San Jose City Council
January 28, 2025

City of San J
osé
Annual Report on City Services 2023-24
A Repor
t from the City Auditor
Report #24-09
December 2024

THIS REPORT WAS REPRODUCED AT TAXPAYERS’ EXPENSE

You are welcome to keep this copy if it is useful to you.

If you no longer need this copy, you are encouraged to return it to:

Office of the City Auditor
City of San José
200 East Santa Clara Street
San José, CA 95113

We maintain an inventory of past audit reports, and your cooperation will help us save on extra copying costs.

This report can be found on-line at:

http://www.sanjoseca.gov/servicesreport

City of San José
Office of the City Auditor
December 13, 2024

Honorable Mayor and Members
Of the City Council
200 East Santa Clara Street
San José, CA 95113
Annual Report on City Services 2023-24

With a population of over 950,000, San José is the thirteenth largest city in the United States and the third largest in California . The City of San José serves an ethnically diverse population—about 40 percent Asian, 31 percent Hispanic or Latin o/a/x, and 21 percent Non-Hispanic W hite. Forty-three percent of San José residents are foreign born. More than half of residents speak a language other than English at home.

In 2023, San José’s median household income was over $136,200; however, the cost of living is among the highest in the nation. The observed rent index for San José was above other large California cities in the last year, with average monthly rents of $2,800 for all unit types. In mid-2024, the median home price was $1.7 million. Meanwhile, 13 percent of San José households earned less than $35,000. An estimated 6,300 residents were homeless, according to the 2023 homeless point in time count. Of these, 70 percent were unsheltered.

The San José city government (City) is comprised of over 20 departments or offices that provide a wide range of public services. These include public safety, neighborhood services, community and economic development, and others. In 2023-24, the City’s overall expenditures from all funds totaled $4.8 billion. Of that, departmental operating expenditures totaled $2.0 billion, or about $ 2,106 per resident. General Fund expenditures totaled over $ 1.5 billion, of which over 50 percent were for the Police and Fire Departments.

Overall, there were 7,040 full-time equivalent positions in 2023-24. San José employs about 7.3 people per 1,000 residents—fewer than any other large California city we surveyed.

Community Survey

For the fourth year in a row, the City Auditor’s Office and the City Manager’s Office worked with True North Research to develop and conduct a Community Opinion Survey (referred to throughout this report as the community survey). The survey provide s a statistically valid sampling of resident opinions about their community and services provided by local government.

Half of respondents rated the overall quality of life in San José as “excellent” or “good.” Approximately 52 percent were satisfied with the City’s overall performance in providing municipal services.

Though satisfaction with specific government services varied, the 2024 survey results show modest improvement in resident satisfaction in a few key areas.

Overall satisfaction increased by 3 percent from the prior year. The City’s performance in reducing gang activity showed a statistically significant increase of 7 percent.

Among resident priorities for specific changes to make San José a better place to liv e, addressing homeless issues was the most commonly mentioned, followed by providing more affordable housing, and improving public safety/reducing crime—the same as last year.

City of San José – Annual Report on City Services 2023-24 3 Performance Results by City Service Area
The City provides a wide array of services that city residents, businesses, and other stakeholders count on. The City integrates services provided by individual departments into City Service Areas (CSAs) that reflect the City's five key lines of business. An additional CSA, referred to as Str ategic Support, represents internal functions that support the other CSAs.

Performance highlights across the CSAs include:

Public Safety
• The Police Department handled nearly 1.2 million calls for service and responded to about 176,100 Priority 1 to 4 incidents in 2023-24. The citywide average response time for Priority 1 calls was 8 minutes, slower than the 6-minute target. On average, Police responded to Priority 2 calls in 28 minutes, an increase from the prior year and much slower than their 11-minute response target.
• The Fire Department responded to 110,300 incidents in 2023-24, including 4,600 fires. Fire responded to 64 percent of Priority 1 incidents within its time standard of eight minutes (target: 80 percent), a decrease from the prior year. It also responded to 90 percent of Priority 2 incidents within 13 minutes (target: 92 percent).
• Two-thirds of survey respondents reported San Jos é as a very or somewhat safe place to live. Results varie d for perceptions of safety in local neighborhoods or d owntown. Fire protec tion and prevention services remain one of the highest rated City services with 66 percent of respondents rating such services as excellent or good.

Community and Economic Development
• San José had 0.8 j obs per employed resident in 2023, less than the Envision 2040 target of 1.1 jobs per employed resident. • The City issued 6,300 building permits in 2023-24. Staff conducted 92,200 building inspections. The average number of days to the next available building inspection was seven days, above the target of two days. • Developers completed 527 affordable units with City help in 2023-24.

However, facilitating the creation of affordable housing was the second - lowest rated City service by survey respondents.

• About 1,900 homeless San José resid ents received assistance into housing. The City has eight interim housing sites providing temporary shelter for individuals and families experiencing homelessness. However, addressing homelessness continues to be the lowest rated City service by survey respondents.

Transportation and Aviation Services
• In 2023-24, the Airport served 11.9 million airline passengers, a slight decrease from the prior year. Survey respondents rated operating the San José Mineta International Airport the highest of all City services. • Overall, the Department of Transportation r ated city streets as “ good” (73 out of 100 on the Metropolitan Transportation Commission Pavement Condition Index). In 2023-24, 135 miles of street were resurfaced and 78 miles were preventatively sealed as part of the pavement maintenance program.
• Forty-eight percent of survey respondents rated the maintenance of their neighborhood streets as excellent or good. Only 27 percent rated the City’s efforts to manage traffic on city streets as excellent or good.

Environmental and Utility Services
• San José Clean Energy (SJCE) served nearly 350,000 accounts with energy that was at least 95 percent carbon free. SJCE stayed within its target opt-out rate of less than 5 percent. Customers saved between 0.7 and

4.15 percent compared to PG&E rates.
• Sixty-five percent of residential waste was diverted from landfills in 2023-

24. The tons of solid waste recycled, reused, or composted decreased from the prior year, while there was an increase in the amount sent to landfill. However, providing trash, recycling, and yard waste services was one of the highest rated City services by survey respondents. • The City’s Regional Wastewater Fa
cility maintained 100 percent
compliance with pollutant discharge requirements for water disc harged into the San Francisco Bay.
4 City of San José – Annual Report on City Services 2023-24 Neighborhood Services
• The City’s libraries were open for about 60,200 hours in 2023-24, comparable to pre -pandemic levels. Total circulation and estimated visitors increased in 2023-24. Providing library services was one of the highest rated City services by survey respondents.
• Sixty-five percent of d eveloped park acres had a Park Condition Assessment (PCA) score of 80 percent or better, above the target of 56 percent. Eighty-two percent of survey respondents reporting visiting a park in San José at least once in the past year.
• Estimated participation at City-operated community centers decreased in 2023-24 compared to the prior year . Thirty-eight percent of survey respondents gave an excellent or good rating to the City’s efforts to provide recreation programs and opportunities at City parks and recreation centers.
• In 2023-24, BeautifySJ collected 4,800 tons of illegally dumped materi al and exceeded its goal to provide on -time trash pickup to encampments at least 80 percent of the time.
• The City had a backlog of Code Enforcement cases totaling 4,260 at the end of FY 2023-24. Thirty percent of survey respondents were generally satisfied with the City’s efforts to enforce code violations.

Strategic Support
• The Information Technology Department reports 81 percent of its 2023- 24 projects met success criteria, meeting its target of 80 percent. Sixty- five percent of SJ311 customers reported being satisfied. • Vehicles in the City's general fleet were available when needed 98 percent of the time; emergency vehicles were available 100 percent of the time, the same as the prior year.
• Public Works completed 35 capital projects in 2023-24; 97 percent of projects were completed on budget. Of projects intended for completion in 2023-24, 78 percent were on schedule.

• The City received general obligation bond ratings of Aa1/AA+/AA A by the three leading national ratings agencies: Moody's, Standard & Poor's, and Fitch. The Finance Department managed $ 2.96 billion in City cash and investments and procured $ 297 million in products and services, a 25 percent increase from the prior year.

Additional information about other City services is included in the report.

About This Report
This report provides performance data on the cost, quanti ty, quality, timeliness, and public opinion of City services. It includes historical trends and comparisons to targets and other cities. The report is intended to be informational and to provide the public with an independent, impartial assessment of the services the City provides with their tax dollars.

This report builds on the City’s existing systems and measurement efforts. The City has been working to improve its performance measures to better represent City services and results. As part of this effort, the City Manager’s Office updated measures presented in the City’s 2023- 24 Operating Budget for three CSAs and related departments . The remaining three CSAs are expected to be reviewed in future operating budgets.

This report complements the Administration’s work in those efforts, offering a broad look at services across departments. We are aligning our report with the updated CSA and department measures as they are developed and will continue to provide a resource for readers to understand the full scope of the City’s services and performance across programs.

The City Auditor’s Office selected and reviewed performance data to provide assurance that the information in this report presents a fair picture of the City’s performance. All City departments are included in our review; however, this report is not in tended to be a complete set of performance measures for all users. It provides insights into service results but is not intended to thoroughly analyze those results. By reviewing this report, readers will better understand the City’s operations.

City of San José – Annual Report on City Services 2023-24 5 The report contains an introduction with a community profile of the City , measures about the City’s finances, and a summary of the City’s overall budget and staffing. This is followed by community survey results. The remainder of the report presents the City Service Area dashboards, followed by performance information for each department in alphabetical order —their missions, descriptions of services, workload and performance measures, and survey results. Additional copies of this report are available from the Auditor’s Office and are posted on our website at www.sanjoseca.gov/servicesreport .

We thank the many departments that contributed to this report. This report would not be possible without their support.

Respectfully submitted,
Joe Roi
s,
City Auditor
Audit staff: Alison Pauly, Hiwad Haider, Brittney Harvey, Dilnoza Khudoyberganova, Michelle Mallari, Gitanjali Mandrekar, Ebelechukwu Obi, Michael O’Connell Jr., Adrian Perez, Maria Valle
6 City of San José – Annual Report on City Services 2023-24

TABLE OF CONTENTS

COMMUNITY SURVEY

CITY SERVICE AREA (CSA) DASHBOARDS

PERFORMANCE RESULTS

Airport
City Attorney
City Auditor
City Clerk
City Manager
Economic Development and Cultural Affairs
Energy
Environmental Services
Finance
Fire
Housing
Human Resources
Independent Police Auditor
Information Technology
Library
Parks, Recreation and Neighborhood Services
Planning, Building and Code Enforcement
Development Services
Police
Public Works
Retirement Services
Transportation

APPENDIX: HISTORIC COMMUNITY OPINION SURVEY
DATA

INTRODUCTION

Background
Community Profile
City Finances
Operating Budget and Staffing
Scope & Methodology
19 25

33 37
39 41
43 47
53 55
63 65
71 77
79 81
85 91
97 100
103
111
117
121

129

9 10
12 15
16 17
City of San José – Annual Report on City Services 2023-24 7 8
City of San José – Annual Report on City Services 2023-24

INTRODUCTION
Background
City Government
Community Profile
City Finances
Operating Budget and Staffing
Scope and Methodology
City of San José – Annual Report on City Services 2023-24 9 INTRODUCTION
This is the 17th Annual Report on City Services. The purpose of this report is to:
• improve government transparency and accountability,
• provide consolidated performance and workload information on City services,
• allow City officials and staff members to make informed management decisions, and
• communicate to the public on the state of City departments, programs, and services.

The report contains summary information including workload and performance results for the fiscal year ended June 30, 2024. We limited the number and scope of workload and performance indicators in this report to items we identified as the most useful, relevant, and accurate indicators of City government performance that would also be of general interest to the public. This report also includes the results of a community survey, completed in September 2024, rating the quality of City services.

All City departments are included in our review; however this report is not a complete set of performance measures. The report provides three types of comparisons when available: historical trends, selected comparisons to other cities, and selected comparisons to stated targets.

This report covers the functions of the City government of San José. The city's residents are also served by the County of Santa Clara, which provides criminal justice, health and hospital, housing, and social services. The Santa Clara Valley Water District provides water and flood protection to San José residents. Multiple San José school districts serve the city's children and youth.

Note: "City" is capi talized when referring to the City of San José as an organization and lowercase ("city") when referring to the city as a place.

BACKGROUND
The first section of this report contains information about the City government; a short profile of the San José community; the City's operating budget, finances, and staffing; and resident perceptions of the city, City services, and City staff. It also includes City Service Area (CSA) dashboards – the top six measures representing achievements in the City's key lines of business. The remainder of the report displays performance information by department, in alphabetical order. The departments are as follows:
• Airport
• City Attorney
• City Auditor
• City Clerk
• City Manager
• Economic Development and Cultural Affairs
• Energy
• Environmental Services
• Finance
• Fire
• Housing
• Human Resources
• Independent Police Auditor
• Information Technology
• Library
• Parks, Recreation and Neighborhood Services
• Planning, Building and Code Enforcement
• Police
• Public Works
• Retirement
• Transportation
The Office of the City Auditor thanks staff from each City department for their time, information, and cooperation in the creation of this report.

ACKNOWLEDGEMENTS

10 City of San José – Annual Report on City Services 2023-24

INTRODUCTION
The City Council also holds Council Committee meetings each month. The current Council Committees are:
• Community & Economic Development Committee
• Neighborhood Services & Education Committee
• Public Safety, Finance & Strategic Support Committee
• Rules & Open Government Committee
• Transportation & Environment Committee
CITY GOVERNMENT City of San José
Council District Map
Note: Each district represents
about 100,000 in population.

New Council boundaries went
into effect February 2022.

San José operates under a council/manager form of government, where the City Council is the primary legislative body and the City Manager oversees day-to-day municipal operations. The City has an 11-member City Council with many Council-appointed boards and commissions.* The Mayor is elected citywide; Council members are elected by district (see map).

There were 21 City departments and offices during fiscal year 2023-24. Five of the departments and offices are run by officials directly appointed by the City Council. Those officials are the City Manager, City Attorney, City Auditor, Independent Police Auditor, and City Clerk.

Some departments and programs serve expanded service areas. These departments include Environmental Services, Public Works, and the Airport.

For example, the San José/Santa Clara Regional Wastewater Facility is co- owned by the cities of San José and Santa Clara and provides service to those cities as well as Milpitas, Cupertino, Los Gatos, Monte Sereno, Campbell, and Saratoga. The Airport serves the entire South Bay region and neighboring communities.

The Mayor's March 2024 budget message, which was approved by the City Council, included priorities for the upcoming year, with proposed continued investments in the areas of:
• Increasing Commun ity Safety
• Reducing Unsheltered Homelessness
• Cleaning Up Our Neighborhoods
• Attracting Investment in Jobs and Housing
The City Council meets weekly. Meeting schedules and agendas can be viewed online.
*Details of the boards and commissions can be found on the City’s website.

City of San José – Annual Report on City Services 2023-24 11 INTRODUCTION

COMMUNITY PROFILE
San José, with a population of over 950,000, is the thirteenth largest city in the United States and the third largest city in California. Major California cities had slight population increases over the past year, although San José and Oakland experienced slight declines.

Both San José and Santa Clara County have experienced population changes over the past few years. In 2023, San José's population has generally stabilized after large out-migration in 2021 and 2022. Using 2023 Census data, the number of lower- and middle-income households (income of under $150,000) in San José declined in 2023 while the number of higher income households increased. The state experienced an overall population increase, with a net migration of about 67,100 in the past year.

THE CITY'S RESIDENTS ARE DIVERSE
The City serves an ethnically diverse population. Understanding the demographics of San José is important because they influence the type of services the City provides and residents demand. It can also influence how services are provided (e.g., providing programming in other languages).

Source: U.S. Census Bureau, American Community Survey, 2023 1-year estimates (Table DP05) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

SAN JOSE
Los Angeles
Oakland
San Diego
San Francisco
Population by Ethnicity
Asian Hispanic or Latino Non-Hispanic White Black Other Ethnic Breakdown of San José Residents
Vietnamese,
27%
Chinese,
23%
Indian,
23%
Filipino, 13%
Other Asian, 14%
Hispanic or
Latino, 31%
Asian, 40%
Non-
Hispanic
White, 21%
Other, 5%
Black, 3%
Mexican,
81%
Other Hispanic
or Latino,
17%
Puerto Rican, 2%
Source: U.S. Census Bureau, American Community Survey, 2023 1-year estimates (Table DP05) 969,491
500,000
600,000
700,000
800,000
900,000
1,000,000
1,100,000
San José's Population Growth
-0.6% -0.4% -0.2% 0.0% 0.2% 0.4%
Oakland

SAN JOSE
San Francisco
San Diego
California
Sacramento
Los Angeles
Population Change in Major
California Cities
Source: California Department of Finance population estimates. Net flows are from January 1 to December 31.

Population change in major California cities as of January 1, 2024. 12 City of San José – Annual Report on City Services 2023-24

INTRODUCTION
Asia, 65%
Latin
America,
27%
Europe, 5%
Other, 3%
Foreign Born Population by Region

MANY RESIDENTS ARE FOREIGN BORN
There were an estimated 415,200 foreign-born residents in 2023 (43 percent of the total population). This is an increase of nearly 13,500 from 2014 to 2023—though there has been a slight demographic shift within the foreign born population. Over that period, the number of residents born in Asia increased by 22,600, while the number of residents born in Latin America decreased by 9,800.

The proportion of the city's residents that speak a language other than English at home slightly increased from 2014 to 2023. The proportion of the City’s residents who are not U.S. citizens in 2023 was 19 percent, compared to 17 percent in 2014.

Characteristics of San José Residents

THE MEDIAN AGE IS SLIGHTLY LOWER THAN THE UNITED

STATES' GENERALLY
According to 2023 Census data, San José's population has a median age of 38 years. This is lower than the median age of the U.S. population in 2023. In 2014, the city's median age was 37.

In 2023, San José's population 34 years old and under decreased while the population 65 and over increased compared to 2014. In 2023, 438,100 residents were under 34 years old, and 145,7000 were 65 or over. In 2014, the population 34 years old and under was 484,700 and 65 and over was 118,900.

Source: U.S. Census Bureau, American Community Survey, 2023 1-year estimates (Table DP02) Source: U.S. Census Bureau, American Community Survey, 2023 1-yea r estimates (Table DP02) Source: U.S. Census Bureau, American Community Survey, 2023 1-year estimates (Table DP05) Only speak English at home
Speak English at least 'very well"
Born in the United States
Speak another language at home
Less than "very well"
Foreign-born
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
English
only, 41%
Asian or
Pacific
Islander
Language,
28%
Spanish,
22%
Other Indo-
European
Language,
8%
Other Language, 1%
Languages Spoken at Home
32 34 36 38 40 42
San Francisco
Oakland

SAN JOSE
Los Angeles
San Diego
Median Age of Residents
0 40,000
80,000
120,000
160,000
San José Resident Age
2014
2023
City of San José – Annual Report on City Services 2023-24 13 INTRODUCTION
In 2023, median household income in the city was over $136,200. This figure varied by race, with Black and Latino/a/x households having median household incomes of $77, 700 and $91 ,900, respectively. This is less than Asian and Non-Hispanic White households, who had median household incomes of $180,700 and $146,900, respectively.

In 2023, about 13 percent of households earned less than $35,000 in income and benefits, and 19 percent of the population received supplemental income or public assistance. The city's overall poverty rate was 8.5 percent, with the Black population experiencing the highest poverty rate in the city. The 2023 homeless census estimated that 6,300 residents were homeless, and of these, around 4,400 (70 percent) were unsheltered.

In July 2024, the city's unemployment rate was 4.6 percent. This was up from

3.8 percent in July 2023, but still lower than the high unemployment rates seen during the COVID-19 pandemic.

Nationwide
San José0%
5%
10%
15%
20%
Unemployment Rate

DESPITE HIGH MEDIAN INCOMES, MANY RESIDENTS MAY

EXPERIENCE ECONOMIC DISTRESS

HOUSING PRICES HAVE ALSO INCREASED
Source: Zillow Research
The Zillow Observed Rent Index measures changes in asking rents over time, controlling for changes in the quality of the available rental stock. The index varies from average rent in that it represents price differences for the same rental units over time, rather than the average market rent for units available at a given time.
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
Zillow Observed Rent Index for California Cities
San José, CA
San Francisco, CA
San Diego, CA
Los Angeles, CA
Sacramento, CA
Fresno, CA
COVID-19
outbreak
0%
5%
10%
15%
20%
Overall Asian Non-Hispanic White Hispanic or Latino Black Unemployment and Poverty Rates by Race
Unemployment Rate Poverty Rate
Source: U.S. Bureau of Labor Statistics; U.S. Census Bureau, American Community Survey, 2023 1-year estimates (Tables S1701 and S2301)

The cost of living in San José is among the highest in the country. As of mid- 2024, the median home price in San José was $1,700,000 and the average monthly rent for all unit types was $2,800. This is up from $1,192,000 and $2,500, respectively, from mid-2020. Nationally, t he median single-family home price was approximately $422, 100, according to the National Association of Realtors. In California, the single-family home price was approximately $906,600.

In 2023, 33 percent of homeowners and 53 percent of renters in San José reported spending more than 30 percent of household income on housing costs.* In addition, the National Equity Atlas** reports that approximately 11,400 households in San José were behind on rent in September 2024, with an average rent debt per household of $5,100. It further estimates that there are 8,500 children in households that are behind on rent. *The U.S. Department of Housing and Urban Development defines “housing affordability” as housing that costs less than 30 percent of the occupant’s gross income. **The National Equity Atlas publishes data on racial and economic equity and is a partnership between PolicyLink and the USC Equity Research Institute. These figures are taken from its Rent Debt Dashboard and are based on the U.S. Census Bureau's Household Pulse Survey from July 23 to August 19, 2024. 14 City of San José – Annual Report on City Services 2023-24

INTRODUCTION
$0
$500
$1,000
$1,500
$2,000
$2,500
Total City Expenses ($millions)
Governmental Activities
Business-Typ
e
Activities
$0
$500
$1,000
$1,500
$2,000
$2,500
Total City Revenues ($millions)
Governmental Activities
Business-Typ
e
Activities
$0 $300 $600 $900 $1,200 $1,500 $1,800 $2,100 $2,400
Saratoga
Gilroy
Morgan Hill
Campbell
Los Gatos
Sunnyvale
Milpitas
Santa Clara

SAN JOSE
Cupertino
Los Altos
Palo Alto
City Comparison of Tax Revenues Per Capita
(2022-23)
Sales Tax
Property Hotel Utility OtherSales
Source: 2022-23 State Controller's City Data and California Department of Finance population estimates.

CITY FINANCES
As reflected in the City's Annual Comprehensive Financial Report (ACFR), the City received $3.5 billion in revenues in 2023-24. Of this, business-type activities (Airport, San José Clean Energy, Wastewater Treatment System, Muni Water, and Parking System) generated $1.2 billion. Governmental activities and general revenues totaled $2.3 billion, which comes from a variety of sources, including taxes, fees, and grants. In 2023-24, the City's tax revenues were $1,347 per capita.

The City's total expenses increased slightly in 2023-24 to $3.3 billion. Business type activities incurred $967 million in expenses, while governmental activities incurred $2.3 billion.

In total, the City had $7.5 billion in obligations as of June 30, 2024. Of this, $511 million was for short-term obligations and $6.9 billion was for long-term obligations. Short-term obligations are due within the next year. This includes things like accrued wages that City employees have earned, and accounts payable ( money owed for supplies or for services rendered). Long -term obligations are generally not due within the next year, but will need to be paid in the future. This includes accrued vacation and sick leave, bonds, and pensions and other post-employment benefits (OPEB).

CAPITAL ASSETS
The City owns a variety of capital assets—land, buildings, vehicles, equipment, infrastructure (e.g., roads, bridges, sewers), and other assets with a useful life beyond one year. Capital assets also include construction projects currently being built but not yet completed.

At the end of 2023-24, the City owned $7.4 billion of capital assets. This figure represents the historical purchase or constructed cost less normal wear and tear from regular use (referred to as depreciation). In 2023-24, the City added $355 million in capital assets; however, these were offset by $344 million in depreciation.

In March 2024, staff rep orted that the City faced an estimated $1.7 billion in deferred maintenance and infrastructure backlog, with an estimated additional $129 million needed annually to sustain the City’s infrastructure in a functional condition. The transportation system (e.g., streets, street lighting) is most affected by the backlog.

Source: 2023-24 City of San Jose Annual Comprehensive Financial Report.

City of San José – Annual Report on City Services 2023-24 15 INTRODUCTION
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
General Fund Expenditures
($millions)

0.0 1.0

2.0 3.0

4.0 5.0

6.0 7.0

8.0 9.0
Authorized Full-Time Positions per 1,000 population
20-year average: 6.5
Source: 2011 Fiscal and Service Level Emergency Report, November 2011, San José 2012-13 through 2023-24 Adopted Operating Budgets
Source: San José Adopted Operating Budgets
0 2 4 6 8 10 12 14 16

SAN JOSE
San Diego
Sacramento
Oakland
Long Beach
Los Angeles
Authorized Full-Time Equivalent
Positions per 1,000 Residents
Source: 2023-24 Operating Budgets from each
jurisdiction and California Department of Finance
Demographic Research Unit
Note: The type and range of services may vary across
jurisdictions.

OPERATING BUDGET AND STAFFING
The City’s operating budget is a financial plan for how the City will provide services, pay obligations, and save for future expenses . It is approved by the Mayor and City Council . It contains information and data regarding expected sources and uses of funds, and performance. The City Charter requires the budget to be balanced for every fiscal year.

In 20 23-24, City expenditures from all funds totaled about $4.8 billion, a decrease from the prior year . Departmental personal and non -personal operating expenditures totaled approximately $2.0 billion (or about $2,106 per resident). The City’s Operating and Capital Budgets are online at the Budget Office Website.

The General Fund is the primary operating fund used to account for the City's revenues and expenditures which are not related to special or capital funds. In 2023- 24, General Fund expenditures totaled over $1.5 billion .

Over 50 percent of expenditures were for the Police and Fire Departments.

CITY STAFFING
Much of the General Fund’s expenses are allocated for personnel costs. In 2023-24, there were 7,040 full-time equivalent positions in the City.

Increased staffing in recent years restored staffing levels from a low in 2011-12, but current staffing is still below the peak staffin g level of around 7,500 in 2001-02. Over 510 full-time employees left City employment in 2023-24, a decrease from last year. In addition, because of budget constraints, there was also a net change of 54 fewer positions from 2023-24 to 2024-25.

In 2023-24, the City had 7.3 authorized positions per 1,000 residents, far fewer than other large California cities. The number of authorized positions per 1,000 residents was, however, more than San José’s 20-year average of 6.5.
16 City of San José – Annual Report on City Services 2023-24

INTRODUCTION

SCOPE & METHODOLOGY
The City Auditor’s Office prepared this report in accordance with the City Auditor’s FY 2024-25 Work Plan. We conducted this performance audit in accordance with generally accepted government auditing standards. Those standards require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for our findings and conclusions based on our audit objectives.

The workload and performance results that are outlined here reflect current City operations. The report is intended to be informational and does not fully analyze performance results. The City Auditor’s Office compiled and reviewed departmental performance data. We reviewed information for reasonableness and consistency. We questioned or researched data that needed additional explanation. We did not however audit the accuracy of source documents or the reliability of the data in computer-based systems.

We also did not assess the internal controls over performance data unless it was significant to determine the reasonableness and consistency of the reported information. Our review of data was not intended to give absolute assurance that all information was free from error. Rather, our intent was to provide reasonable assurance that the reported information presented a fair picture of the City’s performance.

SELECTION OF INDICATORS
This report relies on existing performance measures, many of which of which are reviewed yearly by Council, staff, and interested residents during the annual budget process. Unless otherwise indicated, this report uses population data from the California Department of Finance and demographic data from the U.S. Census Bureau. In some cases we have presented per capita data to adjust for population.

COMPARISONS TO OTHER CITIES
Where possible and relevant, we have included benchmark comparisons to other cities (usually other large California cities, the state, or the nation). It should be noted that we took care to ensure that performance data comparisons with other cities compare like with like; however, other cities rarely provide exactly the same programs or measure data with exactly the same methodology.

ROUNDING & INFLATION
For readability, many numbers in this report are rounded. In some cases, tables or graphs may not add to 100 percent due to rounding. Financial data have not been adjusted for inflation. Please keep in mind inflation (in the table of San Francisco Area Consumer Price Index for All Urban Consumers below) when reviewing historical financial data included in this report.

Source: Bureau of Labor Statistics, based on June 2015 and June 2024 Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
We used audited information from the City’s Annual Comprehensive Financial Reports (ACFRs). We cited mission statements, performance targets, performance outcomes, workload outputs, and budget information from the City’s Annual Operating Budget. We held numerous discussions with City staff to determine which performance information was most useful and reliable to include in this report. Where possible, we included ten years or more of historical data. We strove to maintain consistency with prior years’ reports by including most of the same performance indicators; however, due to issues such as reporting and program updates, some indicators have changed.

We welcome input from City Council, City staff, and the public on how to improve this report in future years. Please contact us with suggestions at [email protected].

Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
Year Index
2014-15 259.12
2023-24 351.06
% change in
last 10 years 35.5%
City of San José – Annual Report on City Services 2023-24 17 18
City of San José – Annual Report on City Services 2023-24

COMMUNITY SURVEY
Resident perceptions about quality of life and City services in San José City of San José – Annual Report on City Services 2023-24 19 COMMUNITY SURVEY
https://www.sanjoseca.gov/your-
For the fourth year in a row, the City Auditor's Office and the City Manager's Office worked with True North Research to develop and conduct a Community Opinion Survey (referred to throughout the report as the community survey). The survey provides a statistically valid sampling of resident opinions about their community and services provided by local government. Survey results in this chapter and in the following chapters provide the opinions of 1, 122 randomly selected residents of the city who responded by telephone or online. The survey was administered in four languages: English, Spanish, Chinese, and Vietnamese.

The appendix of th is report includes more information on survey responses.

Complete survey results are posted online at sanjoseca.gov/servicesreport and include breakdowns by demographics and geography. The end of this chapter provides more specific information about the survey methodology.

Separate from the annua l Community Opinion Survey, the City has conducted a quarterly Focus Area Community Survey to understand resident opinions on the Focus Area topics, as identified by the City Council.

How residents rate their overall quality of life is an indicator of the overall health of a community.

Half of surveyed respondents rated the overall quality of life in San José as "excellent" or "good," a slight increase from last year. Respondents had the most favorable opinions of San José as a place to work (54 percent rated as "excellent" or "good") and as a place to shop and dine (54 percent rated as "excellent" or "good"). Thirty-nine percent of surveyed residents rated the city as an "excellent" or "good" place to raise a family. Just 18 percent rated the city as an "excellent" or "good" place to retire.

Among resident priorities for specific changes to make San José a better place to live, addressing homeless issues was the most commonly mentioned ( 31 percent), followed by providing more affordable housing ( 17 percent), and improving public safety and reducing crime (17 percent).

QUALITY OF LIFE IN SAN JOSÉ

Note: Verbatim responses were recorded and later grouped. 0%
25%
50%
75%
100%
The overall quality of
life in San José
San José as a place to
raise a family
San José as a place to
retire
Not sure/Prefer not to answer
Poor/Very Poor
Fair
Excellent/Good
0%
25%
50%
75%
100%
San José as a place to
work
San José as a place to
shop and dine
Not sure/Prefer not to
answer
Poor/Very poor
Fair
Excellent/Good
0% 5% 10% 15% 20% 25% 30% 35%
Address homeless issues
Provide more affordable housing
Improve public safety, reduce crime
Beautify City, landscaping
Reduce cost of living in general
Improve police response, presence
Not sure / Cannot think of anything
Address rent control issues
Improve public transportation
Enforce traffic laws
Top Ten Resident Priorities to Improve San José
20 City of San José – Annual Report on City Services 2023-24

COMMUNITY SURVEY

CITYWIDE QUALITY OF SERVICES
Surveyed respondents were fairly split in their satisfaction with the City's overall performance in providing services. A little over half of survey respondents ( 52 percent) expressed satisfaction with the City's overall performance in providing services, 42 percent expressed dissatisfaction, and 6 percent said they were not sure or preferred not to answer.

Highly rated government services include operating the Mineta San José International Airport, providing library services; fire protection and prevention services; and trash, recycling, and yard waste services.

In comparison, few survey respondents rated the City's performance in addressing homelessness, facilitating the creation of affordable housing, and facilitating the production of market rate housing as "excellent" or "good." Satisfaction ratings for City services generally remained consistent over the past year. Relative to last year, resident ratings of the City's performance in reducing gang activity was the only service to see a statistically significant change in satisfaction. Overall, approximately 28 percent of respondents rated reducing gang activity as "excellent" or "good" (up from 20 percent).

Over 40 percent of survey respondents reported being dissatisfied with the City's code enforcement efforts. Respondents who reported being dissatisfied were asked to describe the particular issue in their neighborhood that the City isn't addressing to cause their dissatisfaction.

Similar to the prior year, top responses crossed departmental responsibilities and included cars and RVs illegally parking on streets ( 31 percent), abandoned vehicles ( 23 percent), illegal dumping or trash ( 21 percent), and homeless camping and living in vehicles (18 percent).

More information on sur vey results related to specific services can be found in individual department pages later in this report.

0% 20% 40% 60% 80% 100%
Addressing homelessness
Facilitating the creation of affordable housing
Facilitating the creation of market rate housing
Cleaning up trash on streets, sidewalks, public areas
Removing graffiti from buildings
Managing traffic on city streets
Managing the city's growth and development
Reducing gang activity
Creating a vibrant downtown San José
Providing police protection in your neighborhood
Enforcing traffic laws
Providing programs to help seniors
Enforcing zoning regulations
Providing animal control services
Attracting businesses and good paying jobs
Providing after-school programs for youth
Maintaining the condition of public parks
Recreation opportunities at city parks, rec centers
Number and variety of special events
Providing paths and trails
Variety of arts and cultural offerings
Maintaining city's utility infrastructure
Providing bicycle lanes and paths
Ensuring new construction follows codes
Providing Emergency Medical Services (EMS)
Providing trash, recycling, and yard waste services
Providing fire protection and prevention services
Providing public library services
Operating the San José International Airport
Quality of Services
Excellent/Good Fair Poor/Very poor
City of San José – Annual Report on City Services 2023-24 21 COMMUNITY SURVEY

CUSTOMER SERVICE
The community survey also asked residents a variety of questions about their interactions with City staff and their perceptions of the City.

Forty-one of respondents reported having contact with City staff in the past 12 months, either in person, on the phone, or by email. A majority of respondents who had contact with City staff expressed satisfaction with staff's courtesy ( 78 percent), timeliness in response ( 60 percent), and competence handling their issue (57 percent).

Around 6 percent reported that a language barrier had interfered with their ability to access City services.

GOVERNANCE AND PUBLIC TRUST
The community survey asked residents about their perceptions of the City's transparency and fiscal responsibility. Over half of respondents with an opinion agreed that they trust the City ( 57 percent strongly or somewhat agree) and that the City operates in a way that is open and accountable to the public (52 percent). Four in ten respondents also agreed that the City listens to residents when making important decisions ( 42 percent) and manages its finances well (40 percent).

Residents' perceptions related strongly to their overall satisfaction with the City's performance in providing services. For example, survey respondents who expressed satisfaction with City services were also much more likely to agree that they trusted the City, that it operates in an open and accountable way, and listens to residents.
0%
25%
50%
75%
100%
The City listens to residents when
making important decisions
I trust the City of San José
Strongly disagree
Somewhat disagree
Somewhat agree
Strongly agree
*Note: these questions exclude "Not sure" and "Prefer not to answer" responses. 0%
25%
50%
75%
100%
Timeliness of the
response
Courtesy shown to
you
Competence displayed
in handling your issue
Not sure/Prefer not to answer
Very dissatisfied
Somewhat dissatisfied
Somewhat satisfied
Very satisfied
22 City of San José – Annual Report on City Services 2023-24

COMMUNITY SURVEY

SURVEY REGIONS SURVEY METHODOLOGY
The survey data presented in this report was collected and analyzed by the True North Research, Inc. on behalf of the City Auditor's Office and the City Manager's Office.

True North collected survey results from phone interviews and online surveys.

To ensure all households had the opportunity to participate in the survey, True North used a database of San José households. Once randomly selected, individuals were recruited to participate in the survey either through text or email invitations to the online survey. After a period of online data collection, True North made calls to those who had not yet participated in the online survey (who were previously recruited via text or email) or for whom only telephone contact information was available.

A total of 1, 122 completed surveys were gathered online and by telephone between August 28 and September 10, 2024. The survey was administered in four languages: English, Spanish, Chinese, and Vietnamese.

True North re-weighted the final data results to balance the sample by age and ethnicity to closely reflect San José's demographic profile on age, ethnicity, home ownership, presence of a child in the home, and geographic area based on the latest population estimates from the U.S. Census Bureau's American Community Survey (ACS).

The precision of estim ates made from surveys are usually described by a “level of confidence” and accompanying “confidence interval” (or margin of error). A traditional level of confidence, and the one used here, is 95 percent. The margin of error around results for this survey is plus or minus 3 percentage points for questions answered by all 1, 122 respondents. With this margin of error, one may conclude that when 60 percent of survey respondents report that a particular service is “excellent” or “good,” somewhere between 57 to 63 percent of all residents are likely to feel that way. For questions where not all respondents provided a response (i.e., preferred not to answer), the margin of error is greater.

The survey collected responses by regions within the City. These regions are shown in the map to the left.

Complete survey report is pos ted online at sanjoseca.gov/servicesreport.

City of San José – Annual Report on City Services 2023-24 23 24
City of San José – Annual Report on City Services 2023-24

CITY SERVICE AREA DASHBOARDS
City Service Areas (CSAs) integrate services provided in individual departments into the City’s five key lines of business: Community and Economic Development; Environmental and Utility Services; Neighborhood Services; Public Safety; and Transportation and Aviation Services. An additional CSA, referred to as "Strategic Support," represents the internal functions that enable the other five CSAs to provide services to the community
The City has been working to improve its use of performance measures with a renewed focus on performance management.
• In 2022, the City Council approved an initiative with a goal of “transforming the City’s current processes, culture, and infrastructure for managing and measuring the City’s performance.” This work is ongoing and at the time of this report, the City Manager's Office had completed its review and changes to the Neighborhood Services CSA, Public Safety CSA, and Community and Economic Development CSA were included in the 2024-25 Adopted Operating Budget. Changes to the performance measures in the remaining CSAs will be made in future reports.
• In 2023, the City Council identified four focus areas for the City to measure performance on pressing community issues, including: Increasing Community Safety; Reducing Unsheltered Homelessness; Cleaning Up Our Neighborhoods; and Attracting Investment in Jobs and Housing. The Administration developed scorecards in 2023-24 began reporting on a regular basis on these focus areas.

For more informa tion about specific departments, see their corresponding chapters later in the report.

City of San José – Annual Report on City Services 2023-24 25 COMMUNITY AND ECONOMIC DEVELOPMENT

MISSION
Facilitate the equitable and focused evolution
of the City to foster strong communities and a
diverse economy with shared prosperity for
all.

PRIMARY PARTNERS
• Economic Development and Cultural
Affairs
• Fire
• Housing
• Planning, Building and Code Enforcement

CSA OUTCOMES
• Thriving, inclusive, and attractive communities
and vibrant public spaces.
• Strong, responsive, and equitable economy.
• Accessible and diverse range of housing and
business opportunities.
80%
0%
20%
40%
60%
80%
100%
Workforce Innovation and Opportunity
Act Clients
Percent of work2future adult and youth
clients served who are low income or have a
significant barrier to employment
New CSA
Measure, data
not available for
prior years
41%
Target, 60%
0%
20%
40%
60%
80%
100%
Quality of Arts and Cultural Offerings
Percent of residents surveyed rating the
availability and variety of arts and cultural
offerings as "good" or "excellent"
New CSA
Measure, data
not available for
prior years 58%
Target, 85%
0%
20%
40%
60%
80%
100%
Development Project On-Time Reviews
for Construction Process
Percent of development projects completed
within published timelines for first review for
construction process
New CSA
Measure, data
not available for
prior years
90%
Target, 100%
0%
20%
40%
60%
80%
100%
Development Project On-Time Reviews
for Planning Permit Process
Percent of development projects completed
within published timelines for first review for
planning permit process
New CSA
Measure, data
not available for
prior years
35%
40%
0% 20% 40% 60% 80% 100%
Market-Rate Building
Permits Issued
Affordable Building
Permits Issued
Housing Production Rates
Percent of affordable and market-rate housing
production measured against annual Regional
Housing Needs Allocation (RHNA) targets,
2023
88%
Target, 85%
0%
20%
40%
60%
80%
100%
Rent Stabilization Rates
Percent of rent-stabilized units that did not
have vacancy turnover in the past year
Note: This number is based on WIOA methodology which
individually counts clients in each program and may result in duplicates.

Note: The annual allocation target is one-eighth (12.5 percent) of the total 8- year RHNA allocation, or 4, 311 affordable units and 3,464 market-rate units for 2023. The City issued permits for 40 percent and 35 percent of the annual unit allocations, respectively.

REVISED - 1/9/25
26 City of San José – Annual Report on City Services 2023-24

NEIGHBORHOOD SERVICES

MISSION
To serve, foster, and strengthen the
community by providing access to lifelong
learning, supportive services, opportunities to
enjoy life, and preserving and stewarding
healthy neighborhoods with shelter and
housing opportunities for all.

CSA OUTCOMES
• Safe and Clean Neighborhoods and Public Spaces.
• Welcoming and Vibrant Neighborhoods and Public
Life.
• Equitable Access to Community Opportunities to
Flourish.
• Housing Security through Supportive Solutions.

PRIMARY PARTNERS
• Housing
• Library
• Parks, Recreation and Neighborhood
• Services
• Planning, Building and Code Enforcement
• Public Works
65%
Target, 56%
0%
20%
40%
60%
80%
100%
Park Condition Assessment Score
Percent of developed park acres by park
condition assessment (PCA) score 80% or
better
67%
Target, 70%
0%
20%
40%
60%
80%
100%
Neighborhood Physical Condition
Percent of residents who indicate that the
physical condition of the neighborhood is
about the same or better
Survey not
conducted in
2021 or 2022
0%
20%
40%
60%
80%
100%
Animal Live Release Rate
Percent of animals that leave the shelter
through adoption, rescue, transfer, or return
to owner
based on work related to those audit
recommendations.
95%
Target, 96%
0%
20%
40%
60%
80%
100%
Library Service Quality Rating
Percent of customers rating the quality of
library services as “Good” or "Very Good"
New CSA
Measure, data
not available for
prior years
25%
Target, 35%
0%
20%
40%
60%
80%
100%
Program Participants Entering
Sheltered Homelessness
Percent of individuals enrolled in an
outreach/supportive services program that
move into sheltered homelessness
New CSA
Measure, data
not available for
prior years
3,794
462
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
General Code Program Case Backlog
Volume by Fiscal Year and Case Type
Total number of cases in the general code
program case backlog annually
Non-Blight Cases Blight Cases
New CSA
Measure, data
not available for
prior years
A recent audit of Animal Care and Services had
recommendations relating to data and tracking. Data
relating to this performance measure may be revised
City of San José – Annual Report on City Services 2023-24 27 PUBLIC SAFETY

MISSION
Engage the community to partner on public
safety and emergency prevention, mitigation,
preparedness, response, and recovery.

PRIMARY PARTNERS
• City Manager’s Office
• Fire
• Independent Police Auditor
• Police

CSA OUTCOMES
• A safer San José with effective emergency response
services.
• Resilient communities that are prepared for
emergencies.
64%
Target, 80%
0%
20%
40%
60%
80%
100%
Fire Emergency Responsiveness
Percent of time the initial responding Fire unit
arrives to Priority 1 calls within eight minutes
(red lights/siren)
46%
Target, 70%
0%
20%
40%
60%
80%
100%
Police Emergency Responsiveness
Percent of time the first dispatched Police
unit arrives to Priority 1 calls in less than six
minutes (present or imminent danger)
58%
Target, 53%
0%
20%
40%
60%
80%
100%
Quality of Fire Protection and
Prevention
% of residents surveyed who rate the quality
of fire protection and prevention as "good" or
"excellent"
86%
Target, 90%
0%
20%
40%
60%
80%
100%
Emergency Calls for Service
Percent of 9-1-1 calls that are answered in
less than 15 seconds
27%
Target, 22%
0%
20%
40%
60%
80%
100%
Quality of Police Protection
Percent of residents surveyed who rate the
quality of police protection in their
neighborhood as "good" or "excellent"
46%
Target, 49%
0%
20%
40%
60%
80%
100%
Resident Household Emergency
Preparedness
Percent of residents surveyed rating of
household preparedness for a natural disaster
of other citywide emergency as "well
prepared" or "somewhat prepared"
28 City of San José – Annual Report on City Services 2023-24

ENVIRONMENTAL AND UTILITY SERVICES

MISSION
Provide environmental leadership through
policy development, program design, and
reliable utility services.

PRIMARY PARTNERS
• Energy
• Environmental Services
• Transportation

CSA OUTCOMES
• Reliable Utility Infrastructure.
• Healthy Streams, Rivers, Marsh, and Bay.
• “Clean and Sustainable” Air, Land, and Energy.
• Safe, Reliable, and Sufficient Water Supply.

1.4 Target, 2.0

0.0 0.5

1.0 1.5

2.0 2.5

3.0 3.5

4.0 4.5
Number of Sanitary Sewer Overflows per
100 Miles of Sanitary Sewer Lines
4,054
Target, 4,150
0 1,000
2,000
3,000
4,000
5,000
6,000
Millions of Gallons of Recycled Water
Delivered to Customers Annually
95%
100%
38%
33%
91%
95%
59%
55%
0% 20% 40% 60% 80% 100%
'22-'23
'23-'24
San José Clean Energy and PG&E Power
Content
SJCE Green Source -
Renewable
SJCE Green Source - Carbon
Neutral
PG&E - Renewable
PG&E - Carbon Neutral
110%
Target, 90%
0%
20%
40%
60%
80%
100%
120%
Percent of Trash Reduced from the Storm
Sewer System

16.3 Target, 16.6
0 5
10 15
20 25
Millions of Gallons per Day Diverted from
Flow to the Bay for Beneficial Purposes
during the Dry Weather Period
Overall, 62%
Residential, 65%
Commercial, 49%
City Facilities, 66%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percent of Waste Diverted from
Landfills
Note: Renewable energy comes from resources that are naturally replenished such as sunlight and wind. Other energy sources such as nuclear power and hydropower are not considered renewable by California state law but do not emit greenhouse gas emissions, making them carbon-free sources of power.

Note: The trash load reduction calculation measures compliance with the City's Municipal Regional permit requirements, which were updated in 2022-23. The reduction target is based on reducing trash from receiving waters before 2009 levels.

Targets: City Facilities (85%), Residential (85%), Commercial (60%), and Overall (70%).

City of San José – Annual Report on City Services 2023-24 29 TRANSPORTATION AND AVIATION SERVICES

MISSION
To provide the community with safe, secure,
and efficient surface and air transportation
systems that support San José’s livability and
economic vitality.

PRIMARY PARTNERS
• Airport
• Transportation

CSA OUTCOMES
• Provide Safe and Secure Transportation Systems.
• Provide Viable Transportation Choices that
Promote a Strong Economy.
• Travelers Have a Positive, Reliable, and Efficient
Experience.
• Preserve and Improve Transportation Assets and
Facilities.
• Provide a Transportation System that Enhances
Community Livability.
66%
82%
0%
20%
40%
60%
80%
100%
SJC Passenger Satisfaction with the
Airport
Airport Restaurant / Eating and Shopping Facilities (Target: 77%) Overall Satisfaction (Target: 87%)
12 -2%
-150%
-100%
-50%
0%
50%
100%
150%
0 2
4 6
8 10
12 14
16Millions
Annual Airport Passengers
Passengers Year over year growth
Target,

2.2 0.0

0.5 1.0

1.5 2.0

2.5 3.0
Number of Injury Crashes per Thousand
16%
Target, 17.5%
0%
10%
20%
30%
40%
50%
Percent of Regional Air Service Market
Bay Area Market Share
73 Goal, 72
Failed Poor At
Risk Fair GoodVery Good
/ Excellent
0 10
20 30
40 50
60 70
80 90
100
Pavement Condition Index (PCI)
Rating
32%
Target,
30%
0%
10%
20%
30%
40%
50%
Percent of Trips by Alternative Modes
of Transportation
Note: This measure is calculated by DOT and reflects fatal and injury crashes that occurred on City roads and within 50 feet of an intersection on county expressways.

Note: This is based on DOT’s 1- year estimates. The
Metropolitan Transportation Commission reports a 3-year moving average In 2023, this was 71.

Source: American Community Survey 1- year and 5- year
estimates. 2023 is a 1- year estimate. This measure is
comprised of commuting trips and working from home.

Source: Airport Industry survey conducted at the Airport REVISED - 1/7/25
30 City of San José – Annual Report on City Services 2023-24

STRATEGIC SUPPORT

MISSION
To effectively develop, manage, and safeguard
the City’s fiscal, physical, technological, and
human resources to enable and enhance the
delivery of City services and projects.

PRIMARY PARTNERS
• Finance
• Human Resources
• Information Technology
• Public Works

CSA OUTCOMES
• Sound Fiscal Management that Facilitates Meeting
the Needs of the Community.
• A High Performing Workforce Committed to
Exceeding Internal and External Customer
Expectations.
• Technology and Data Tools that Enable a
Collaborative, Responsive, and Productive City.
• Safe and Functional Public Infrastructure, Facilities, and Equipment.

Total, 90%
0%
20%
40%
60%
80%
100%
Percent of Non-Management Performance
Appraisals Submitted
This performance measure is being revised based on
results of a 2024 audit of the non-management
performance appraisal process. Future reporting will
reflect changes based on audit recommendations.

Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)

89.5%

10.5%
0%
20%
40%
60%
80%
100%
Percent of Positions Filled as a Total of
Budgeted Positions (as of June 30)
% Filled (Target: 90%) % Vacant (Target: 10%)
81%
Target, 80%
0%
20%
40%
60%
80%
100%
Percent of Information Technology
Project Success Rate
100%
98%
0%
20%
40%
60%
80%
100%
Percent of Vehicles and Equipment that
is Available for Use When Needed
Emergency Vehicles (Target: 100%)
General Fleet (Target: 97%)
94%
Target, 85%
0%
20%
40%
60%
80%
100%
Percent of Facilities with a Condition
Assessment Rating of Good or Better
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)

Note: Results reflect ratings of facilities assessed for the fiscal year.

Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
Moody's
Standard &
Poor's
Fitch
'19-'20 Aa1 AA+ AA+
'20-'21 Aa1 AA+ AAA
'21-'22 Aa1 AA+ AAA
'22-'23 Aa1 AA+ AAA
'23-'24 Aa1 AA+ AAA
Target Aa1 AA+ AAA
City's Bond Ratings
(General Obligation Bond Ratings)
City of San José – Annual Report on City Services 2023-24 31 32
City of San José – Annual Report on City Services 2023-24

AIRPORT
The mission of the Airport is to connect, serve, and inspire.

City of San José – Annual Report on City Services 2023-24 33 AIRPORT
$104
$61
$27
$30
$0
$50
$100
$150
$200
$250
Airport Operating Revenues ($millions)
Other Revenue
Concession revenue
Public parking fees
Airline rates and charges
$0
$20
$40
$60
$80
$100
$120
Annual Debt Payments
($millions)
The City operates San José Mineta International Airport (SJC, Airport), which provides non-stop air service to 41 domestic and international destinations.

Destinations include Chicago, Atlanta, Cabo San Lucas, Guadalajara, and Tokyo, and four Hawaiian islands (Hawai'i, Kaua'i, Maui, and O'ahu). While the total number of destinations remained unchanged, there have been changes in some destinations. The Airport no longer offers flights to London, but now provides seasonal services to Baltimore.

The Airport had 228 authorized positions in 2023-24. The Airport does not receive General Fund dollars; Airport operational revenues include rents, concession fees, parking, and landing fees. Operating revenues increased from $199.1 million in 2022- 23 to $222.1 million million in 2023-24.

Airport operating expenditures, excluding debt service, totaled $90.7 million. As of June 30, 2024, outstanding bonds totaled $1.02 billion, with an additional $27.7 million in commercial paper notes. Total debt service for the fiscal year was $69.8 million. *Operating expenditures do not include police and fire services at the Airport, capital project expenditures or reserves. In 2023-24, the cost of police and fire services totaled $19.8 million. 0 50
100
150
200
250
Authorized Positions
$0
$20
$40
$60
$80
$100
Airport Operating Expenditures
($millions)
Personal Non-Personal/Equipment
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
Outstanding Debt ($millions)
Note: The Airport completed a refunding of bonds to
reduce and restructure debt service in 2020-21.

Note:

Other Revenue includes but is not limited to General
Aviation and Customer Facility charges.
0%
25%
50%
75%
100%
2021 2022 2023 2024
Community Survey
Residents' rating of the City operating the San
José International Airport
Poor/Very Poor
Fair
Excellent/Good
34 City of San José – Annual Report on City Services 2023-24

AIRPORT
0 20
40 60
80 100
120
140
Air Cargo, Freight, and Mail
(millions lbs.)
In 2023-24, the Airport served 11.9 million airline passengers, a slight decrease from 12.1 million in 2022-23. There were nearly 107,000 passenger airline takeoffs and landings, or 292 per day. Total operations were 6 percent lower than the previous year, marking the first decrease in operations since the COVID-19 pandemic.

The airlines' cost per enplanement (CPE) was $15. 81 in 2023-24, noticeably higher than $13. 67 in 2022-23. San José's CPE was lower than San Francisco's, but slightly higher than Oakland's.

In 2023-24, the Airport represented 16 percent of the regional market share of passengers, which is lower than the target of 17.5 percent.

Additionally, the Airport represented 3 percent of the regional market share for freight, handling 64 million pounds of cargo, freight, and mail.

This was down from 73.2 million pounds in 2022-23.

The Airport received over 16,800 noise complaints in 2023-24, with about 350 concerned flights subject to the curfew between 11:30 pm and 6:30 am.

Sources: San Francisco Bay Oakland International Airport Information and staff; San Francisco International Airport Information; Monthly Reports for SJC, SFO, and OAK; and Airline On-Time Statistics U.S. Bureau of Transportation Statistics.
0 10
20 30
40 50
60 70
80 90
100
Regional Passengers
(millions)

SJC SFO OAK
69%
16%
15%
0 500
1,000
1,500
2,000
2,500
3,000
Regional Freight
(millions lbs.)

SJC SFO OAK
3%
47%
51%
Market Shares
0 2
4 6
8 10
12 14
16 Annual Airport Passengers
(millions)
$0
$10
$20
$30
$40
$50
$60
$70
Airline Cost per Enplanement
Comparison
OAK
SJC
SFO
0 50
100
150
200
250
300
350
400
450
Passenger Flights Per Day
(Takeoffs and Landings)
Note: The CPE (industry standard) is based on rates and charges paid by airlines divided by the number of boarded passengers.

SJC OAK SFO
10 14 54
Destinations 41 44 134
34 37 80
7 7 54

11.9 11.2 51.3
292 257 1,012

81.7% 80.2% 70.5%On-Time Arrival Percentage
Passenger Flights/Day
Regional Comparisons, 2023-24
Passengers (millions)
International
Domestic
Passenger Airlines

SJC OAK SFO
10 14 54
Destinations 41 44 134
34 37 80
7 7 54

11.9 11.2 51.3
292 257 1,012

81.7% 80.2% 70.5%On-Time Arrival Percentage
Passenger Flights/Day
Regional Comparisons, 2023-24
Passengers (millions)
International
Domestic
Passenger Airlines
Note: Percentages may not add to 100 due to rounding.

City of San José – Annual Report on City Services 2023-24 35 36
City of San José – Annual Report on City Services 2023-24

CITY ATTORNEY
The mission of the San José City Attorney’s Office is to provide excellent legal services, consistent with the highest professional and ethical standards, with the goal of protecting and advancing the City’s interests in serving the people of San José.

City of San José – Annual Report on City Services 2023-24 37 CITY ATTORNEY
The City Attorney’s Office provides legal counsel and advice, prepares legal documents, and provides legal representation to advocate, defend, and prosecute on behalf of the City of San José and the Successor Agency to the San José Redevelopment Agency.

The 2023-24 operating expenditures for the City Attorney’s Office totaled $25.1 million, which is comprised of personal and non-personal expenditures.

In addition, the City Attorney's Office was responsible for approximately $6 million in general liability claims, a Citywide expense. Authorized staffing totaled 88.5 positions, slightly up from the prior year.

The City Attorney’s Office handled over 1, 000 new claims and litigation matters in 2023-24 and prepared or reviewed around 4,500 legal transactions, documents, and memoranda. Lawsuits and administrative actions filed or initiated by the City decreased by more than 50 percent from the prior year.

The City Attorney's Office attributes the decrease to fewer municipal criminal case filings related to participation in or attendance at sideshows. The City Attorney's Office handled 65 sideshow-related citations in 2023-24 compared to 522 in 2022-23. Litigation-related collections totaled about $14.2 million in 2023-24.
$0
$5
$10
$15
$20
$25
$30
City Attorney Operating
Expenditures ($millions)
Personal Services Non-Personal/Equipment
0 20
40 60
80 100
City Attorney Authorized
Positions
$0
$5
$10
$15
$20
'17-'18 '18-'19 '19-'20 '20-'21 '21-'22 '22-'23 '23-'24 Litigation-Related Collections and
General Liability Payments
($millions)
Litigation Collections General Liability Payments
0 200
400
600
800
1,000
1,200
1,400
1,600
Claims and Lawsuits
Lawsuits and administrative actions filed or initiated by the City Lawsuits filed against the City
Claims (General Liability and Workers' Compensation) filed against the City 38 City of San José – Annual Report on City Services 2023-24

CITY AUDITOR
The mission of the San José City Auditor’s Office is to independently assess and report on City operations and services.

City of San José – Annual Report on City Services 2023-24 39 https://www.sanjoseca.gov/your-government/appointees/city-auditor/annual-work-plans

CITY AUDITOR
Implemented &
Closed, 83%
Partly
Implemented,
14%
Not
Implemented,
3%
Audit Recommendation
Implementation Status
(Reports Issued in the last 10 Years)
The City Auditor’s Office conducts performance audits that identify ways to increase the economy, efficiency, effectiveness, equity, and accountability of City government. The Office aims to provide independent, reliable, accurate, and timely information to the City Council and other stakeholders. The Office also oversees a variety of external audits including the Annual Comprehensive Financial Report (ACFR) and the Single Audit.

The City Auditor’s annual work plan is posted online, along with copies of all issued audit reports and semi-annual recommendation status reports. The Office’s 2023-24 operating expenditures totaled $2. 81 million. Staffing totaled 14 authorized positions. In addition, t he City Auditor's Office was responsible for $533,000 in Citywide costs, including the ACFR, the grant compliance Single Audit, and the bond projects audits.

The Office translates parts of all audit reports into Vietnamese and Spanish and beginning in September 2023 has begun Chinese translations as well. In October 2023, the Office passed its biennial external quality control review.

In 2023-24, the City Auditor's Office identified $9.1 million in monetary benefits from its audit recommendations, or $3.11 in savings for every $1 spent on audit costs in 2023-24 (target: $2 to $1). Monetary benefits vary from year to year based on the types of audits that are on the Office's annual work plan. For comparison, the 2022-23 ratio was $5.58 of estimated monetary benefits for every $1 on audit costs.
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
City Auditor Operating
Expenditures
Personal Services Non-Personal/Equipment
0 4
8 12
16 20
City Auditor Authorized
Positions
Target
Subject area of performance audits issued in 2023-24:
• Annual Report on City Services 2022-23
• Housing Performance Measures
• Integrated Waste Management Enforcement Program
• Language Accessibility
• Non-Management Performance Appraisals
• Residential Building Permits for Additions and Alterations • Retirement Services - interim and final reports
• Team San Jose Performance FY 2022-23
Transparency and Accountability, 24%
Improved
Service
Delivery,
22%
Operational
Efficiency,
27%
Securing City Assets, 10%
Equity,
16%
0% 20% 40% 60% 80% 100%
Recommendations Issued in 2023-
24 by Category
Note: 49 recommendations were made in 2023-24. Note: 692 recommendations were made in the last 10 years.

KEY FACTS (2023-24)
Number of reports issued 17
Number of reports per auditor 1.5
Ratio of estimated monetary benefits to audit cost $3.11:$1 Percent of approved work plan completed or substantially completed during the fiscal year
71%
40 City of San José – Annual Report on City Services 2023-24

CITY CLERK
The mission of the San José City Clerk is to maximize public access to municipal government.

City of San José – Annual Report on City Services 2023-24 41 CITY CLERK
0%
20%
40%
60%
80%
100%
Council Documents Posted within Open
Government Standards*
Council Agendas
Council Minutes
Council Committee
Minutes
* Posting requirements are in accordance with the City's Open Government Policy.

The City Clerk’s Office assists the City Council in the legislative process and maintains the legislative history of the City Council. The Office is responsible for:
• Open government, campaign finance, lobbyist registration, statements of economic interest, and other public disclosure requirements.
• Preparing and distributing agenda items for City Council, Committee, and Commission meetings.
• Providing access to the City’s legislative records and documents under the California Public Records Act and reviewing all City contracts for administrative compliance.
• Facilitating City Council and Board and Commissions meetings in accordance with California's open meeting laws (i.e., Brown Act). In 2023-24, funding was provided for onsite and virtual interpretation services as well as the initiation of artificial intelligence translation for City Council meetings.

The City Clerk’s operating expenditures totaled $3.8 million in 2023-24, with $3.1 million in personal services and $0.7 million in non-personal expenditures. In addition, the City Clerk was responsible for $3.3 million in Citywide expenses, out of which $2 million was spent on elections and ballot measures. Staffing remained at 18 authorized positions.

The Clerk’s Office also provides administrative support to the Mayor and Council Offices, tracking office budgets and facilitating the disbursement of grants ( 362 in 2023-24). The Office coordinated the recruitment of 13 full-time and 5 part-time staff for the Mayor and City Council offices.

During the 2023 Boar ds and Commissions Spring Recruitment, the Office recruited for 75 appointed positions by screening and processing 157 online applications. $0
$1
$2
$3
$4
City Clerk Operating
Expenditures ($millions)
Personal Services Non-Personal/Equipment
0 4
8 12
16 20
City Clerk Authorized Positions
KEY FACTS (2023-24)
Number of meetings staffed 173
Number of Brown Act agendas posted online 752
Number of Council actions processed and tracked 1,405
Number of External Public Records Requests 311
Number of Ordinances Processed 175
Number of Resolutions Processed 480
Number of contracts processed 2,562
Number of campaign filings processed 246
Council agendas posted 10 days before a meeting* 100%
Council synopsis and/or minutes posted by next 95%
meeting*
Council Committee minutes posted 5 days before 64%
the relevant Council meeting*
Decision-Making Bodies minutes posted within 10 days* 98% 42 City of San José – Annual Report on City Services 2023-24

CITY MANAGER
The mission of the San José City Manager’s Office is to provide strategic leadership that supports the Mayor and the City Council, and motivates and challenges the organization to deliver high quality services that meet the community's needs.

City of San José – Annual Report on City Services 2023-24 43 CITY MANAGER
0 20
40 60
80 100
City Manager Authorized
Positions
$0
$5
$10
$15
$20
$25
$30
City Manager Operating
Expenditures ($ millions)
Personal Services Non-Personal/Equipment
The City Manager's Office (CMO) develops public policy, leads the organization, and manages Citywide service delivery. 2023-24 o perating expenditures totaled $24.4 million, including personal and non-personal expenditures. In addition, the CMO was responsible for $5.1 million in Citywide expenses. Staffing in 2023-24 totaled 92.5 positions.

CMO carries out various multi-year Citywide initiatives, including the Customer Service Vision and Standards initiative and the Children and Youth Services Master Plan. CMO reported hosting 143 community meetings during 2023-24, with topics including the Children and Youth Services Master Plan, the Community Plan to End Homelessness, the San José Police Department Chief Executive recruitment, and disability affairs.

Functions of the City Manager's Office:
• Administration, Policy, and Intergovernmental Relations supports Citywide policy analysis and implementation, and monitors state and federal legislation. Other services include agenda services, open government and public record request coordination, and contract an d fiscal services. • Budget develops and monitors the City's operating and capital budgets. • Communications directs and implements the City's communications strategy. It also provides strategic counsel and oversight of media relations; internal communication; emergency public information; and digital, social, and creative services. • Employee Relations negotiates labor contracts and manages employee relations matters, including advising and assisting departments. • Executive Leadership/City Management supports the Mayor and City Council in making public policy decisions to ensure the organization is delivering cost-effective, equity-focused, and data-driven services. It also guides development of long-term strategies to invest in the City's future.

For the Office of Emergency Management and Office of Racial and Social Equity, see later in this chapter. See also the chapter on Office of Economic Development and Cultural Affairs.
0%
25%
50%
75%
100%
2021 2022 2023 2024
Community Survey
Residents' rating of the job the City of San José is doing to provide city services
Not sure/Prefer not to answer
Very dissatisfied
Somewhat dissatisfied
Somewhat satisfied
Very satisfied
CMO KEY FACTS (2023-24)
Staff reports approved for City Council consideration 574 City Council referrals assigned 173
Information memoranda issued 75
Community meetings held 143
Public records requests responded to or coordinated 426 City staff attending a language access training 106
Emergency Operations Flash Reports 6
City Manager's 30-Day Roundups 11
44 City of San José – Annual Report on City Services 2023-24

CITY MANAGER
The CMO is working to modernize performance measures through the Outcomes, Equity Indicators, and Performance Management initiative, and utilize the City Service Areas (CSAs) to align measures around inputs, activities, processes, and outcomes. For 2023-24, the City Council identified four focus areas* for the City: Increasing Community Safety, Reducing Unsheltered Homelessness, Cleaning Up Our Neighborhoods, and Attracting Investment in Jobs and Housing. In addition to the four City Council Focus Areas, the City Manager also approved five Foundational Strategic Support Focus Areas. This includes Driving Organizational Performance, which drives the performance management modernization and alignment initiative. * More information can be f ound on the City's website.

City of San José – Annual Report on City Services 2023-24 45 CITY MANAGER

OFFICE OF EMERGENCY MANAGEMENT
The Office of Emergency Management (OEM) leads efforts to protect life, property, and the environment by managing programs that mitigate, prepare for, respond to, and recover from disasters and emergencies. OEM administers Community Emergency Response Team (CERT) trainings, which train residents on how to organize and respond to major emergencies. OEM reports there were 252 CERT graduates in 2023-24. OEM estimates over 11,300 residents received emergency preparedness outreach during community events.

The Emergency Operations Center (EOC) is comprised of 202 staff from across departments as of October 2024, of which 51 percent received required training.

The EOC was activated twice in 2023-24; these responses were related to storm events in February 2024.
0%
25%
50%
75%
100%
2021 2022 2023 2024
Community Survey
Residents' rating of household preparedness for a natural disaster or other citywide emergency
Not sure / Prefer not to say
Not at all prepared
Slightly prepared
Somewhat prepared
Well prepared
0%
25%
50%
75%
100%
2021 2022 2023 2024
Community Survey
The City is committed to improving residents' quality
of life regardless of race, gender identity, disability, religion, language spoken, and other identities
Strongly/somewhat
disagree
Stronly/somewhat
agree
Question added in 2024

OFFICE OF RACIAL AND SOCIAL EQUITY
The Office of Racial and Social Equity (ORSE) is responsible for embedding an equity practice throughout the City organization to address existing racial and social disparities. ORSE also drives the Welcoming San José Plan 2.0 that enables civic, economic, linguistic, and social inclusion of immigrants and refugees in San José.

During 2023-24, ORSE worked with all departments to include a Budgeting for Equity analysis to inform the budget process. ORSE has supported 20 City departments and offices in the development Racial and Social Equity Action Plans.

ORSE also offered 16 trainings, including Equity Atlas training and Racial Equity Applied Learning Sessions, to about 480 City staff. Additionally, ORSE collaborated with community-based organizations to host an additional 18 events.

Disability Accessibility, Equity, and Inclusion
The CMO launched the disability affairs portfolio centered around proactive accessibility and fostering equitable opportunities in design and funding of City programs, services and facilities. Staff collaborated with departments on immediate accessibility improvements, disability inclusion equity training, and employee surveys for gap analysis.

ORSE KEY FACTS (2023-24)
Active Department/Office Racial Equity Action Plans 20
Staff that participated in an equity-related training or workshop 480 Citizenship virtual information session attendees 839
Naturalization applications completed 143
46 City of San José – Annual Report on City Services 2023-24

ECONOMIC DEVELOPMENT AND CULTURAL AFFAIRS
The mission of the Office of Economic Development and Cultural Affairs is to catalyze job creation, private investment, revenue generation, talent development and attraction, and a diverse range of arts, cultural, and entertainment offerings.

City of San José – Annual Report on City Services 2023-24 47 ECONOMIC DEVELOPMENT AND CULTURAL AFFAIRS
The Office of Economic Development and Cultural Affairs (OEDCA) leads the City’s economic strategy, provides assistance for businesses, manages the City’s real estate assets, helps connect employers with trained workers, and supports art and cultural amenities in the community. OEDCA's economic strategy workplan seeks to expand economic opportunity and mobility through business support, attraction, and facilitation; talent development; business outreach; and encouraging downtown development.

OEDCA manages several incentive programs for businesses, among them the Foreign Trade Zone and the Storefronts Grants Program, which helps small businesses enhance or enliven their ground-floor storefronts.

OEDCA also oversees agreements with the non-profit operator of the City’s Convention & Cultural Facilities (Team San Jose) and agreements for other City-owned cultural facilities.

In 2023-24, OEDCA's o perating expenditures totaled $13.1 million. This includes personal and non-personal expenditures. The Office was responsible for $12.8 million in Citywide expenses. Citywide expenses included property leases where the City is the tenant, and subsidies to the operators of convention and cultural facilities for operating and maintenance costs. 0 10
20 30
40 50
60 70
OEDCA Authorized Positions
$0
$2
$4
$6
$8
$10
$12
$14
OEDCA Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
0%
25%
50%
75%
100%
Attracting businesses and good
paying jobs
Creating a vibrant downtown San
José
Community Survey
Ratings of Services
Poor/Very Poor
Fair
Excellent/Good
Question added
in 2024
0%
25%
50%
75%
100%
San José as a place to work San José as a place to shop and dine
Community Survey
Quality of Life Ratings
Not sure/Prefer not to answer
Poor/Very Poor
Fair
Excellent/Good
Flor Del Barrio (Neighborhood Flower) Mural at the Washington Community Center Source: City Website.
48 City of San José – Annual Report on City Services 2023-24

ECONOMIC DEVELOPMENT AND CULTURAL AFFAIRS

BUSINESS DEVELOPMENT AND JOBS
OEDCA's Business Development Division promotes business in San José by providing assistance, information, access to services, and facilitating the development permit process. In 2023-24, Business Development provided permit facilitation services to support 91 businesses. It also coordinated the Business Owner Space network, through which entrepreneurs receive information, technical and human resources support.

OEDCA also provided 41 Business Development grants to small businesses in FY 2023-24, 38 of which were awarded to woman- or minority-owned businesses.

Business Development estimated companies that received its assistance generated $3.4 million in tax revenues (business and sales taxes). In 2023-24, this included the attraction of Rivian and the expansion of Adobe. About $3.4 in tax revenue was generated for every $1 in OEDCA expenditure on business development.

One of OEDCA’s main goals is to catalyze job creation. Companies and businesses that received OEDCA assistance created about 4, 000 jobs and retained more than 650 jobs in 2023-24. San José had 0.8 jobs per employed resident in 2024, less than the target of 1.1 jobs per employed resident. Palo Alto, by contrast, had 2.8 per employed resident.

Sources: 2023 and 2022 estimates come from the Employment Development Department.

Data prior to 2021 comes from the American Community Survey (5-year estimates for 2010-2018 and 2020, 1-year estimates for 2019 and 2021). $0
$2
$4
$6
$8
$10
Estimated Tax Revenue Generated by
OEDCA-assisted Companies
($millions)
retained
new
0 2,000
4,000
6,000
8,000
10,000
12,000
Estimated Jobs Created or Retained by
OEDCA-assisted Companies
retained
new

0.6 0.7

0.8 0.9
1 1.1
Jobs Per Employed Residents in San José
Balance at 1.0 job per resident
Envision 2040 target: 1.1 jobs per resident
0%
25%
50%
75%
100%
2021 2022 2023 2024
Community Survey
Are you currently working from home, commuting
to a workplace outside of your home, or a mixture
of both?
Working from
home
Commuting to
a workplace
outside home
Mixture of both
0%
25%
50%
75%
100%
2021 2022 2023 2024
Community Survey
When commuting to a workplace outside of your
home, is that place within San José?
No
Yes
0 100
200
300
400
500
600
Business Clients Served by the
Business Services Unit
Note: The growth in '19-'20 was primarily driven by a
revenue-sharing agreement with eBay.

City of San José – Annual Report on City Services 2023-24 49 ECONOMIC DEVELOPMENT AND CULTURAL AFFAIRS
Funding to City-owned Cultural Facilities
In addition to the properties managed by Team San Jose, OEDCA provided operations and maintenance funds totaling about $4.2 million from the General Fund to the following operators of City-owned cultural facilities:
• Children's Discovery Museum
• San José Museum of Art
• SJSU (Hammer Theatre Center)
• Tech Interactive
• History San José
• School of Arts and Culture at
Mexican Heritage Plaza
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
Grant Awards for Arts and
Cultural Development ($millions)

0.0 0.5

1.0 1.5

2.0 2.5
Estimated Attendance at
Outdoor Special Events (millions)

WORKFORCE DEVELOPMENT
The City’s workforce development program is managed by work2future, a federally-funded, state-mandated program that provides services to adults, dislocated (laid-off) workers, and youth. It provides job search assistance, occupational training, and skills enhancement workshops to San José residents as well as those of surrounding cities.

In 2023-24, work2future provided workforce development training, work experience, and counseling services to over 3, 000 job seekers. These clients included those supported with work2future federal formula funds (1, 684 participants), City General Funds through San José Works ( 974 participants), and the Resilience Corps Program—an inter-departmental collaboration funded with American Rescue Plan Act resources (352 participants). Finally, more than 300 business clients, many of whom were small businesses, received assistance services, including recruitment, lay-off aversion, and business assistance.

CULTURAL AFFAIRS
OEDCA promotes San José’s artistic and cultural vibrancy and supports opportunities for cultural participation and cultural literacy for residents, workers, and visitors. In 2023-24, OEDCA awarded more than 100 grants totaling $4.3 million to organizations that are located in San José or host events in San José. Contributing to San José’s placemaking and design goals, the public art program reported that it had 464 works throughout the city.

OEDCA helped facilitate about 380 event days in 2023-24 with an estimated attendance of 2.4 million. Not only did attendance increase from the previous year, it has exceeded the pre-COVID levels. Signature events included Christmas in the Park, Viva Calle, and the Rock N Roll Half Marathon.

Job Seekers Placed in Jobs State Goal Success Rate*
Adults 1,138 70.9% 62.0% 114.4%
Dislocated Workers 231 70.9% 67.0% 105.8%
Youth (14-24 years) 315 75.3% 66.0% 114.1%
work2future Development Program Results
*Note: work2future serves San José, Campbell, Morgan Hill, Los Altos Hills, Gilroy, Saratoga, Monte Sereno, and unincorporated areas of Santa Clara County. A local area's performance is considered unsatisfactory when any overall program success rate falls below 90 percent for the program year.

Hammer Theatre, Source: City Auditor’s Office
Job Seekers Placed in Jobs State Goal Success Rate*
Adults 1,138 70.9% 62.0% 114.4%
Dislocated Workers 231 70.9% 67.0% 105.8%
Youth (14-24 years) 315 75.3% 66.0% 114.1%
work2future Development Program Results
*Note: work2future serves San José, Campbell, Morgan Hill, Los Altos Hills, Gilroy, Saratoga, Monte Sereno, and unincorporated areas of Santa Clara County. A local area's performance is considered unsatisfactory when any overall program success rate falls below 90 percent for the program year.

Job Seekers Placed in Jobs State Goal Success Rate*
Adults 1,138 70.9% 62.0% 114.4%
Dislocated Workers 231 70.9% 67.0% 105.8%
Youth (14-24 years) 315 75.3% 66.0% 114.1%
work2future Development Program Results
*Note: work2future serves San José, Campbell, Morgan Hill, Los Altos Hills, Gilroy, Saratoga, Monte Sereno, and unincorporated areas of Santa Clara County. A local area's performance is considered unsatisfactory when any overall program success rate falls below 90 percent for the program year.

Job Seekers Placed in Jobs State Goal Success Rate*
Adults 1,138 70.9% 62.0% 114.4%
Dislocated Workers 231 70.9% 67.0% 105.8%
Youth (14-24 years) 315 75.3% 66.0% 114.1%
work2future Development Program Results
*Note: work2future serves San José, Campbell, Morgan Hill, Los Altos Hills, Gilroy, Saratoga, Monte Sereno, and unincorporated areas of Santa Clara County. A local area's performance is considered unsatisfactory when any overall program success rate falls below 90 percent for the program year. 0%
25%
50%
75%
100%
Making available a variety of arts
and cultural offerings
Providing an adequate number and
variety of special events
Community Survey
Ratings of Services
Poor/Very Poor
Fair
Excellent/Good
Question added Question added
in 2024in 2024
50 City of San José – Annual Report on City Services 2023-24

ECONOMIC DEVELOPMENT AND CULTURAL AFFAIRS

REAL ESTATE SERVICE
To shrink margin
Real Estate Services manages the City’s real estate portfolio, provides real estate services to City departments, and represents the City in third-party transactions. This includes acquisition, disposition, surplus sales, leasing, relocation, valuation, telecommunications, and property management. In 2023-24, sales revenue totaled $863,000. The division also generated over $2 million in facility lease revenue. Real Estate Services had 84 property leases in its real estate portfolio.

CONVENTION & CULTURAL FACILITIES
The City’s convention facilities (San José McEnery Convention Center, South Hall) house exhibitions, trade shows, and conferences. The City’s cultural facilities (San Jose Civic, Montgomery Theater, California Theatre, Center for the Performing Arts) are home to concerts, plays, and other performances. Team San Jose, a public benefit corporation, manages these facilities on behalf of the City.*
In 2023-24, the facilities drew over 840,000 people to over 280 events. Of these events, over 50 were at the convention facilities, which hosted more than 239,000 attendees.

The City also supported the Convention & Cultural Facilities with more than $11.6 million from hotel tax revenues.
*For more information about the performance of the City's Convention and Cultural Facilities, see our FY 2023-24 Team San Jose Performance Audit.

Source: City Auditor’s Office and Team San José
San Jose Civic
California Theatre
Center for Performing ArtsMontgomery Theater
0 50
100
150
200
250
300
350
400
450
Number of Events (Convention
and Cultural Facilities
Combined)

0.0 0.2

0.4 0.6

0.8 1.0

1.2 1.4

1.6 1.8
Attendance (millions)
Convention Facilities Cultural Facilities
Note: The facilities did not host events in 2020-21
because of COVID-19.
$0
$10
$20
$30
$40
$50
$60
$70
Operating Revenues and Expenses ($millions)
Operating Revenue Operating Expenses
City of San José – Annual Report on City Services 2023-24 51 52
City of San José – Annual Report on City Services 2023-24 ENERGY
The mission of the Energy Department is to procure clean, cost effective energy for the benefit of its customers.

City of San José – Annual Report on City Services 2023-24 53 ENERGY
KEY FACTS (2023-24)
Total number of customer accounts 349,200
Number of SJ Cares customer accounts 67,900
Opt-out rate 2.55%
Opt-up rate 0.49%
Total cus
tomer savings rate range compared to PG&E* 0.7-4.15%
55%
33%
37%
25%
53%
9%
15%
14%
12% 37%
2%
4%
4%
0% 20% 40% 60% 80% 100%
2023 SJCE GreenSource Power Mix
2023 PG&E Base Plan Power Mix
2023 CA Power Mix¹
Power Content Labels for SJCE and PG&E
Renewables Nuclear Large Hydroelectric Natural Gas Coal Other / Unspecified $0
$5
$10
$15
$20
Energy Department Operating
Expenditures* ($millions)
Personal Services Non-Personal/Equipment
0 10
20 30
40 50
60 Energy Department
Authorized Positions
SJCE TotalGreen, $171.09
PG&E, $167.48
SJCE GreenSource, $167.04
$0 $25 $50 $75 $100 $125 $150 $175
Comparison of Average
Monthly Electricity Bill
(rates as of August 15, 2024)
$492
$413
$-
$100
$200
$300
$400
$500
$600
Energy Department Revenue
and Expenses ($millions)
Revenue Expenses
Source: SJCE and PG&E comparison of residential electric rates.

Note: Based on E-TOU C rate schedules and usage of 405
kilowatt-hours.

Source: 2023 Power Content Labels for California Power Mix, PG&E, and SJCE. ¹ Figures are estimated annually by the California Energy Commission based on electricity generated in California and net imports.

Note: Percentages may not add to 100 due to rounding.
* Note: This does not include expenditures for energy purchases.

The Energy Department was created in 2017-18.
* Savings based on generation charges and varies depending on rate and usage. Does not include transmission and delivery charges.

The Energy Department operates San José Clean Energy (SJCE), the City's Community Choice Aggregation (CCA)*. This program offers residents access to more renewable energy, community programs, and local control over energy soures and rates. SJCE is pillar of Climate Smart San José, the City's climate action plan. (See the Environmental Services chapter for more information.)
In 2023, SJCE's default rate program, GreenSource, provided 95 percent carbon free electricity. SJCE met its target of less than 5 percent of customers opting out. Customers can upgrade (opt-up) to TotalGreen to receive 100 percent renewable and carbon-free electricity. TotalGreen costs the average home $4 more per month than GreenSource. As of June 2024, 1, 702 customers upgraded, with an opt-up rate of 0.49 percent (target: 0.56 percent).

SJCE had 53 authorized positions in 2023-24, and net operating revenues totaled $492.3 million. SJCE's operations, maintenance, and administrative expenditures totaled $24.2 million while energy purchases and other expenditures totaled $389.2 million. Overall, SJCE had an operating income of $83.8 million in 2023-24.

Depending on their plan and usage, SJCE customers saved 0.7 to 4.15 percent in 2023-24 compared to Pacific Gas & Eletric Company (PG&E). SJCE also launched Peak Rewards in 2023-24, a program that offers incentive payments to businesses and residents for reducing energy use during peak times. *CCAs are programs that allow local governments to purchase power on behalf of their residents and businesses. PG&E provides the transmission and distribution of electricity, and handles the billing process. 54 City of San José – Annual Report on City Services 2023-24 .

ENVIRONMENTAL SERVICES
The mission of the Environmental Services Department is to deliver world-class utility services and programs to improve our health, environment, and economy.

City of San José – Annual Report on City Services 2023-24 55 ENVIRONMENTAL SERVICES
$0
$50
$100
$150
$200
$250
$300
$350
$400
ESD Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
0 100
200
300
400
500
600
700
ESD Authorized Positions
The Environmental Services Department (ESD) provides recycling and garbage services, wastewater treatment, potable water delivery, stormwater management, and recycled water management. ESD also manages programs to conserve water and energy resources and achieve other environmental goals.

ESD coordinates Citywide efforts to protect and conserve air, land, water, and energy resources through policy development, education, and grant-seeking.

This work is guided by the City’s Climate Smart San José Plan and regulatory requirements.

Most ESD revenue comes from customer fees and charges; approximately $6.4 million of its budget, representing 1.7 percent of its operating expenditures, came from the General Fund in 2023-24.

In 2023-24, ESD’s operating expenditures totaled $374 million, including personal and non-personal expenditures. In addition, the Department was responsible for $1.5 million in Citywide expenditures. Staffing in 2023-24 included 591 full-time equivalent positions, representing a 15 percent increase from ten years ago. In 2024-25, ESD reports their scope will expand to include work on long-term water supply solutions.

Climate Smart San José
On February 27, 2018, the San José City Council adopted the Climate
Smart San José Plan
. The plan is a continuation
of the 2007 San Jos
é Green Vision, and represents
San
José's commitment to meeting
the greenhouse gas
(GHG) emission reduction
targets of
th e
Pa ris Cl imate
Agreement.

Climate
Smart San José lays
out specific goals and
milestones,
focusing on reducing communitywide GHG
emissions in alignment
with the 2016
Paris Agreement.

In
November 2021, the San José City
Council voted
unanimously to
adopt the goal of reaching
net-zero greenhouse
gas emissions
by 2030, joining several
cities across the nation .

In June 2022
, City Council approved
the Pathway to
Carbon
Neutrality by 2030
to focus
the City's
efforts on key
strategies
to achieve
this goal.

In
May 2023, City Council approved the establishment of
a Climate Advisory Commission
. This involved merging with
the City's existing Clean Energy Community Advisory
Commission. The new
commission began meeting in March
2024.

Find more information on the City's
Climate Smart Dashboard
.
56 City of San José – Annual Report on City Services 2023-24

ENVIRONMENTAL SERVICES

RECYCLING & GARBAGE SERVICES
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ESD provides recycling and garbage services to over 337,000 residential households in San José through contracted service providers. ESD also provides waste management programs and services for San José businesses, large events, public areas, and City facilities. The Department manages agreements for commercial collection and recyclables processing, organics processing, and residential and construction waste collection services in the city. For 2023-24, City Council approved residential garbage and recycling services rate increases of up to 4 percent for single-family and 2 percent for multi-family dwellings.

The state monitors each jurisdiction’s “per capita disposal rate” and requires that 50 percent of solid waste be diverted* from landfills. Since 2007, San José has diverted at least 60 percent of waste from landfills. In 2023-24, San José diverted 65 percent of residential waste landfilled. Despite this, total tonnage recycled has decreased in recent years and the amount of solid waste going to landfill has increased.

In 2023-24, to educate residents and encourage appropriate recycling, ESD reports they began a lid flip inspection/cart tagging program aimed at reducing contamination of recyclables.
* “Diversion” refers to any combination of waste prevention, recycling, reuse, and composting activities that reduces waste disposed at landfills. (Source: CA Integrated Waste Management Board) 0 100,000
200,000
300,000
400,000
500,000
Tons of Residential Solid Waste Recycled vs.

Landfilled
Solid waste
recycled, reused, or
composted
Solid waste
landfilled
$0
$10
$20
$30
$40
$50
$60
San José Garbage and Recycling
Monthly Bills (32-gallon cart)
$0 $10 $20 $30 $40 $50 $60
Milpitas
Mountain View
Cupertino
Redwood City
Sunnyvale
Palo Alto
Santa Clara

SAN JOSE
Comparison of Monthly Residential Garbage and
Recycling Rates (as of November 2024)
Sources: Rates listed on local government websites for municipalities provided.

Note: Rates listed for all municipalities are for the 32-gallon cart size, except for Milpitas, which uses the 26-gallon bin.

What Can Be Recycled
Materials such as plastics, paper, metal, and
glass can be placed in the recycling bin.

Recycling is collected weekly from
residential homes, mobile home parks, and
apartments and condos. You can find out
more about what specific materials can be
placed in the recycling bin at:
www.sanjoserecycles.org/what-to-
do/curbside/.

Note: Methodology changed in 2021 based on terms of new agreements wiht the City's contractors.
0%
25%
50%
75%
100%
Community Survey
Rating of trash, recycling, and yard waste services
Poor/Very Poor
Fair
Excellent/Good
City of San José – Annual Report on City Services 2023-24 57 ENVIRONMENTAL SERVICES
1610
137
0 500
1,000
1,500
2,000
2,500
Inspections and Violations
Found at Construction Sites
# of Inspections Conducted # of Violations found
3420
980
0 1,000
2,000
3,000
4,000
5,000
6,000
Inspections and Enforcement at
Industrial/Commercial Sites
# of Inspections Conducted # of Enforcement Actions
110%
0%
20%
40%
60%
80%
100%
120%
Citywide Trash Load Reduction
Note: The trash load reduction calculation measures compliance with the City's Municipal Regional Permit requirement. In 2022-23 the methodology for this measure was changed based on an updated permit. The new reduction target is based on reducing trash from receiving waters before 2009 levels.

The reduction target is 90 percent by June 2023 and 100 percent by June 2025. 23%
0%
10%
20%
30%
40%
50%
Percent of Sites Inspected for
Stormwater Treatment
Target
302
145
0 100
200
300
400
500
600
Complaints and Violations
Issued for Illicit Discharge
# of Complaints of Illicit Discharge
# of Violations Issued related to Illicit Discharge
Baykeeper Consent Decree
In June 2016, the City executed a consent decree to settle a lawsuit filed by the San Francisco Baykeeper. The consent decree stipulates that the City appropriate $ 100 million over a ten-year period to implement projects intended to reduce the flow of pollutants from the City’s urban areas to receiving waters (e.g., green infrastructure).

Note: Includes all public and private stormwater treatment measures (e.g. bioretention systems) that treat stormwater as part of the City's low impact development (LID)
requirement for new and redevelopment projects.

STORMWATER MANAGEMENT
The City's Municipal Regional Stormwater permit requires the City to implement i
nspection and enforcement programs to protect water quality and the health of our waterways and the San Francisco Bay.* ESD has four stormwater inspection programs that inspect San José
businesses, active construction sites, stormwater
treatment measures, and incidents of
illicit discharge to the storm sew er system.

Additionally, ESD performs outreach and education to promote regulatory compliance. The Department of Tra
nsportation (DOT) operates and maintains
the City’s storm drains and
storm sewer system, addressing the removal of any
debris prior to entering
creeks and eventually the San Francisco Bay (see
Transportation chapter).

ESD estimates
that the City
has reduced the amount of trash discharged from
the stormwater collection sys
tem into receiving waters by 100 percent since
2009 and reduced citywide trash load by about 110 percent in 2023-24.** The annual storm sew
er fee for a single-family residence in 2023-24 was $94.44.

The annual fee
has remained the same since 2011-12.
sdsdfsdfs
* These programs and activities are regulated
by a state permit for municipal storm water systems. For more information, see the California Water Boards' webpage on the subject. sdfsdfs
** Calculation is based on a method specified in the Municipal Regional Stormwater NPDES permit; the regional permit was reissued in 2021-22 and most recently amended in 2023-24. 58 City of San José – Annual Report on City Services 2023-24

ENVIRONMENTAL SERVICES
`
$0
$20
$40
$60
$80
$100
$120
$140
Comparison of Monthly
Residential Water Bills
Other San José Water Retailers Muni Water
0 2,000
4,000
6,000
8,000
10,000
Millions of Gallons of Water
Delivered to Muni Water
Customers

99.0%

99.2%

99.4%

99.6%

99.8%
100.0%
% of Water Samples Meeting
State and Federal Water Quality
Standards
Note: Rates are based on water usage of 13 hundred cubic feet (HCF). Rates for 'Other San José Water Retailers' in 2018-19 are estimates,
Water Service Providers Map

RETAIL WATER DELIVERY
ESD operates and maintains the San José Municipal Water System (Muni Water), which serves about 27,000 customers in North San José, Alviso, Evergreen, Edenvale, and Coyote Valley. Other local San José water retailers include Great Oaks Water Company (which serves Blossom Valley, Santa Teresa, Edenvale, Coyote Valley, and Almaden Valley) and the San José Water Company (which serves Downtown, West San José, Alum Rock, and Almaden Valley, among others).

The average monthly water bill for Muni Water customers was $130.79, a 14 percent increase from the prior year. Muni Water rates have increased in recent years, which ESD reports is due to higher wholesale water rates and other inflationary costs; the rates are consistent with those of other San José retail water providers.

In 2023-24, Muni Water delivered nearly 5,900 million gallons of water to its customers, down 19 percent from ten years ago. Muni Water met federal water quality standards in 100 percent of water samples taken (target: 100%).* * For more information on water quality, see the 2023 Water Quality Report.

Note: According to ESD, areas in white are served by private well systems.

Source: Auditor map based on Environmental Services Department data City of San José – Annual Report on City Services 2023-24 59 ENVIRONMENTAL SERVICES
https://www.sanjoseca.
0 20
40 60
80 100
120
Millions of Gallons per Day
Discharged to Bay During Average
Dry Weather Season
Aerial photo of the San José-Santa Clara Regional Wastewater Facility Source: Environmental Services Department
$0
$500
$1,000
$1,500
$2,000
$2,500
Cost per Millions of Gallons
Treated (Estimate)
$0 $10 $20 $30 $40 $50 $60 $70 $80

SAN JOSE
Santa Clara
Mountain View
Palo Alto
West Valley Sanitation Dist.

Cupertino Sanitary Dist.

Milpitas
Sunnyvale
Comparison of Monthly Sewer Rates* (as of November 2024) * Sewer rates pay for costs of the sewer system as well as wastewater treatment.

Sources: Rates listed on local government websites for municipalities provided.

Allowed by State
n
Photo of regional wastewater
facility goes here

WASTEWATER TREATMENT
to help make the text fit
ESD manages and operates the San José-Santa Clara Regional Wastewater Facility – one of the largest advanced wastewater treatment facility in the Western United States. The facility is co-owned with the City of Santa Clara, and provides wastewater treatment for approximately 1.4 million residents in San José and surrounding communities. DOT maintains the City’s sanitary sewer system (see Transportation chapter) that flows to the facility. ESD also manages pretreatment programs to control for pollutants at their source. ESD wastewater treatment operations account for the largest share of ESD employees: 326 full-time budgeted positions out of 591 total.

The Wastewater Facility continues to meet the Regional Water Quality Control Board’s permit requirements for water discharged into the San Francisco Bay. In 2023, the Facility maintained 100 percent compliance with pollutant discharge requirements.

The estimated cost per million gallons treated was $1, 883 in 2023-24. Aging infrastructure at the Facility has required increased maintenance and capital costs in the past decade. In accordance with the Plant Master Plan adopted in 2013, the City is implementing over $2 billion in long-term capital improvement projects to upgrade and rebuild the facility, many of which have already been completed.* In 2024-2025, ESD reports it will begin the transition from utilizing drying beds to mechanical dewatering of biosolids, enabling future beneficial reuse.
to help make the text fit
sdsdfsdf
* For more information, see the Capital Improvement Program webpage. 60 City of San José – Annual Report on City Services 2023-24

ENVIRONMENTAL SERVICES
Source: Auditor map based on Environmental Services Department data

RECYCLED WATER
asdasd
The South Bay Water Recycling System (SBWR) includes over 153 miles of pipeline that provides recycled water for parks, golf courses, school grounds, and commercial landscapes. In addition, SBWR also provides recycled water for agricultural, commercial, and industrial uses including cooling towers, power generation plants, and data centers, among others. SBWR currently provides recycled water to the cities of San José, Santa Clara, and Milpitas.

To provide SBWR customers higher quality recycled water, the cities of San José and Santa Clara partner with the Santa Clara Valley Water District to produce up to 8 million gallons per day of highly purified water at the Silicon Valley Advanced Water Purification Center. The purified water is mixed with the recycled water produced by the Regional Wastewater Facility.

In 2023, SBWR delivered about 4 billion gallons of recycled water to over 1,000 customers, who paid $4.51* per hundred cubic feet of water. During 2023, SBWR recycled water met quality standards for state and permit requirements.

The cost per million gallons of recycled water delivered was about $4,293 in 2023-24.
* This rate is for City of San José Municipal Water customers; other SBWR provider rates may vary. 0 1,000
2,000
3,000
4,000
5,000
6,000
Millions of Gallons of Recycled
Water Delivered Annually
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
Cost per Million Gallons of
Recycled Water Delivered
0%
20%
40%
60%
80%
100%
% of Wastewater Recycled for
Beneficial Purposes during Dry
Weather Periods
0 4
8 12
16 20
24 Millions of Gallons Per Day
Diverted during Dry Weather
Periods
Map of recycling jurisdictions
goes here
Note: Data is an extimate using using FY 2023-24
expenditure data and CY 2023 gallons of water delivered.

Data from 2022-23 was updated since last year's report to maintain a consistent methodology.

City of San José – Annual Report on City Services 2023-24 61 62
City of San José – Annual Report on City Services 2023-24

FINANCE
The mission of the Finance Department is to manage, protect, and report on the City of San José's financial resources to enhance the City's financial condition for our residents, businesses, and investors.

City of San José – Annual Report on City Services 2023-24 63 FINANCE
The Finance Department manages the City’s disbursements, financial reporting, purchasing and risk management, revenue management, and debt and treasury management core services. In 2023-24, Finance had 135 authorized positions, with operating expenditures totaling $25.3 million. Finance was also responsible for other expenses, including $40.3 million in debt service and $6.4 million in Citywide expenses.

The Accounting Division makes timely payments to vendors and employees, and provides relevant financial information to the public, including the City's Annual Comprehensive Financial Report. In 2023-24, the Finance Recovery Group submitted 16 projects, primarily related to the 2023 winter storms, totaling roughly $9 million for potential Federal Emergency Management Agency reimbursements.

The Revenue Management Division supports timely billing and revenue collection efforts. The Division collected $1.4 billion of the City's overall revenue in 2023-24, which includes sales tax and other revenues.

The Purchasing and Risk Management Division is responsible for ensuring cost-effective procurement of goods and services, and ensuring insurance coverage of the City assets.

In 2023-24, the Purchasing Division procured $297 million of products and services, an increase of 25 percent from the prior year.

The Debt and Treas ury Management Division manages the City’s cash, debt, and investment portfolios. The City ended 2023-24 with an investment fund portfolio of $2.96 billion, which earned an average of 3.3 percent or $86.7 million. The Division also issued debt totaling $137.2 million in 2023-24. Outstanding debt, including conduit debt, totaled $4.39 billion at the end of 2023-24. link

0.0%

1.0%

2.0%

3.0%

4.0%
$0.0
$1.0
$2.0
$3.0
$4.0
City Cash and Investments
($billions)
Cash and Investments Average ROI
SARA Tax
Allocation
Bonds,
$1.09
Airport
Revenue
Bonds/CP,
$1.05
CSJFA
Bonds/CP
Notes,
$0.64
CSJ GO
Bonds,
$0.52
RWF
Notes,
$0.31
Outstanding Debt Issued by All
Agencies, June 30, 2024
($billions)
0 20
40 60
80 100
120
140
160
Authorized Positions
$0
$5
$10
$15
$20
$25
$30
Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
$0
$50
$100
$150
$200
$250
$300
$350
Total Dollars Procured
($millions)
li k
KEY FACTS (2023-24)
Investment portfolio, June 30, 2024 $2.96 billion
Outstanding debt, June 30, 2024 $4.39 billion
San José credit rating: Moody's Aa1
S&P AA+
Fitch AAA
Note: Includes conduit debt outstanding (multifamily
housing revenue bonds). Pie chart to the right does
not include conduit debt.

For more information, see the
City’s Comprehensive
Annual Debt Reports.
$0
$1
$2
$3
$4
$5
$6
Total Outstanding Debt
($billions)
64 City of San José – Annual Report on City Services 2023-24 FIRE
The mission of the San José Fire Department is to serve the community by protecting life, property, and the environment through prevention and response.

City of San José – Annual Report on City Services 2023-24 65 FIRE
0 200
400
600
800
1,000
Fire Department Authorized
Positions
$0
$50
$100
$150
$200
$250
$300
Fire Department Operating
Expenditures ($millions)
Personal Services Non-Personal/Equipment
The San José Fire Department (Fire) provides fire suppression, emergency medical services (EMS), and fire prevention services to residents and visitors within San José’s city limits and some unincorporated areas of Santa Clara County. Other fire prevention services include regulatory enforcement of fire and hazardous materials codes through inspections and construction plan reviews for residents and businesses. Fire provides emergency Advanced Life Support (paramedic) first- response services, and the County of Santa Clara contracts with a private company for emergency ambulance transportation services.

In 2023-24, Fire's operating expenditures totaled $296.2 million. This includes personal and non-personal expenditures. Fire was responsible for additional costs including $1.2 million in Citywide expenses and $13.5 million for workers' compensation claims. There were 858 authorized positions in the Department in 2023-24.

The Department reports that it continues to focus on recruiting a diverse and qualified pool of Firefighter/Paramedics to overcome COVID-19 related nationwide paramedic shortages, keep pace with increasing call volumes, and reduce delays in patient transport and escort during medical emergencies. In 2023-24, Fire hired 34 sworn staff. Fire expanded the number of Support Paramedics, reinstating paramedic status within the Fire Engineer and Fire Captain ranks to expand coverage of paramedic functions along with Firefighters. As the number of Support Paramedics increased, mandatory call-back hours for Firefighter/Paramedics has been significantly reduced.

Source: San José Fire Department, photo of Public Safety Radio Dispatcher graduation Fire Communications Division
Comprised of 47 FTEs, the Fire Communications Division serves as Fire's initial point of contact for residents and businesses. Fire Communications answers calls to provide a variety of essential operations such as answering fire and medical emergency calls, providing life-saving instructions over the phone before responders arrive, processing incident data, and deploying emergency resources.

In 2023-24, Fire reports that it conducted its largest academy since 1990 with eight Public Safety Radio Dispatch Trainees. As of September 2024, all permanent Public Safety Radio Dispatcher authorized positions had been filled.
0%
25%
50%
75%
100%
City's efforts in providing fire
protection and prevention services
City's efforts in providing Emergency
Medical Services (EMS)
Community Survey
Ratings of Services
Poor/Very Poor
Fair
Excellent/Good
Photo goes here
66 City of San José – Annual Report on City Services 2023-24 FIRE
KEY FACTS (2023-24)
Fire stations 34
Engine companies 33
Truck companies 9
Rescue Medic units 3
Aircraft Rescue Firefighting companies 1
Urban Search and Rescue companies 1
Emergency incidents
Emergency medical incidents 68,400
Fires 4,600
Rescue, Haz-Mat, USAR, Non-Fire Hazards 6,500
Other 30,800
Total 110,300
Source: Auditor analysis based on incident data provided by Fire Department. Note: Data shows incidents by geographic area, not by responding unit. * Fire Station #20 includes San José Mineta International Airport. Fire Station #33 closed in August 2010. Incidents within the district of Station #33 were handled by other stations. The Department has reserved the numbering of Fire Station #32 and #36 for future use.

Source: San José Fire Department, photo of Battalion Chief on scene during the Clayton Fire incident in August 2023
Photo goes here
Other includes service requests, false alarms, false calls, good intent responses, no incident, wrong location, and canceled en route incidents
Map goes here
Fire Stations and Number of 2023-24
Emergency Incidents by Station Areas
(see following page for graph of data)
City of San José – Annual Report on City Services 2023-24 67 FIRE
88%
66%
0%
20%
40%
60%
80%
100%
Percent of Fires Contained
In Structure of Origin (Target: 92%)
In Room of Origin (Target: 80%)
Note: Fire Station #20 includes San José Mineta International Airport, but incident numbers are separated in this graph. Fire Station #33 closed in August 2010. Incidents within the district of Station #33 were handled by other stations. The Department has reserved the numbering of Fire Station #32 and #36 for future use.

EMERGENCY RESPONSE
In 2023-24, Fire responded to 110,300 emergency incidents. This number continues to be up from prior years.

There were 87,800 Priority 1 incidents (red lights and sirens) and 22,500 Priority 2 incidents (no red lights or sirens). Of the total:
• 62 percent were medical emergencies (68,400* total)
• 34 percent were all other types of incidents, including good intent calls, rescues, and false alarms (37,300 total)
• 4 percent were fires (4,600 total). Of these, 470 were structure fires, 360 were vehicle/aircraft fires, and 700 were vegetation fires. The remaining were categorized as other fires, which could include rubbish fires or fires in dumpsters or encampments.

A breakdown of all incidents by fire station is provided below.

In 2023-24, Fire contained 88 percent of fires to the structure of origin (target: 92 percent). Fire contained 66 percent of fires to the room of origin (target: 80 percent).

Fire reports that were 12 civilian fire injuries and three civilian fire deaths in 2023-24.
* Numbers may not add to incident total due to rounding. 0 20,000
40,000
60,000
80,000
100,000
120,000
Emergency Incidents
Other Medical Fire
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
Emergency Incidents by Station Area (2023-24)
Fire Medical Other (including rescues, Haz Mat, service requests, false alarms, good intent responses, and canceled en route incidents) Emergency Medical Services (EMS)
Fire provides Advanced Life Support (ALS) first response services under an agreement with the County of Santa Clara Emergency Medical Services (EMS) Agency. The agreement requires Fire to arrive on-scene within eight minutes 90 percent of the time for qualifying EMS calls to receive funding.

Fire met this performance standard for 12 months after adjustments. In 2023-24, Fire reported there continued to be a decreased availability of county ambulance resources for emergency medical response. Fire adapted by increasing rescue medic transports and having firefighter/paramedics ride to the emergency room with patients to maintain advanced-level care. Fire provided 800 rescue medic transports in 2023-24.
68 City of San José – Annual Report on City Services 2023-24 FIRE
83% 85%
34%
0%
20%
40%
60%
80%
100%
Dispatch Time
(<2 min)
Turnout Time
(<2 min)
Travel Time (<4
min)
Time Targets of Priority 1
Response Time
'21-'22 '22-'23 '23-'24
64%
90%
0%
20%
40%
60%
80%
100%
Priority 1 (<8 minutes) Priority 2 (<13 minutes)
Emergency Response Time
Compliance
'21-'22 '22-'23 '23-'24
0%
20%
40%
60%
80%
100%
Priority 1 Response Time Compliance by Station (2023-24) % of Time Initial Responding Unit Arrives in less than 8 Minutes Source: San José Fire Department, photo of Tractor Drawn Aerial Training at Fire Training Center Target
Target
EMERGENCY RESPONSE (continued)
In 2023-24, Fire responded to 64 percent of Priority 1 incidents within its time standard of 8 minutes (target: 80 percent), a decrease from prior years.

Fire attributes this decrease in part to ambulance resource constraints. The Department responded to 90 percent of Priority 2 incidents within 13 minutes (target: 92 percent).

Fire disaggregates Priority 1 response time into three segments: dispatch (call processing) time, turnout time, and travel time. In 2023-24, Fire met its dispatch time standard 83 percent of the time (target: 85 percent within 2 minutes) and turnout time standard 85 percent of the time (target: 85 percent within 2 minutes). It met its travel time standard for only 34 percent of Priority 1 incidents (target: 45 percent within 4 minutes).

In 2023-24, Fire reports that the installment of the 6th Battalion (positioned at Fire Station 35) has provided equitable and manageable levels of command and control in Central and East San José. The battalion installment has allowed for increased operational capacity to improve the safety of residents in these areas.

A breakdo
wn of Priority 1 response times by fire station is shown below. No fire stations met the Priority 1 response standard of 8 minutes for 80 percent of incidents in 2023-24, compared to one station last year.

Note: Fire Station #20 includes San José Mineta International Airport, but compliance rates are separated in this graph. Fire Station #33 closed in August 2010. Incidents within the district of Station #33 were handled by other stations. The Department has reserved the numbering of Fire Station #32 and #36 for future use.

Photo goes here
Target
City of San José – Annual Report on City Services 2023-24 69 a
FIRE

FIRE PREVENTION
The Bureau of Fire Prevention provides regulatory enforcement of fire and hazardous materials codes, investigates fire cause, and educates the community to reduce injuries, loss of life, and property damage from fires and other accidents. Both Firefighters and Fire P revention Inspectors conduct inspections to check for compliance with fire codes. In 2023-24, a bout 86 percent of initial inspections were code compliant, and therefore did not require a follow-up inspection. Fire performed 12,700 initial fire inspections during the fiscal year. Firefighters conducted 5,500 of these initial inspections and Fire Prevention Inspectors conducted the remaining 7,200.

The Bureau of Fire Prevention also conducts investigations based on complaints received from residents or businesses. In 2023-24, 150 complaints were investigated.

In 2023-24, Fire's Arson Investigators conducted 377 investigations and were able to determine that 134 of those incidents were caused by arson.

FIRE SAFETY CODE COMPLIANCE
(DEVELOPMENT SERVICES)
Fire Safety Code Compliance enforces the City’s fire and health and safety codes during the development plan review and inspection processes, in coordination with the Development Services partners in the Permit Center (see Planning, Building & Code Enforcement Department chapter). This includes both engineering and hazardous materials reviews. In 2023-24, Fire Safety Code C ompliance staff performed fire plan checks and inspections for Development Services customers.

In 2023-24, Fir e reports that they finalized a comprehensive website re-design, adding new dashboards which show average wait times for inspections to provide more clear information to customers.

Fire Safety Inspections
Fire inspects existing and newly-constructed buildings to ensure compliance with the fire code. As of June 2024, San José had approximately 12,500 buildings that were eligible for a fire inspection, including over 90 high-rises, 650 educational facilities, and 5,500 multi-family residences and hotels/motels.

The frequency of the inspection cycle depends on a building's use and type.

For example, the State Fire Marshal requires high-rises, schools, and multi- family residences to have annual inspections. In 2023-24, Fire completed 98 percent of state-mandated inspections.
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Fire Prevention Inspections
(on existing buildings)
Initial Inspections performed Re-inspections Performed
0 2,000
4,000
6,000
8,000
10,000
Inspections Performed Plan Checks Performed
Fire Safety Code Compliance -
Workload (Development Services)
0 100
200
300
400
500
600
Arson Investigations
# of arson investigations
# of investigations resulting in arson determination
95%
92%
98%
0% 25% 50% 75% 100%
Buildings with Assembly
Spaces
Buildings without State-
Mandated Annual Inspections
Buildings with State-Mandated
Annual Inspections
'22-'23 '23-'24
Completion of Initial Fire Inspections
Note: inspection and plan check data not yet
available for 2023-24.
70 City of San José – Annual Report on City Services 2023-24

HOUSING
The mission of the Housing Department is to make housing and neighborhood investments that create a more just community where all people thrive.

City of San José – Annual Report on City Services 2023-24 71 HOUSING
The Housing Department (Housing) employs multiple strategies to meet the housing needs of San José residents, who face some of the highest housing costs in the nation. These strategies include:
• Funding and financing housing construction and preservation, • Recommending housing and community development policies, • Managing rent stabilization programs,
• Responding to homelessness,
• Administering a number of federal and state grant programs, • Managing interim housing units, and
• Administering a number of federal and state grant programs.

Housing's operating expenditures totaled $19.1 million in 2023-24. This includes personal and non-personal/equipment expenditures. The Department was responsible for an additional $46.6 million in Citywide expenses and $69.1 million for loans and grants.

Funding for Housing included revenues from the Department’s loan portfolio that continued to generate program income (principal outstanding as of June 2024 was $661 .1 million). Additional revenues came from various state and federal grants, with $27.5 million in funding from the state (Homeless Housing, Assistance and Prevention Program). Loan repayments, interest, and miscellaneous revenues totaled $39.5 million.

In FY 2023-24, the
re were 109.50 total positions.

Note: In response to the City Auditor's Office audit, Housing Performance Measures: The City Should Focus and Align Measures to Support Decision-Making, Housing updated its performance measures and the City Service Area measures in the FY 2024-25 Proposed Operating Budget. $0
$5
$10
$15
$20
$25
Housing Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
0 20
40 60
80 100
120
Housing Authorized Positions
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
Comparison of Funding Sources ($millions)
Loan
repayments,
interest, other
revenue
State and Local
Federal
Sources: U.S. Census Bureau American Community Survey, 2023 1-year estimates; Housing Market Report for second quarter 2024.

Note: Lower from previous year due to reduced COVID-19 funding.

KEY FACTS (2023-24)
Median household income: $136,200
Annual income needed for a two bedroom apt. (avg. rent): $125,400 Annual income needed to afford median priced home: $419,200 Rue Ferrari Interim Housing Site
Source: Housing Department.
72 City of San José – Annual Report on City Services 2023-24

HOUSING
*For more information, see Council Policy 1-16 Policy for the Issuance of Multifamily Housing Revenue Bonds.

Select Housing Policy Initiatives
• Anti-Displacement Strategy to prevent and mitigate displacement of lower-income San José residents
• Afford
able Housing Siting Policy to expand housing choices through equitable development that reduces disparities in housing options among neighborhoods in San José
• Expanding Options for Residents Experiencing Homelessness to create more safe, secure, and managed alternatives, which include interim housing communities and safe parking
Note: No units were completed in 2020-21 due in part to cost and material shortages.
0%
25%
50%
75%
100%
Facilitating the creation of affordable
housing
Facilitating the production of market rate
housing
Community Survey
Rating of Services
Poor/Very
Poor
Fair
Excellent/
Good
0 100
200
300
400
500
600
Number of Affordable Housing
Units Completed with City Help
in the Fiscal Year
Disabled,
39 Family,
396
Seniors, 96
Veteran
s,
50 100
200
300
400
500
Affordable Housing Units
Completed by Type
New measure
added in 2024-25.

Previous year data
unavailable.
0 100
200
300
Affordable Housing Units
Preserved by Type
Family
Seniors
New measure
added in 2024-25.

Previous year data
unavailable.

Note: Units include affordable housing units completed and preserved with City help in the fiscal year. Affordable units completed by type includes manager's units which are categorized as family units.

Question
added in
2023-24.

HOUSING PRODUCTION & PRESERVATION
The availability of housing has continued to be an area of concern for San José survey respondents. In 2024, only 9 percent of surveyed respondents rated the City's efforts to facilitate the creation of affordable housing as "excellent" or "good;" and only 11 percent of surveyed respondents rated the City's efforts to facilitate the prodcution of market rate housing as "excellent" or "good." The City's efforts to increase the supply of housing in San José include making loans to developers and authorizing conduit financing.* Developers completed 527 new affordable housing units with City help in 2023-24. There are over 20,420 housing units at affordable rates in San José.

The Permanent Supportive Housing Program provide services such as case management, public benefits counseling, and indepdenent living education. The Rapid Rehousing Program supports individuals with governemnt subsidies, such as housing vouchers, to help them afford permanent housing. In 2023-24, Housing completed 396 family units and preserved 227 family units. The Permanent Supportive Housing Program preserved 134 units and the Rapid Rehousing Program completed 23 units. Preserved units are units for which the City assisted with extending the affordability requirements.

City of San José – Annual Report on City Services 2023-24 73 HOUSING
0%
25%
50%
75%
100%
Addressing homelessness
Community Survey
Rating of Services
Poor/Very
Poor
Fair
Excellent/
Good

RESPONDING TO HOMELESSNESS
According to the 2023 San José Homeless Point in Time, 6,266 San José residents were homeless when the census was conducted, including chronically homeless, youth, families with children, and veterans. Of these 4, 386 were unsheltered. In 2023-24, 1, 922 homeless San José households were assisted into housing through the collective efforts of county, city, and service providers.

The City has eigh
t interim housing sites that provide temporary shelter for individuals and families experiencing homelessness whule they search for a permanent affordable home. The eight sites have nearly 400 units, providing temporary accomodations to over 1,000 people. In 2023-24, the City broke ground on a new interim housing project, Via del Oro. The site is projected to add 150 beds to the City's supply of interim housing.

In 2023-24, Housing served 7, 100 individuals across all programs. Of individuals who exited City-funded shelter programs, 37 percent exited to permanent situations. The response to homelessness has continued to be an area of concern for San José survey respondents. In 2024, only 6 percent of surveyed respondents rated the City's efforts in addressing homelessness as "excellent" or "good."
Types of Shelter
Interim Housing - Short-term shelters including Emergency Interim Housing (EIH) and Bridge Housing Communities (BHC) sites.

Temporary Housing - Includes Overnight Warming Locations (OWLs) and other facilities.

Safe Parking - Sites for individuals who temporarily live in their vehicles.

Sources: San José Homeless Census and Survey (prepared by Applied Survey Research, 2023) and Santa Clara County Homeless Management Information System (HMIS). Note: The San José Homeless Census and Survey is conducted every two years. Due to COVID-19, it was not conducted in 2021. In 2024, the count was moved to reporting households instead of individuals. 6,266 Homesless residents
(as of January 2023)
1,922
Households
assisted into
housing (as
of June 2024)
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
Formerly Homeless San José Residents Housed by the
Collective Efforts of Local Jurisdictions and Non-profit Providers
City Focus Area
The City established four focus areas for 2023-24, one of wh ich his "Reducing Unsheltered Homelessness." The scorecard for thi s focus area in cludes measures such
as the point-in-time homeless resident counts and interim shelter utilization rate.

Housing is currently revising its
homeless response and solutions
performance measures. According
to the Department, this includes
ensuring consistent definitions and
methodologies for calculating client
exits and lengths of stay across all
programs.

Evans Lane Interim Housing Site
Source: Housing Department.
74 City of San José – Annual Report on City Services 2023-24

HOUSING
Sources: Housing Market Report for O2 2024; SCCAOR June 2024 report.

Note: Average monthly rent is for all market-rate unit types (excludes affordable units). Data provided by Costar as of July 2024. Prior years updated to reflect Costar data.

NEIGHBORHOOD INVESTMENT AND SERVICES
Housing received $9.7 million in federal Community Development Block Grant (CDBG) program funds in 2023-24. CDBG funds are used for housing rehabilitation, fair housing, code enforcement, senior and homeless services, foreclosure prevention, and economic development services. Housing also received nearly $3.9 million for Emergency Shelter Grant (ESG); $2.2 million for Housing Opportunities for Persons with AIDS (HOPWA); and $471,800 for Home Investment Partnership Program (HOME) in program funds in 2023-24.

The Rent Stabilization Program manages the affordability for housing for over 38,000 units across the city, including manufactured homes and apartment buildings. The program provides oversight of 38,400 rent- standardized units. In 2023-24, there were 130 tenant and landlord petitions filed. Thirty-three percent resulted in an agreement between the tenant and landlord.

In September 2020, Council approved an Anti-Displacement Strategy. The Strategy focuses on steps the City can take to help prevent and mitigate displacement of lower income residents from San José. In March 2024, the City Council approved the Tenant Preferences Program that is intended to help mitigate displacement for tenants at risk of displacement living in high- displacement census tracts and neighborhoods.

Rent Stabilized Apartments in San José
Source: Auditor map of San José rent stabilized units data as of October 2024. $2,800
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
Average Monthly Rent in San José
$1.7M
$0
$400,000
$800,000
$1,200,000
$1,600,000
$2,000,000
Median Single-Family Home Price
City of San José – Annual Report on City Services 2023-24 75 76
City of San José – Annual Report on City Services 2023-24

HUMAN RESOURCES
The mission of the Human Resources Department: Our Human Resource team recognizes that our Employees power the City of San José and our success as a City is dependent on our ability to create a dynamic and engaged workforce. Our employees’ ability to provide excellent service is strengthened when we invest in attracting talent, providing opportunities for career growth, enabling an environment focused on health, safety, and wellness, and retaining a diverse workforce in a workplace that is equitable and inclusive.

City of San José – Annual Report on City Services 2023-24 77 HUMAN RESOURCES
The Human Resources Department (HR) manages employee benefits, employee health and safety, training and development, and employment services. In 2023-24, HR’s operating expenditures totaled $18 million, and included 62 positions. HR was also responsible for $109 million in other costs, including payments to benefit providers and workers' compensation costs.

In 2023-24, HR facilitated the hiring of over 500 new full-time employees (newly hired, reemployed, or rehired) and over 600 internal appointments (promotions and transfers).

HR provides training and development opportunities for City employees including initiatives such as the Citywide Mentorship Program and Employee Experience Conversations. Citywide training provides opportunities for employees to improve their skills at work. Training topics include project management, the Analyst Academy, "ace your panel interview" training, writing, team building, and emotional intelligence. HR also maintains relationships with educational institutions such as San José State University, local community colleges, and the East Side Union High School District to attract the next generation to careers in public service.

HR contracts with an outside vendor to administer the workers' compensation function. In 2023-24, there were 1,321 new claims and 2,456 open claims. Workers’ compensation payments totaled $28.3 million.

HR also administers the City’s Voluntary Employees' Beneficiary Association (VEBA) plan and the Tier 3 Retirement plan (3,986 and 60 active members, respectively, as of June 30, 2024), and continues to oversee the voluntary 457 deferred compensation plan.
693
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
Citywide Full-Time Equivalent
Positions (as of June 30)
Filled FTE Vacant FTE
5,923
$0
$5
$10
$15
$20
Human Resources Operating
Expenditures ($millions)
Personal Non-Personal/Equipment
0 100
200
300
400
500
600
700
800
New Full-Time Hires (Citywide)
$2,206
$389
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
Kaiser Family Plan Premium
Rates
City Contribution Employee Contribution
0 10
20 30
40 50
60 70
Human Resources Authorized
Positions
0 300
600
900
1,200
1,500
1,800
$0
$5
$10
$15
$20
$25
$30
Workers' Compensation
Payments & New Claims
WC Claims Cost ($millions)
Number of New Claims
KEY FACTS (2023-24)
Benefited City employees (budgeted full-time equivalents) 6,616 Covered lives (active employees and dependents) 11,204
Percent of eligible employees in the 457 Plan 72%
Turnover rate
All employees (resignation, termination, retirements, etc.) 11% Less retirements 9%
78 City of San José – Annual Report on City Services 2023-24

INDEPENDENT POLICE AUDITOR
The mission of the San José Independent Police Auditor's Office is to provide independent oversight of police misconduct investigations to ensure fairness, thoroughness, and objectivity.

City of San José – Annual Report on City Services 2023-24 79 INDEPENDENT POLICE AUDITOR
0 100
200
300
400
500
600
Complaints Received and IPA Audits
Complaints Received Audits
The Office of the Independent Police Auditor (IPA) provides the public with an objective review of police misconduct investigations in order to instill confidence in the complaint process and provide independent oversight. In addition, the IPA conducts outreach to the San José community, proposes recommendations to improve San José Police Department (SJPD) policies and procedures, prepares annual public reports about complaint trends, and works to strengthen the relationship between the SJPD and the community it serves. With the passage of Measure G in the November 2020 General Election, the IPA received more authority, such as being able to review and audit misconduct investigations initiated by SJPD against its sworn officers, and review officer-involved shootings and use of force incidents resulting in death or great bodily injury.

In 2023-24, operating expenditures for the IPA totaled $1.3 million, which includes personal and non-personal expenditures. The IPA had seven authorized positions.

In 2023-24, the IPA received 316 complaints from the public regarding SJPD officers and 36 SJPD-initiated complaints against its officers. In 2023-24, the IPA audited 298 complaints. Additionally, the IPA made five recommendations to change SJPD policy or procedure in 2023; these were adopted in 2024.

The IPA reached about 3,500 people through 69 community events, meetings, and other means in 2023-24. Thirty -seven of these outreach efforts were designed for immigrant and BIPOC (Black, Indigenous, and People of Color) communities. The IPA attributes the increase in outreach to efforts to reconnect with the community after pandemic restrictions in previous years, the hiring of dedicated staff that helped with resuming outreach activities, and a broader outreach strategy.

Note: Starting in 2020-21, "complaints received" include SJPD-issued complaints. Previously, the IPA only audited citizen- initiated complaints classified as “conduct complaints.” In general, the law requires SJPD to complete an internal investigation within one year from the date the complaint was received. As such, complaints received in one fiscal year may not be closed and audited until the following fiscal year. $0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
IPA Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Individuals Reached
Through Community
Events/Meetings/Other Contacts
0 1
2 3
4 5
6 7
8 IPA Authorized Positions
80 City of San José – Annual Report on City Services 2023-24

INFORMATION TECHNOLOGY DEPARTMENT
The mission of the San José City Auditor’s Office is to independently assess and report on City operations and services.

The mission of the Information Technology Department is to enrich the quality of life in San José through innovation, collaboration, and engagement.

City of San José – Annual Report on City Services 2023-24 81 INFORMATION TECHNOLOGY DEPARTMENT
KEY FACTS (2023-24)
SJ311 contacts* 319,000
Service desk requests 21,500
Network outages 2
Enterprise servers 428
95%
96%
97%
98%
99%
100%
'19-'20 '20-'21 '21-'22 '22-'23 '23-'24
% Uptime and Availability for
Systems, Network and Voice
(Target: 99.9%)
95%
96%
97%
98%
99%
100%
'19-'20 '20-'21 '21-'22 '22-'23 '23-'24
% Uptime and Availability for
Business Applications
(Target: 98%)

The Information Technology Department (ITD) provides Citywide information and communications technology strategy and infrastructure that support municipal services. ITD is responsible for Citywide cybersecurity, data administration, customer support, data/voice/video communications, and business applications such as the financial management, human resource information, payroll, and budget systems.

During 2023-24, ITD maintained cybersecurity and worked on planning, coverage, and exercise maturity in all essential City operations. ITD has continued to support the City's transition to a digital workforce, embracing digital public participation, and augmenting collaboration. ITD has provided data and analytics resources for City departments to drive towards decision-making informed by data.

ITD operating expenditures totaled $34.4 million in 2023-24. ITD was also responsible for $2.3 million in Citywide expenses. Authorized staffing totaled 115 full-time equivalent positions, including 18 positions at the SJ311 customer contact center.

ITD aims to achieve 99.9 percent uptime/availability for network services (systems, voice, and network) and ≥98 for business applications. ITD met or almost met those targets in 2023-24.

In 2023, the City of San José received a Gold Certificate from Bloomberg's What Works Cities for the use of data in decision-making.

Information Technology Strategic Plan 2023-2026
ITD's Strategic Initiatives focus areas include:

1. Community Engagement: True partnership driven by empathy and grounded in residents’ perspectives

2. Innovations Powered by People: People, Process, and Systems

3. Artificial Intelligence: Responsible and purposeful use to ensure safety, privacy, and value

4. Cybersecurity: Understand, protect, and train against fast growing threats

5. Data-driven Transformation: Actions based on inspired insights gained from data

99.9%
$0
$5
$10
$15
$20
$25
$30
$35
$40
ITD Operating Expenditures
(millions)
Personal Services Non-Personal/Equipment
0 20
40 60
80 100
120
ITD Authorized Positions
Non Call Center Call Center
* SJ311 contacts comprise all interactions ITD handled via telephone, web, mobile, chatbot, and walk-ins.

97.7%
82 City of San José – Annual Report on City Services 2023-24

INFORMATION TECHNOLOGY
* Three of the top identified service requests, totaling approximately 159,600, include junk pickup, illegal dumping, and graffiti.
** SJ311's web app translation started in November 2020 and is available in Spanish and Vietnamese. ITD is currently addressing translation concerns with the vendor and expects a result in early 2025.

SJ311 Mobile App and Website
SJ311 allows residents to request City services through multiple channels, including the mobile application and website. Many requests feed directly into the relevant work order systems. Residents can file and track their service order requests through closure.*** See the SJ311 dashboard for more detailed information about service requests.
*** Department staff consider a request closed when no further action will be performed on the request because work was completed or staff cannot perform any additional work. 65%
0%
20%
40%
60%
80%
100%
'20-'21 '21-'22 '22-'23 '23-'24
Percent of Customers Satisfied
with San José 311 (Target 80%)

0%
20%
40%
60%
80%
100%
Percent of Customer Contact
Center Calls Answered
(Target: 85%)
0 1
2 3
4 Customer Contact Center
Average Call Wait Time (In
Minutes)
Note: Results based on survey of SJ311 web, app and call center customers.

SJ311 (FORMERLY CUSTOMER CONTACT CENTER)
San José 311 (SJ311) serves as the City’s customer contact center providing the community with access to City services via phone and email ( 408/535- 3500 or [email protected]), web, mobile application, direct chat, and chatbot, as well as via the City Hall Information Desk. SJ311 is the primary point of City information and service access for residents, businesses, and employees. SJ 311 staff are available to respond to resident queries during regular business hours and an answering service responds to resident questions after hours, routing emergency cases to on-call and standby City staff. Other departments also maintain small customer contact centers to respond to specialized resident concerns or questions.

In 2023-24, SJ311 received 261,100 contacts by telephone, 37,600 from the SJ311 website and mobile app that were handled by ITD staff, and 20,300 by direct chat, walk-in, or email. Staff answered 97 percent of contacts received (target: 85 percent). The average wait time for calls was 1 minute and 46 seconds (forecast: three minutes).

SJ311 received 282,400 service requests submitted through the mobile app or web. Of these, 179,600, or about 64 percent, were routed directly to other departments through the SJ311 portal and mobile app.
0 50
100
150
200
250
300
350
'19-'20 '20-'21 '21-'22 '22-'23 '23-'24
Thousands
Customer Contact Center
Contacts
Calls Contact Center Calls
Mobile Application & Web Chats/Walk-ins/Emails
SJ311 Metrics (2023-24)
Registered users (as of June 2024) 83,000
Service requests* 282,400
Percentage of customers satisfied with website 81%
and application
Unique users accessing language translation
functionality** 764
Note: Starting 2017-18, data includes calls answered by staff, self- service calls, and after hours service. Previous years' data only included calls answered by staff.

Note: Starting 2019-20, data includes web requests, mobile, chatbot, and walk-ins.

City of San José – Annual Report on City Services 2023-24 83 84
City of San José – Annual Report on City Services 2023-24

LIBRARY
The San José Public Library’s mission is to enrich lives by fostering lifelong learning and by ensuring that every member of the community has access to a vast array of ideas and information.

City of San José – Annual Report on City Services 2023-24 85 LIBRARY
0 1
2 3
4 5
6 7
Number of Estimated Visitors to
Main and Branch Libraries
(millions)
Source: California State Library, 2022-23 Summary Data (most recent available data)
Note: City residents refers to people in legal area. Data does not include Sunnyvale's open hours.

The San José Public Library (SJPL) consists of 25 libraries, including the main Dr. Martin Luther King, Jr. Library downtown, and branches in neighborhoods across the city. The Library offers materials in various formats and languages, including books, CDs, DVDs, eBooks, online learning tools, and database services. The Library also provides programs such as computer programming, English as a Second Language, citizenship classes, summer learning, literacy assistance, and story time. In addition to library services, SJPL leads two Citywide initiatives: the Education and Digital Literacy Strategy and SJ Access, a digital equity initiative.

The City’s libraries were open for about 60,200 hours in 2023-24, a slight increase from 2022-23. In 2023-24, 16 branches operated at 48 or 52 hours per week, including Sunday hours. Most remaining branches operated at 43 hours per week. The Library also offers eResources for residents to borrow digital books and resources online at any time through the Library's website at sjpl.org.

In 2023-24, the Library’s operating expenditures totaled $57.9 million. This includes personal and non-personal expenditures. The Library was responsible for an additional $4.0 million in Citywide expenses. Staffing totaled 404 full- time equivalent (FTE) authorized positions; there were 556 staff overall, which included part-time staff. V olunteers contributed over 53,000 hours to the Library in 2023-24, including hosting homework clubs, reading to children, and hosting one-on-one tech support.
0 10
20 30
40 50
60 70
Total Hours Open Annually
(thousands)
Note: Open hours in 2020-21 were impacted due to COVID-19. $0
$10
$20
$30
$40
$50
$60
$70
Library Operating Expenditures
(millions)
Personal Services Non-Personal/Equipment
0 75
150
225
300
375
450
Library Authorized Positions
San Diego
SAN JOSÉ
Sunnyvale
Statewide
Santa Clara (City)
Oakland
San Francisco
Expenditures Per Capita
(2022-23)
0 2 4 6 8 10 12 14
Statewide
Oakland
San Francisco
San Diego
SAN JOSÉ
Santa Clara (City)
Hours Open Per 100 City
Residents (2022-23)
Source: California State Library, 2022-23 Summary Data (most recent available data)
Note: Library staff report retabulating library visits to account for gate count infrastructure issues. Figures presented above will differ from library visits presented in previous Services Reports.

KEY FACTS (2023-24)
Libraries open 25
Total library materials 2,354,000
Number of eBooks/eMedia available to users 413,400
Number of items checked out (including eBooks) 8,070,700 Number of registered borrowers 762,200
Number of reference questions answered 338,400
86 City of San José – Annual Report on City Services 2023-24

LIBRARY
Source: California State Library, 2022-23 Summary Data (most recent available data)
Note: Refers to physical and electronic materials.

LIBRARY COLLECTION AND CIRCULATION
In 2023-24, the Library’s collection totaled over 2.3 million items, including nearly 1.7 million print materials (such as books and periodicals), and over 413,400 eResources (such as eBooks, eMusic, and eMovies). The Library also provides access to subscription-based online resources on a variety of topics, such as career development, technology training, consumer resources, language learning, news articles, and online high school classes.

Total circulation in 2023-24 (including eBooks) was 8.1 million, an increase from last year. This change was primarily driven by an increase in eResource circulation (eBooks and eMedia). eResource circulation totaled 2.3 million, up from last year. eResources represent 46 percent of the Library's total collection expenditures. Library borrowers placed about 577,100 online holds to reserve materials in 2023-24.

An estimated 16 percent of the Library’s collection represents materials in languages other than English (about 369,900 items). The collection includes Spanish (29 percent of the collection), Chinese (25 percent), and Vietnamese materials (19 percent). Materials in other languages include various languages spoken in India, Russian, Japanese, and Tagalog. In total, the Library maintains materials in 90 non-English languages.
0 4 8 12 16 20 24
San Diego
SAN JOSÉ
San Francisco
Oakland
Sunnyvale
Santa Clara (City)
Statewide
Materials Per Capita
(2022-23)
0 4 8 12 16
San Diego
Statewide
Oakland
SAN JOSÉ
Sunnyvale
Santa Clara (City)
San Francisco
Circulation Per Capita
(2022-23)
0 4
8 12
Total Circulation (millions)
Physical Materials eResources
Note: Prior to August 2017, the Library and San Jose State University shared their catalog, and these years include circulation for the shared catalog.

0.0 0.5

1.0 1.5

2.0 2.5

3.0 Total Collection (millions)
Books and periodicals Audio
Videos and DVDs eBooks/eMedia
Source: California State Library, 2022-23 Summary Data (most recent available data)
Note: Refers to physical and electronic materials.
0 100
200
300
400
500
Non-English Collection
(thousands)
Other Vietnamese Spanish Chinese
Source: San José Library Department
City of San José – Annual Report on City Services 2023-24 87 LIBRARY
The Library’s programs support learning across all age levels. In continuing to lead the City's Education and Digital Literacy Strategy, the Library offers programming such as reading and literacy support, digital skill-building, early educational initiatives, and cultural celebrations for San José's diverse communities. Programs were offered in English, Spanish, Vietnamese, and Chinese, with additional languages available as needed. More information about Library programs can be found at sjpl.org/events.

In 2023-24, libraries offered 15,100 programs, with total attendance of 315,800.

Programming included a range of College and Career pathways programs to support youth and adults with resources, educational opportunities, and experiences to enhance their workforce development. The Resilience Corps Learning Pathway program is tailored towards individuals between ages 18 to 30 and are interested in the education field. In 2023-24, 50 participants completed 21,200 hours by providing educational support and tutoring high-need K-8 students.

In FY 2023-24, the Library provided nearly 3,300 programs for 88,000 children and their caregivers across its library locations. These programs encompassed storytime, kindergarten readiness, and art and science enrichment.

Outreach, Digital Equity,
and Cultural Enrichment
All Ages
Adult Services Adults and Older Adults
College and Career
Pathways Youth and Adults
Expanded Learning
School-age Children and
Teens
Early Education Children 0-5 and
their Caregivers
Library programs are available
to residents of all ages:
0 1,000
2,000
3,000
4,000
5,000
Outreach,
Digital Equity,
and Cultural
Enrichment
Adult Services College &
Career
Readiness
Expanded
Learning
Early
Education
Number of Programs
0 24,000
48,000
72,000
96,000
120,000
Outreach,
Digital Equity,
and Cultural
Enrichment
Adult
Services
College &
Career
Readiness
Expanded
Learning
Early
Education
Number of Participants
'22-'23 '23-'24
0%
10%
20%
30%
40%
None 1 to 6 7 to 12 13 to 24 25 or more Not sure/Prefer not to answer
Community Survey
Number of times a household visited a San José Library or used the City's library services online
2023 2024
0%
25%
50%
75%
100%
Providing public
library services in
your neighborhood
Hours that local
branch libraries are
open
Variety and
availability of
books and
materials
Variety of
education and
digital literacy
programs
Community Survey
Ratings of Services
Poor/Very Poor
Fair
Excellent/Good
88 City of San José – Annual Report on City Services 2023-24

LIBRARY

SAN JOSE BRANCH LIBRARY OPERATION
In 2023-24, City libraries had over 3.7 million visitors, of which 1.2 million went to the Dr. Martin Luther King, Jr. main library. Visits across the Library system have been steadily growing since 2020-21. In 2023-24, 37 percent of San José households had an active Library card user, a slight decrease from 38 percent from the previous year.

The Library received a $8.7 million California Building Forward grant from the State Library for infrastructure projects. Funding supports efficiency and improvement projects for nine library locations, including a renovation design for the Biblioteca Latinoamericana Library. Staff also reported conducting engagement sessions to collect insights on the community's priorities for the branch's renovation and future use.

The Library continues to lead SJ Access, the City's initiative to provide residents and students with access to digital devices. The Library collection included 2,000 computing devices available for checkout across all locations, including chromebooks, laptops, and tablets. During 2023-24, the Library estimated there were 2,800 hotspots available for checkout. Due to reduced funding, the Library's hotspot collection was eliminated in August 2024.

The Library provi des access to WiFi and public computers at the branches.

There were over 270,400 computer sessions on library-owned computers in 2023-24, and an estimated 4.0 million WiFi sessions held at library branches.

Households with Active Library Card Users
Source: City Auditor map of households with active library card users in 2023-24. 0 50,000
100,000
150,000
200,000
250,000
300,000
Branch Library Visits
'18-'19 '21-'22 '22-'23 '23-'24
Note: 2018-19 data is presented to compare branch visits to the last full year of operations pre-COVID. Library staff report retabulating the library visits by branch from 2016-17 to 2022-23 to account for gate count infrastructure issues. Figures presented above will differ from branch library visits presented in previous Services Reports.

City of San José – Annual Report on City Services 2023-24 89 90
City of San José – Annual Report on City Services 2023-24

PARKS, RECREATION AND NEIGHBORHOOD SERVICES
The mission of Parks, Recreation and Neighborhood Services is connecting people through parks, recreation and neighborhood services for an active San José.

City of San José – Annual Report on City Services 2023-24 91 PARKS, RECREATION AND NEIGHBORHOOD SERVICES
The Parks, Recreation and Neighborhood Services Department (PRNS) operates the City’s regional and neighborhood parks, as well as facilities such as Happy Hollow Park & Zoo. PRNS also operates community and recreation centers and provides various recreation, community service, and other programs for the city’s residents. PRNS offers programs and services for children, teens, adults, seniors, and people with disabilities. In addition, PRNS manages the BeautifySJ program, which is intended to provide dedicated and enhanced focus on ridding the city of blight.

In 2023-24, PRNS operating expenditures totaled $136 million. This included personal and non-personal/equipment expenditures. PRNS was also responsible for additional costs, including $20 million in Citywide expenses. Staffing totaled 854 authorized positions, 28 more positions than in 2022-23. This increase included added positions for BeautifySJ and security staffing at Happy Hollow Park & Zoo, and continued youth programming positions that were one-time federally funded.

For 2023-24, PRNS r eported its direct program cost recovery rate was 28 percent.

Program fees, which accounted for 50 percent of collected revenues, totaled $19.2 million, up from $17.7 million in 2022-23. Happy Hollow Park & Zoo served nearly 422,000 visitors and generated $8.6 million in revenues in 2023-24. In addition to continuing daily operations during summer months, Happy Hollow Park & Zoo re- established its daily hours during the spring, starting in April 2024.

Source: PRNS
Happy Hollow Park & Zoo
0%
10%
20%
30%
40%
50%
Direct Program Cost Recovery
$0
$20
$40
$60
$80
$100
$120
$140
$160
PRNS Operating Expenditures
(millions)
Personal Services Non-Personal/Equipment
0 100
200
300
400
500
600
700
800
900
1,000
PRNS Authorized Positions
Parks Maintenance
and Operations
36%
Strategic
Support
14%
Recreation and
Community
Services
20%
Community Facilities
Development
5%
Community
Services
25%
PRNS Operating Budget
Breakdown
Emma Prusch Farm Park Barn
28%
92 City of San José – Annual Report on City Services 2023-24

PARKS, RECREATION AND NEIGHBORHOOD SERVICES

PARKS MAINTENANCE AND OPERATIONS
The Cit
y has 205 neighborhood and 10 regional parks, as w ell as facilities such as community gardens, trails, and swimming pools . Excluding golf courses, the developed portion of these facilities covered 1,801 acres. There were an additional 1,499 acres of open space and undeveloped land.

The City’s General Fund cost to maintain developed parkland was $18,426 per acre, an increase from last year. Staff reported that this increase is due to filling more vacant positions and higher water rates. Sixty-five percent of developed park acres had a Park Condition Assessment (PCA) score of 80 percent or b etter, an increase from 58 percent of developed park acres in 2022-23. In 2023-24, 45 percent of park work orders were completed on time (target: 60 percent).

In 2023- 24, the five -year Parks and Community Facilities Development Capital Improvement Program (CIP) allocated $385 million to parks for 2024 to 2028.

The City Trail Network is composed of unique trail s ystems that are intended to interconnect as further development occurs. The 2023-24 network included 64.93* miles of trails that were open to the public (about 90 percent paved) . 1. 92 miles were under construction in 2023-24. An additional 80.72 miles have been identified or are being studied for further development, or are in the planning phases of development.
*Includes

0.18 miles of planned trails labeled as open to the public in PRNS' 2023-24 trail network.

For list of City parks see: List of parks and playgrounds **Does not include 50 acres open space.
***State, county, or other public lands within San José’s boundaries are not included in the above f
igures.
$0
$2,500
$5,000
$7,500
$10,000
$12,500
$15,000
$17,500
$20,000
Cost per Acre to Maintain Parks
and Other Facilities
0%
25%
50%
75%
100%
Maintaining the condition of
public parks
Appearance of nearby parks Providing paths and trails
for walking, jogging and
running
Community Survey
Ratings of Neighborhood Characteristics and City Services Poor/Very Poor
Fair
Excellent/Good
0%
20%
40%
60%
'19-'20 '20-'21 '21-'22 '22-'23 '23-'24
Park Concern Work Orders
Completed on Time (target 60%)
0%
10%
20%
30%
40%
None 1 to 6 7 to 12 13 to 24 25 or more Not
sure/Prefer
not to
answer
Community Survey
Visited a park in San José
2023 2024
KEY FACTS (2023-24)
Neighborhood Parks (205 parks) 1,239 acres
Regional Parks (10 parks) 562 acres
Golf Courses (3 courses) 321 acres**
Open space and undeveloped land 1,499 acres
Total 3,621 acres***
City of San José – Annual Report on City Services 2023-24 93 PARKS, RECREATION AND NEIGHBORHOOD SERVICES

COMMUNITY SERVICES
PRNS oversees the Youth Empowerment Alliance, the City's youth violence reduction strategy. The alliance's mission is to ensure safe and healthy opportunties for youth to realize their hopes and dreams, and become successful and productive in their homes, schools, and neighborhoods.

The San José Youth Empowerment Alliance invests in both community-based programming and City-based intervention and neighborhood services for youth ages 6-24. Programs include:
• Youth Intervention Services, the City's internal team that delivers services to youth with behaviors such as school truancy (unexcused absences), school expulsion, fighting, and recreational drug or alcohol use; • Project Hope, a neighborhood engagement and empowerment program that aims to improve the quality of life by promoting the creation of neighborhood associations in underserved areas stressed by crime, blight, and violence;
• Bringing Everyone's Strengths Together (BEST), which funds agencies that strive to build on youth strengths and reduce their risk for involvement in gangs and violence through community-based programs; and • Safe Summer Initiatve Grant, which funds agencies that provide recreational or educational opportunities during the summer months to offer youth a safe environment to stay active and engaged in positive activities.

See San José Youth Empowerment Alliance for more information. 0 100
200
300
400
500
600
700
800
Incidents Responses on Safe
School Campuses
Note: In 2020-21, there were no SSCI responses due to
COVID-19 school closures.
*Includes $3.6 million in grant awards.
**The Safe School Campus Initiative, one of the Youth Intervention Services programs, aims to prevent and de-escalate violent incidents on and around school campuses through a coordinated crisis response and communication protocol.
0%
25%
50%
75%
100%
Community Survey
Ratings of reducing gang activity
Poor/Very Poor
Fair
Excellent/Good
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
Participants in Grant-Funded
BEST Youth Service Program
Note: In 2023-24, staff reported that PRNS updated their tracking method to include participants receiving service through Place-Based Intervention. Staff report this information was not tracked in previous years.
0%
20%
40%
60%
80%
100%
Participants Who Completed
Youth Intervention Services
Programs
Target: 85%
6,300
$6.3 million
1,300
87%
KEY FACTS (2023-24)
Participants in programs offered by BEST-funded organizations BEST expenditures*
Participants enrolled in Youth Intervention Services programs Participants who completed Youth Intervention Services programs Safe School Campus Initiative** incidents responded to
574
87%
94 City of San José – Annual Report on City Services 2023-24

PARKS, RECREATION AND NEIGHBORHOOD SERVICES

0.0 0.5

1.0 1.5

2.0 2.5

3.0 3.5
Estimated Square Feet of Graffiti
Eradicated (millions)

BEAUTIFYSJ
BeautifySJ is an initiative to clean up and restore the San José community.

BeautifySJ has programs to address illegal dumping, homeless encampment trash collection and abatement, and graffiti removal. Other BeautifySJ programs to remove blight include Dumpster Days and the Cash for Trash program.

In 2023-24, PRNS reported collecting 4,800 tons of illegal dumping throughout the city. About 2, 100 participants signed up for the City's Cash for Trash program. This program helps mitigate blight in San José by providing incentives to unhoused residents to pick up trash at encampments. Fifteen percent of residents viewed cleaning up litter and trash as "good" or "excellent," and 26 percent of respondents viewed graffiti removal services as "good" or "excellent." 0 1,000
2,000
3,000
4,000
5,000
6,000
Tons of Illegal Dumping
Collected for Priority 2 (forecast
3,500 tons)
0%
20%
40%
60%
80%
100%
Illegal Dumping (Priority 2)
Work Orders Completed Within
Five Days (target 80%)
Note: Priority 2 calls are all calls that do not meet Priority 1 criteria. Priority I calls include anything that obstructs the road or blocks sidewalks and require an immediate response.
0%
25%
50%
75%
100%
Cleaning up litter and trash that people
dump along streets, sidewalks, public
areas
Removing graffiti from buildings
Community Survey
Ratings of Services
Poor/Very Poor
Fair
Excellent/Good
0 10,000
20,000
30,000
40,000
50,000
60,000
Graffiti Work Orders Completed
Prioritizing Clean Communities
In 2023-24, the City Council established four Focus Areas with related outcome measures, performance measures, and key strategies. One of these Focus Areas is "Cleaning Up our Neighborhoods." The scorecard for this area includes BeautifySJ response times.
0%
20%
40%
60%
80%
100%
Encampments Receiving
On-Time Trash Pickup
(target 80%)
0%
20%
40%
60%
80%
100%
Graffiti Service Requests
Completed within 72 hours by
Vendor (target 80%)
City of San José – Annual Report on City Services 2023-24 95 PARKS, RECREATION AND NEIGHBORHOOD SERVICES
0%
25%
50%
75%
100%
Providing recreation
programs, opportunities at
city parks, recreation
centers
Providing programs to help
seniors
Providing after-school
programs for youth
Community Survey
Ratings of Services
Poor/Very Poor
Fair
Excellent/Good

RECREATION SERVICES
PRNS program offerings include, but ar e not limited to, after -school programs, camps, aquatic programs, arts and crafts, dance, early childhood education, fitness programs, sp orts, therapeutic classes designed for persons with disabilities, and programs for seniors . For a list of all programs and classes, see Community Center Brochures.

In PRNS' recreation survey for 2023-24, 54 percent of respondents* rated the City's effectiveness in providing programs that help active adults live independently as good or excellent.

In 2023-24, the City operated 17 community centers throughout the city. One o
f those centers is a hybrid community cen ter and library, and another center is a therapeautic center . In 2023- 24, PRNS also managed 29 additional Neighborhood Center Partner Program (NCPP) sites, which were operated by community partners in the role of a lead operator or service provider.

PRNS provided $2.8 million in scholarships to nearly 2 ,900 individuals for its various programs such as Camp San José, San José Recreation Preschool, and R.O.C.K. afterschool programs.
*When excluding not applicable, blank, and duplicated responses, respondents' rating for good or excellent increases from 54 percent to 83 percent.

Almaden Community Center
Source: PRNS
**PRNS notes that hub community centers offer services that are planned, administered, and facilitated by City staff.
***This is a duplicated count (i.e. individuals are counted for each program attended). 0 100
200
300
400
500
600
700
800
900
Estimated Participation in
Programs at City-Operated
Community Centers (thousands)
0 10
20 30
40 50
60 Community Centers
City Run Sites NCPP Sites
Note: The decrease in 2020-21 is due to the County's public health orders in response to COVID-19.

KEY FACTS (2023-24)
Community centers (including Neighborhood Center
Partner Program sites) 46
Average weekly hours open
(hub community centers**) 48.6
Estimated participation at City-run programs*** 633,400 KEY FACTS (2023-24)
Community centers (including Neighborhood Center
Partner Program sites) 46
Average weekly hours open
(hub community centers**) 48.6
Estimated participation at City-run programs*** 633,400 96 City of San José – Annual Report on City Services 2023-24

PLANNING, BUILDING AND CODE ENFORCEMENT
The mission of the Planning, Building and Code Enforcement Department is to facilitate the preservation and building of a safe, attractive, vibrant and sustainable San José through partnership with and exceptional service to our diverse communities and customers.

City of San José – Annual Report on City Services 2023-24 97 PLANNING, BUILDING AND CODE ENFORCEMENT
link
https://www.sanjoseca.gov/ho
https://www.sanjoseca.gov/your-
$0
$10
$20
$30
$40
$50
$60
$70
PBCE Operating Expenditures
($millions)
Personal Services Non-Personal/Equipment
0 50
100
150
200
250
300
350
400
PBCE Authorized Positions
The Planning, Building and Code Enforcement Department (PBCE) guides the physical development of San José. Through its three divisions, it reviews construction applications and issues permits for consistency with law and policy. PBCE’s 2023-24 operating expenditures totaled $61 million. This includes personal and non-personal expenditures. PBCE was also responsible for roughly $1.2 million in Citywide expenses. In FY 2023-24 PBCE had 321 authorized positions, an increase of 9 positions over the previous year.

Under the collaborative umbrella of Development Services, PBCE works with other City departments to permit new development. Subsequent pages of this chapter discuss Development Services.

PLANNING
PBCE’s Planning Division administers the City’s long-range planning projects and processes land development applications to match the City's planning goals. The Envision San José 2040 General Plan identifies 12 major strategies that promote active, walkable, bicycle-friendly, transit-oriented, mixed-use urban settings for new housing and job growth. PBCE reviews the major strategies of the General Plan during both an annual hearing and its regular four-year major plan review.* See the Development Services pages of this chapter for more on the Planning Division’s work.

Also see San José: A Community Guide online.
*PBCE's most recent review of the major strategies within the General Plan can be accessed from PBCE's website.

City Council Focus Area
The City established four focus areas for 2023-24, one of which is “Attracting Investment in Jobs and Housing.” The scorecard for this area consists of five measures, including the number of housing units permitted in the city and the percent of residential permit reviews completed within plan check time targets, among others.
0%
25%
50%
75%
100%
Ensuring new construction follows
proper building and safety codes
Enforcing zoning regulations
Community Survey
Ratings of Services
Very poor
Poor
Fair
Good
Excellent
0%
25%
50%
75%
100%
Managing the City’s growth and
development
Poor/Very poor
Fair
Excellent/Good
0%
25%
50%
75%
100%
Ensuring new construction
follows proper building and
safety codes
Enforcing zoning regulations
Community Survey
Ratings of Services
Poor/Very poor
Fair
Excellent/Good
98 City of San José – Annual Report on City Services 2023-24

PLANNING, BUILDING AND CODE ENFORCEMENT

CODE ENFORCEMENT
PBCE’s Code Enforcement Division enforces laws that promote the health, safety, and appearance of existing buildings and neighborhoods. It also inspects businesses, such as those selling alcohol or tobacco; property and business owners fund these inspections with fees.

In 2023-24, PBCE closed 3,320 general code cases, and 530 multiple housing cases.

In that same time, the Department opened 3,527 general code enforcement cases, including 102 emergency complaints and 774 priority complaints. Code Enforcement staff responded to 99 percent of emergency complaints within 24 hours (target: 100 percent) and 81 percent of priority complaints within 72 hours (target: 75 percent).* Code Enforcement sends letters in response to other types of complaints and only responds in-person as appropriate.

Code Enforcement has a risk-based, tiered Multiple Housing Inspection Program whereby more frequent inspections are targeted to properties at higher risk of violations. In 2023-24, Code Enforcement inspected 8,600 housing units out of the estimated 104,500 units on the Multiple Housing Roster. *Emergency complaints involve an immediate threat to life or property, such as an unsecured pool fence. Priority complaints involve possible threats to life or property, such as unpermitted construction. The proportions of such complaints that met response targets—99 percent and 81 percent, respectively, as noted above—are averages of monthly results.

BUILDING
PBCE’s Building Division reviews plans and inspects new construction projects within the city, ensuring they meet health and safety codes and City zoning requirements.

Types of p lans reviewed range from large commercial developments to residential projects, such as assessory dwelling units. In 2023-24, the Division:

• completed 68 percent of plan checks within cycle times (target: 85 percent). • completed 89 percent of building inspections within its goal of 24 hours (target: 70 percent).

In 2023-24, the average number of days to the next available inspection was 7 days (target: 2 days).

See Development Services on the next page for more on the Building Division’s work. Also, for more information on the Building Division, see our 2023 audit, Residential Building Permits: Additional Resources and Further Process Enhancements Can Reduce Wait Times and Improve Service Delivery. 0%
20%
40%
60%
80%
100%
Response Timeliness for
General Code Cases
Emergency (target: 24 hours)
Priority (target: 72 hours)
0 20
40 60
80 100
120
Multiple Housing Units and
Inspections (thousands)
Multiple Housing Units
Units in Inspected Buildings
0 2
4 6
8 Code Enforcement Cases
Opened (thousands)
General Code Multi-Housing
0%
20%
40%
60%
80%
100%
Response Timeliness for
General Code Cases
Emergency (target: 24
hours)
Priority (target: 72 hours)
0 2
4 6
8 10
12 14
Average # of Days to Next
Available Inspection
Days to next available inspection Target
New measure added
in 2024-25. Previous
year data unavailable.
0%
25%
50%
75%
100%
Community Survey
Residents' rating of the City's efforts
to enforce code violations
Not Sure/Prefer
not to answer
Very dissatisfied
Somewhat
dissatisfied
Somewhat
satisfied
Very satisfied
Note: Data for 2022-23 begins August 2022.

City of San José – Annual Report on City Services 2023-24 99 DEVELOPMENT SERVICES
0 6
12 18
Volume of Construction
(millions of square feet)
Residential Commercial Industrial
The Permit Center located in City Hall
$0
$250
$500
$750
$1,000
$1,250
$1,500
$1,750
$2,000
Value of Construction
($millions)
Residential Commercial Industrial
The Permit Center in City Hall provides permit services for new building projects and changes to existing structures. Depending on the scope of the project, a permit could be issued the same day, or require plans to be reviewed by the City's different Development Service partners.

The Development Services partners in the Permit Center are the:
• Planning Division,
• Building Division,
• Public Works Department (also see Public Works chapter), and • Fire Department (also see Fire chapter).

The volume of construction was similar to the prior year, decreasing slightly, while the value of construction in 2023-24 increased from the prior year.

In 2023-24, the average number of days for single family residential initial plan review for new construction projects was 24 days, and 13 days for additions or alterations.

The average number of days for commercial or industrial tenant improvement initial plan review was 14 days.

Source: 2023-24 Modified Budget as outlined in the City's 2024-25 Adopted Operating Budget.

Total may not sum due to rounding.

Partner Revenue
($millions) Positions
Building $38.43 173.34
Public Works $16.80 71.26
Fire $8.94 36.55
Planning $7.72 39.82
TOTAL $71.89 320.97
Source: Auditor photo from Fall 2019
0 5
10 15
20 25
30 '19-'20 '20-'21 '21-'22 '22-'23 '23-'24
Average number of days for
Single-family Residential initial
plan review
New construction Addition / Alteration
0 5
10 15
20 25
30 35
'19-'20 '20-'21 '21-'22 '22-'23 '23-'24
Average number of days for
Commercial/Industrial initial plan
review
New measure added
in 2024-25. Previous
year data unavailable.

New measure added
in 2024-25. Previous
year data unavailable.

Note: 2022-23 data begins Septemeber 2022.
100
City of San José – Annual Report on City Services 2023-24

DEVELOPMENT SERVICES
Development Services projects vary broadly, from replacing a residential water heater to large, mixed-use developments of many thousands of square feet.

One project may require multiple permits and inspections. Some projects require approval through a public hearing, but most require only administrative approval. Projects only go through Public Works or the Fire Department when they have impacts on public facilities (e.g., traffic, streets, sewers, utilities, flood hazard zone) or involve fire-related issues (e.g., need for fire sprinkler systems or fire alarm systems), respectively.

Timeliness of individual steps in the development process varies depending on the scale and complexity of a given project, and can involve one to all four of the Development Services partners. In 2023-24, t hree of the seven selected development processes met their annual timeliness targets.

In 2023-24, Building staff issued 6,300 permits in-person. Of these, 5,000 were residential permits and 1,200 were commercial or industrial permits. Staff report an additional 18,800 permits were issued through SJPermits online portal.

In 2023-24, Building inspections have continued to decrease year to year since 2018-19, while the total number of plan checks completed remained about the same compared to the prior year.
(See CSA Dashboards chapter for additional performance measures for development services.) 0 10
20 30
40 50
60 70
80 Permit Center Customers Served
(thousands)
0%
20%
40%
60%
80%
100%
Development Services Overall
Customer Satisfaction by Project
Type
Administrative Approval Public Hearing
0% 20% 40% 60% 80% 100%
Building Inspections: 24 hours
Building Plan Check: project cycle time
Fire Plan Checks: 5-40 days
Public Works Plan Check: 2-30 days
Conformance Review: 10-40 days
Planning Comments: 30 days
Walk-in Customers: < 30 mins.

Timeliness of Development Services*
Target Actual
Note: Data was not collected in 2020-21 or 2021-22.

Source: PBCE from the City’s permits database.
*These selected measures may occur simultaneously; some are dependent on completion of particular processes. For other Fire and Public Works measures related to Development Services, see the Fire and Public Works chapters. 0 2,500
5,000
7,500
10,000
Plan Checks
0 1,000
2,000
3,000
4,000
5,000
6,000
'19-'20 '20-'21 '21-'22 '22-'23 '23-'24
Building Permits Issued by Staff
Residential Commercial/Industrial
New measure added
in 2024-25. Previous
year data unavailable.
0 50
100
150
200
250
300
Building Inspections (thousands)
Commercial/Industrial
Single/Multifamily Residential
Building inspections
No data available this year.

Note: Starting in 2019-20, the measure may have increased due to an upgrade to the City's integrated permitting system and subsequent changes to data reporting.

City of San José – Annual Report on City Services 2023-24 101

102
City of San José – Annual Report on City Services 2023-24 POLICE
The San José Police Department is dedicated to providing public safety through community partnerships and 21st Century Policing practices, ensuring equity for all. The Department is committed to treating all of San José’s diverse community members with dignity, fairness, and respect, while protecting their rights and providing equal protection under the law.

City of San José – Annual Report on City Services 2023-24 103
POLICE
The San José Police Department (SJPD) provides public safety services to the city's residents, including responses to calls for service, investigative efforts, crime prevention and education, and regulatory services.

The Department has one police station open to the public, as well as three community policing centers and one police substation which are currently closed to the public due to staffing.

In 2023-24, SJPD operating expenditures totaled $515.6 million, including personal and non-personal. Of the $484.2 million in p ersonal services expenditures, $64 million was specifically for overtime. In addition to operating expenditures, the Police Department was responsible for $10.4 million for workers' compensation, and $7.5 million in Citywide expenses.

In 2023-24, there were 1,173 authorized sworn positions and 577 authorized civilian positions in the SJPD, totaling 1,750 for both sworn and civilian. There were 121 authorized sworn positions per 100,000 residents, which is an 11 percent increase from ten years ago.

Of the 1, 173 authorized sworn positions, only 975 were actual full-duty, street-ready officers as of June 2024 (this excludes vacancies, officers in training, or those on modified duty or disability/other leave). There were 105 sworn hires in 2023-24 and 100 net sworn vacant positions as of June 2024. 0 50
100
150
200
250
300
Sworn Police Vacancies
(as of June 30)
$0
$100
$200
$300
$400
$500
$600
Police Department Operating
Expenditures ($millions)
Personal Services Non-Personal/Equipment
0 400
800
1,200
1,600
2,000
Police Department Authorized
Positions
Sworn Staff Civilian Staff
0 20
40 60
80 100
120
140
San José Sworn Staff per 100,000
Residents
0 100 200 300

SAN JOSE
Sacramento
San Diego
Oakland
Los Angeles
Authorized Sworn Staff per
100,000 Residents (2023-24)
0 50
100
150
200
250
Police Department Hires
Sworn Hires Civilian Hires
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
Increasing Community Safety
The City established four focus areas for 2023- 24 including "Increasing Community Safety." The scorecard for this focus area includes measures such as resident perceptions of safety, crimes against persons, and crimes against property.

KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
KEY FACTS (2023-24)
Sworn police authorized positions 1,173
Street-ready officers 975
Total authorized positions sworn and civilian 1,750
Total emergency calls 614,800
104
City of San José – Annual Report on City Services 2023-24 POLICE

CALLS FOR SERVICE
The SJPD Com
munications Center receives all 9-1-1 calls for police, fire, and ambulance services in San José. Additionally, SJPD receives other non- emergency calls. Staff answer calls, prioritize events, evaluate resources, and direct emergency personnel to respond.

In 2023-24, SJPD handled nearly 1.2 million total calls for service and police events. The number of 9-1-1 and other emergency calls totaled 614,800.* The number of non-emergency calls (e.g., 7- digit non-emergency calls and phone reports) totaled about 436,000. Administrative calls and self initiated events accounted for the remainder.

SJPD answered 86 percent of 9-1-1 calls answered within 15 seconds (target:
90 percent),** slightly lower than the prior year. The average answering time for emergency calls was 6.9 seconds, slower than the 6.5 second target.

Of the 162 authorized positions in the Communication Center, only 128 were full duty as of June 2024.
* This includes 9-1-1 transfers to the Fire Department for fire and medical emergencies. ** The California Office of Emergency Services updated the call answering time standard to mirror the current National Emergency Number Association standard for all California Public Safety Answering Points in March 2023. It was previously 95 percent.
0 2
4 6
8 10
12 Average Emergency Call
Answering Time (seconds)*
Note: All calls for service received, including duplicates, online reporting, and calls that did not require a police response. Non-emergency calls for 2021-22 and 2022-23 were updated to reflect the accurate count of calls.

Emergency Calls (e.g.
9-1-1 calls), 614,841
Non-Emergency Calls,
435,712
Field Events (e.g. traffic
stops), 103,909
Police CAD Events, 21,743
0 200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
Breakdown of All Calls for Service and Police Events
Target (6.5 secs)
Source: San José Police Department, photo of Communications staff. 0%
20%
40%
60%
80%
100%
% of 9-1-1 Calls Answered Within
Target**
Target (90%)
*Years prior to 2016-17 may not be comparable due to change in methodology. In 2018-19, the call answering time target was adjusted to reflect all components of call answering time. **In 2020-21, SJPD revised this performance measure from % of 9-1-1 calls answered within 10 seconds to % of 9-1-1 calls answered within 15 seconds. 9-1-1 Alternative Responses to Calls for Service
In February 2024 the City Manager's Office, in response to council direction, began exploring alternatives for 9-1-1 calls for service. They developed nine findings based on this analysis, among these include expanding its current efforts around the 9-1-1 to 9-8-8 call transfer program and one-year additional funding for the department's Trusted Response Urgent Support Team (TRUST).

City of San José – Annual Report on City Services 2023-24 105
POLICE

POLICE RESPONSES
SJPD responded to about 176,100* Priority 1-4 events in 2023-24 (definitions shown in gray box below):
• 7,900 Priority 1 responses (5 percent)
• 79,300 Priority 2 responses (45 percent)
• 68,600 Priority 3 responses (39 percent)
• 20,200 Priority 4 responses (11 percent)
* Numbers may not add to incident total due to rounding.

Prioritization of Police Responses*
Priority 1 responses: Present or imminent danger to life or there is major damage to/loss of property (e.g., large-scale calls for service or cases where a major felony is in progress or just occurred).

Priority 2 responses: Injury or property damage or potential for either to occur or the suspect is still present in the area. Includes all missing person reports for children under the age of 12, or at-risk missing persons, including mentally handicapped or disoriented adults.

Priority 3 responses: There is property damage or the potential for it to occur. The suspect has most likely left the area. Situations where the suspect is in custody for a non-violent crime and is cooperative. Situations when a prior crime against the person occurred and there are no injuries to the victim necessitating immediate medical care and the suspect is not present.

Priority 4 responses: There is no present or potential danger to life/property and the suspect is no longer in the area.
*Priorities are based on the elements first presented by a caller. These elements can change during the course of an event and may necessitate a change in priority. 0 2,500
5,000
7,500
10,000
12,500
15,000
17,500
20,000
District A District C Airport
(District D)
District E District F District K District L District M District N District P District R District S District T District V District W District X District Y Priority 1-4 Police Responses* by District
'21-'22 '22-'23 '23-'24
Source: City Auditor's Office based on response data provided by the Police Department. * Includes only Priority 1-4 events to which the Department responded; excludes duplicate calls and officer-initiated events.

Police Districts by Number of
2023-24 Priority 1-4 Responses*
(see below for graph of data)
Events
106
City of San José – Annual Report on City Services 2023-24 POLICE

POLICE RESPONSE TIMES
In 2023-24, the citywide average response time for Priority 1 calls was 8 minutes (target: 6 minutes). The citywide average 28 minute response time for Priority 2 calls was far slower than the target of 11 minutes. Each increased from the prior year.

The Department has focused on maintaining Priority 1 response times as these calls involve present or imminent danger to life or major property loss.

Priority 2 calls are those which involve either injury or property damage, or the potential for either to occur.

SJPD disaggregates response times by three time targets: processing time, queuing time, and driving time. In 2023-24, the Department's average processing time for Priority 1 calls met the time target whereas queuing and driving time were both slower than the target. For Priority 2 calls, SJPD was outside of its targets for processing time, queuing time, and driving times.

In 2023-24, the 6-minute target response time for Priority 1 events was not met in any of the 16 police districts. Response time may vary across districts because of the size or physical characteristics of an area, whether there are adjacent police service areas, population density, traffic conditions, and officer staffing levels.
0 5
10 15
20 25
30 Average Priority 2 Police
Response Time* (minutes)
0 5
10 15
20 25
30 Average Priority 1 Police
Response Time* (minutes)
0 2
4 6
8 10
12 District A District C Airport
(District D)
District E District F District K District L District M District N District P District R District S District T District V District W District X District Y Priority 1 Average Police Response Times (minutes)
'21-'22 '22-'23 '23-'24
Target (6 min.) Target (11 min.)
0 2
4 6
8 10
12 14
16 Processing (≤1.5
min)
Queuing (≤3.5
min)
Driving (≤6 min)
Priority 2 Response Time
Breakdown (minutes)
'21-'22 '22-'23 '23-'24
0 2
4 6
8 10
12 14
16 Processing (≤1.5
min)
Queuing (≤0.5
min)
Driving (≤4 min)
Priority 1 Response Time
Breakdown (minutes)
'21-'22 '22-'23 '23-'24
Target (6 min.)
*In 2018-19, SJPD revised their reporting of police response times to be based on how incidents are initially coded into their system. In prior years, SJPD had measured response times based on updated coding of incidents as determined throughout the response, which could change the priorities of incidents and incorrectly affect response times.

City of San José – Annual Report on City Services 2023-24 107
POLICE

CRIME IN SAN JOSE
In 2023-24, there were 16,700 crimes against persons. This included nearly 13,000 simple and aggravated assault and over 1,400 sex offenses including rapes. There were 37,300 crimes against
property, with over a third including
larceny/theft offenses. Additionally, in 2023-24 there were 5,200 crimes against society. This included 3,800 drug/narcotic offenses. In 2023, there were 38 homicides.*
The number of arrests for felonies, misdemeanors, and other offenses has decreased from about 18,200 in 2014, to around 14,900 in 2023. There were 596 gang
-related and gang-motivated
incidents** overall in 2023, of
which 162 were classified as violent by
the SJPD .

In the past ten years, San José has experienced an increase in reported hate crimes from 11 in 2014 to
80 in 2023 . However, hate crimes decreased
slightly
in the past year. The Police Department provides crime statistics online.
* Criminal homicides include: murder and nonnegligent manslaughter. ** Gang-motivated incidents include crimes committed for the benefit of a gang, whereas gang-r elated incidents
include crimes involving gang members that may not necessarily be for the benefit of a gang.

National Incident Based Reporting System
In 2021, the FBI Uniform Crime Reporting (UCR) program mandated National Incident-Based Reporting (NIBRS) as the law enforcement crime data-reporting standard for the nation, while retiring the Summary Reporting System (SRS). Under SRS, limited data on nine Part I crimes were collected, reporting only the most serious offense on a singular incident (the hierarchy rule). With NIBRS, incident- specific data is captured for 52 different offense types and all crimes on a singular incident are reported. NIBRS is still being rolled out nationwide, along with California Department of Justice (DOJ) specific requirements, which will affect the comparison of San José to other jurisdictions as well as the nation as a whole. Arrest and citation data are collected regardless of the crime/offense type in either reporting systems. SJPD went live with NIBRS in April 2023.
0 10
20 30
40 50
Homicides
0 5,000
10,000
15,000
20,000
Number of Arrests (Felonies,
Misdemeanors, and Other)
0 10,000
20,000
30,000
40,000
Crimes Against
Persons
Crimes Against
Property
Crimes Against
Society
Crimes by Type (NIBRS), 2023-24
Note: The Department began reporting NIBRS in April 2023. Data in the chart above are showing fiscal years due to the incomplete calendar year, however data will be reported by the Department on a calendar year basis. 108
City of San José – Annual Report on City Services 2023-24 POLICE

PERCEPTIONS OF SAFETY IN SAN JOSE
The community survey asked San José residents a variety of questions about how safe they feel in San José. In 2024, 67 percent of respondents reported San José as a safe place to live. Respondents age 18 to 24 had the highest feeling of safety across all age groups, with 80 percent reporting that they felt "very" or "somewhat" safe. Overall, 28 percent of respondents ranked police protection in their neighborhood as "excellent" or "good."
Respondents were also asked how safe they feel in their own neighborhoods, in the city park closest to their home, and in downtown San José. More respondents said they feel “very” or “somewhat” safe during the day downtown than at night.

Respondents felt more safe in their neighborhoods and city parks closest to their homes than in downtown.

Perceptions of safety also varied by region; 59 percent of respondents from the North region rated the city as "very" or "somewhat" safe, compared to 73 percent of respondents from the West region.
0%
25%
50%
75%
100%
In Downtown San José
(Overall)
In Downtown San José
during the day
In Downtown San José at
night
Community Survey
Residents' rating of Safety in the city
Question
added in 2024
Question
modified in
2024
Question
modified in
2024
0%
25%
50%
75%
100%
In your neighborhood In the city park closest to your
home
Community Survey
Residents' rating of Safety in the city
Very unsafe
Somewhat
unsafe
Somewhat safe
Very safe
0%
25%
50%
75%
100%
Community Survey
Providing police protection in your
neighborhood
Poor/Very Poor
Fair
Excellent/Good
0%
25%
50%
75%
100%
Community Survey
How safe is San José as a place to live
Very unsafe
Somewhat
unsafe
Somewhat
safe
Very safe
0%
25%
50%
75%
100%
South West Central North East
Community Survey
Ratings of Safety by Region (regional data began collection in 2022) Very unsafe
Somewhat unsafe
Somewhat safe
Very safe
Question
added in 2024
Question added
in 2024
Note: See the Community Survey Chapter for a map of survey regions.

City of San José – Annual Report on City Services 2023-24 109
POLICE
0 1
2 3
Fatal and Injury Crash Rate per
1,000 Residents
0 20
40 60
80 Total Cases (thousands)
Cases received Cases assigned
0%
20%
40%
60%
80%
100%
UCR Clearance Rates
Crimes Against Persons
Crimes Against Property
Crimes Against Society
-
500
1,000
1,500
2,000
2,500
0 5,000
10,000
15,000
20,000
25,000
DUI Incidents
Moving Citations
Traffic Safety
Moving Violations (TEU) DUI Incidents
Note: Data based on incidents responded to and
differs from the Transportation chapter and CSA
dashboard measure, which captures incidents on
public streets within San José's jurisdiction.

INVESTIGATIVE SERVICES
The SJPD investigates crimes and events by collecting evidence, interviewing witnesses, interrogating suspects, and other activities. In 2023-24, the Bureau of Investigations received 56,500 cases, slightly less than in 2022-23.

Of these cases, 30,600 were assigned for investigation. A case may not be assigned because of a lack of resources or because it is deemed not workable (e.g., no evidence). In 2023-24, 54,500 cases were operationally closed. Reasons for closure included criminal filings, lack of investigative resources, and non-leads.

In 2023-24, the clearance rate for crimes against persons was 35 percent while the clearance rate for against society was 90 percent. However, the clearance rate for crimes against property was just 10 percent.

TRAFFIC SAFETY
The SJPD provides for the safe and free flow of traffic through enforcement, education, investigation, and traffic control. The community survey asked respondents about their perceptions of enforcing traffic laws to protect the safety of pedestrians, cyclists, and drivers; 29 percent responded with a rating of "good" or "excellent."
San José's rate of fatal and injury crashes, including public streets** and private property, was 2.6 per 1,000 residents in 2023. This decreased from the prior year. As noted in the Transportation chapter, this has remained well below the national rate.

SJPD reported that its Tr affic Enforcement Unit (TEU) issued around 18,900 citations in 2023-24, slightly fewer citations than the prior year but more than twice as many as 2020-21. TEU staff are deployed on all weekdays to high impact areas determined by citywide collision data. According to the Department, TEU officers have issued more citations and less warnings in efforts to make a greater impact on driver behaviors. Additionally, SJPD reported that several grant-funded traffic safety programs were conducted throughout the fiscal year.

In 2023-24, there were 1, 018 DUI incidents, slightly more than the prior year. However, this was still below the number from 10 years ago. ** Public streets include City-maintained public streets and expressways. 0%
25%
50%
75%
100%
Community Survey
Enforcing traffic laws to protect the safety of
pedestrians, cyclists, and drivers
Poor/Very Poor
Fair
Excellent/Good
110
City of San José – Annual Report on City Services 2023-24

PUBLIC WORKS
The mission of the Public Works Department is to provide excellent service in building a smart and sustainable community, maintaining and managing City assets, and serving the animal care needs of the community.

City of San José – Annual Report on City Services 2023-24 111

PUBLIC WORKS
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
Public Works Operating
Expenditures ($millions)
Personal Services Non-Personal/Equipment
0 100
200
300
400
500
600
700
800
Public Works Authorized Positions
The Public Works Department oversees the City’s capital projects; maintains the City's facilities, equipment, and vehicles; provides plan review services for development projects; and provides animal care and services.

Public Works also houses the City's Office of Equality Assurance.

In 2023-24, Public Works' operating expenditures totaled about $163.2 million. This included personal and non-personal expenditures. Public Works was also responsible for $4.4 million in Citywide expenses, as well as additional capital-related expenditures. Staffing increased from 647 in 2022- 23 to 669 authorized positions in 2023-24.
$171
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
Total Construction Costs for
Completed Projects ($millions)
78%
97%
0%
20%
40%
60%
80%
100%
Percent of Construction Projects Completed On
Budget and On Schedule
% on Schedule % on Budget

CAPITAL PROJECTS
The Capital Projects division of Public Works oversees the planning, design, and construction of public facilities and infrastructure. Other departments such as the Airport, Transportation, and Environmental Services also manage some capital projects.

In 2023-24, Public Works completed 35 construction projects. Construction costs totaled $171 million in 2023-24. A project is considered on budget for the entire life cycle of a project when its total expenses are within 101 percent of its budget. In 2023-24, Public Works completed 34 of 35 projects on budget (97 percent).

Example projects completed in 2023-24 include Fire Station 24 tenant improvements, the Children's Discovery Museum elevator upgrade, the Santa Teresa Safe Parking Site, and miscellaneous sanitary sewer repairs. 35 0
10 20
30 40
50 60
70 Number of Completed
Construction Projects
Mariposa Park - New Neighborhood Park in District 7
Source: Public Works
112
City of San José – Annual Report on City Services 2023-24

PUBLIC WORKS
Note: Restitution refers to non-compliance with minimum wage, living wage, and prevailing wage by businesses within the City of San José geographical boundaries or businesses
in municipalities that have contracted with the City to enforce these regulations on their behalf.

OEA KEY FACTS (2023-24)
Number of minimum wage complaint inquiries 39
Number of minimum wage letters sent 13
Number of affected workers (from the letters sent) 48
Amount of restitution collected $52,670

OFFICE OF EQUALITY ASSURANCE
San José is subject to numerous labor policies that have been passed by City Council, approved by voters, or adopted due to requirements from the State of California. The Office of Equality Assurance (OEA) in Public Works implements, monitors, and administers the City's wage policies. OEA responded to 39 minimum wage complaint inquiries. They collected $52,670 in restitution, primarily from non-compliance with prevailing wage and living wage regulations.

In addition, they oversee the City's disadvantaged business enterprise program and ensure compliance with the Americans with Disabilities Act (ADA). OEA serves as a liaison for ADA, and routes ADA complaints to the appropriate department.

CAPITAL PROJECTS (CONTINUED)
A project is considered on schedule for the construction phase of the project when it is available for use (e.g., completed street being used by vehicles, parks being utilized) within two months of the approved baseline schedule. Of the projects intended for completion in 2023-24, 38 of 49 projects were on schedule (78 percent).

In 2023-24, for projects less than $500,000, Public Works' average delivery cost (the ratio of soft costs to hard costs) was 80 percent, above the target of 64 percent. For larger projects, the average delivery cost was 27 percent, which is less than the target of 44 percent.

Sanitary Sewer Repairs
Source: Public Works
City of San José – Annual Report on City Services 2023-24 113

PUBLIC WORKS

FACILITIES MANAGEMENT
The Facilities Management Division manages 2.9 million square feet in 226 City facilities, including City Hall, which is over 500,000 square feet. Services include maintenance, improvements, event support, and property management.

The Division completed 17,100 corrective and preventive work orders in 2023- 24, about 8, 400 less than in 2022-23. Only sixty-six percent of about 12,000 preventive maintenance work orders were completed during the year.

As of March 2024, Publi
c Works estimated a facilities maintenance backlog for
City operated facilities of $293.8 million in one-time costs, as well as $33.1 million in annual unfunded costs. The estimated one-time maintenance backlog for City facilities operated by others is $140.61 million.

City Hall,

0.52 Police/Fire,

0.77 Library,

0.43 Community Center, 0.27
Yard/Other, 0.86

0.0 0.5 1.0 1.5 2.0 2.5 3.0
Facilities Managed,
by Millions of Square Feet

FLEET & EQUIPMENT SERVICES
Fleet and Equipment Services manages procurement and maintenance to provide a safe and reliable fleet of roughly 2, 900 City vehicles and pieces of equipment.

Public Works completed about 17,500 repairs and preventive work orders in 2023-24, a decrease from nearly 19,900 in the priort year. Public Works reports that emergency vehicles were available for use when needed 100 percent of the time in 2023-24; the City’s general fleet was available when needed 98 percent of the time.

In 2023-24, 52 percent of motorized City vehicles and equipment ran on alternative fuels. The City has committed to ensuring 100 percent of new vehicles purchased be zero-emission starting in 2027.

As of March 2024, Public Works estimated a vehicle and equipment deferred maintenance and infrastructure backlog of $17.4 million in one-time costs, less than in the backlog of November 2022.

Police 502 $0.41
Fire 112 $2.21
247
1,239
Cost/Mile
EstimateEquipment Class
General, Light
(sedans, vans)
General, Heavy
(tractors, loaders) $2.10
$0.36
Number of
Vehicles
226

2.9 million
17,100
KEY FACTS (2023-24)
Total number of City facilities
Square footage
Completed corrective and preventive work orders
Total completed solar installations on City sites
38 KEY FACTS (2023-24)
Total number of vehicles & equipment 2,900
Completed repairs & preventive work orders 17,500
Percent of fleet running on alternative fuel 52%
114
City of San José – Annual Report on City Services 2023-24

PUBLIC WORKS
0 200
400
600
800
1,000
$0
$2
$4
$6
$8
$10
Development Revenues and
Permits
Revenue ($millions) Development Permits
0 2,000
4,000
6,000
8,000
10,000
$0
$2
$4
$6
$8
$10
Utility Fee Revenues and Permits
Revenue ($millions) Utility Permits
0%
20%
40%
60%
80%
100%
Permitting Timeliness
Planning Public Improvement

REGULATE/FACILITATE PRIVATE DEVELOPMENT
(DEVELOPMENT SERVICES)
The Development Services Division of Public Works coordinates with private developers and utility companies to ensure that private projects comply with regulations to provide safe and reliable public infrastructure.

The Division manages two fee-based cost recovery programs: the Development Fee Program (for private developers) and the Utility Fee Program (for utility companies). During 2023-24, the Division received 614 development permits and 4,500 utility permits, more than the prior year. In 2023-24, Public Works met 93 percent of planning and 92 percent of public improvement permit timelines.

Private development projects add public infrastructure (streets, traffic lights, storm sewer, etc.) to the City’s asset base. Projects permitted in 2023-24 are expected to add $12.3 million in public infrastructure upon completion.

Projects completed in 2023-24 added $35.12 million in value to the City’s asset base, an increase from $10.51 million in the prior year. (See table for examples.)
$0
$10
$20
$30
$40
$50
Value of Public Improvements from Private Development
Projects ($millions)
Permitted Completed
Major Projects & Estimated Public Improvement Values, 2023-24 •550 Piercy Rd: Curb, gutter, and sidewalk along Piercy Rd & Hellyer Ave
$3.4 million
•Stevens Creek Promenade: Lopina Way relocation $2.3 million •955 Oakland Rd: Gutter, sidewalk, and signal
improvements
$1.0 million
•Evergreen Circle: Street improvement $16.3 million
•Tract 10152: Traffic signal, sanitary and storm sewer
improvements, streetlights, sidewalk, curb, and gutter
$1.1 million
•Santana West Phase 1: Curb, gutter, sidewalk, sanitary and storm sewer improvements, and construct median island $2.3 million Permitted
Completed
City of San José – Annual Report on City Services 2023-24 115

PUBLIC WORKS
0%
25%
50%
75%
100%
Community Survey
Residents' rating of the City providing animal
control services
Poor/Very Poor
Fair
Excellent/Good
0 5,000
10,000
15,000
20,000
25,000
30,000
Calls for Service
0 2,000
4,000
6,000
8,000
10,000
12,000
Incoming Shelter Animals
Cats Dogs Other Animals
0%
20%
40%
60%
80%
100%
Percent Adopted, Rescued,
Returned, or Transferred
Cats Dogs

ANIMAL CARE & SERVICES
The City provides animal licensing programs, patrol services, adoption/rescue programs, spay/neuter programs, and medical services through its Animal Care Center (Center). The Center served San José, Cupertino, Los Gatos, Milpitas, and Saratoga in 2023-24.

As of July 1, 2024, there were roughly 60,000 licensed animals in the Center’s service area. Of licensed animals, 71 percent were dogs and 29 percent were cats. In 2023-24, the Center took in roughly 12,500 animals exluding wildlife.

In 2023-24, animal service officers responded to more than 16,000 service calls, including follow-ups, a decrease from the previous year. Five major categories of calls (including animal bite investigations, dead animals, ACS pickup from MedVet, and human neglect) accounted for about 42 percent of all calls. For emergency calls, such as dangerous situations or critically injured or sick animals, the time target is to respond to calls within one hour. In 2023-24, the Center met this target 96 percent of the time.

Note: See our audit of Animal Care and Services: Addressing Capacity Constraints and Updating Shelter Protocols Will Help Improve Animal Outcomes. The audit had findings relating to Animal Care and Services data management and Public Works is currently working to implement the recommendations. 22%
0%
20%
40%
60%
80%
100%
Cost Recovery
*Incoming animals does not include wildlife.

Note: 2023-24 data under review pending the Audit of
Animal Care and Services.

Note: Other animals excludes wildlife.

KEY FACTS (2023-24)
Animal licenses in service area 60,000
Incoming animals to Center* 12,500
Calls for service completed 16,000
116
City of San José – Annual Report on City Services 2023-24

RETIREMENT SERVICES
The mission of the Office of Retirement Services is to provide quality services in the delivery of pension and related benefits and maintain financially sound pension plans.

City of San José – Annual Report on City Services 2023-24 117

RETIREMENT SERVICES
Note: The Retirement Services chapter of the City’s Budget only includes personal services. Additional administrative expenses and investment expenses are detailed in the Federated City Employees Retirement System and the Police and Fire Department Retirement Plan Annual Comprehensive Financial Reports. $0
$2
$4
$6
$8
$10
Retirement Services Personal
Services Expenditures ($millions)
0 10
20 30
40 50
Retirement Services Authorized
Positions
$0
$100
$200
$300
$400
$500
Total Annual Contributions for Pension and Retiree
Health and Dental Benefits ($millions)
Employer contributions
($479.5 million in 2023-24)
Employee contributions
($89.1 million in 2023-24)
Impact on General Fund
In 2023-24, 16.5 percent of the General Fund was budgeted to pay for retirement costs. This has increased over time; for example, in 2000-01, it was 6.5 percent. The steady increase of retirement costs impacts funding available for other City services. City contributions from the General Fund alone (excluding other City funds) totaled $346 million.

KEY FACTS (2023-24)
Contributions Total
City's $479.5 millon
Employees $89.1 million
Rate of Return on plan assets
Federated 9.7%
Police and F
ire 9.7%
Funded Status
Federated 58%
Police and Fire 80%
The Office of Retirement Services administers two pension plans, the Federated City Employees’ Retirement System (Federated) and the Police and Fire Department Retirement Plan (Police and Fire), as well as Other Post- Employment Benefits (OPEB) for City employees and retirees. The City offers several tiers of benefits, based on the start date of the employee.

The Office is responsible for administering retirement benefits, including providing retirement planning and counseling; supervising the investment of plan assets; managing contracts; and producing financial reports.

In 2023-24, the Office’s personal services expenditures totaled $9.4 million, and there were 43 authorized positions. About $5.6 million in additional administrative costs, such as professional services, were paid out of the retirement funds. Total investment fees were $61 million in calendar year 2023.

The City’s total contributions to the two plans included $421 million for pension benefits and $58.5 million for other post-employment benefits (OPEB).

Separately, City employees contributed $89 .1 million for pension and OPEB.

This totals to $568.6 million in contributions from the City and its employees.

The City’s contributions have grown dramatically since the early 2000s but are expected to decline in coming years.

Source: Federated City Employees Retirement System and the Police and Fire Department Retirement Plan Annual Comprehensive Financial Reports. 118
City of San José – Annual Report on City Services 2023-24

RETIREMENT SERVICES
Active
(Tier 1),
1,123
Active (Tier
2), 3,178
Deferred
Vested,
2,131
Retirees &
Beneficiaries,
4,657
Federated Plan Membership
(As of June 30, 2024)
Active
(Tier 1),
773
Active
(Tier 2),
867
Deferred
Vested, 412
Retirees &
Beneficiaries,
2,651
Police and Fire Plan Membership
(As of June 30, 2024)
The pension and OPEB plans’ total liabilities (including future pension payments) exceeded the values of their assets by $2.3 billion for Federated and $1.6 billion for Police and Fire. These net liabilities totaled about $205,609 per Federated member and about $332,906 per Police and Fire member.

As of the June 30, 2023 actuarial valuations, the Federated and Police and Fire funded ratios (or percent of liabilities covered by plan assets) were 58 percent and 80 percent for the respective pension plans.

During 2023-24, the Federated pension plan had a net rate of return on pension plan assets of 9.7 percent, up from 7.5 percent in the prior year. The Police and Fire pension plan also had a net rate of return of 9.7 percent, up from 7.7 percent. In 2023-24, the assumed rate of return, or discount rate,* was 6.625 percent for both the Federated pension plan and the Police and Fire pension plan, the same as last year.

As of June 30, 2024, there were 7,308 retirees or beneficiaries of the plans, up from 6,009 ten years ago. The ratio of active members (i.e., current employees contributing to the plans) to beneficiaries is now less than 1:1. In 1980, the ratio was nearly 5:1, and in 2000 it was over 2:1.
*The assumed rate of return, or discount rate, is the annual rate used to discount pensions expected to be paid in the future to current dollars. For pension plans, it is often based on average expected investment returns over a long time horizon.
58%
53%
0%
20%
40%
60%
80%
100%
Federated Funded Status
Pension OPEB
80%
34%
0%
20%
40%
60%
80%
100%
Police and Fire Funded Status
Pension OPEB
Sources: Federated City Employees’ Retirement System and Police and Fire Department Retirement Plan Actuarial Valuations.

Note: Funded status calculated using the actuarial value of assets, which differs from the market value, as gains/losses are recognized over five years to minimize the effect of market volatility on contributions.

Beginning in 2016-17, OPEB funded status has reflected changes to asset and liability calculations based on guidance from the Government Accounting Standards Board.

9.7%
-10%
-5%
0%
5%
10%
15%
20%
25%
30%
Federated Rate of Return, Net
of Fees

9.7%
-10%
-5%
0%
5%
10%
15%
20%
25%
30%
Police and Fire Rate of Return,
Net of Fees
Discount rate
(6.625% in
2023-24)
Discount rate
(6.625% in
2023-24)
Investments
The retirement plans’ assets are distributed among various types of investments, according to each board’s investment policies. As of June 30, 2024, the largest category of assets held by each pension plan was public equities. The plans also held investments in private equity, bonds, and real estate, among others.

Source: Federated City Employees Retirement System and the Police and Fire Department Retirement Plan
Annual Comprehensive Financial Reports.

Source: Federated City Employees Retirement System and the Police and Fire Department Retirement Plan Annual Comprehensive Financial Reports.

City of San José – Annual Report on City Services 2023-24 119
120
City of San José – Annual Report on City Services 2023-24

TRANSPORTATION
The mission of the Transportation Department is to plan, develop, operate, and maintain transportation facilities, services, and related systems which contribute to the livability and economic health of the City.

City of San José – Annual Report on City Services 2023-24 121

TRANSPORTATION
0%
25%
50%
75%
100%
Community Survey
Residents' rating of the City providing bicycle lanes
and paths
Poor/Very Poor
Fair
Excellent/Good
The Department of Transportation (DOT) has eight core service groups:
• Plan and develop transportation projects;
• Optimize traffic flow and safety;
• Maintain street pavement;
• Maintain traffic signals, signs, markings, and streetlights; • Maintain street landscapes, street trees, and grow the City's tree canopy; • Clean and repair sanitary sewers;
• Maintain storm sewers; and
• Maintain public parking.

Additional staff provide strategic support, such as budget and information technology services.

In 2023-24, DOT’s operating expenditures totaled $138.1 million, including personal and non-personal expenditures. In addition, DOT was responsible for other costs, including $3.4 million in Citywide expenses and $543,900 in workers' compensation. The Department had 538.5 authorized positions; staffing was up by 26 percent compared to levels 10 years ago.
$0
$30
$60
$90
$120
$150
DOT Operating Expenditures
(millions)
Personal Services Non-Personal/Equipment
0 100
200
300
400
500
600
DOT Authorized Positions
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Other
Bicycle
Walk
Work at Home
Transit
Carpool
Drive alone
San José Residents' Mode of Commuting to Work
Envision 2040 General Plan Target American Community Survey 2023 San José‘s goal is to substantially increase the proportion of commute travel using modes other than the single-occupant vehicle by 2040.

Source: 2023 American Community Survey, 1-year estimates, table S0801 Note: In 2019, prior to COVID-19, working at home was at 4 percent. The commuting mode targets presented are from the Envision 2040 General Plan as amended in May 2021. The targets in the Envision 2040 General Plan have been updated to account for all trips (both commute and non-commute). Staff are in the process of collecting data to update the measure.

KEY FACTS (2023-24)
Number of acres of street landscape (also includes special districts) 627
Number of City parking lots and garages 14
Number of parking meters 2,500
Number of street miles 2,519
Number of street trees 351,000
122
City of San José – Annual Report on City Services 2023-24

TRANSPORTATION
0 100
200
300
400
500
600
700
Pedestrian and Bicycle Injury
Crashes (calendar year)
San José
Nationwide
0 1
2 3
4 5
6 7
8 Fatal and Injury Crash Rate per
1,000 Residents
0 20
40 60
80 100
120
Major Transportation Projects in
Progress
Local Projects Regional Projects
0 100
200
300
400
500
On-Street Miles of Bikeways
Source: National fatal and injury crash rate data comes from the National Highway Traffic Safety Administration (NHTSA). Data prior to 2016 is not comparable due to different sample designs used by NHTSA.

Note: This includes fatal crashes.
0%
25%
50%
75%
100%
Driving on streets Walking alongside or
crossing streets on foot
Bicycling
Community Survey
Residents' rating of safety in the city
Very unsafe
Somewhat unsafe
Somewhat safe
Very safe

TRANSPORTATION SAFETY & OPERATIONS
Transportation Safety & Operations manages various traffic safety programs to facilitate safe and efficient travel within San José. In February 2020, City Council approved a Vision Zero Action Plan prioritizing investments for a data analytic tool, safety redesign projects on high injury corridors, and outreach and community engagement to reduce fatal and severe injury crashes.

DOT reports that there were 49 traffic fatalities in San J osé in 2023, 16 less than 2022. Fifty-five percent were pedestrians with a median age of 54. San José’s rate of fatal and injury crashes has remained well below the national rate, with a rate of 2.3 per 1,000 residents in 2023.* In comparison, the national rate was 5.1 per 1,000 residents in 2022.

Ci
tywide, DOT installed 58 traffic safety i mprovements, such as flashing beacons, median/pedestrian refuge islands, curb extensions, and speed humps to enhance p
edestrian crossings safety and/or r educe speeding on roadways. Almost 1,300 traffic studies were evaluated citywide. Additionally, an estimated 48,000 school - aged youth and adults
received traffic safety education in 2023-24.
* DOT's
measure of fatal and injury crashes counts crashes that occurred on City roads and within 50 feet
of an intersection on county expressways. Injury crashes on private property or beyond 50 feet of an intersection
on
county expressways are excluded (fatal crashes are counted).

TRANS

PORTATION PLANNING & PROJECT DELIVERY
Planning & Project Delivery supports the development of San José’s transportation infrastructure. This includes coordinating transportation and land use planning studies, ma naging the Capital Improvement Program, and working with regional transportation agencies such as VTA, BART, and Caltrans.

In 2023- 24, D OT budgeted over $3 00 million towards its traffic capital improvement program . Example regional and local projects include US 101 Interchange Improvements, Vasona pedestrian gates, Bascom queue cutter, Vision Zero safety improvements, and ADA accessibility ramps projects.

San José has about 478 miles of on-street bicycle lanes and routes (installed by DOT). Under the new Better Bike Plan 2025, the City aims to create a low- stress, connected network. The Plan calls for completing a roughly 550 mile on- street bike network. This includes upgrading the existing bike network and adding new bikeways. Over 17 miles of new on-street bikeways were installed in 2023.

City of San José – Annual Report on City Services 2023-24 123

TRANSPORTATION
0 4
8 12
16 20
24 Number of Potholes Filled
(thousands)

STREET PAVEMENT MAINTENANCE
Pavement Maintenance is responsible for maintaining and repairing the 2,519 miles of city streets.
• In 2023, the city’s street pavement condition was rated a 71, or “good", on the Pavement Condition Index (PCI) scale by the Metropolitan Transportation Commission (MTC). The index ranges from 0 to 100; 0 represents a failed road and 100 represents a newly paved road. The MTC rating is based on a three-year moving average.
• DOT also assesses the conditions of the city's streets, and rated the city's average street pavement condition a 73 for 2023 (annual rating), or "good" on the PCI scale.

DOT estimates it needs $369 million for deferred maintenance on poor and failed roads, as well as to sustain the average street condition at a "good" rating. Because of funding from VTA's Measure B in 2016, State Senate Bill 1, and San José's Measure T, DOT has been able to improve pavement condition and reduce the maintenance backlog. Accounting for one-time and temporary funding sources, the 10-year average annual funding for pavement maintenance is estimated at $71.8 million.

As part of the 2023 pavement maintenance program, 135 miles of street were resurfaced and 78 miles were preventively sealed. DOT has also continued to make safety-related corrective repairs, such as filling potholes and patching damaged areas. In 2023-24, DOT crews repaired around 3,400 potholes. 0 10 20 30 40 50 60 70 80 90 100
Oakland

SAN JOSE
Hayward
Fremont
San Francisco
Santa Clara
Sunnyvale
2023 Pavement Condition Index Selected Bay Area Comparisons* FairPoor At Risk GoodFailed Very Good/Excel.
* 3-year moving average, calendar year basis. Source: Metropolitan Transportation Commission.

Failed Poor At Risk Fair Good Very Good/Excel.
0 10
20 30
40 50
60 70
80 90
100
Pavement Condition Index
San José 3-Year Moving Average *
124
City of San José – Annual Report on City Services 2023-24

TRANSPORTATION
See the City's Pavement Condition Interactive Map online! 0%
25%
50%
75%
100%
Community Survey
Resident's rating of the maintenance of
neighborhood streets
Poor/Very Poor
Fair
Excellent/Good
Source: Department of Transportation StreetSaver data as of October 2024.

Map of Pavement Condition
Newly constructed or
resurfaced; few signs of
distress
Excellent
or very
good
Low levels of distress; needs
preventive maintenance
Good
Significant distress; requires
rehabilitation or preventive
maintenance
Fair
Deteriorated pavement; will
quickly turn "poor" without
maintenance
At risk
Excessive distress; requires
major, costly rehabilitation
Poor
Extremely rough; needs
expensive reconstruction
Failed
City of San José – Annual Report on City Services 2023-24 125

TRANSPORTATION
0 1,000
2,000
3,000
4,000
Number of Traffic Signal
Maintenance Activities
Repairs Preventive Maintenance
0%
20%
40%
60%
80%
100%
Percent of Roadway Markings
Meeting Visibility and
Operational Guidelines

TRAFFIC MAINTENANCE
The Traffic Maintenance Division is responsible for maintaining the City’s traffic signals, traffic signs, roadway markings, and streetlights. In 2023-24, DOT made 1,600 repairs to traffic signals. DOT estimates staff responded to signal malfunctions within 30 minutes 39 percent of the time (target: 32 percent).

DOT's response to traffic and street name sign service requests fell within established guidelines* 96 percent of the time in 2023-24 (target: 98 percent).

About 700 signs were preventively maintained. DOT credits the lower quantities to a focus on "mast arm" signs, which DOT reports are fewer in number but more complex to maintain. DOT anticipates this number increasing as it begins replacing regulatory signs.

DOT crews completed roadway marking services within established priority guidelines* 77 percent of the time in 2023-24. Ninety-one percent of roadway markings met visibility and operational guidelines (target: 80 percent).

DOT estimates that 99 percent of San José’s 63,600 streetlights** were operational and that 45 percent of reported malfunctions were repaired within seven days (target: 65 percent). DOT repaired about 4, 000 streetlights in 2023-24. DOT reports that all City-owned streetlights have been converted to LEDs except for about 3,200 decorative pedestrian streetlights that staff are working to convert.
0%
25%
50%
75%
100%
Traffic circulation in
your neighborhood
Overall traffic
circulation
Traffic circulation on
major streets
Community Survey 2024
Resident's rating of traffic circulation in the city
Not sure/Prefer not to answer
Poor/Very Poor
Fair
Excellent/Good
0%
25%
50%
75%
100%
Managing traffic on city streets Adequacy of street lighting in their local neighborhood
Community Survey
Ratings of Services
Poor/Very Poor
Fair
Excellent/Good
* 24 hours, 7 days, or 21 days—depending on the priority ** Includes other
types of street lighting, not just streetlights
KEY FACTS (2023-24)
Number of traffic signal intersections in San José 1,000 Number of traffic signal preventive maintenance activities completed 500 Number of traffic control and street name signs in San José (estimate) 128,000 Number of square feet of roadway markings 6.5 million
Number of roadway markings maintenance requests completed 300 126
City of San José – Annual Report on City Services 2023-24

TRANSPORTATION

SANITARY SEWERS
DOT maintains more than 2,000 miles of sanitary sewers and 17 sewer pump stations. DOT is responsible for maintaining uninterrupted sewer flow to the San José-Santa Clara Regional Wastewater Facility. (The Facility is operated by the Environmental Services Department (ESD). For more information see the ESD chapter.)
DOT conducts proactive cleaning to reduce sanitary sewer stoppages and overflows. About 900 miles were cleaned in 2023-24. More than 800 sewer repairs were completed. DOT responded to 29 sewer overflows in 2023-24, 11 fewer than last year. DOT cleared almost 200 main line stoppages in 2023-

24. DOT estimates 41 percent of sanitary sewer problems were responded to within 30 minutes (target: 60 percent).
0 20
40 60
80 0
2 4
6 8
Street Sweeping
Debris Collected (Thousand Tons)
Curb Sweeping (Thousand Miles) [Right Axis]
0 50
100
150
200
250
300
350
Sewer Stoppages and Overflows
Cleared
Sewer Main Line Stoppages Sanitary Sewer Overflows
0 250
500
750
1,000
1,250
1,500
1,750
2,000
2,250
Storm Calls

STORM DRAINAGE
DOT and ESD ensure that all of the City’s streets are swept of roadway particulate and debris that may collect in gutters. DOT’s street sweepers clean the downtown area, major streets, and bike routes. ESD contracts for residential street sweeping.

DOT annually cleans storm drain inlets so that rain and storm water runoff flow unimpeded through storm drains into the San Francisco Bay. There are approximately 35,700 storm drain inlets in the city. Proactive cleaning prevents harmful pollutants, trash, and debris from entering the Bay and reduces the potential for blockages and flooding during heavy rains.

In 2023-24, there were 16 declared storm days and around 1,200 responses to calls related to the storm collection system. The number of stoppages and calls varies depending on the severity of rainfall. DOT also maintained 31 stormwater pump stations and cleaned wet wells during summer months.

The City's current Citywide Stormwater Permit became effective July 1, 2022 and includes significant new requirements (e.g., green stormwater infrastructure for new development). The City holds additional responsibilities to ensure requirements are met, which DOT reports will result in additional unfunded workload for DOT to maintain new facilities as they are constructed. 0%
20%
40%
60%
80%
100%
Percentage of Sanitary Sewer
Problems Responded to Within
30 Minutes (target: 60%)
Note: Only blockage-related calls were counted in 2019-20 and 2020-21. For all other years presented, this measure shows responses to calls related to the storm collection system, not just blockage-related calls.
0 200
400
600
800
1,000
1,200
Sewer Miles Cleaned
Note: In 2023-24, DOT expanded their methodology to
include more work assignments.

City of San José – Annual Report on City Services 2023-24 127

TRANSPORTATION

0.0 0.5

1.0 1.5

2.0 Visitor Parking Customers at the
City's Downtown Facilities
(millions)
0 50
100
150
200
250
Parking Citations Processed
(thousands)
0%
20%
40%
60%
80%
100%
Percent of General Benefit Street
Landscapes Rated a 3.5 or Higher
out of a 5-Point Scale
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
Sidewalk Repairs
Note: DOT changed methodology in 2020-21 to rate entire corridors and give the street only one rating on a 5-point scale.

PARKING
Parking Services is responsible for managing on-street and off-street parking operations, implementing parking programs, enforcing regulations, and supporting street sweeping, construction, pavement, and maintenance activities.

There were approximately 46,000 monthly parking customers in 2023-24.

Almost 1.3 million visitors used City parking facilities, a 15 percent increase over the prior year, which DOT attributes to continued increases in evening and weekend activity throughout the downtown.

In 2023-24, DOT processed approximately 212,600 parking citations, marking a 12 percent increase compared to the prior year. Parking Services also manages the investigation of service requests related to abandoned vehicles. Over 31,000 vehicle concern service requests were received in 2023-24, which DOT reports are now automatically sorted by the SJ311 system into two categories: 20,000 requests were for abandoned vehicles and 11,000 for extended parking stay (EPS). The average time to resolve an abandoned vehicle service request for qualifying cases was 7 days, while it was 21.8 days for EPS service requests.

STREET LANDSCAPE MAINTENANCE
DOT’s Landscape Services Division maintains median islands and undeveloped rights-of-way, ensures the repair of sidewalks and the maintenance of street trees, and assesses and manages the urban forest to grow the City's tree canopy.

DOT reports that its crews maintain approximately half of the general benefit landscape, with the remaining inventory being maintained through contractual services. In 2023-24, an estimated 97 percent of general benefit street landscapes were rated on average a 3.5 or higher out of a 5-point condition rating scale. In contrast, Community Opinion survey results show that 42 percent of surveyed respondents with an opinion rated the condition of landscaping along streets and medians (not including trees) as excellent or good.

San José has about 351,000 street trees.* DOT responded to almost 1, 500 emergencies for street tree maintenance in 2023-24. The City and property owners completed about 4, 600 sidewalk repairs in 2023-24. Additionally, the City and property owners planted around 4, 000 street trees or trees in City- maintained back-ups and medians.
0%
25%
50%
75%
100%
The condition of
neighborhood street trees
The condition of sidewalks The condition of
landscaping along streets
and medians (not including
trees)
Community Survey
Ratings of Services
Poor/Very Poor
Fair
Excellent/Good
* Property owners are typically responsible for maintaining street trees and repairing adjacent sidewalks.

The City maintains trees that are located within the arterial medians and roadside landscaped areas owned by
the City.
128
City of San José – Annual Report on City Services 2023-24

APPENDIX
Historic Community Opinion Survey Data
City of San José – Annual Report on City Services 2023-24 129
% change (2023-2024)
Q2a The overall quality of life in San José
Q2b San José as a place to raise a family
Q2c San José as a place to retire
Q2d San José as a place to work
Q2e San José as a place to shop and dine
1 2
3 4
5 Q4 Overall Satisfaction (by Study Year)
Q5a Providing recreation programs, opportunities at city parks, recreation centers Q5b Maintaining the condition of public parks
Q5c Providing police protection in your neighborhood
Beautify City,
landscaping
Improve public safety,
reduce crime
Q4 - Percent of Respondents rating "Very Satisfied" or "Somewhat Satisifed" Address homeless
issues
Beautify City,
landscaping
Not sure/Cannot
think of anything
Address homeless
issues
Provide more
affordable housing
Improve public safety,
reduce crime
Improve public safety,
reduce crime
Provide more
affordable housing
Q3 - Top Five Recommended Changes to Improve the City by Study Year

34.9%

16.3%

57.7%

55.1%

34.0%

15.5%

59.2%54.8%

53.4%

39.0%

53.6%54.6% -1.6%
Reduce cost of living
in general
Provide more
affordable housing
Beautify City,
landscaping
Improve police
response, presence
Address homeless
issues
Improve public safety,
reduce crime
Beautify City,
landscaping
Improve police
response, presence

47.2% 49.8%

28.0%

46.4%47.4%
Q5 - Percent of respondents rating "excellent" or "good"

38.4%

38.4%

40.3%38.8%31.5%

37.4% 31.8% 34.0%

48.7% 51.6% 3.0%
-1.8%

4.4%

4.4%23.6%23.8%25.7%

APPENDIX
Question 2024202320222021

17.8%

53.8%

44.9% 2.6%

4.1%

1.6%
-4.0%
Q2 - Percent of respondents rating "excellent" or "good"

47.2%

34.3%

13.2%
Address homeless
issues
Provide more
affordable housing
130
City of San José – Annual Report on City Services 2023-24 Q5d Providing public library services in your neighborhood Q5e Providing an adequate number and variety of special events Q5f Providing programs to help seniors
Q5g Providing paths and trails for walking, jogging and running Q5h Provide bicycle lanes and paths
Q5i
Q5j
Q5l Enforcing traffic laws to protect the safety of pedestrians, cyclists and drivers Q5m Managing traffic on city streets
Q5n Providing after-school programs for youth
Q5o Removing graffiti from buildings
Q5p Providing animal control services
Q5q Operating the San José International Airport
Q5r Addressing homelessness
Q5s Reducing gang activity
Q5t Attracting businesses and good paying jobs to the city Q5u Facilitating the creation of affordable housing
Q5v Providing fire protection and prevention services 60.4%

11.7%

5.2%
-

8.6% -3.0%
-0.7%

74.0%

7.2%

0.4%

6.5%

27.5%

32.3%
Creating a vibrant downtown San José
-2.9%33.1%

26.0% 26.0%

29.0%31.9%29.5%

1.0%

34.4%

40.0%

25.8%

36.4%
-2.9%
-0.2%
-2.0%

25.6% 25.7%

58.6%

43.0%

31.8%

45.4%

50.9%

15.1%

27.6%

35.9%29.8%
--

33.6%

43.7%43.3%

65.5%59.4%
-

16.0%
-

55.0%56.0%54.8%
-

10.5%10.5%

39.5%

27.4%

28.1%

22.9%

37.1%

71.3%

4.4%

17.1%

37.8%

36.5%

71.3%

3.1%

20.3% 20.3%

36.7% -0.3%36.4%

7.2%

74.5%

APPENDIX
Question 2024202320222021 % change (2023-2024)
-1.3%
-

68.1%69.4%67.7%64.5%
-

27.0%

37.1%

16.8%
-1.8%

1.7%
-4.1%
-2.7%17.8%

44.2%
Cleaning up litter and trash that people dump along streets, sidewalks, public areas
City of San José – Annual Report on City Services 2023-24 131
change (2023-2024)
Q5w Providing Emergency Medical Services (EMS)
Q5x Providing trash, recycling, and yard waste services Q5y
Q5z Managing the City’s growth and development
Q5AA Facilitating the production of market rate housing Q5BB Enforcing zoning regulations
Q5CC Making available a variety of arts and cultural offerings Q5DD Ensuring new construction follows proper building and safety codes Q6 Opinion of City Safety
Q7a In your neighborhood
Q7b In the city park closest to your home
Q7c In Downtown San José
Q7d Downtown San José during the day
Q7e Downtown San José at night
Q8a Driving on San José streets
Question

59.4%

64.1%
-

26.7%

0.0%
-1.4%
Q6 - Percent of respondents rating "Very Safe" or "Somewhat safe" Q7 - Percent of respondents rating "Very Safe" or "Somewhat safe" Q8 - Percent of respondents rating "Very Safe" or "Somewhat safe" Maintaining utility infrastructure including water, sewer, and storm drain infrastructure 49.0%

27.5%
-
-

35.1%
-

74.9%
-

52.6%

22.7%
-

24.8%
-

34.6%
-

11.0%

32.4%

51.7%

48.4%
-
-

0.5%
-

0.8%
-
-2.7%

57.3%

59.6%
-
-

33.7%
-

66.4%58.6%

70.0%-- -
--
-
- 39.6%

69.4%

69.0%69.6%72.1%73.4%

60.9%
-
-

54.9%
-
-

25.6%---
-
-

59.4%

62.7%

3.7%
-
-0.7%

APPENDIX
2021 2022 2023 2024

56.1%

62.4%

52.2%48.4%
132
City of San José – Annual Report on City Services 2023-24 Q8b Bicycling in San José
Q8c Walking alongside or crossing San José streets on foot Q9 Household self-sufficient natural disaster preparedness Q10a Overall traffic circulation within the City of San José Q10b Traffic circulation on major streets in San José
Q10c Traffic circulation in your neighborhood
Q11a
Q11b Household visited a park in San José in past 12 months Q12a The hours that local San José branch libraries are open Q12b
Q12c
Q13 The appearance of your neighborhood
Q9 - Percent of respondents rating "Well prepared" or "Somewhat prepared"

71.1%

13.4% 12.0% 33.9% 35.3%

46.1%49.1%44.5%45.6%
- - - 67.2%
-4.6%

24.1%

48.1%51.8%53.7%53.7%
-4.5%
-3.7%

63.2%
-
Q13 - Percent of respondents rating "Very clean" or "Somewhat clean" Household visited a San José Library or used the City's library services online The variety and availability of books and materials in the San José Library’s collection
The variety of education and digital literacy programs provided by the San José Library 65.2%69.8%
Q10 - Percent of respondents rating "excellent" or "good" Q11 - Percent of respondents reporting bewteen 13 - 24 or 25+ visits Q12 - Percent of respondents rating "excellent" or "good"

8.7% 11.7% 12.8% 13.9%

21.1%25.6%24.7%

73.2%75.0%74.4%70.8%

44.0%49.3%

59.7%64.1%
-5.2%
-4.2%
-2.9%

25.8%27.5%27.8%28.8%

66.2%69.9%66.8%57.7%

48.0%46.9%
-1.7%

1.1%

1.4%
-3.8%
-1.9%
change (2023-2024)

55.3%59.6%

APPENDIX
Question 2024202320222021
City of San José – Annual Report on City Services 2023-24 133
Q14a The appearance of nearby parks
Q14b The maintenance of your neighborhood streets
Q14c The adequacy of street lighting
Q14d The condition of trees along your neighborhood streets Q14f The condition of sidewalks
Q14g
Q14h The condition of residential properties
Q15 Satisfaction with the City's efforts to enforce code violations 1 2
3 4
5 Q17 Contact with staff from the City of San José
Q14 - Percent of respondents rating "excellent" or "good" The condition of landscaping along streets and medians (not including trees) Abandoned
vehicles
Cars / RVs on
streets
Abandoned
vehicles
Homeless
encampments
Homeless
encampments Illegal dumping

30.3%34.1%30.7%32.8% -3.9%

51.2%50.0%
Illegal dumping
Illegal dumping Illegal dumping Homeless
encampments
Homeless
encampments
Not sure Not sure Not sure City
unresponsive
Cars / RVs on
streets
Abandoned
vehicles
Cars / RVs on
streets
Abandoned
vehicles
Q17 - Percent of respondents indicating they have been in contact with staff from the City of San Jos é in the last 12 months

31.3%
Cars / RVs on
streets

40.6%37.9%35.6% 2.7%
Q16 - Percent of respondents rating "Very satisfied" or "Somewhat satisfied" Q15 - Percent of respondents rating "Very satisfied" or "Somewhat satisfied"

49.2%51.8%53.8% 5.0%

44.1%44.2%41.7%41.3%

41.8%38.8%37.9%39.8%
-0.1%

3.0%

46.2%45.6%

53.0%

45.0%

54.2%

3.0%
-0.5%

1.8%

52.7%49.2%48.9%49.5%

48.0%40.9%

48.1%48.6%

42.0%

52.0%
change (2023-2024)

APPENDIX
Question 2024202320222021

3.5%
134
City of San José – Annual Report on City Services 2023-24 Q18a Timeliness of response
Q18b Courtesy shown to you
Q18c Competence displayed in handling your issue
Q19 Experienced a language barrier (major or minor)
Q21a The City operates in a way that is open and accountable to the public Q21b The City manages its finances well
Q21c The City listens to residents when making important decisions Q21d I trust the City of San José
Q21e
Q22a I feel a sense of community and belonging in San José Q22b I am socially connected
Q22c I am able to live independently
The City is committed to improving residents' quality of life regardless of race, gender identity, disability, religion, language spoken, and other identities - - - -

APPENDIX
Question 2024

5.7%7.7%6.6%6.1% -2.0%

56.7%

60.5%60.4%64.0%

75.2%74.7%74.7%

60.8%54.6%59.9%
-0.5%

3.0%
-4.0%

60.0%

78.2%
-0.8%

3.2%
Q22 - Percent of respondents indicating "strongly agree" or "somewhat agree"

59.3%---

52.0%52.3%47.9%45.4%

39.5%38.8%36.7%35.4%

56.8%53.7%48.0%50.6%

74.9%

72.7%---
-
-

66.0%--- -
202320222021 change (2023-2024)
-0.4%
Q18 - Percent of respondents indicating "very satisfied" or "somewhat satisfied" Q19 - Percent of respondents who encountered a language barrier an dindicated it was a major or minor problem Q21 - Percent of respondents indicating "strongly agree" or "somewhat agree"

0.7%

41.9%42.7%37.9%36.7%
City of San José – Annual Report on City Services 2023-24 135
136
City of San José – Annual Report on City Services 2023-24 NOTES
City of San José – Annual Report on City Services 2023-24 137
NOTES
138
City of San José – Annual Report on City Services 2023-24 NOTES
City of San José – Annual Report on City Services 2023-24 139
NOTES
140
City of San José – Annual Report on City Services 2023-24