San Jose City Council
February 25, 2025

City Council Focus Areas Semi-Annual
Status Report for FY 2024-2025 Q1 and Q2
February 25, 2025
Lee Wilcox Assistant City Manager
Jennifer Schembri Deputy City Manager
Omar Passons Deputy City Manager
Angel Rios Deputy City Manager
Rosalynn Hughey Deputy City Manager

City Council Focus Area Timeline
2 February 25, 2025
FY 24-25 Focus Area
Semi-Annual Status
Report for Q1 and Q2.

February 11, 2025
FY 25-26 Priority
Setting Study
Session.

October 2024
FY 23-24 Focus Area
Semi-Annual Status
Report for Q3 and Q4.

City Council accepted
the Focus Area status
report.

January 2023
Mayoral Transition
Committee. City
Council established a
community process to
identify outcomes,
measures, and
recommendations.

June 2023
Manager’s Budget
Addendum #39: City
Council established a
governance and
management approach
to oversee the Focus
Areas.

FY 23-24 Focus Area
First Quarter Status
Report.

City Council accepted
the first Focus Areas
status report.

February 2024
FY 23-24 Focus Area
Second Quarter Status
Report.

City Council directed
semi-annual reporting
and to explore better
alignment with the
Community Plan to End
Homelessness.

February 2023
FY 23-24 Priority
Setting Study Session.

City Council received a
report from the Mayoral
Transition Committees.

October 2023 February 2024
FY 24-25 Priority
Setting Study Session.

City Council received a
report on resident
priorities and general
fund forecast.
3 Focus Areas: Administration Perspective
Multi Year Initiatives
Requiring Significant
Leadership and/or Staff
Capacity Commitment
City
Focus
Areas
Core Services (98) and
Programs (264)
Focus Area Highlights
• Improvements in Public Safety
• Poised for significant, visible progress on Reducing
Unsheltered Homelessness
• Improvements in Public Perception of our Downtown
4 # 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
5 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
Increasing Community Safety Scorecard
6 Key Programs/Initiatives and Resources Driving Performance Improvement Perform
ance 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.

Actual Key Accomplishments
for Q1 + Q2
 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.
 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 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.
 Monitor Proposition 36 implementation.
 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.

Planned Key
Accomplishments
for Q3 + Q4
7 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 encampment service areas
(ie, the most impactful sites)
4) Tier 3 Encampment Service Area
Count ***** (Source: PRNS)
74 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. **** Projections for Q3 and Q4 shown in cross-hatch.
***** Tier 3 Encampment Service Area Count. These figures refer to encampment service areas, not individual encampments. Encampment service areas can encompass multiple individual encampments, and their size varies significantly.

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
Target: 60
8 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.
 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.
4) Tier 3 Encampment Service Area
Count 3) Waterway Enforcement 1) Shelter Production 2) Interim Shelter Utilization RatePerform 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.
 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.

Planned Key
Accomplishments
for Q3 + Q4
 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.
 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.

Actual Key Accomplishments
for Q1 + Q2
# 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
9 % 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
10 Key Programs/Initiatives and Resources Driving Performance Improvement Perform
ance
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.
 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 Caseload1) BeautifySJ Blight Response Times 3) SJ311 Customer Satisfaction Planned Key
Accomplishments
for Q3 + Q4
 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.

Actual Key Accomplishments
for Q1 + Q2
11 # 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
12 Key Programs/Initiatives and Resources Driving Performance Improvement Perform
ance
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.
 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.

Planned Key
Accomplishments
for Q3 + Q4
 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 position
 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.

Actual Key Accomplishments
for Q1 + Q2
Recommendations and Next Steps
a) Accept the semi-annual status report on the implementation of the City Council Focus Areas.
13 City Council Focus Area Semi-Annual
Status Report for FY 2024-2025 Q1 and Q2
February 25, 2025
Lee Wilcox Assistant City Manager
Jennifer Schembri Deputy City Manager
Omar Passons Deputy City Manager
Angel Rios Deputy City Manager
Rosalynn Hughey Deputy City Manager