TO: HONORABLE MAYOR
AND CITY COUNCIL
FROM: Lee Wilcox
SUBJECT: See Below DATE: February 3, 2025
Approved
Date
2/12/2025
COUNCIL DISTRICT: Citywide
SUBJECT: City Council Focus Areas Semi-Annual Status Report for Fiscal Year 2024-2025 First and Second Quarters
RECOMMENDATION
Accept the semi-annual status report on the implementation of the City Council Focus Areas.
SUMMARY AND OUTCOME
For the reporting periods of the first (Q1) and second (Q2) quarters of Fiscal Year (FY) 2024-2025, the Mayor and City Council will understand the status of outcome measures, performance measures, key programs and initiatives, key budget program resources, planned and actual accomplishments, and policy considerations for the following City Council Focus Areas (Focus Areas):
• Increasing Community Safety;
• Reducing Unsheltered Homelessness;
• Cleaning Up Our Neighborhoods; and
• Attracting Investment in Jobs and Housing.
BACKGROUND
The Focus Areas were created as part of the FY 2023-2024 Priority-Setting process in conjunction with the Mayoral Transition Committee process between January and February 2023. The purpose of the Focus Areas is to promote accountability for driving COUNCIL AGENDA: 2/25/25
FILE: 25-147
ITEM: 3.3
HONORABLE MAYOR AND CITY COUNCIL
February 3, 2025
Subject: City Council Focus Areas Semi-Annual Report for Fiscal Year 2024-2025 First and Second Quarters
positive outcomes and performance on a very limited number of priorities most greatly impacting the community, and to generate actionable and measurable solutions to address those priorities. Each Focus Area is not designed to include all related City services, though each varies in breadth and complexity. Staff currently provides semi- annual status reports on the Focus Areas to the City Council in the fall and spring of each year. Staff last reported on the Focus Areas on October 8, 2024.1
ANALYSIS
This memorandum provides historical information for the current reporting period (Q1 and Q2) of FY 2024-2025 and forward-looking information for the next reporting period (Q3 and Q4) of FY 2024-2025.
Current Reporting Period (Q1 and Q2 of FY 2024-2025)
Each of the four Focus Area Scorecards for this reporting period can be found in the Attachment - City Council Focus Area Scorecards. During the City Council meeting for this item, the Executive Sponsor for each Focus Area will provide a verbal update on each Scorecard section, including:
• Outcome measures, performance measures, and other quantitative trends; • Actual accomplishments for the current reporting period; and • Key budget programs and initiatives for the next reporting period.
Other topics from the current reporting period are discussed below.
1. Focus Area Scorecard Annual Target Performance Summary
2. Focus Area Dashboards
3. Execution as Learning City Council Focus Area Scorecard Improvements
Focus Area Scorecard Annual Target Performance Summary
To drive accountability for performance, the Administration sets quantitative targets at an annual cadence and identifies performance improvement opportunities to close performance gaps. Table 1 below compares and categorizes each performance measure’s actual performance against its annual target during FY 2023-2024, provides performance measures’ annual targets for FY 2024-2025, and provides each measure’s midyear actual performance. Measures are color-coded according to the following categorization:
1 https://sanjoseca.primegov.com/Portal/viewer?id=0&type=7&uid=067b8054-e358-4104-99e5- 1983e5d68ada.
HONORABLE MAYOR AND CITY COUNCIL
February 3, 2025
Subject: City Council Focus Areas Semi-Annual Report for Fiscal Year 2024-2025 First and Second Quarters
• Green: exceeded, met, or projected to meet performance targets; • Yellow: missed or is projected to miss performance targets by a narrow margin (less than 10%);
• Red: missed or is projected to miss performance targets by a wide margin.
Table 1 - Scorecard Performance Measure Annual Target Summary Focus Area
Performance
Measure
FY 2023-
2024 Annual
Target /
Forecast
FY 2023-
2024
Actual2
FY 2024-2025
Annual Target
/ Forecast
FY 2024-2025
Midyear Actual3
Increasing Community Safety Focus Area
Crimes Against
Property 38,400 37,305 37,200 18,111
Crimes Against
Persons 16,000 16,648 16,000 8,228
Cumulative Traffic
Fatalities 54 50
49 fatalities
forecasted
(target: 0)
23 fatalities
Reducing Unsheltered Homelessness Focus Area
Shelter Production
Measures not reported
last year
1089 spaces 72 spaces4
Interim Shelter
Utilization Rate 95% 93%
Waterway
Enforcement 12 miles 1 mile5
Tier 3 Encampment
Count
60 Encampment
Service Areas
74 Encampment
Service Areas
2 FY 2023-2024 Actuals are generally listed as the Q4 datapoint for instances where the target or forecast is a desired level of performance incrementally worked towards (for instance, SJ311 customer satisfaction and emergency interim housing production rate.) In the case of performance targets that are cumulative in nature (crimes against property, crimes against persons, and traffic fatalities) or are annual averages (only speed of residential building permit reviews), the quarterly target or forecast is converted in the table to an annual summation or an annual average.
3 FY 2024-2025 Midyear Actuals are generally listed as the Q2 datapoint for instances where the target or forecast is a desired level of performance incrementally worked towards (for instance, SJ311 customer satisfaction and emergency interim housing production rate.) In the case of performance targets that are cumulative in nature (crimes against property, crimes against persons, and traffic fatalities) or are annual averages (only speed of residential building permit reviews), the quarterly target or forecast is converted in the table to a midyear summation or a midyear average. 4 The Unsheltered Homelessness Focus Area Team projects the City is on track to create 919 shelter spaces by the end of FY 2024-2025. This measure is coded as “red” based on this projection. 5 The Unsheltered Homelessness Focus Area Team projects the City is on track to abate and enforce no- habitation requirements in 12 miles of waterways by the end of FY 2024-2025. This measure is coded as “green” based on this projection.
HONORABLE MAYOR AND CITY COUNCIL
February 3, 2025
Subject: City Council Focus Areas Semi-Annual Report for Fiscal Year 2024-2025 First and Second Quarters
Focus Area
Performance
Measure
FY 2023-
2024 Annual
Target /
Forecast
FY 2023-
2024
Actual2
FY 2024-2025
Annual Target
/ Forecast
FY 2024-2025
Midyear Actual3
Cleaning Up Our Neighborhoods Focus Area
BeautifySJ Blight
Response Times for
Graffiti Removal
80% 96% 80% 93%
BeautifySJ Blight
Response Times for
Illegal Dumping
80% 78% 80% 79%
BeautifySJ Blight
Response Times for
Encampment Trash
80% 95% 80% 93%
Code Enforcement
Blight Caseload 436 cases 459 cases 334 cases 308 cases SJ311 Customer
Satisfaction for
Graffiti Removal
80% 94% 80% 92%
SJ311 Customer
Satisfaction for
Illegal Dumping
80% 61% 80% 70%
SJ311 Customer
Satisfaction for Junk
Pickup
80% 64% 80% 58%
SJ311 Customer
Satisfaction for
Abandoned Vehicles
80% 37%6 80% 55%
Attracting Investment in Jobs and Housing Focus Area
Housing Production
Rates
Measure not reported last
year 7,776 units 293 units
Speed of
Residential Building
Permit Reviews
80% 59% 70%
60% (single
family)
61% (multifamily)
Downtown Vibrancy
Rating 60% 45% 55% 48%
6 This data for abandoned vehicle customer satisfaction is from Q3 FY 2023-2024; staff did not collect data for this measure in Q4. For more information, see the City Council Focus Area Semi-Annual Status Report for Fiscal Year 2023-2024 Third and Fourth Quarters, available at https://sanjoseca.primegov.com/Portal/viewer?id=0&type=7&uid=067b8054-e358-4104-99e5- 1983e5d68ada.
HONORABLE MAYOR AND CITY COUNCIL
February 3, 2025
Subject: City Council Focus Areas Semi-Annual Report for Fiscal Year 2024-2025 First and Second Quarters
Focus Area Dashboards
Focus Area Dashboards include a more comprehensive, interactive set of performance data beyond those provided in the scorecards.7 The City Manager’s Office, in partnership with the Information Technology Department and the City Manager’s Office of Communications, has implemented various enhancements to the Focus Area Dashboards public website since its launch in spring 2023, including disaggregating resident perception data by respondent age, area of City, ethnicity, gender identity, and household income.
The 2024-2025 Adopted Budget included dashboard development resources through December 2024. Additional changes, improvements, or enhancements to the Focus Area Dashboards are subject to the future appropriation of budgetary resources.
Quarterly data will continue to be published for the existing dashboard measures.
Execution as Learning City Council Focus Area Scorecard Improvements To foster an adaptable vision of achieving the City Council’s priorities, the Administration set forward implementing the Focus Areas within the context of “execution as learning.” This model prioritizes collective learning for cross-departmental and cross-jurisdiction collaboration, promotes psychological safety, encourages failing forward quickly, and simplifies complexity through iteration. Since the October 2024 City Council Focus Areas Semi-Annual Report, staff have implemented the following improvements.
1. Outcome and Performance Measure Evaluations – Lessons learned through staff analysis to improve the meaningfulness of scorecard measures, indicating changes to the City Council-directed outcome and performance measures where alignment is improved with the goals of the Focus Areas.
• Increasing Community Safety – Performance Measure #3 (Traffic Fatalities).
In response to City Council discussion during the last Focus Area report to City Council (October 8, 2024), staff have completed disaggregation of traffic fatalities by type. This performance measure now shows whether the individual fatality was in a motor vehicle, on a motorcycle, on a bicycle, or was a pedestrian. For this performance measure, the Administration sets a “forecast” based on historical data; the ultimate “target” for measuring the success of Vision Zero initiatives will always be zero.
• Reducing Unsheltered Homelessness – Performance Measure #1 (Shelter Production). Staff have changed the title of this measure (previously referred to as “Placement Supply Net Production”) for clarity. No other changes were made.
7 https://www.sanjoseca.gov/your-government/departments-offices/mayor-and-city-council/city-council- focus-areas
HONORABLE MAYOR AND CITY COUNCIL
February 3, 2025
Subject: City Council Focus Areas Semi-Annual Report for Fiscal Year 2024-2025 First and Second Quarters
• Reducing Unsheltered Homelessness – Performance Measure #4 (Tier 3 Encampment Service Area Count). Staff have changed the title of this measure (previously referred to as “Tier 3 Encampment Count Change”) to more clearly reflect the measure reported. Staff do not track encampments at the individual level. Encampment service areas can encompass multiple individual encampments, and their size varies significantly—some can span over a mile, while others are much smaller.
• Cleaning Up our Neighborhoods – Performance Measure #2 (Code Enforcement Blight Caseload). Staff have changed the title of this measure (previously referred to as “Code Enforcement Blight Case Backlog”) for consistency following the City Council discussion at the January 21, 2025 Study Session on Code Enforcement Operations.8 No other changes were made. • Attracting Investment in Jobs and Housing – Performance Measure #2 (Speed of Residential Building Permit Reviews). Staff will begin reporting data for this performance measure bifurcated by single family (mostly accessory dwelling units) and multifamily projects. This shift more accurately depicts staff’s work to prioritize large multifamily projects and maximize housing production and provides more granular information to City Council and the public.
2. Outcome and Performance Measure Data Collection Challenges – Lessons learned that surface issues with operational data collection that render a specific measure currently unreportable or inaccurate.
• Reducing Unsheltered Homelessness – Outcome Measure #1 (Homelessness Census Point-in-Time Count): The 2025 Point-in-Time Count was scheduled for January 2025, but its data, which takes several months to process, will not be available for this reporting period. The City is also evaluating alternative data sources to better inform this outcome measure, as Point-in-Time Count data has historically underrepresented unsheltered individuals. Staff will provide updates on this measure in the future.
• Reducing Unsheltered Homelessness – Outcome Measure #2 (Inflow/Outflow Rate). This outcome measure reports data from the County of Santa Clara Homelessness Management Information System (HMIS). The County episodically updates data from previous quarters for accuracy. These revised and updated metrics are provided in this report and accompany scorecard. For transparency, both previously reported data and the corrected data is provided in Table 2 below. The updated data shows a reduced inflow-
8 https://sanjose.legistar.com/MeetingDetail.aspx?ID=1213830&GUID=D6D9B9A8-7619-4102-8CD6- 0A16176685B8&Search=
HONORABLE MAYOR AND CITY COUNCIL
February 3, 2025
Subject: City Council Focus Areas Semi-Annual Report for Fiscal Year 2024-2025 First and Second Quarters
outflow rate due to slightly more households exiting unsheltered homelessness than previously reported.
Table 2 – Unsheltered Homelessness Inflow/Outflow Rates (Source: HMIS)9 Metric Previously Reported Corrected
FY 23-24 Q3
Inflow-Outflow
Rate
1.83 1.78
Inflow 832 households 832 households
(No Change)
Outflow 454 households 468 households
FY 23-24 Q4
Inflow-Outflow
Rate
2.01 1.91
Inflow 828 households 828 households
(No Change)
Outflow 411 households 434 households
• Reducing Unsheltered Homelessness – Performance Measure #1 (Placement Supply Net Production): There are no updates to report for Q2, as several projects are currently in various stages of planning, development, and construction. Significant progress is anticipated in Q3 and Q4. • Reducing Unsheltered Homelessness – Performance Measure #3 (Waterway Enforcement): The approved additional waterway enforcement teams were hired in Q2. During Q2, one mile along the waterway was abated.
The scope of enforcement in Q3 and Q4 is currently being coordinated and abatement activities are underway.
• Reducing Unsheltered Homelessness – Performance Measure #4 (Tier 3 Encampment Service Area Count): The Encampment Response Coordination System does not currently track data at the individual encampment level, instead aggregating data within broader service areas. Within a given service area, there may be multiple individual encampments. This limitation, combined with the fluid nature of individual encampments, makes it difficult to accurately measure progress using this metric. When large Tier 3 encampment service sites are abated, individuals often relocate, forming smaller encampments or joining others, leading to fluctuations in size and location. These factors reduce the measure's reliability as an indicator of progress. Staff is exploring system improvements to address these data challenges.
9 The Unsheltered Homelessness Inflow-Outflow Rate is defined as the ratio of the number of San José households that take the Vulnerability Index-Service Prioritization Decision Assessment Tool or VI- SPDAT for the first time for every household that exits homelessness in San José.
HONORABLE MAYOR AND CITY COUNCIL
February 3, 2025
Subject: City Council Focus Areas Semi-Annual Report for Fiscal Year 2024-2025 First and Second Quarters
• Attracting Investment in Jobs and Housing – Outcome Measure #2 (Downtown Activity Rates). This report and accompanying scorecard contain revised downtown activity rates for previous quarters. This data is based on mobile device counts, which are collected by a contracted consultant (CityData).
During a recent review of previously collected data, CityData discovered some visits were being double counted, while others were missed. The revised data will provide City Council and the community with a more accurate snapshot of downtown activity rates during this period. For transparency, both previously reported data and the corrected data is provided in Table 3 below.
Table 3 - Downtown Activity Rates
(Mobile Device Counts, % Change Year-Over-Year) (Source: CityData)10 Previously Reported Corrected
FY 23-24 Q1 12% 12.3%
FY 23-24 Q2 51% 17.3%
FY 23-24 Q3 17% 15.0%
FY 23-24 Q4 11% 11.0%
FY 24-25 Q1 31% 4.9%
3. Other Recommendations – Lessons learned during the reporting period that led to other recommendations identified for City Council consideration.
• None to report for this period.
EVALUATION AND FOLLOW-UP
The Administration will return to the City Council with a semi-annual status update in fall 2025 and will continue to make quarterly updates on the City Council Focus Area Dashboards through the City’s public website.
COORDINATION
This memorandum and related documents were prepared in coordination with the City Attorney’s Office and the City Manager’s Budget Office.
10 Reported as % change year-over-year in downtown visitation as measured through cell phone data.
HONORABLE MAYOR AND CITY COUNCIL
February 3, 2025
Subject: City Council Focus Areas Semi-Annual Report for Fiscal Year 2024-2025 First and Second Quarters
PUBLIC OUTREACH
This memorandum will be posted on the City’s Council Agenda website for the February 25, 2025 City Council meeting.
COMMISSION RECOMMENDATION AND INPUT
No commission recommendation or input is associated with this action.
CEQA
Not a Project, File No. PP17-009, Staff Reports, Assessments, Annual Reports, and Informational Memos that involve no approvals of any City action.
PUBLIC SUBSIDY REPORTING
This item does not include a public subsidy as defined in section 53083 or 53083.1 of the California Government Code or the City’s Open Government Resolution.
Lee Wilcox
Assistant City Manager
For questions, please contact Sarah Zárate, Director, City Manager’s Office of Administration, Policy, and Intergovernmental Relations at [email protected].
ATTACHMENT - City Council Focus Area Scorecards
# of incidents of crime types against property*
9,390
9,779
9,451
9,245
9,081
9,030
0 2,000
4,000
6,000
8,000
10,000
12,000
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
# of incidents of crime types against persons** # of traffic fatalities by type OutcomePerformance
Increasing Community Safety Scorecard
1 Outcome and Performance Measures
City Safety Perception. % of residents rating San José as “very safe” or “somewhat safe” (Source: Focus Area Community Survey)
2) Crimes Against Persons
(Source: PD Versadex RMS)
1) Crimes Against Property
(Source: PD Versadex RMS)
3) Traffic Fatalities
(Source: DOT, PD)
Forecast: 9,300
60%
60%
63%
61%
63%
66%
72%
75%
73%
74%
74%
76%
31%
33%
34%
33%
36%
39%
0%
20%
40%
60%
80%
100%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
% Respondents
4,648
4,350
3,985
4,127
4,253
3,975
0 1,000
2,000
3,000
4,000
5,000
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Forecast: 4,000
17 9
11 13
15 10
0 5
10 15
20 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Forecast:
12.25 fatalities
* Crimes Against Property: Robbery, Burglary, Larceny/Theft Offenses, Motor Vehicle Theft, Arson, Bribery, Counterfeiting/Forgery, Destruction/Damage/Vandalism of Property, Embezzlement, Stolen Property Offenses, Extortion/Blackmail, and Fraud Offenses ** Crimes Against Persons: Murder, Manslaughter, Rape, Aggravated Assault, Simple Assault, Intimidation, Human Trafficking, Kidnapping/Abduction, Sex Offenses (All Other) 11%
15%
26%
27%
32%
Lack of police, police presence
Car break-ins, car jacking
Crime, violence
Theft, robberies
Homeless people
FY 2023-2024 FY 2024-2025
FY 2023-2024 FY 2024-2025
FY 2023-2024 FY 2024-2025
FY 2023-2024 FY 2024-2025
City Overall
Your Neighborhood
Downtown
Residents' Reported Top Contributors to Safety Concerns Q1-Q2 2024-2025
Jul – Dec 2024
Motor Vehicle
Occupant
Motorcyclist Pedestrian Bicyclist
Attachment
Increasing Community Safety Scorecard
2 Key Programs/Initiatives and Resources Driving Performance Improvement FY 2024-2025 Resourcing for
Key Budget
Programs/Initiatives
Perform
anceKey Budget
Programs/
Initiatives
2) Crimes Against Persons1) Crimes Against Property 3) Traffic Fatalities Supported passage of key state legislation (AB
2943, SB 982) to strengthen retail theft statutes.
Supported passage of federal legislation (H.R.
8596) to address mail theft.
Implemented a pilot system for retailers to
submit theft reports online.
Conducted 780 outreach events by Patrol
Hotspot Teams and 115 CSO outreach events.
Hired 28 recruits, 6 police officers, and 1 CSO.
Planned vs Actual Key
Accomplishments
Enhance the Real Time Intelligence Center with
surveillance and data unification software to
improve solve rates.
Launched a new Council District Crime Stats
Dashboard.
Implemented a Youth Services Data Management
System.
City Council approved the speed safety system
use policy and impact report and awarded the
red-light enforcement solution contract.
Launched RFP for an automated speed
enforcement vendor and implementation partner.
Completed 2 Quick Build Safety Projects and 4
Capital Improvement Safety Projects.
Constructed 22 Pedestrian Safety and
Traffic Calming Improvement projects.
Field Patrol
$236,687,735 767.00 FTEs
Financial Crimes/Burglary
$6,774,074 22.00 FTEs
Sub-Total
$243,461,809 789.00 FTEs
Youth Gang Prevention and Interventions
$11,667,846 50.40 FTEs
Violent Crimes Enforcement
$5,429,763 16.00 FTEs
Special Investigations
$19,233,859 56.00 FTEs
Sub-Total
$36,331,468 122.40 FTEs
Traffic Enforcement
$10,030,672 30.00 FTEs
Traffic Safety
$5,297,124 26.35 FTEs
Sub-Total
$15,327,796 56.35 FTEs
Q1-Q2 2024-2025
Jul – Dec 2024
• Youth Gang Prevention and Interventions (PRNS)
• Youth Empowerment Alliance
• Opioid Settlement Fund
• Violent Crimes Enforcement (PD)
• Special Investigations (PD)
• Real Time Intelligence Center
• Field Patrol (PD)
• Recruitment Unit
• Financial Crimes/Burglary (PD)
• Organized Retail Theft Detail
• Traffic Enforcement (PD)
• Traffic Safety (DOT)
• Speed Safety Camera Implementation
• Traffic Capital, Complete Streets, Quick
Build, and Pedestrian Safety
Improvements
Perform
ance
Increasing Community Safety Scorecard
3 Planned Key Accomplishments Next Period
Q3-Q4 2024-2025
Jan – Jun 2025
Key Budget
Programs/
Initiatives
Expand online reporting for retail organizations to
three total retail locations.
Complete Draft One police report writing pilot to
reduce time officers spend writing reports and
increase time in the field responding to calls.
Conduct police academy SJ52 (February) and
academy SJ53 (June).
Conduct 800 outreach events by Patrol Hotspot
Teams and 125 CSO outreach events.
Host a Neighborhood Forum on public safety.
Launch re-districting pilot for two-person patrol
cars to increase officer safety and improve
response model.
Integrate 1,020 public safety cameras and
Computer Aided Dispatch (CAD) system with the
Real Time Intelligence Center.
Conduct community outreach to increase
awareness of the 988 Suicide and Crisis Lifeline.
Begin installation of automated speed
enforcement and red-light running cameras.
Complete 1 Capital Improvement Transportation
Safety Projects.
Complete 4 Quick Build Safety Improvement
Projects along priority safety corridors.
Construct 25 Pedestrian Safety and
Traffic Calming Improvement Projects.
• Alternate and Co-Response Report to City
Council in February 2025.
• Continuing collaboration with the County of Santa
Clara to identify opportunities to expand the
current 911-988 call transfer pilot.
• Update the San José Youth Empowerment
Alliance Strategic Workplan.
• Monitor Proposition 36 implementation, which
allows felony charges and increases sentences
for certain drug and theft crimes.
• Include copper theft prevention in legislative
program to support effective means to prevent
and enforce copper theft on city infrastructure.
• 2025 Vision Zero Action Plan is going to City
Council in February 2025 for adoption.
• Safety Corridors Report going to City Council in
March 2025 to allow the City to lower the posted
speed limits under certain provisions.
• Vision Zero Traffic Safety Status Report going to
T+E Committee in May 2025.
Policy and Other City
Council Considerations
Planned Key
Accomplishments
for Q3 + Q4
2) Crimes Against Persons1) Crimes Against Property 3) Traffic Fatalities • Youth Gang Prevention and Interventions (PRNS)
• Youth Empowerment Alliance
• Opioid Settlement Fund
• Violent Crimes Enforcement (PD)
• Special Investigations (PD)
• Real Time Intelligence Center
• Field Patrol (PD)
• Recruitment Unit
• Financial Crimes/Burglary (PD)
• Organized Retail Theft Detail
• Traffic Enforcement (PD)
• Traffic Safety (DOT)
• Traffic Capital, Complete Streets, Quick
Build, and Pedestrian Safety
Improvements
• Speed Safety Camera Implementation
4 Outcome
Homelessness Census Point-in-Time Count. Total number of unsheltered and sheltered individuals (based on percentage reported) that are experiencing homelessness on a single night in January. (Source: Santa Clara County) # of Tier 3 encampments (most impactful
sites)
4) Tier 3 Encampment Count
Change (Source: PRNS)
0%
25%
50%
75%
100%
Q1 Q2 Q3 Q4
# of miles of waterways that have been abated
and where no-habitation requirements have
been enforced 1
5 0
5 10
15 Q1 Q2 Q3 Q4
3) Waterway Enforcement (Source: PRNS)
Annual Target: 12 miles
# of cumulative net new spaces for emergency
and interim housing, safe parking, and safe
sleeping****
1) Shelter Production (Source: PW)
72 72
497
919
0 200
400
600
800
1000
1200
Q1 Q2 Q3 Q4
Annual Target: 1,089 spaces
% utilization rate in interim City shelters
operational for more than 1 year
91%
89%
89%
90%
92%
93%
0%
25%
50%
75%
100%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2) Interim Shelter Utilization
Rate (Source: Housing)
Target: 95%
Reducing Unsheltered Homelessness Scorecard
Outcome and Performance Measures
Performance
FY 2024-2025 FY 2023-2024 FY 2024-2025 FY 2024-2025 FY 2024-2025 Homelessness
Census Point-
In-Time Count
Unsheltered. # of individuals
in SJ in locations not meant for
human habitation.
Sheltered. # of individuals in SJ in
emergency shelters, transitional
housing, and Safe Havens.
January 2022 4,975 1,675
January 2023 4,386 1,880
January 2025 [Pending] [Pending]
6650
6266
0 2000
4000
6000
8000
10000
2022 2023 2025
Individuals
* Inflow-Outflow Rate of People Utilizing Homelessness Services is defined as the ratio of the number of SJ households that take the VI- SPDAT for the first time for every household that exits homelessness in SJ. ** Homeless Inflow is defined as a client’s first time VI-SPDAT assessment. For households with children, only the head of household completes the Family VI -SPDAT assessment. For adult-only households, each adult usually completes a VI- SPDAT assessment. Affiliation is established by responding “San José” to four city affiliation questions on the VI- SPDAT: where do spend most of your time, where did you live prior to becoming homeless, city of employment, city of school. *** Homeless Outflow is defined as a housed household with a move- in date in a housing program or an exit to a permanent housing destination from a non- housing program. **** Shelter Production. Projections for Q3 and Q4 shown in cross -hatch.
Sheltered
Unsheltered
Q1-Q2 2024-2025
Jul – Dec 2024
Timeframe Inflow-Outflow Rate*
(Source: HMIS)
Inflow**
(Source: HMIS)
Outflow***
(Source: HMIS)
Q3 (Jan-Mar 2024) 1.78 832 households 468 households
Q4 (Apr-Jun 2024) 1.91 828 households 434 households
Q1 (Jul-Sep 2024) 2.35 802 households 341 households
Q2 (Oct-Dec 2024) 2.00 745 households 372 households
N/A
N/A
N/A
5 Key Programs/Initiatives and Resources Driving Performance Improvement Reducing Unsheltered Homelessness Scorecard
Launched RVP3 2.0 expanded
program by September 30, 2024.
Developed a simplified Waterboard
Response Protocol.
Finalized and submitted the Direct
Discharge Progress report.
Established enforcement & waterway
clean-up approach for a No Return
Zone along Guadalupe Creek.
Planned vs Actual Key
Accomplishments
Assigned tiers to all encampment
service locations (tents, structures,
and vehicles).
Began enforcement of posted tow-
away parking restrictions at three pilot
program schools impacted by
oversized vehicles.
Developed new Trash Pickup route
with 40 new encampment locations.
Key Budget
Programs/
Initiatives
• Emergency Interim Housing (EIH)
Construction and Operations
(Housing)
• Encampment Trash Waterways
Team (PRNS)
• No-Return Zone Team (PRNS)
• Waterway Abatement Team
(PRNS)
4) Tier 3 Encampment Count
Change3) Waterway Enforcement 1) Placement Supply Net
Production
2) Interim Shelter Utilization Rate
• Encampment Management
City-wide (PRNS)
EIH Construction and Operations:
$96,817,144 16.36 FTEs
Sub-Total
$96,817,144 16.36 FTEs
Encampment Management:
$32,226,674 78.00 FTEs
Sub-Total
$32,226,674 78.00 FTEs
Interim Housing Development:
$50,379,080 2.00 FTEs
Sub-Total
$50,379,080 2.00 FTEs
Perform
ance
Completed design, bid, and award for
Cerone Interim Housing.
Broke ground at Rue Ferrari Interim
Housing Expansion.
Began design and award of at least one
contract for the construction of a
Supportive Outdoor Sleeping site.
Identified a delivery method for the Cherry
Interim Housing Project, produced a
project construction schedule and scope,
and initiated Construction Documents.
Q1-Q2 2024-2025
Jul – Dec 2024
FY 2024-2025 Resourcing for
Key Budget
Programs/Initiatives
Exceeded 90% utilization rate across
the city’s interim shelter portfolio.
Finalized neighborhood preference
process in alignment with city efforts to
house the most impacted unhoused
residents.
Created an internal tracking system to
track unit efficiency, including damage
mitigation & unit availability.
• Interim Housing Construction and
Operations (Public Works)
Perform
ance
6 Planned Key Accomplishments Next Period
Key Budget
Programs/
Initiatives
Reducing Unsheltered Homelessness Scorecard
Open and begin operations at
Branham and Monterey.
Award contract and begin construction
at Taylor St. Navigation Center
Hold groundbreaking and start
construction at Cherry Ave Interim
Housing.
Hold groundbreaking and start
construction at Cerone Interim Housing
Project.
Implement a transportation strategy for
shelter system.
Finalize the operational manual and
execution plan for Taylor Street
Navigation Hub.
Enhance operations management and
service delivery to promote financial
efficiencies and reduce operational
costs across the emergency interim
housing portfolio.
Complete quarterly encampment
service location assessments to inform
service priorities.
Analyze encampment trash routes to
determine appropriate service levels.
• Opportunities to further align with
the county for a regional shelter
intake system and increased
financial sustainability.
• Priorities for addressing financial
sustainability and supporting
operational/property management
considerations, which may have
ongoing implications for expansion.
• Recognize that timelines for shelter
projects, including new builds,
renovations, and alternative
housing options like motels and
parking, are subject to change.
Factors such as contractor
coordination, regulatory approvals,
and utility infrastructure
adjustments can create delays.
Flexibility in planning and
execution is necessary.
• Current tracking systems do not
monitor encampments at an individual
level, as data is aggregated at broader
service area levels, limiting its
usefulness for performance tracking.
• The dynamic nature of encampments,
with sizes fluctuating due to
abatement activities and individuals
relocating, makes the Tier 3
Encampment Count an unreliable
metric for measuring progress.
Policy and Other City
Council Considerations
Finalize the waterway abatement plan
to support targeted cleanup efforts.
Initiate waterways abatement activities,
prioritizing high-impact areas.
Install updated signage at current EIH
sites to reinforce guidelines.
Establish no-return zones on cleared
waterways to maintain progress.
Scale RVP3 services for up to 400
more vehicles, increasing efficiency.
• The pause on waterway
abatements to conduct the
waterway surge and assess
individuals in direct discharge areas
delayed the completion of
enforcement actions. This may
complicate the timely
operationalization of future
abatement efforts as adjustments
are made based on surge findings.
Planned Key
Accomplishments
for Q3 + Q4
3) Waterway Enforcement2) Interim Shelter Utilization Rate • Interim Housing Construction and
Operations (Public Works)
• Encampment Trash Waterways
Team (PRNS)
• No-Return Zone Team (PRNS)
• Waterway Abatement Team
(PRNS)
• Encampment Management
City-wide (PRNS)
1) Placement Supply Net
Production
4) Tier 3 Encampment Count
Change
Q3-Q4 2024-2025
Jan – Jun 2025
• Emergency Interim Housing
Construction and Operations
(Housing)
# of blight cases in the Code Enforcement caseload
351
279
341
459
332
308
0 100
200
300
400
500
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
% of customer satisfaction scores by service types (graffiti, illegal dumping, junk pickup, abandoned vehicles)
90%
90%
91%
94%
89%
92%
71%
69%
74%
61%
69%
70%
63%
68%
65%
64%
61%
58%
39%
39%
37%
54%
55%
0%
25%
50%
75%
100%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
7 % of graffiti removal, illegal dumping, and encampment trash services inquiries responded to within response time targets (respectively, 3 business days, 5 business days, weekly) Outcome
City Cleanliness Perception. % of residents rating San José as “very clean” or “somewhat clean” (Source: Focus Area Community Survey)
2) Code Enforcement Blight Caseload (Source:
PBCE)
1) BeautifySJ Blight Response Times
(Source: App Order, SJ311, Survey123)
3) SJ311 Customer Satisfaction
(Source: SJ311)
33%
36%
39%
36%
34%
36%
68%
72%
73%
69%
67%
71%
25%
26%
29%
29%
28%
30%
0%
20%
40%
60%
80%
100%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
% Respondents
Target: < 334 cases Target: 80%
96%
96%
97%
96%
95%
93%
67%
76%
86%
78%
79%
79%
84%
84%
93%
95%
93%
93%
0%
25%
50%
75%
100%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Target: 80%
Graffiti Removal Illegal Dumping Encampment
Trash Services
Graffiti
Removal
Illegal
Dumping
Junk
Pickup
Abandoned
Vehicles
Performance
Outcome and Performance Measures
Cleaning Up Our Neighborhoods
7%
8%
11%
50%
59%
Infrastructure / Road Quality
Unmaintained Landscapes
Vandalism, Graffiti
Homelessness
Trash, Litter
FY 2023-2024 FY 2024-2025
FY 2023-2024 FY 2024-2025
FY 2023-2024 FY 2024-2025
FY 2023-2024 FY 2024-2025
City Overall
Your Neighborhood
Downtown
N/A
Residents' Perception of Top Contributors to Blight
Q1-Q2 2024-2025
Jul – Dec 2024
8 Key Programs/Initiatives and Resources Driving Performance Improvement Neighborhood Blight Reduction and Beautification
$10,339,891 33.00 FTEs
Sub-Total
$10,339,891 33.00 FTEs
Perform
anceKey Budget
Programs/
Initiatives
• Community Code Enforcement (PBCE)
• Code Enforcement Operational
Assessment
• Multiple Housing Code Enforcement (PBCE)
• Neighborhood Blight Reduction and
Beautification (PRNS)
Community Code Enforcement
$7,607,900 36.34 FTEs
Multiple Housing Code Enforcement
$5,243,823 25.78 FTEs
Sub-Total
$12,851,723 62.12 FTEs
City Customer Contact Center
$3,541,494 17.00 FTEs
Sub-Total
$3,541,494 17.00 FTEs
Cleaning Up Our Neighborhoods
Completed 79% of illegal dumping requests within 5
business days and
Completed 2,205 proactive illegal dumping service
requests in Q1 and 1,947 in Q2.
Developed comprehensive outreach/education
materials to assist private property owners in
addressing graffiti issues, including best practices for removal, prevention and reporting.
Planned vs Actual Key
Accomplishments
Completed Focus Area Service Team post-pilot
analysis and provided report on outcomes to NSE
on November 14, 2024.
Created a multi-department working group on
Downtown Vacant Buildings and Storefronts and
efforts for stakeholder engagement.
Began development of a compliance guide for
vacant building and storefront property owners to
promote proactive maintenance and compliance.
Secured the consultant to begin the Code
Enforcement Operational Assessment.
Launched public dashboard for Vehicle Concerns
service.
Finalized new SJ311 architecture.
Determined that SJ311 Triage Hub needed to move
to a new SalesForce Instance.
Graffiti
Dumping
Trash
2) Code Enforcement Blight Case Backlog1) BeautifySJ Blight Response Times 3) SJ311 Customer Satisfaction • City Customer Contact Center (IT)
FY 2024-2025 Resourcing for
Key Budget
Programs/Initiatives
Q1-Q2 2024-2025
Jul – Dec 2024
Perform
ance
9 Planned Key Accomplishments Next Period
Key Budget
Programs/
Initiatives
Cleaning Up Our Neighborhoods
• City Customer Contact Center (IT)
Meet 80% target for service requests for illegal
dumping within 5 days.
Complete 1,750 proactive illegal dumping service
requests.
Translate outreach/education materials and conduct
outreach to assist private property owners in
addressing graffiti issues.
Continue Gateway Beautification Project.
Hold Neighborhood Forum in April 2025.
Provide a comprehensive overview of Code
Enforcement at the City Council Code Enforcement
Operations Study Session on January 21, 2025
Continue multi-department working group on
Downtown Vacant Buildings and Storefronts and
stakeholder engagement efforts.
Complete the development of a compliance guide
for vacant building and storefront property owners
to promote proactive maintenance and compliance.
Complete the Operational Assessment and provide
a status report at NSE in April 2025.
Fix the language translation issue on SJ311.
Explore effort needed for adding Chinese as the next
language on SJ311.
Launch the ‘Re-open requests’ functionality pilot on
Illegal Dumping.
Contract with a shopping cart retrieval service and
explore integration into 311.
• Insights and outcomes from the City Council Study
Session, ongoing stakeholder engagement, and
Operational Assessment may shape priorities and shift
areas of focus modifying our ability to meet our
identified goals for the next two quarters.
• None • None
Policy and Other City
Council Considerations
• Community Code Enforcement (PBCE)
• Code Enforcement Operational
Assessment
• Multiple Housing Code Enforcement (PBCE)
2) Code Enforcement Blight Case Backlog1) BeautifySJ Blight Response Times 3) SJ311 Customer Satisfaction • Neighborhood Blight Reduction and
Beautification (PRNS)
Planned Key
Accomplishments
for Q3 + Q4
Q3-Q4 2024-2025
Jan – Jun 2025
10 # of new residential units entitled
% of single family and multifamily residential building permit reviews completed within plan check time targets # of affordable and market-rate housing unit building
permits issued measured against quarterly Regional
Housing Needs Allocation (RHNA) targets
% of residents rating downtown as a vibrant place
Outcome
Jobs and Housing Attraction
(Source: EDD, OEDCA, PBCE, Housing)
2) Speed of Residential Building Permit
Reviews* (Source: PBCE)
1) Housing Production Rates
(Source: PBCE)
3) Downtown Vibrancy Rating**
(Source: Focus Area Community Survey)
% change year-over-year in downtown visitation as measured through cell phone data
Downtown Activity Rates (Device Counts) (Source: CityData) 43%
47%
48%
45%
46%
48%
0%
25%
50%
75%
100%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Target: 55%
995
2669
936
-60
1656
645
-500
500
1,500
2,500
3,500
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
12%
17%
15%
11%
5%
5%
0%
5%
10%
15%
20%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
755
344
313
1373
190
103
0 1000
2000
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
65%
64%
55%
55%
48%
60%
56%
51%
68%
72%
70%
61%
0%
25%
50%
75%
100%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Quarterly Target: 1,944 units Target: 70%
Performance
Outcome and Performance Measures
Attracting Investment in Jobs and Housing
Timeframe
Job
Attraction.
% year-
over-year
change in
jobs added
Dec 2021-
Dec 2022 +1.1%
Dec 2022-
Dec 2023 -4.2%
FY 2023-2024 FY 2024-2025
FY 2023-2024 FY 2024-2025
Market-Rate Affordable
Market-Rate Affordable
FY 2023-2024 FY 2024-2025
FY 2023-2024 FY 2024-2025
FY 2023-2024 FY 2024-2025
* Single Family permit reviews includes accessory dwelling unit permits. ** Downtown Vibrancy Rating consists of “Strongly Agree” and “Somewhat Agree” responses averaged across six categories: dining, entertainment, shopping, job opportunities and work, visiting, and living
Q1-Q2 2024-2025
Jul – Dec 2024
Single Family Multifamily
11 Key Programs/Initiatives and Resources Driving Performance Improvement Citywide Planning:
$7,603,205 27.94 FTEs
Sub-Total
$7,603,205 27.94 FTEs
Perform
anceKey Budget
Programs/
Initiatives
• Building Development Services (PBCE)
• Planning Development Services (PBCE)
• Fire Development Services (Fire)
• Public Works Development Services (PW)
• Citywide Planning (PBCE)
Building Development Services:
$33,748,342 141.74 FTEs
Planning Development Services:
$6,414,440 32.15 FTEs
Fire Development Services:
$8,734,866 32.35 FTEs
Public Works Development Services:
$18,984,630 84.65 FTEs
Sub-Total
$67,882,278 290.89 FTEs
Business District Management:
$2,632,809 5.2 FTEs
Business Outreach and Assistance:
$8,153,873 6.37 FTEs
Sub-Total
$9,108,601 11.32 FTEs
Attracting Investment in Jobs and Housing
2) Speed of Residential Building Permit Reviews1) Housing Production Rates 3) Downtown Vibrancy Rating Developed new Multifamily Residential Incentive
program.
Completed Infill Housing Ministerial Approval
Ordinance.
Planned vs Actual Key
Accomplishments
Launched Fee Estimator Phase
1 for ADUs and residential new construction.
Launched Online Public Permit Search.
Launched Customer Centric Dashboard.
Launched Customer support AI tools.
Fire updated Customer Service Improvement
Survey
Expanded pop-up retail program into Post Street.
Received Council approval for new Downtown
office-leasing incentive.
Began Pedestrian Mall Law process for Post
Street.
Implemented cross-agency partnership around
unpermitted food vendor enforcement efforts.
Expanded use of Pedestrian Facilitation Zone.
• Business District Management (OEDCA)
• Storefront Activation Program
• Downtown Programming and Marketing
• Business Outreach and Assistance (OEDCA)
FY 2024-2025 Resourcing for
Key Budget
Programs/Initiatives
Q1-Q2 2024-2025
Jul – Dec 2024
Perform
ance
12 Planned Key Accomplishments Next Period
Key Budget
Programs/
Initiatives
2) Speed of Residential Building Permit Reviews1) Housing Units Added in City 3) Downtown Vibrancy Rating Attracting Investment in Jobs and Housing
Finalize process for the Innovative Project
Pathway Program.
Advance work to update City Council Policy 6-30
Public Outreach Policy.
Bring Moderate-Income Housing Strategy to CED
Committee
Hire Housing Catalyst
Bring review of process improvements to reduce
the need for multiple rounds of review to CED
Committee.
Approve CEQA Review Guidelines
and Thresholds.
Launch Fee Estimator Phase III for multifamily
new construction.
Hire Affordable Housing Navigator position
Continue executing Santa Clara St. Beautification
Install permanent bollards on San Pedro St.
Install new physical wayfinding signs.
Finalize Post Street Pedestrian Mall.
Support successful NVIDIA GTC event in March.
Bring Supergraphics and Entertainment Zone
Ordinances to Council.
Attract office tenants through new office leasing
incentive program.
• Operationalizing improvements for speed,
effectiveness, and efficiency.
• Building vacancies at a three-year low.
• 660 affordable residential units scheduled for
permit issuance in the next six months.
• Affordable Housing Navigator position
recruitment process underway.
• Housing Element implementation
• Metropolitan Transportation Commission Transit-
Oriented Communities policy.
• Housing Catalyst position recruitment process
underway.
• Continued office-market weakness also
providing opportunities for bargain office property
pick-ups (VTA).
• Ramping up for major upcoming sporting events;
hiring 2026 Sports Director.
Policy and Other City
Council Considerations
• Citywide Planning (PBCE) • Business District Management (OEDCA) • Downtown Block Parties
• Downtown Ice
• Downtown Champs outreach program
• Downtown wayfinding initiative
• Post Street Pilot project
• Santa Clara and San Pedro beautification
• Business Outreach and Assistance (OEDCA)
• Building Development Services (PBCE)
• Planning Development Services (PBCE)
• Fire Development Services (Fire)
• Public Works Development Services (PW)
Planned Key
Accomplishments
for Q3 + Q4
Q3-Q4 2024-2025
Jan – Jun 2025