working on additional updates to ensure that specific use regulations for emergency residential shelters are Housing First and low barrier to housing, and allow shelters within the Airport Influence Area to use the City’s ministerial approval process. Staff will coordinate with the Airport Land Use Commission and take the zoning code amendments to the City Council for approval before the end of the calendar year.

Abandoned Shopping Carts
Aiming to address the issue of abandoned shopping carts that contribute to the growth of encampments and increased debris and limitations of the ordinance in holding cart owners accountable, the Mayor’s March Budget Message for FY 2024-2025 directed the City Manager to engage with
large retailers under Municipal Code 9.60 to propose an expanded Abandoned Shopping Cart ordinance and increase enforcement under Municipal Code 9.60.

The City Manager’s Office and Code Enforcement Dividsion of PBCE is assessing the current program, interdepartmental related activities, State and local regulations, and programs and ordinances in other jurisdictions to develop the best policy framework possible to meet the desired objectives.

Following this, staff will seek feedback from impacted
retailers and prepare ordinance updates, develop the
appropriate fee costing approach, create an implementation plan, and engage in procurement activities, as necessary, should a contractor(s) be incorporated into the new
increased fee program.

A revised ordinance and approach to retrieval and
enforcement of abandoned shopping carts should prevent
carts from leaving store premises, improve cart owner
accountability, and reduce the overall number of carts
impacting encampments and our community.

Encampments on Private Property
In recent years, encampments on private property have
increased in number and scale. Violations due to blight, solid waste, and other hazardous conditions associated with encampments generate many challenges to property owners responsible for correcting the violations. Often, they are inexperienced or ill-equipped to provide the resources or take necessary actions to relocate/rehouse inhabitants and remove/dispose of debris especially when encampments have grown in scale and severity. Similarly, providing support and relocation options to the unhoused residents and removal and storage of personal belonging are not part of the Code Enforcement Division’s abatement scope.

In FY 2023-2024, the Code Enforcement Division began
partnering with BSJ and the Housing Department, as well as the Police and Fire Departments, when needed, to perform abatements of encampments on private property that are
posing a significant hazard and have not been addressed by the property owner in a timely manner.

Opportunities in FY 2024-2025
Moving forward into the current fiscal year, the Code
Enforcement Division also plans to develop a resource guide in coordination with partner departments for property
owners to assist them in addressing encampments on
private property when an encampment has not reached the threshold for abatement. The Code Enforcement Division
will also continue the enforcement process which in many instances has resulted in the clean-up of encampments on private property by property owners.
24 | City of San José Consolidated Annual Homelessness Report Conclusion & Next Steps
This Consolidated Annual Homelessness Report is an important step on a continuous journey to improve the City’s efforts to advance for A San José For Everyone. These coordinated efforts demonstrate a San José that is:
• Expanding efforts to increase housing and prevention efforts to help people get and remain off the street. • Protecting the natural environment while sharing the rich geographic diversity of the City’s public spaces. • Working to hold every member of our community to a standard for cleanliness and treatment of one another. • Prioritizing vibrancy and opportunities for everyone -especially the unhoused- so the entire community can thrive.

City staff will continue to work with regional partners, other cities, business and non-profit leaders, and the public to ensure accountability, strive for positive results, and continually improve as we serve the City working as One Team.

Fiscal Year 2023-2024 | 25
to the Santa Clara County Community Plan to End Homelessness 2020-2025 Many Partners, One Team:

An Enterprise-wide Approach
Fiscal Year 2023-2024
City of San José
Annual Implementation
Plan Update
FY 2023-24 | 1
Fiscal Year 2023-2024 Goal
The upper section includes a description of the action, the outcome goal for Fiscal Year (FY) 2023-24, the responsible department, contact person of the department, whether
the outcome goal for FY 2023-2024 was met, and lessons
learned/comments for FY 2023-2024.

City Action
The City Action lays out how the
City will implement the strategies
of the CPTEH. The City Action is
grouped into two sections.

Strategy 1
1 Address the root causes of homelessness through
system and policy change.

Ensure that people accessing safety net services have the support they need to obtain and maintain housing.

Category E
Advocate for the state
and federal government
to increase funding
and access to safety
net services.

Description of Action
Through a coordinated regional approach,
advocate for sustainable and meaningful
funding and legislation that advance social,
economic, environmental, educational,
health, and political equity. San José will
continue to address the root causes and
racial inequities of homelessness through
system and policy change. This includes
expanding homelessness prevention and
housing programs to meet the needs of the
community.

Department (Contact)
CMO; API (Zane Barnes)
Outcome Goal for FY 2023-2024
Support one federal bill to increase safety
net funding and foster economic mobility.

Apply for one state or federal earmark
that addresses economic mobility and/or
homelessness prevention.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
During the current federal legislative session
(118th Congress), the City supported
two key bills: the Housing for All Act of
2023 (S.2701) and the Family Stability and
Opportunity Vouchers Act of 2023 (S.1257/
H.R.3776). These pieces of legislation are
aimed at increasing funding for affordable
housing production and preservation,
expanding the allocation of housing choice
vouchers, and promoting upward mobility
for working families. In addition, the
Intergovernmental Relations (IGR) team, in
coordination with the Mayor and Council,
secured an earmark from Congressman
Panetta to fund a 100-bed expansion at
the Rue Ferrari Emergency Interim Housing
location.

New Outcome Goal for FY 2024-2025
Support one federal bill to increase safety net funding and foster economic mobility.

Apply for one state or federal earmark that addresses economic mobility and/or homelessness prevention.

CITY ACTION
Reporting and Accountability
After each fiscal year, which ends June 30 th of each year, the City will update its progress toward achieving established outcome goals and provide a narrative about that progress, including any potential changes. This will include an evaluation of condition changes that may have impacted achieving certain targets (e.g. impact of unexpected global pandemic). The evaluation will also include steps that can be taken by City departments to improve or revise approaches based on lessons learned.

Implementation Plan Update
The following section includes tables for all of the Community Plan to End Homelessness (CPTEH) strategies the City is working to help implement. The actions and outcomes in these tables represent specific steps by the City and are one of the ways in which the City will be accountable for its progress. As part of this work, the City will engage regional partners to understand opportunities and continue deepening collaboration to achieve the overall goals of the CPTEH.

Strategy
Strategies are organized under
three areas of focus and make up
the framework of the CPTEH.

Sub-Strategy
Sub-strategies are specific methods
of addressing a strategy to achieve
the goals of the CPTEH.

Category
Categories are types of actions a
city can take to implement each
sub-strategy.

Fiscal Year 2024-2025 Goal
The lower section includes the outcome goal for
FY 2024-2025 as well as the updated department
contact if it has changed.

Fiscal Year 2023-2024 | 1
Strategy 1
1 Address the root causes of homelessness through system and policy change.

Ensure that people accessing safety net services have the support they need to obtain and maintain housing.

Category E
Advocate for the state
and federal government
to increase funding
and access to safety
net services.

Description of Action
Through a coordinated regional approach,
advocate for sustainable and meaningful
funding and legislation that advance social,
economic, environmental, educational,
health, and political equity. San José will
continue to address the root causes and
racial inequities of homelessness through
system and policy change. This includes
expanding homelessness prevention and
housing programs to meet the needs of the
community.

Department (Contact)
CMO; API (Zane Barnes)
Outcome Goal for FY 2023-2024
Support one federal bill to increase safety net
funding and foster economic mobility.

Apply for one state or federal earmark
that addresses economic mobility and/or
homelessness prevention.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
During the current federal legislative session
(118th Congress), the City supported
two key bills: the Housing for All Act of
2023 (S.2701) and the Family Stability and
Opportunity Vouchers Act of 2023 (S.1257/
H.R.3776). These pieces of legislation aim
to increase funding for affordable housing
production and preservation, expand the
allocation of housing choice vouchers, and
promote upward mobility for working
families. In addition, the Intergovernmental
Relations team, in coordination with the
Mayor and Council, secured an earmark from
Congressman Panetta to fund a 100-bed
expansion at the Rue Ferrari Emergency
Interim Housing location.

New Outcome Goal for FY 2024-2025
Support one federal bill to increase safety net funding and foster economic mobility.

Apply for one state or federal earmark that addresses economic mobility and/or homelessness prevention.

CITY ACTION
2 | City San José Annual Implementation Plan Update
3 Create the conditions to develop enough affordable housing to meet the need in our community.

Category A
Work with cities to
change local land use
and housing policy to
allow for development
of more affordable
housing and help reverse
housing disparities that
have negatively impacted
people of color.

CITY ACTIONS
2 Ensure that people involved in the criminal justice system do not become homeless.

Category E
Expand existing and
develop new housing and
workforce development
programs to successfully
reintegrate people
leaving probation, parole,
jails, and prisons into the
community.

Description of Action
Coordinate with the Office of Economic
Development and Cultural Affairs, the
Housing Department and the County of
Santa Clara on options to people exiting
custodial settings.

Department (Contact)
CMO (Omar Passons)
Outcome Goal for FY 2023-2024
Identify one appropriate pilot or expansion
partnership opportunity.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
A key lesson learned was the importance
of starting discussions around pilot options
earlier, ideally in the fall, before the next
budget period. The challenge of building
multi-sector partnerships highlighted the
need for better timing. Due to the initial
adoption of the Implementation Plan, certain
critical discussions could not advance until
after the close of the last fiscal year, causing
delays in partnership development.

CITY ACTION
New Outcome Goal for FY 2024-2025
Seek cooperative partnerships to fund the identified pilot across workforce, housing, income supports, and other needs, with the goal of submitting at least one grant application or securing resources in coordination with City and partner organizations.

New Outcome Goal for FY 2024-2025
Advance approximately 10 short-term and ongoing work items in the Housing Catalyst Work Plan/Housing Element, specifically aimed at increasing housing production for homeless residents, preserving housing for vulnerable households, and providing services to residents experiencing homelessness.

Description of Action
Complete the City’s 2023-2031 Housing
Element and add near-term work plan items
to Housing Catalyst Work Plan.

Department (Contact)
Housing (Kristen Clements)
Outcome Goal for FY 2023-2024
Certification of the City’s Housing Element
by State Department of Housing and
Community Development.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The City’s 2023-2031 Housing Element
was completed and certified by the State of
California on January 29, 2024. In February
2024, the final first-year Housing Catalyst
Work Plan and progress updates were
presented to the City Council’s Committee
on Community and Economic Development.

The City Council subsequently approved
these in March 2024, alongside the City’s
Annual Progress Report on the first year
of the 2023-2031 Housing Element. Staff
submitted this report to the state in late
March 2024.

Fiscal Year 2023-2024 | 3
New Outcome Goal for FY 2024-2025
Seek City Council approval for the identified changes in fee calculations. Continue to update the PBCE websites with contact information and sample fee estimates. Expand the fee estimator to include Commercial Tenant Improvements (estimated to occur by Spring/ Summer 2025 and new multifamily developments by Fall/Winter 2025).

Departmental Contact for Next Year
Planning, Building, and Code Enforcement (Jerad Ferguson) Description of Action
Standardize permitting, fees, applications:

Standardize fees through the Development
Fee Framework.

Department (Contact)
Housing Catalyst Team
Outcome Goal for FY 2023-2024
Create webpage with standardized
development-related fees and taxes and
include a staff contact.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The Planning, Building, and Code
Enforcement Department (PBCE) has made
significant improvements to its webpages
by posting forms for various permits
and providing detailed information about
development-related fees and taxes. Recently,
the first phase of the Online Fee Estimator
was launched for Accessory Dwelling
Units and new single-family residential
construction. This tool uses plain language
questions to estimate permit fees based on
recent, similar permits.

New Outcome Goal for FY 2024-2025
Present zoning ordinance changes to City Council for adoption, allowing Senate Bill 9 style development in the R-2 zoning district and on properties listed in the Historic Resources Inventory.

Description of Action
Explore Allowing SB 9 Type Housing on
Additional Properties: Examine allowing “SB
9- type” projects on properties zoned R-2
Two Family and properties listed on the
Historic Resources Inventory. (April 2024)
Department (Contact)
PBCE (Martina Davis)
Outcome Goal for FY 2023-2024
Determine whether any additional properties
will be eligible for “SB 9” type housing.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Approximately 8,000 additional properties
may be eligible for Senate Bill 9 style housing
if the zoning ordinance is updated to allow
such development on properties on the
Historic Resources Inventory and in the R-2
zoning district.
4 | City San José Annual Implementation Plan Update
New Outcome Goal for FY 2024-2025
Present the Five Wounds Urban Village Plan Update to City Council for adoption.

Departmental Contact for Next Year
Planning, Building, and Code Enforcement (Martina Davis) New Outcome Goal for FY 2024-2025
There will be no new outcome goal for FY 2024-2025 as this objective is being closed out.

Departmental Contact for Next Year
Planning, Building, and Code Enforcement (Jerad Ferguson) Description of Action
Complete Five Wounds Urban Village Plan
updates to prepare for BART station. Identify
and integrate residential and small business
displacement features. Use these features in
other future Urban Village plans
Department (Contact)
PBCE (Michael Brilliot)
Outcome Goal for FY 2023-2024
Identify draft residential and small business
displacement feature.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The City’s existing residential anti-
displacement strategies are well-developed
and effective. However, many of the
commercial anti-displacement strategies
suggested by the consultant present
significant resource demands or face legal
challenges under California law. Despite these
challenges, staff in the Planning, Building,
and Code Enforcement Department has
collaborated with the Office of Economic
Development and Cultural Affairs to identify
feasible strategies.

Description of Action
North San José Affordable Housing
Overlay Zones: Create new Affordable
Housing Overlay Zones in North San José
that support only industrial uses, 100%
affordable housing, or market-rate housing
that integrates affordable units into their
developments for sites identified in the
Housing Element.

Department (Contact)
PBCE (Michael Brilliot)
Outcome Goal for FY 2023-2024
Bring Ordinance and General Plan changes to
City Council for adoption.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The initiative appears to be successful, with
some developer interest in utilizing the
overlay zones for housing development.

Fiscal Year 2023-2024 | 5
Description of Action
Coordinate with the key partner departments
responsible for identifying land uses, securing
land and scoping future interim housing
development. Provide technical guidance and
constructibility reviews of the land, and assist
with identifying land suitability for developing
affordable housing/interim housing spaces.

Department (Contact)
Public Works (Tala Fatolahzadeh/Sal Kumar)
Outcome Goal for FY 2023-2024
Maintain a minimum of five active
implementation projects for interim housing
development in design and construction
dependent on the approved sites for EIH.

Provide technical expertise in the exploration of
a minimum potential five interim housing sites.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The Public Works (PW) department is
actively delivering five Emergency Interim
Housing (EIH) projects: Cerone, Cherry,
Berryessa, Rue Ferrari Expansion, and Via
del Oro. Additionally, PW is working on the
development of three supportive sleeping
sites.

Category B
Identify underutilized
land across the county
to be used for dense
affordable housing
development.

CITY ACTION
New Outcome Goal for FY 2024-2025
Continue to maintain a minimum of five active implementation projects focused on interim housing development, supportive parking, and supportive sleeping sites in the design and construction phases. Provide technical expertise in the exploration of new interim housing sites as needed.

New Outcome Goal for FY 2024-2025
Focus on completing construction to support the 500 identified supportive sleeping spaces.

Continue to identify and pursue additional opportunities as needed.

Description of Action
Identify and seek approval for more new
opportunities to do temporary housing or
supportive outdoor sleeping locations.

Department (Contact)
CMO (Omar Passons);
Public Works (Tala Fatolahzadeh/Sal Kumar)
Outcome Goal for FY 2023-2024
Identify and seek approval of 500
new opportunities.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The project is on track to seek approval and
develop 500 new supportive sleeping spaces.
6 | City San José Annual Implementation Plan Update
Category C
Prioritize development
of housing for extremely
low-income individuals
and families making 30%
of area median income
or less and set joint
targets.

CITY ACTION
Description of Action
Release $50 million Notice of Funding
Availability for new affordable multi-family
rental housing. Prioritize 40% of available funds
for extremely low-income households.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
Fund approximately 400 new apartments, of
which approximately 180 ELI units.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The $50 million Notice of Funding Availability
was released in October 2023 and was
oversubscribed by five times, with a total City
funding request of $257,450,000 for 1,865
units. Four proposals were selected, resulting
in 338 units being awarded $50 million in
total funding.

New Outcome Goal for FY 2024-2025
Release an Over-the-Counter Notice of Funding Availability in 2024-2025, manage the new pipeline, and fund remaining waitlisted projects. The goal is to fund approximately 600 new homes, including 179 supportive housing units.

Departmental Contact for Next Year
Housing (Banu San)
Category D
Advocate for flexible
funding that can speed
up and create more
affordable housing.

CITY ACTIONS
Description of Action
Support regional bond effort for more
affordable and emergency housing.

Department (Contact)
Housing and City Manager’s Office
(Rachel VanderVeen)
Outcome Goal for FY 2023-2024
Provide informational item at City Council
in Q1 2024 and develop and execute a
community engagement plan in Q2-Q3 2024.

Submit letter of support on behalf of City in
support of regional bond effort.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Staff released an information memorandum
on the regional bond and planned outreach
to educate the public on the City’s
expenditure plan in November 2023. City
Council voted to support the regional
bond on June 4, 2024, and the Council’s
support was conveyed to the Association
of Bay Area Governments/Metropolitan
Transportation Commission, the oversight
organization for the Bay Area Housing
Finance Authority. Staff delayed community
education efforts until after City Council
endorsed the regional bond. However, the
regional bond was pulled from the ballot for
various reasons in August 2024.

New Outcome Goal for FY 2024-2025
Educate the public on Proposition 5, which would lower the voter threshold from a vote of two-thirds of the electorate to 55% for bonds issued for affordable housing and infrastructure on the November 2024 ballot. Passage of proposition 5 is expected to be necessary for the regional bond, which may return to the ballot in 2026.

Departmental Contact for Next Year
Housing and City Manager’s Office (Kristen Clements)
Fiscal Year 2023-2024 | 7
New Outcome Goal for FY 2024-2025
Provide coordinated advocacy for additional flexible homelessness and affordable housing funding opportunities as demonstrated by inclusion of San José’s budget priorities with the Big Cities Mayors Coalition, Mayors and CEOs for U.S. Housing Investment, and regional partners.

Description of Action
Advocate for resources and policies that help
affordable housing production and preservation.

Programs and policies should allocate funding
to cities like San José in ways that fit the City’s
dense development patterns, high costs, need for
deeply affordable homes, and unusual housing/
jobs balance. Funding should be commensurate
with Regional Housing Needs Allocation goals.

Department (Contact)
CMO (Lee Wilcox); Housing (Rachel
VanderVeen); API (Zane Barnes)
Outcome Goal for FY 2023-2024
Provide coordinated advocacy for additional
flexible homelessness and affordable housing
funding opportunities as demonstrated by
inclusion of San José’s budget priorities with the
Big City Mayors Coalition, Mayors and CEOs for
U.S. Housing Investment, and regional partners.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The City successfully lobbied for the
restoration of the Homeless Housing,
Assistance, and Prevention Grant Program
in the final adopted state budget for FY
2024-2025. This resulted in a $1 billion
allocation for Round 6 of Homeless Housing,
Assistance, and Prevention funding, which will
be available to cities, counties, and continuum
of care partners. This advocacy effort was
conducted in close collaboration with the
Big City Mayors coalition and involved direct
outreach by the City to members of the
state delegation and the Governor’s office.
4 Protect residents from evictions, displacement, and housing discrimination.

Category A
Adopt and implement
new fair housing plans for
the region.

CITY ACTION
New Outcome Goal for FY 2024-2025
Council approval of the Assessment of Fair Housing Plan and submittal to HUD by Q3 2025.

Departmental Contact for Next Year
Housing (Kristen Clements)
Description of Action
Complete an assessment of City Fair Housing
Plan and submit to Department of Housing
and Urban Development (HUD) by Q1 2024.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
City Council approval of Assessment of Fair
Housing and submittal to HUD.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The Housing Department’s Policy Team
began drafting the Assessment of Fair
Housing Plan in Q1 2024. However, the item
was delayed in moving to the City Council, as
the true deadline for finalizing this document
is in spring 2025. The needs assessment
portion of the Assessment of Fair Housing
Plan will support the City’s new 2025-2030
Consolidated Plan.
8 | City San José Annual Implementation Plan Update
Category B
Strengthen local rent
control and tenant
protections.

CITY ACTION
Description of Action
Complete a strategic plan for the Rent
Stabilization Program and assess the efficacy
of the program in meeting its goals to
protect and stabilize tenants’ housing.

Department (Contact)
Housing (Emily Hislop)
Outcome Goal for FY 2023-2024
Complete outreach, program assessment
and strategic plan and bring to City Council
for adoption in Q1 2024.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Further outreach on the draft plan was
conducted in Q1 and Q2 2024, following the
direction of the Community and Economic
Development Committee (CEDC). The revised
draft of the three-year strategic plan was
scheduled to be presented to the CEDC in
April 2024, but was deferred at the request of
the CEDC Chair to allow input from the new
Housing Director. A status report on the draft
Plan was accepted by the CEDC on August 26,
2024, and the strategic plan approved by City
Council on September 17, 2024.

Description of Action
Fund the Housing Rights Consortium,
with a goal of increasing housing stability
by providing landlord/tenant counseling,
education, referrals, legal assistance, including
legal representation in eviction proceedings.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
Serve 1,400 unduplicated households. 60% of
eligible clients represented by attorneys are
able to stay in their housing or had additional
time to bridge them to housing.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The goal of serving 1,400 unduplicated
households was achieved through the combined
efforts of the Housing Rights Consortium (1,089
unduplicated households) and the Eviction Help
Center legal services (458 households). Due to
increased need and limited legal service capacity,
the goal was met by extending the Eviction
Help Center’s legal services contract for an
additional nine months using unspent federal
American Rescue Plan Act funds. The Eviction
Help Center provided both walk-in and virtual
hours dedicated to San José residents facing
eviction issues. As pandemic-era federal funding
ended, the Housing Department developed a
strategy to assist tenants and property owners
more effectively in resolving disputes and rental
unit issues. Two Request for Proposals were
issued for services in FY 2024-2025: one for legal
services for low-income tenants and another for
neutral tenant-landlord counseling and dispute
resolution services.

New Outcome Goal for FY 2024-2025
Begin implementing the strategies outlined in the three-year strategic plan for the rent stabilization program
New Outcome Goal for FY 2024-2025
Serve a combined total of 1,300 unduplicated households. Of the full legal representation cases, 85% will result in at least one positive outcome for the client, such as avoiding eviction judgments, maintaining housing, or avoiding litigation. Additionally, 85% of participants in dispute resolution cases will resolve at least one of their rental housing issues.

Departmental Contact for Next Year
Housing (Emily Hislop)
Category C
Provide legal assistance
to ensure that individuals
and families most
severely impacted by
the lack of affordable
housing, namely people
of color, have equal
access to housing.

CITY ACTIONS
Fiscal Year 2023-2024 | 9
Category D
Create a fund to
preserve both naturally
affordable and income-
restricted affordable
housing.

CITY ACTION
New Outcome Goal for FY 2024-2025
Prevent approximately 90 households from eviction through rental assistance and settlement agreements.

Description of Action
Implement the Eviction Diversion and
Settlement Program in partnership with the
Courts.

Department (Contact)
Housing (Emily Hislop)
Outcome Goal for FY 2023-2024
Prevent approximately 200 households
from eviction through rental assistance and
settlement agreements.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The need remains significant, as the number
of eviction cases in Santa Clara County and
San José continues to exceed pre-pandemic
levels. Over 90% of eviction cases are related
to non-payment of rent. The program is
currently funded through FY 2024-2025 by a
State Earmark Grant.

New Outcome Goal for FY 2024-2025
Release an Over-the-Counter Notice of Funding Availability for the acquisition and rehabilitation of existing housing, subject to funding availability.

Departmental Contact for Next Year
Housing (Kristen Clements)
Description of Action
Release a Notice of Funding Availability for
acquisition and rehabilitation of naturally
occurring affordable housing.

Department (Contact)
Housing (Rachel VanderVeen)
Outcome Goal for FY 2023-2024
Make awards based on the Notice of Funding
Availability in Spring 2024.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
A preservation Notice of Funding Availability
for the acquisition and rehabilitation of
naturally occurring affordable housing was
released in late 2023. However, the staff’s
request for an award to City Council was
delayed until fall 2024 to ensure the feasibility
of the proposal submitted during the Notice
of Funding Availability’s brief open period.

Staff plans to request City Council approval
in fall 2024 for an 18-unit property that
applied for funding to acquire, rehabilitate,
and operate as restricted affordable housing.
10 | City San José Annual Implementation Plan Update
Category E
Protect the existing
affordable housing
inventory.

CITY ACTIONS
New Outcome Goal for FY 2024-2025
Continue to maintain the Local Hazard Mitigation Plan, which is renewed every five years.

New Outcome Goal for FY 2024-2025
Begin implementing the seismic soft story survey following City Council approval of the ordinance.

Description of Action
Maintain a hazard mitigation plan to identify
the risks that may impact the homeless
population.

Department (Contact)
OEM (Ray Riordan)
Outcome Goal for FY 2023-2024
City Council will adopt the updated hazard
mitigation plan.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
In December 2023, City Council adopted an
updated Local Hazard Mitigation Plan, and
in August 2024, the plan received approval
from the Federal Emergency Management
Agency.

Description of Action
Implement the soft story program.

Department (Contact)
OEM (Ray Riordan)
Outcome Goal for FY 2023-2024
City Council will adopt a mandatory seismic
retrofitting program for soft stories.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
City Council is scheduled to consider the Soft
Story Ordinance on September 24, 2024.

Fiscal Year 2023-2024 | 11
New Outcome Goal for FY 2024-2025
Maintain 100% compliance by all covered businesses at the City’s Airport.

New Outcome Goal for FY 2024-2025
Support and advocate for at least one piece of state legislation that directly enhances economic opportunities or economic mobility for San José residents and families.

Description of Action
Airport has an Airport Living Wage
Ordinance that we monitor and enforce.

Department (Contact)
Airport (Matthew Kazmierczak)
Outcome Goal for FY 2023-2024
100% compliance by all covered businesses at
the Airport.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
N/A
Description of Action
Advocate for legislation that increases
economic opportunity and economic
mobility for San José residents and families.

Department (Contact)
CMO; API (Zane Barnes)
Outcome Goal for FY 2023-2024
Ensure inclusion of advocacy for a living wage
in the City’s Legislative Program.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The Intergovernmental Relations team
continued to seek opportunities to support
legislation that promotes economic
opportunity for San José residents and
families. While the City’s current Legislative
Program had already been completed,
and this advocacy was not reflected in the
written document, significant efforts were
made in line with the directive to include
advocacy for a living wage. A specific
item addressing the living wage will be
incorporated into the next iteration of the
City’s Legislative Program.
5 Ensure all residents who are able to work have access to living wage employment.

Category A
Support efforts to
increase the minimum
wage to a living wage in
Santa Clara County.

CITY ACTIONS
12 | City San José Annual Implementation Plan Update
Category B
Partner with
corporations to
create living wage job
opportunities for people
who are unhoused or at
risk of homelessness.

CITY ACTIONS
New Outcome Goal for FY 2024-2025
Host at least four job fairs for a minimum of 500 jobseekers facing housing vulnerability.

New Outcome Goal for FY 2024-2025
Enroll 100 clients and place the majority in high-wage, high-growth jobs.

Description of Action
The Library Department partners with a
community based organization to organize
job fairs featuring employers who value the
lived experience of individuals who have/are
experienced housing vulnerability.

Department (Contact)
Library (Karla Alvarez)
Outcome Goal for FY 2023-2024
Host at least 3 job fairs for at least 250
unhoused individuals or people at risk of
homelessness.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The Library Department successfully hosted
three job fairs during FY 2023-2024, with
a total of 521 attendees. Collaborating
with organizations specializing in workforce
development provided unique access to
employers and targeted resources to
help jobseekers successfully transition into
employment, such as business clothing and
updated lists of active job seekers. These
events also created a valuable networking
platform for a diverse group of stakeholders,
including employers and community
organizers, to connect and exchange
resources.

Description of Action
Develop partnerships with community-based
agencies serving justice involved and unstably
housed individuals that can make appropriate
referrals and provide streamlined opportunities
for their clients to access work2future training
and employment services.

Department (Contact)
OEDCA (Sangeeta Durral)
Outcome Goal for FY 2023-2024
Serve at least 100 clients and place the majority
in high wage, high growth occupations.

Identify and apply where appropriate best
practices related to providing workforce
services to unstably housed individuals as
facilitated through staff participation in
the Upwardly Mobility Initiative Learning
Network offered by the Urban Institute.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
By the end of FY 2023-2024, 59 clients
were enrolled, although the goal of enrolling
100 clients was set for the FY 2024-2025
period. The aim is to place the majority
of these clients in high-wage, high-growth
occupations. These clients with justice
involvement and/or unstable housing require
more intensive, longer-term services, leading
to a higher cost per client. The success of
the pilot project has been driven by weekly
meetings with partner case managers
to ensure regular sharing of client status
information.

Fiscal Year 2023-2024 | 13
Description of Action
Coordinate with current and formerly
unhoused San José residents to establish bi-
monthly Encampment Engagement Council.

Department (Contact)
CMO (Omar Passons)
Outcome Goal for FY 2023-2024
Establish engagement forum representative
of unhoused residents including currently
unhoused people and conduct at least six
substantive sessions with public action steps/
deliverables by end of FY 2023-2024.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The City of San José continued its close
collaboration with the Lived Experience
Advisory Board of Silicon Valley and launched
a series of “Your Voice, Your Input” sessions,
which were attended by various unhoused
residents of San José.

Category B
Provide leadership
opportunities for people
with lived experience
of homelessness to
shape how we address
homelessness in our
community.

CITY ACTIONS
6 Expand public and private sector support for ending and preventing homelessness.

All Categories CITY ACTION
New Outcome Goal for FY 2024-2025
Continue to establish and maintain infrastructure and organizational capacity to support the City’s commitment to eliminating inequities (Office of Racial and Social Equity Work Plan Objective #2).

New Outcome Goal for FY 2024-2025
There will not be a new FY 2024-2025 goal, as this objective is being closed out. However, the City will continue to collaborate with existing groups of individuals with lived experiences of homelessness without establishing a specific numeric goal for FY 2024-2025.

Description of Action
Implement Office of Social and Racial Equity
Training Plan which includes increased
learning opportunities for staff to increase
skills and capabilities to conduct equity
analysis, as well as trainings to reinforce
foundational equity concepts.

Department (Contact)
Office of Social and Racial Equity (Zulma Maciel)
Outcome Goal for FY 2023-2024
Establish and maintain infrastructure and
organizational capacity to support City’s
commitment to eliminate inequities (ORE’s
Work Plan Obj #2).

Establish equity practices that create a welcoming
and inclusive environment that allows immigrants,
residents of color, and all people in SJ to thrive.
(ORE’s Work Plan Obj #3).

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The Office of Racial and Social Equity
(ORSE) provided 15 trainings to 420
participants, receiving a 4.7/5 rating. All
attendees reported an intent to apply a
concept learned in the training to their
work. Additionally, the ORSE conducted
54 consultations and provided technical
assistance. However, it remains challenging
for City staff to prioritize these trainings due
to high workloads.
14 | City San José Annual Implementation Plan Update
New Outcome Goal for FY 2024-2025
Continue to center the voices of persons with lived experience of homelessness and/or housing instability in Housing Department-funded programs and services. Continue to include individuals with lived expertise in strategic planning, program design, procurements, and other relevant processes.

Departmental Contact for Next Year
Housing (Alejandra Tlalli-Miles)
Description of Action
Lived Experience Consultancy: Feedback from
those with lived experience in homelessness
in decision making: Create additional feedback
mechanisms for clients with lived experience
of homelessness, integrate requirements into
Housing Department-funded contracts for
grantees to create feedback mechanisms, and
work with the Lived Experience Advisory
Board to evaluate key Housing funded services
and initiatives.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
Housing Department funded programs and
services will center the voices of persons
with lived experience of homelessness.

Procurements for homeless services will
include persons with lived expertise on
the evaluation panel. Strategic planning and
program design will include formal advisory
activities of individuals with lived experience of
homelessness.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
To strengthen the partnership with the
Lived Experience Advisory Board, attending
their general membership meetings
proved instrumental in fostering a working
relationship. Staff also presented various
topics of interest and project overviews to
Lived Experience Advisory Board. Members
of Lived Experience Advisory Board provided
valuable input and feedback on numerous
programs aimed at addressing homelessness
in San José, including procurements for
homeless services, standardizing aspects
of interim housing operations, and offering
feedback on design concepts for expanding
and developing housing sites.

Fiscal Year 2023-2024 | 15
New Outcome Goal for FY 2024-2025
Ensure that the Lived Experience Commissioner seat and/or alternate is occupied at all times during the year and conduct an annual evaluation with the Lived Experience Commissioners.

Departmental Contact for Next Year
Housing (Mindy Nguyen)
Description of Action
Continue to support the primary and
alternate seats for a commissioner with
Lived Experience seat with homelessness
on the City’s Housing and Community
Development Commission.

Department (Contact)
Housing (Rachel VanderVeen)
Outcome Goal for FY 2023-2024
Conduct evaluation (February 2024) and
recommend improvements to support lived
experience commissioners.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
In 2023, staff successfully filled and
onboarded the Housing and Community
Development Commission Lived Experience
seats, coordinating with the City Clerk’s
Office and Finance Department to ensure
support for commissioners, including access
to City Hall resources. Staff completed a
confidential evaluation in 2024 and worked
to refill the alternate lived experience
commissioner seat.

New Outcome Goal for FY 2024-2025
There will be no new outcome goal for FY 2024-2025 as this objective is being closed out following its completion and one-time funding commitment.

Departmental Contact for Next Year
Housing (Greg Pensinger)
Description of Action
Conduct peer-to-peer survey of individuals
and families living in Recreational Vehicles
(RV’s) to inform needs, services, gaps.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
Complete peer-to-peer survey in 2024 and
recommend program and policy changes as
part of budget process.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Information from the RV resident survey will
be used to evaluate the current approach
and inform future improvements.
16 | City San José Annual Implementation Plan Update
Strategy 2
1 Expand Homelessness Prevention and Housing Programs
to Meet the Need
Increase the capacity of supportive housing programs for people experiencing homelessness.

Category A
Expand the supportive
housing system to
provide housing and
services to help 20,000
unhoused people secure
stable, permanent
housing. Expansion
would target the
following:
• 7,000 people housed in
Permanent Supportive
Housing programs
that provide long-term
support
• 10,000 people
housed through Rapid
Rehousing programs
that provide short- and
medium-term support
• 3,000 people housed
through Housing
Problem Solving
and other short-term or
one-time assistance.

CITY ACTIONS
New Outcome Goal for FY 2024-2025
Assist developers with California Debt Limit Allocation Committee applications and support affordable housing development by providing tax-exempt financing upon receipt of the California Debt Limit Allocation Committee allocation. Complete financing for Lupina, Kooser Apartments, and 525 N. Capitol upon receipt of California Debt Limit Allocation Committee allocations.

Description of Action
Rapid Rehousing Program: Housing
Department funds rapid rehousing to
provide time-limited rental assistance
and individualized supportive services for
individuals, families, and youth experiencing
homelessness as identified through the
Continuum of Care coordinated entry
system. Service components of the Rapid
Rehousing program include: 1) housing
search and placement; 2) time-limited
decreasing rent subsidy; 3) other temporary
financial assistance, and 4) time-limited
individualized case management.

Department (Contact)
Finance (Qianyu Sun, Deputy Director of
Finance, Debt and Treasury Management)
Outcome Goal for FY 2023-2024
Serve approximately 300 individuals, 80% will
exit to permanent housing.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The FY 2023-2024 outcome goal is under
review and may be updated or revised in the
next cycle.

Fiscal Year 2023-2024 | 17
Category B
Develop programs
tailored to the needs
of specific populations
of people experiencing
homelessness, including:
• Youth and young adults
• Older adults (55+) and
seniors
• Families with children
• Adults (ages 25 to 54)
without children

CITY ACTIONS
New Outcome Goal for FY 2024-2025
Request City Council loan approvals for the Hawthorn, 525 N Capitol, Kooser, and Lupina developments, which will total 500 affordable homes.

Departmental Contact for Next Year
Housing (Banu San)
Description of Action
Support Housing Department with
multifamily housing debt financing projects.

Department (Contact)
Housing (Kemit Mawakana)
Outcome Goal for FY 2023-2024
Complete debt financing for current projects:

Dry Creek Crossing project and 1510
Parkmoor project totaling 145 affordable
homes.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Debt financing for both the Dry Creek
Crossing and 1510 Parkmoor projects was
successfully completed, and construction
began in December 2023.

New Outcome Goal for FY 2024-2025
Maintain or increase the level of client engagement. Address clients’ individual housing barriers to connect them with appropriate resources. Focus on increasing clients’ housing stability, employment or income streams, educational attainment, and overall sense of agency and wellness.

Departmental Contact for Next Year
Housing (Greg Pensinger)
Description of Action
Pilot direct cash assistance program for
youth and young adults.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
Execute contract and begin program
implementation (still negotiating contract).

Will add program outcome later.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
During the first year of the pilot program,
operators applied best practice research and
experimented with different methods to
engage clients and identify each client’s unique
housing barriers. This approach allowed for
more tailored service delivery and resource
connection. The process remains iterative
and will help refine program goals and
implementation for the second year.
18 | City San José Annual Implementation Plan Update
New Outcome Goal for FY 2024-2025
Approximately 200 individuals will find and maintain permanent housing.

Departmental Contact for Next Year
Housing (Greg Pensinger)
New Outcome Goal for FY 2024-2025
Future discussions will determine a potential FY 2024-2025 goal.

Departmental Contact for Next Year
Housing (Greg Pensinger)
Description of Action
Care Coordination Program for chronically
homeless centralizing the care of the
County’s most vulnerable and long-term
homeless residents bringing together all
services and benefits that participants need
to obtain and maintain housing, including
drug and alcohol rehabilitation, mental health
services, government benefits and housing
resources.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
Approximately 200 individuals will find and
maintain permanent housing.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
While most participants are expected to
remain permanently housed, the program
primarily supports sustaining housing rather
than new attainments. It is crucial to identify
an ongoing funding source to support
the services provided through the Care
Coordination Program. Additionally, there is
a need to increase the $1 million award, as
this amount has not been adjusted in several
years.

Description of Service
Provide temporary motel stays, basic
needs assistance, financial assistance,
and individualized support with the goal
of transitioning to households to either
permanent or other temporary housing
options to survivors of gender-based
violence.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
Serve approximately 75 households,
approximately 30% moving to permanent
housing.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The program is being evaluated to determine
if a lower cost per unit per month formula
can be created to increase the leverage of
the Motel Voucher Program.

Fiscal Year 2023-2024 | 19
2 Provide a broad range of supports to prevent homelessness.

Category A
Expand the
Homelessness
Prevention System to
prevent homelessness
for an additional 7,000
households who are at
risk by providing targeted
financial assistance and
supportive services.

New City Action

CITY ACTION
New Outcome Goal for FY 2024-2025
The development of the outcome goal will require coordination with the County of Santa Clara, with future discussions determining the final outcome for the next fiscal year.

Departmental Contact for Next Year
Housing (Greg Pensinger)
Description of Action
Invest $4.7 million in the Homelessness
Prevention System during FY 2023-2024.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
Prevent approximately 1,700 individuals from
falling into homelessness.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Over 1,800 new households were served,
with 64% from San José. Of those receiving
assistance, 97% remained stably housed.

Description of Action
Through a pilot program, the San José
Police Department personnel will transport
individuals who would normally be cited for
low-level narcotics violations to the Mission
Street Recovery Station. This initiative aims to
provide resources and support with the goal
of potentially changing behaviors.

Department (Contact)
San José Police Department (Jaime Jimenez
and Brian Spears)
Outcome Goal for FY 2024-2025
Transport 20 individuals per month to the
Mission Street Recovery Station under the
pilot program.
20 | City San José Annual Implementation Plan Update
3 Create a state-of-the-art supportive housing system.

Category A
Center the voices
of people who have
lived experience of
homelessness, especially
people of color, in the
policy and program
design decisions of the
supportive housing
system.

CITY ACTION
New Outcome Goal for FY 2024-2025
There will be no new outcome goal for FY 2024-2025 as this objective is being closed out due to the revamp of the Housing Department’s procurement process.

Departmental Contact for Next Year
Housing (Cupid Alexander)
Description of Action
People with lived experience of homelessness
will sit on the evaluation panels for the Housing
Department’s 1) $30M new construction Notice
of Funds Availability and 2) the Notice of Funds
Availability for acquisition and rehabilitation of
housing units.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
At least one person who has lived
experience of homelessness will be recruited
and serve on the evaluation panels.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The Housing Department is revamping the
entire procurement process and, as a result,
this deliverable is being discontinued until the
process revamp is completed. The FY 2023-
2024 outcome goal will not have a new FY
2024-2025 goal as it is being closed out.

Fiscal Year 2023-2024 | 21
Category C
Incentivize hiring of
people who have
lived experience of
homelessness to reflect
the client population –
especially people of color
and LGBTQ+ persons.

Category D
Increase access to
supportive housing
programs for people of
color by addressing racial
bias in our system.

CITY ACTION

CITY ACTION
New Outcome Goal for FY 2024-2025
Publish recruitments that specifically include language encouraging candidates with lived experience of homelessness to apply, ensuring that higher education is not a job requirement.

Departmental Contact for Next Year
Housing (Cupid Alexander)
Description of Action
The Housing Department will hire
Therapeutic Specialists for street outreach
that will not require a college degree and
will seek candidates with lived experience of
homelessness.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
The Housing Department will publish
recruitments that specifically include language
encouraging candidates with lived experience
of homelessness to apply and will ensure
higher education is not a job requirement.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
Recruitment classifications were revised
to reduce barriers for hiring individuals
with lived experience of homelessness
(e.g., removing high school diploma
requirements). Additionally, the Therapeutic
Specialist positions initially included in this
outcome goal were transferred to another
department.

New Outcome Goal for FY 2024-2025
Work with affordable property owners and managers to integrate the tenant preferences program in at least 50 apartments.

Description of Action
Residential Anti-Displacement Tenant
Preference and Neighborhood Tenant
Preference: Develop draft framework
that prioritizes applicants for City-
supported affordable housing and mitigates
the likelihood of low-income renters
displacement.

Department (Contact)
Housing (Kristen Clements)
Outcome Goal for FY 2023-2024
Present draft framework to Community and
Economic Development Committee.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Staff presented the proposed Tenant
Preferences Program to Fight Displacement
to the City Council Community and
Economic Development Committee in
February 2024, which recommended
approval. The City Council approved the
program in March 2024, and staff began
implementation in late spring 2024.
22 | City San José Annual Implementation Plan Update
Strategy 3
1 Improve quality of life for unsheltered individuals and create healthy neighborhoods for all
Double the number of year-round temporary housing beds and offer a variety of welcoming temporary housing options throughout the county Category A
Build new partnerships
to host emergency
shelter, safe places
to park and access
services, and sanctioned
encampments that are
not swept and include
hygiene and supportive
services.

CITY ACTIONS
New Outcome Goal for FY 2024-2025
Break ground on a minimum of 400 additional interim shelter beds and 500 supportive sleeping spaces.

New Outcome Goal for FY 2024-2025
Operate Overnight Warming Locations providing shelter and basic needs support during the cold weather months at two City facilities.

Departmental Contact for Next Year
Housing (Cupid Alexander)
Description of Action
Develop 1,000 new interim shelter beds.

Department (Contact)
Public Works (Tala Fatolahzadeh/Sal Kumar)
Outcome Goal for FY 2023-2024
Break ground for 75 new interim shelter
beds in FY 2023-2024.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Groundbreaking took place for over 400
new interim shelter beds, including Branham/
Monterey (72 beds), Pacific Motor Inn
(216 beds), and Via del Oro (150 beds).

Additionally, 85 supportive Recreational
Vehicle spaces were established at the
Berryessa site.

Description of Action
Operate Overnight Warming Locations
providing shelter and basic needs support
during the cold weather months at two City
facilities.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
Approximately 240 individuals will be served.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
A total of 284 unduplicated individuals were
served. Consider expanding the spaces
and locations where Overnight Warming
Locations are operated, including exploring
the possibility of scaling up operations and
addressing associated costs.

Fiscal Year 2023-2024 | 23
Category B
Reduce barriers to
shelter such as allowing
for pets, storage of
personal items, greater
privacy, longer stays, and
provide higher levels of
safety for residents.

CITY ACTIONS
New Outcome Goal for FY 2024-2025
There will be no new outcome goal for FY 2024-2025 as this objective is being closed out.

Departmental Contact for Next Year
Housing (Cupid Alexander)
New Outcome Goal for FY 2024-2025
Future discussions will determine a potential FY 2024-2025 goal.

Departmental Contact for Next Year
Housing (Cupid Alexander)
Description of Action
Implement a street-based personal belonging
storage program for those living unsheltered
in the downtown.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
Enter into a contract with an eligible provider
by July 1, 2024.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
Challenges with the landowner have delayed
the project. A new location should be
considered. The FY 2023-2024 outcome goal
will not have a new FY 2024-2025 goal as it
is being closed out.

Description of Action
Research and analyze strategies to redesign
existing congregate shelters to be more
welcoming.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
Provide recommendations in winter 2024.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The FY 2023-2024 outcome goal is under
review and may be updated or revised in the
next cycle.

Category C
Expand hours at new
and existing shelters
to remain open during
the day.

CITY ACTION
24 | City San José Annual Implementation Plan Update
Category D
Ensure that all families
with children under
18 years old who are
unhoused have access
to emergency shelter or
temporary housing.

CITY ACTIONS
New Outcome Goal for FY 2024-2025
Continued alignment and operationalization toward implementation.

Departmental Contact for Next Year
Housing (Cupid Alexander)
Description of Action
Partner in the Heading Home Campaign
to achieve “functional zero” for family
homelessness by 2025 meaning the number
of housing placements for families is greater
than the number of families entering
homelessness.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
No outcome goal was identified for
FY 2023-2024.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The Housing Department is working to
align its housing outcomes with the goal
of achieving functional zero—this may be
updated or revised in the next cycle.

New Outcome Goal for FY 2024-2025
38% of clients who exit will do so to a permanent housing destination.

Departmental Contact for Next Year
Housing (Greg Pensinger)
Description of Action
Continue implementing the Motel Voucher
Program.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
32% of families enrolled in the Motel
Voucher Program will exit to permanent
housing.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
HMIS data indicates that 203 Motel Voucher
Program clients achieved permanent housing
exits in FY 2023-2024, out of a total of 348
exits, representing 58%.

Fiscal Year 2023-2024 | 25
Category E
Provide more
public services in
neighborhoods hosting
emergency shelter or
temporary housing
programs.

CITY ACTIONS
New Outcome Goal for FY 2024-2025
Future discussions will determine a potential FY 2024-2025 goal.

Departmental Contact for Next Year
Housing (Greg Pensinger)
Description of Action
Facilitate Community Advisory Committees
with standardized roles and responsibilities,
in coordination with the associated City
Council District, service provider and
neighboring community, when implementing
and managing new shelters and supportive
parking programs.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
Establish two Community Advisory
Committees at new temporary housing
programs.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The FY 2023-2024 outcome goal is under
review and may be updated or revised in the
next cycle.

New Outcome Goal for FY 2024-2025
41% of families enrolled in the Evans Lane interim shelter will exit to permanent housing.

Departmental Contact for Next Year
Housing (Greg Pensinger)
Description of Action
Continue implementing Evans Lane interim
shelter for families.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
32% of families enrolled in Evans Lane
interim shelter will exit to permanent
housing.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Outcome goals are based on the System
Performance Benchmarks (Emergency
Shelter) established by the Santa Clara
County Continuum of Care.
26 | City San José Annual Implementation Plan Update
2 Increase street outreach, hygiene services, and transportation options to match the needs of unsheltered residents.

Category A
Increase access to basic
hygiene resources,
including bathrooms,
showers, and laundry.

Category B
Increase the number of
free public transit passes
and other transportation
options for people who
are unhoused to access
services.

CITY ACTION

CITY ACTIONS
New Outcome Goal for FY 2024-2025
Continue implementing mobile hygiene and showers.

Departmental Contact for Next Year
Housing (Greg Pensinger)
Description of Action
Continue implementing the mobile hygiene
(showers and laundry) program.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
Strategically place mobile hygiene units
in areas in which the most vulnerable
unsheltered populations reside.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The popularity of mobile showers has led to
increased demand. The ability to temporarily
locate showers in high-need areas is valuable,
as the unsheltered population’s needs can be
migratory.

New Outcome Goal for FY 2024-2025
The FY 2023-2024 outcome goal is under review, as the Housing Department examines a methodology on tracking success. Information may be updated or revised in the next cycle.

Departmental Contact for Next Year
Housing (Greg Pensinger)
Description of Action
Cold Weather Response: Partner with
Santa Clara Valley Transportation Authority
for free rides to overnight warming
locations and shelters.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
100% utilization of City overnight warming
locations.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The FY 2023-2024 action and outcome
goal is under review and may be updated
or revised in the next cycle, as the Housing
Department did not track the utilization of
the Overnight Warming Locations system in
connection with transportation provided by
Santa Clara Valley Transportation Authority.

Fiscal Year 2023-2024 | 27
Category C
Increase the number of
street outreach staff and
case managers working
in encampments.

CITY ACTION
New Outcome Goal for FY 2024-2025
Future discussions will determine a potential FY 2024-2025 goal.

Departmental Contact for Next Year
Housing (Vanessa Butera)
New Outcome Goal for FY 2024-2025
45% of program participants will exit to permanent or temporary housing destinations.

Departmental Contact for Next Year
Housing (Vanessa Butera)
Description of Action
United Pass for Life Improvement from
Transportation (UPLIFT): Housing
Department supports the County to
administer the UPLIFT Transit Pass Program.

UPLIFT provided free transportation to case
managed homeless adults, on any standard
Santa Clara Valley Transportation Authority
bus and light rail lines. Participants must
meet with a case manager at one of the
participating agencies at least once a month
to qualify for the program.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
Approximately 2,000 participants to receive
transit passes.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The FY 2023-2024 outcome goal is under
review and may be updated or revised in the
next cycle.

Description of Action
Redesign street outreach and engagement
contracted services to focus resources on
proactive street outreach in targeted areas.

Department (Contact)
Housing (Kelly Hemphill)
Outcome Goal for FY 2023-2024
40% of individuals enrolled in street-
outreach exit to successful housing options,
including permanent housing and interim or
emergency shelter.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The Targeted Outreach and Engagement
Program was delayed and not executed
until August 2024. During the design of the
new program model, it became clear that
increased cross-departmental coordination
and reconciliation of multiple demands on
limited outreach capacity were necessary
before launch. Clarifying outcome measures,
determining when targeted areas would
be resolved, and defining the role of other
departments are essential steps moving
forward. No specific lessons learned from
program implementation or data related to
goals are available yet.
28 | City San José Annual Implementation Plan Update
Category D
Provide opportunities
for people who have
lived experience of
homelessness to provide
peer-to-peer support.

CITY ACTION
3 Increase mental health and substance use services.

Category A
Increase the number of
mobile crisis teams with
clinical staff and expand
their hours, to support
individuals experiencing
severe mental health and
substance use crises.

CITY ACTION
New Outcome Goal for FY 2024-2025
Future discussions will determine a potential FY 2024-2025 goal.

Departmental Contact for Next Year
Housing (Greg Pensinger)
New Outcome Goal for FY 2024-2025
Continue serving the unhoused in Downtown San José, refining our approach and increasing collaboration to provide more effective support to the downtown population. Discontinue the use of the collaborative space.

Description of Action
Increase procurement evaluation scores
when programs incorporate hiring people
with lived experience of homelessness.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
Three procurements for homeless services
in FY 2023-2024 will prioritize organizations
that hire individuals with lived experience of
homelessness.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The FY 2023-2024 outcome goal is under
review and may be updated or revised in the
next cycle.

Description of Action
The Collab coordinated storefront program
at 50 St. John Street will provide trained
professionals to offer support to most
vulnerable in downtown San José.

Department (Contact)
OEDCA and Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
Open The Collab and begin serving
downtown residents in FY 2023-2024.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The initial vision of creating a dedicated space
for downtown service providers and County
behavioral health teams to collaborate and
conduct case conferencing was underutilized.

The entities were able to connect in other
ways and did not require the space. Unlike
other jurisdictions with numerous health and
social service providers needing dedicated
collaboration time, San José found that the
three to four downtown partner organizations
focused on high-need unhoused individuals did
not need a dedicated space. As a result, the
Housing Department is discontinuing the use
of this space while maintaining coordination
through other means.

Fiscal Year 2023-2024 | 29
4 Engage a cross-section of community partners to address the needs of unsheltered residents.

Category B
Engage the private sector
to contribute funding to
support health and safety
services and shelter
for people who are
unhoused.

CITY ACTION
New Outcome Goal for FY 2024-2025
Explore potential regional and philanthropic sources to reduce emergency calls from interim housing sites and provide proactive healthcare options. Align work with the Dignity Moves initiative.

Departmental Contact for Next Year
Housing (Greg Pensinger)
New Outcome Goal for FY 2024-2025
Meet with state and local regulators to explore options for the City to assess the viability and cost-effectiveness of creating healthy neighborhoods for all.

Description of Action
Kaiser partnership for preventive care,
education and medical services at City’s
emergency interim housing locations.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
Pilot partnership at Monterey Bernal and Rue
Ferrari by the end of FY 2023-2024.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The FY 2023-2024 outcome goal is under
re-evaluation and may be adjusted based on
further discussions. Efforts are ongoing to
align this deliverable. The team is exploring
Proposition 1 and grant opportunities to
determine if medical service funding can be
secured from regional sources.

Description of Action
Environmental Services monitors the closed
landfill sites (Story Road, Roberts and Singleton)
and collaborates with Housing and PRNS.

Department (Contact)
ESD (Rajani Nair)
Outcome Goal for FY 2023-2024
ESD will meet with State and local
regulators to explore options to fast-track
environmental mitigation measures to
address health and safety concerns and to
consider if parts of these closed landfills
could support community uses/access.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The Environmental Services Department has
hired a contractor to remove and replace
the gas collection system and flare as part of
Phase 1 of the project. This is a critical step
toward supporting any future use options.

The estimated timeline for completion is two
to three years.

Category C
Increase coordination
between agencies
engaging people living
in encampments to
ensure consistent and
humane approaches to
encampment resolution.

CITY ACTIONS
30 | City San José Annual Implementation Plan Update
New Outcome Goal for FY 2024-2025
Future discussions will determine a potential FY 2024-2025 goal.

Description of Action
The Library Department identifies additional
organizations specializing in encampments
to conduct outreach and participate in
Quarterly Housing Forums (led by Housing
Department, supported by Library
Department).

Department (Contact)
Housing (Vanessa Beretta); Library (Karla
Alvarez)
Outcome Goal for FY 2023-2024
Up to four library locations host Housing
Forums with individuals who are living in
encampments.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
The FY 2023-2024 outcome goal is under
review and may be updated or revised in the
next cycle. People Assisting the Homeless
(PATH) currently provides drop-in services
at the MLK Library three days a week and
quarterly trainings for library staff. The
Library Department collaborated with PATH
and the Social Impact Team to lead outreach
efforts with directly affected individuals.

New Outcome Goal for FY 2024-2025
Implement Phase II of the project.

Description of Action
Lead establishment of City Encampment
Management and Homeless Data Integration
Application to better coordinate across
departments and agencies engaging people
and providing city services in encampments.

Department (Contact)
PRNS (Olympia Williams)
Outcome Goal for FY 2023-2024
Launch pilot implementation of Homeless
Data Integration Application.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
It is crucial to engage all potential partner
departments early in the planning process to
ensure commitment and alignment. Future
updates should aim to better synchronize
the Encampment Resources Coordination
System (ERCS, formerly the Encampment
Management System) reporting with the
SJ311 application. The ERCS has set the
stage for improved cross-departmental
coordination and enhanced analysis of
encampment costs and impacts on various
City service areas. Additionally, it has
provided insights into potential ways to
support residents living in encampments.

While not a 2024 outcome goal, Parks,
Recreation, and Neighborhood Services
(PRNS) recognized the need expressed
by encampment residents for stronger
connections to County social services. In
response, PRNS proactively reached out to
County Department of Social Services to
explore further support through CalFresh
101 and Public Assistance 101.

Fiscal Year 2023-2024 | 31
Category D
Create a referral
system where unhoused
residents can access
information and services,
such as available
temporary housing and
homeless services.

CITY ACTIONS
New Outcome Goal for FY 2024-2025
Establish MyConnectSV@SJPL kiosks at key locations and implement an outreach campaign to raise awareness among individuals enrolled in the HMIS system. Collect baseline data during the pilot phase on user engagement, gather user feedback, and identify additional impact goals.

New Outcome Goal for FY 2024-2025
Begin development of Phase 2 of the Encampment Resources Coordination System to enhance collaboration between City teams and outreach partners in responding to encampments. Implement system enhancements to increase staff efficiency in processing cases and develop reports and data dashboards to support decision-making.

Departmental Contact for Next Year
Information Technology Department (Namrata Batra Agrawal) Description of Action
Train San José Public Library staff to assist
users in accessing the County’s Homeless
Management Information System (HMIS)
portal and establish points of contact with
County service providers for referrals.

Department (Contact)
Library (Karla Alvarez)
Outcome Goal for FY 2023-2024
Establish access points to County HMIS
portal at two library locations to support
individuals in the HMIS community queue.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
In August 2024, the Library Department
finalized plans to establish and launch the
MyConnectSV@SJPL pilot program at select
library locations, with the launch planned for
December 2024.

Description of Action
Release Phase 1 of an internally developed
encampment management and homeless
data integration system which will
enable residents to report a homeless
or encampment concern, streamline and
coordinate delivery of services including
outreach to unhoused residents and trash
collection, as well as report on outcomes of
services provided.

Department (Contact)
ITD (Dhruv Hemmady)
Outcome Goal for FY 2023-2024
Encampment Management & Homeless Data
Integration System is live and gains adoption. ITD
collects user feedback and begins development
of Phase 2 of the system in FY 2024-2025.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The Encampment Management System has
been renamed the Encampment Resources
Coordination System. It would be valuable
to invest in more robust training for end
users at the outset to improve adoption.

Additionally, training and adoption gaps
can be better addressed through more
comprehensive planning before launching
future new phases.
32 | City San José Annual Implementation Plan Update
5 Ensure that community spaces are safe and welcoming for housed and unhoused residents.

Category A
Partner with new private
sector, community-
based, and faith-based
organizations to create
safe and welcoming
spaces in every
community for unhoused
people to access services
during the day.

CITY ACTION
New Outcome Goal for FY 2024-2025
Future discussions will determine a potential FY 2024-2025 goal.

Departmental Contact for Next Year
Housing (Greg Pensinger)
Description of Action
Jointly fund the Here4You Hotline with the
Santa Clara County Office of Supportive
Housing.

Department (Contact)
Housing (Ragan Henninger)
Outcome Goal for FY 2023-2024
No outcome goal was identified for FY
2023-2024.

FY 2023-2024 Goal Met: No
New Outcome Goal for FY 2024-2025
Develop strategic partnerships with at least four service providers specializing in housing- supportive services to assist a minimum of 1,500 individuals through on-site services and programs at library locations.

Description of Action
Research and share related stakeholders
across City department initiatives. Facilitate
introductions and present on Holistic Library
Initiative partnership opportunities for tabling
and programming.

Department (Contact)
Library (Karla Alvarez)
Outcome Goal for FY 2023-2024
Strategic partners specializing in housing-
supportive services offer tabling in at least
two library locations.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The Library Department collaborated with
the Department for Rehabilitation, People
Assisting The Homeless, and Mekong
Community Center, reaching approximately
980 people through on-site housing-
supportive services provided at library
branches.

Fiscal Year 2023-2024 | 33
New Outcome Goal for FY 2024-2025
Continue tracking traffic fatalities involving unhoused residents on City of San José streets to inform the potential development of focused prevention strategies in 2026.

Departmental Contact for Next Year
Department of Transportation (Heather Hoshii, Jesse Mintz-Roth) New Outcome Goal for FY 2024-2025
Continue outreach and engagement efforts to help ensure zero traffic fatalities involving unhoused individuals on City of San José streets.

Departmental Contact for Next Year
Department of Transportation (Heather Hoshii, Jesse Mintz-Roth) Description of Action
Evaluate options for best method to track
unhoused resident pedestrian fatalities/
injuries.

Department (Contact)
DOT (Heather Hoshii)
Outcome Goal for FY 2023-2024
Identify and select method for tracking
unhoused resident pedestrian fatalities/
injuries for potential consideration of focused
prevention strategies in 2025.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Unhoused resident traffic fatalities were
tracked by cross-referencing data with the
Santa Clara County Medical Examiner-
Coroner’s Office, which provides a
determination of homelessness. In Summer
2023, the Department of Transportation
published a storymap presenting this data,
available at Unhoused Traffic Fatalities in San
José.

Description of Action
Traffic Safety Outreach to unhoused
community.

Department (Contact)
DOT (Heather Hoshii)
Outcome Goal for FY 2023-2024
Zero traffic fatalities involving unhoused
individuals.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
A Department of Transportation Traffic
Safety Officer has been actively involved in
outreach and engagement with individuals
experiencing homelessness. In August 2023,
Department of Transportation collaborated
with a consultant to conduct outreach
directly within encampments.

Category B
Work with community
organizations, cities,
County agencies,
and neighborhood
associations to ensure
that public spaces such
as parks, libraries, and
community centers
remain clean, well-
maintained, and
welcoming to all.

CITY ACTIONS
34 | City San José Annual Implementation Plan Update
New Outcome Goal for FY 2024-2025
Continue to host programs such as Coffee and Conversation, Resource Fairs, and outreach at EIH sites to reach at least 500 residents.

New Outcome Goal for FY 2024-2025
Scale the Recreational Vehicle Pollution Prevention Program (RVP3) to provide biowaste services to 600 lived-in vehicles.

Description of Action
The Library Department increases Coffee
& Conversation and Housing Resource
Fair programs to connect with people
experiencing housing insecurity and
homelessness. Invite local stakeholders to
present and/or outreach. Coordinate with
BeautifySJ to ensure timing with outreach to
encampments.

Department (Contact)
Library (Karla Alvarez)
Outcome Goal for FY 2023-2024
The Library Department welcomes at least
300 people experiencing housing insecurity
and destigmatizes homelessness to broader
library users in up to four library locations.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The Library Department hosted 387
participants in a variety of programs
supporting individuals experiencing housing
vulnerability at Joyce Ellington Branch Library,
Biblioteca Latinoamericana Branch Library,
Alum Rock Branch Library, and King Library.

Participants expressed appreciation for the
opportunity to connect with Library staff
and community members, which helped
foster a greater sense of belonging for a
group that often feels invisible. Feedback
included requests for more socialization
opportunities, easier access to housing case
management through MyConnectSV, and
additional resource fairs for basic goods. These
programs also allowed Library staff to gain a
deeper understanding of the complexities and
potential opportunities for resident support
from the perspective of those accessing the
Health Information Management System.

Description of Action
Expand implementation of Cash-4-Trash
program to empower unhoused residents to
participate in increasing cleanliness of public
spaces.

Department (Contact)
PRNS (Olympia Williams)
Outcome Goal for FY 2023-2024
Expand the program to 350 additional
participants.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Providing sufficient time to properly train and
support Beautify San José staff was critical
to enabling them to engage encampment
residents effectively. This success resulted
from management allocating sufficient
resources and maintaining flexibility to
address operational needs as they arose.

Consider expanding the program to 1,000
residents, as participants in the Cash-4-Trash
program have shown increased cooperation
in keeping their encampments clean and
adhering to Good Neighbor policies. The
program should continue to target areas with
cooperative encampment residents. In FY
2023-2024, 814 participants were involved in
the Cash-4-Trash program.

Fiscal Year 2023-2024 | 35
New Outcome Goal for FY 2024-2025
Add a fourth encampment trash route to serve 40 encampments and/or encampment service locations.

New Outcome Goal for FY 2024-2025
Update the encampment management abatement strategy to prioritize encampments located within rights-of-way (e.g., sidewalks) and those presenting significant health and safety concerns.

Description of Action
Provide on time trash collection services at
service locations in or near encampments
throughout the City.

Department (Contact)
PRNS (Olympia Williams)
Outcome Goal for FY 2023-2024
Provide on time trash collection at 85% of
identified and appropriate encampment
locations.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
The program achieved an average on-time
trash collection rate of 89% for FY 2023-
2024, with collection rates of 84% in Q1
and Q2, 93% in Q3, and 95% in Q4. This
program faced minimal interruptions or
redirections due to conflicting priorities,
allowing it to consistently align with its
design and outcome goals. Moving forward,
increasing trash services at high-priority
encampment locations should be considered.

Description of Action
Work with City departments and unhoused
residents to conduct required abatement
activities and personal belongings storage.

Department (Contact)
PRNS (Olympia Williams)
Outcome Goal for FY 2023-2024
Ensure all non-emergency abatements are
coordinated with appropriate departments
with prior notice.

FY 2023-2024 Goal Met: Yes
Lessons Learned/Comments
Having clear and documented procedures for
required abatement activities and personal
belonging storage allowed Beautify San José
to effectively communicate these processes
to other department partners and, when
appropriate, with unhoused residents
during abatements. In FY 2023-2024, 298
abatements were completed, averaging about

6.2 abatements per week over 48 weeks.

The time required per abatement varied
from 1.5 to over 80 FTE hours, highlighting
the significant staffing needs. Additionally, 197
escalated cleanups were conducted.
36 | City San José Annual Implementation Plan Update
New Outcome Goal for FY 2024-2025
Implement the new Code of Conduct and revisions to abatement prioritization to enhance city cleanliness. Measure success by the decrease in Tier 3 encampments compared to the baseline established in Fall 2024.

New Outcome Goal for FY 2024-2025
Secure funding from the Housing Department to have homelessness services visit the Airport and surrounding communities multiple times each month to offer services and assistance to those in need.

Departmental Contact for Next Year
Airport (Sylvia Trejo)
Description of Action
Evaluate changes to Encampment
Management policy to enhance cleanliness
and safety for housed and unhoused
residents.

Department (Contact)
CMO (Omar Passons); PRNS (Jon Cicirelli)
Outcome Goal for FY 2023-2024
Present analysis of potential changes to City
Council during budget process.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
Staff presented the existing Encampment
Management practices and solicited feedback
during a Council Study Session held as part
of the budget process. However, additional
City Council direction was provided during
the Mayor’s June Budget Message. The
process of implementing pilot changes is now
underway, with new approaches being rolled
out as of Fall 2024.

Description of Action
Seek support from homelessness services to
provide assistance to homeless individuals on
and around the Airport campus.

Department (Contact)
Airport (Matthew Kazmierczak)
Outcome Goal for FY 2023-2024
To have homelessness services come to
the Airport and surrounding communities
multiple times a month to offer services and
assistance to those that need it.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
HomeFirst conducted several onsite visits
in 2023 but lacked the bandwidth for
dedicated outreach at the Airport. The
Housing Department noted that specific
funding would be needed for an Airport-
focused team. The Santa Clara County
Outreach/HEAT team (Abode Services)
visits the Airport bi-monthly but has faced
challenges engaging and enrolling clients in
2024, typically seeing two to eight unhoused
individuals per visit. Many are reluctant to
engage, though Abode provides food and
beverages as needed.

Fiscal Year 2023-2024 | 37
New Outcome Goal for FY 2024-2025
Identify an organization that can provide homelessness assistance on call as an alternative to police intervention.

Departmental Contact for Next Year
Airport (Sylvia Trejo)
Description of Action
Utilize the tools available to the Airport to
call in homeless support services to offer
help when someone at the Airport is in
need. Make available to our staff a resource
that they can call on when experiencing a
homeless challenge to provide an alternative
to calling the police. This resource needs to
be readily available to provide assistance.

Department (Contact)
Airport (Matthew Kazmierczak)
Outcome Goal for FY 2023-2024
To have an organization that is available to
provide homelessness assistance on call and
as an alternative to police. This resource
would be available to provide services
especially when someone is interfering with
the ability for the Airport to operate in a
manner expected.

FY 2023-2024 Goal Met: No
Lessons Learned/Comments
Staff often face challenges when trying to
arrange transport to shelters, as resources
are not readily available. Many services close
by 5 PM, while the Airport experiences its
peak of unhoused activity later in the evening
or early in the morning.
38 | City San José Annual Implementation Plan Update