1 Erik L. Soliván, Housing Director
Jon Cicirelli, Director of Parks, Recreation and
Neighborhood Services
John Ristow, Director, Department of
Transportation
Omar Passons, Deputy City Manager
Consolidated Annual
Homelessness Report /
Implementation Plan Update
Item 7.1
City of San José
November 5, 2024
Homelessness is a top priority for San
José.
The City supports individuals experiencing
homelessness while addressing impacts
on neighborhoods and waterways.
Transition from department-specific
reports to two comprehensive reports for
FY 2023-2024.
Key Documents:
Consolidated Annual Homelessness
Report
Annual Implementation Plan Update
Overview
2 3
Reducing Unsheltered Homelessness
Understanding The Relationships
Citywide
efforts
Citywide
efforts
Community
Plan
Specific Council
direction
Focus Area Scrum Teams
Key activities for reducing unsheltered
homelessness and impact management
Annual Implementation Plan Update
Focused on commitment to CPTEH
Consolidated Annual Homelessness Report
Broad City Level
Reducing Unsheltered Homelessness
Annual Objectives (as measured by Key Results – OKRs)
4 Increase Supply
Increase supply of
Interim Housing,
Safe Parking, and
Safe Sleeping Sites
Construct and open
1,089 units/spaces by
July 31st, 2025.
Provide Support
Provide support to
unsheltered
individuals in their
transition to and
experience in
managed operations
and/or programs
Manage Impacts
Manage impacts on
both Neighborhoods
and Waterways by
cleaning and
maintaining 12 miles
of waterway in
addition to reducing
the largest and most
impactful
encampments.
Improve Productivity
Improve productivity
by establishing and
sustaining a high-
performing team
supported by effective
tools, accurate data,
clear processes, and
timely, transparent
reporting.
Manage Impacts
• Assign tiers to all encampments
(tents, structures, and vehicles).
• Post and hire ten (10) new FTE
related to Managing Impacts
(PRNS) and post two (2) new FTE
for DOT related to Managing
Impacts.
• Develop simplified Waterboard
Response Protocol.
• Begin enforcement of posted tow-
away parking restrictions at three
(3) pilot program schools
impacted by oversized vehicles.
• Establish a Code of Conduct for
encampment locations.
• Launch RVP3 2.0 expanded
program by September 30, 2024.
• Develop new Trash Pickup route
with 40 new encampment
locations.
Increase Supply
• Develop an outline of the staffing,
operating and organizational
chart needed to support the work.
• Create detailed financial
projections for SOS/BNS sites
based on 100 people per acre
capacity.
• Identify four (4) sites for
construction of SOS/BNS.
(language change needed,
maybe)
• Define the design parameters for
SOS/BNS.
• Complete construction
documents for Cerone Interim
Housing Project and obtain Public
Works Director final signature.
• Identify a delivery method for the
Cherry Interim Housing Project,
produce a project construction
schedule and scope, and initiate
Construction Documents.
• All ten (10) sites are on track for
delivery on time.
5 Provide Support
• Post for six (6) FTE for Housing
Department.
• Achieve 90% utilization rate for
available interim city shelters.
• Conduct a Waterway Count and
Survey of people living in direct
discharge areas and impacted
waterways to determine their
population size, assistance required
to relocate, and preferences for
shelter or housing.
• Finalize document of existing referral
processes for interim shelter and
adapt to include referrals for
SOS/BNS sites; present to Scrum
leadership.
• Develop a framework to support
employment opportunities with key
Departments, including work2Future
and Library for participants in interim
shelters, safe parking, and safe
outdoor sleeping sites.
• Develop staffing and operations
scope for SOS/BNS, including
services and amenities.
Improve
Productivity
• Ensure all Scrum teams have the right
people they need to do the work, including
posting for/hiring FTEs as part of the main
key result.
• Ensure people joining the scrum teams
have clarity on their roles.
• Create a SharePoint lists tool to support
clear communication and workflow
management.
• Finalize and submit the Direct Discharge
Progress report.
• Collect data inputs for the Consolidated
Annual Homelessness Report /
Implementation Plan Update.
• Finalize Executive Briefing Report to
include high-level project status report and
major team activities.
• Draft initial Project Status Report to include
a project overview, services coming online,
and current statuses/issues.
• Draft a roadmap of data tools and reporting
requirements for different stakeholder
groups, including an integrated vision for
how data will be harmonized across
multiple departmental sources.
Reducing Unsheltered Homelessness | Key Results (Quarter 1, July - September 2024) 1 2
3 4
5 6
7 1
5 4
6 2
3 1
2 3
4 5
6 7
1 2
3 4
5 6
7 8
On-track Minor Delay/Course
Correction Needed
Off-Track or Significant Shift
in Work Occurred
STATUS
Prevention
Unhoused
Outreach
Encampment
Resolution
Lived in
Cars and RV
Permanent
Supportive
Housing
Units
Rent Subsidized
and Restricted
Rent Stabilized
Market-Rate
Units
Subsidized
Homeownership
Home
Ownership
Board and Care Beds
[County]
Safe Sleeping / Parking /
Congregate
Congregate
Shelter [County] Beds
Interim Housing Units
Permanent
Unit
Preservation
Interim Housing Units
Temporary
Throughput on Housing Continuum
6 Alignment
Balancing Shelter and housing product types
Optimizing Product type to funding availability
Planning Speed of delivery NOW while setting the foundation for effective asset portfolio management LATER
Managing What is NEXT to transition the NOW product type to the LATER
Financing and Aligning Demand to Supply onthe Housing Continuum 7 Financing
Pro Forma all sites and assets under management
Identify opportunities for public-private-partnership fundraising 8 BeautifySJ Encampment ManagementProgram
a) Encampment Response Coordination System – Phase I
Launched web-based encampment complaint form
Improved coordination and data tracking between BeautifySJ and Homelessness Response Team for human and sanitation services Developing infrastructure to enhance system in Phase II b) Encampment Services
90% on-time delivery for weekly encampment trash service Collected 104,000 lbs. of biowaste, 9,084,000 lbs of trash Conducted 298 abatements
Scaled up to 814 Cash for Trash Program Participants
8 9
FY 2024-2025 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Recruitment/Hiring
SJ311 Update/Maint.
Field Survey/Count
Analysis/Prioritization
Engagement
First Enhanced Sweep
.+10 Enhanced Sweeps
.+20 Enhanced Sweeps
Status Report Out (T&E)
• Identifies areas impacted by oversized and
lived-in vehicles parked on city streets
• Pilots temporary and permanent
restrictions facilitating vehicle circulation
• Assists with clean-up of impacted areas
- 30 sites in FY 24-25
- 50 sites in FY 25-26
FY 24-25 Action Plan and Milestones
IN PROGRESS: Oversized and Lived-in Vehicle Inventory Map Oversized Vehicle Regulation Pilot Program (MBA #16)
10 Questions?
11 Consolidated Annual
Homelessness Report /
Implementation Plan Update
Item 7.1
City of San José
November 5, 2024
Erik L. Soliván, Housing Director
Jon Cicirelli, Director of Parks, Recreation and
Neighborhood Services
John Ristow, Director, Department of
Transportation
Omar Passons, Deputy City Manager