1 Erik L. Soliván, Housing Director
Matt Loesch, Director, Department of Public Works
Olympia Williams, Deputy Director of Parks,
Recreation and Neighborhood Services
John Ristow, Director, Department of Transportation
Omar Passons, Deputy City Manager
Consolidated Annual
Homelessness Mid-Year
Report
Item 7.1
City of San José
April 22, 2025
Waterway Count
Phase 1 & 2
Overview
1. ESCPR Tactical Framework
I. Engage
II. Shelter
III. Clear
IV.Preserve
V. Restore
2. Data and Technology
2 ENGAGE
3 ENGAGE
Targeted Outreach and Connection
PROGRESS
Transitioned to in-house
TOEP outreach (10 new
FTE)
84 resource events
(Holistic Library Initiative)
Launched MyConnectSV
Work2future youth pilot
reached 110 participants;
70% employed
5,477 unsheltered (~734
along waterways, ~960 in
vehicles)
KEY INSIGHTS AND
OPERATIONAL LESSONS
Coordinating outreach,
abatement, and ADA
accommodations is
complex
Aligning with OLIVE (on-
street vehicle enforcement)
and BeautifySJ boosts
impact
NEXT STEPS
Continue scaling in-house
outreach model citywide
Enhancing outreach data
and cost savings
Refine coordination with
OLIVE and BeautifySJ for
seamless engagement
4 Prevention
Unhoused
Outreach
Encampment
Resolution
Lived in
Cars and RV
PSH Units
Rent Subsidized
and Restricted
Rent Stabilized
Market
Rate
Units
Subsidized
Homeownership
Home
Ownership
Board and Care Beds
[County]
Safe Sleeping and
Parking [City]
Congregate
Shelter Beds
[County]
Interim
Housing Units
Permanent
Unit
Preservation
Interim Housing
Units
Temporary
Hoteling and
Congregate [City]
Color Key:
Blue: Neighborhood Services and Education City Service Area Orange: Community and Economic Development City Service Area
ENGAGE
Throughput on Housing Continuum
5 Unhoused
Outreach
[TOEP]
Encampment
Resolution
[ESCPR]
Lived in
Vehicles and RVs
[OLIVE]
ENGAGE
These are our various tactics of engagement within this section of the Housing Continuum.
Targeted Outreach
Engagement Program
Encampment, Shelter, Clear,
Preserve, Restore
Oversized Lived-In
Vehicles Enforcement
6 SHELTER
7 PROGRESS
1,429 new beds/spaces in
2025
Three sites opened
Ten sites in construction
KEY INSIGHTS AND
OPERATIONAL LESSONS
Early site selection and
design clarity speeds
projects
Locked in project scope
prevents schedule flux
External factors (funding,
property negotiations) add
complexity
NEXT STEPS
Open sites in construction
Finalize up to five
additional “hoteling”
conversions
Collaborate on funding,
cost-saving, and future
sites
SHELTER
Increasing Interim Housing and Safe Parking
8 Legend
SHELTER SUPPLY
Emergency
Interim Housing
Safe Parking
CURRENT STATUS
Color
Code
Open
In Progress
Navigation Hub
Already
operational
Note: New Hotels /
Motels not shown on map
9 DISTRICT PROJECT / SITE NAME UNITS / SPACES BEDS STATUS / ESTIMATED OPENING 3 Pacific Motor Inn 72 72 Opened August 2024
2 Branham Monterey 204 216 Opened February 2025
3 Berryessa Safe Parking 86 spaces N/A Opened March 2025 10 Via del Oro 135 150 April 2025
3 Taylor Street North 56 56 June 2025
Various Hoteling (5 Sites) 305 455 July 2025
4 Cerone 162 200 September 2025
9 Cherry Avenue 128 136 September 2025
2 Rue Ferrari Expansion 108 144 September 2025
TOTAL 1,256 * 1,429 *
* The listed numbers for units, spaces, and beds are estimates. Actual occupancy may vary depending on household composition, such as single, double, or family occupancy. Additionally, due to construction complexities and potential value engineering, final capacities may fluctuate.
SHELTER
Increasing Interim Housing and Safe Parking
10 CLEAR
11 PROGRESS
BSJ Over 6.5 million
pounds of trash
removed
• 8.79+ miles of
waterways cleared
• 530 abatements
completed
• Over 360,000 pounds
of biowaste removed
from lived-in vehicles
KEY INSIGHTS AND
OPERATIONAL LESSONS
Rapid blight cleanup post
abatements ensures a
more uniform and complete
treatment of the locations
• Close coordination across
PRNS, DOT, and SJPD
optimizes outcomes
NEXT STEPS
Integrate Blight Reduction
Team efforts immediately
post-abatement
• Develop plan to address
high-impact encampment
locations
• Refine the BSJ
Encampment Management
approach with Housing
Department Outreach
efforts
CLEAR
Removing Encampments
12 JULY 1, 2024
WATERWAY ABATEMENTS
13 Legend
Complete
Upcoming
WATERWAY ABATEMENTS
CURRENT STATUS
14 JULY 1, 2024
RVP3
Legend
Existing
15 RVP3 EXPANSION
Legend
Existing
Added
CURRENT STATUS
16 DATA COLLECTION
DATA ANALYSIS
SITE IDENTIFICATION &
PRIORITIZATION
CLEAR
Oversized and Lived-In Vehicle Enforcement (OLIVE)
17 PROGRESS
Operationalized a new Parking
Compliance Team and Service
Delivery
Completed citywide inventory
of oversized and lived-In
vehicles
Data analysis to select 30
priority sites for FY 2024-2025
Launched OLIVE website and
dashboard
12 OLIVE sites enforced,
promoting vehicle circulation
and facilitating site cleanup
KEY INSIGHTS AND
OPERATIONAL LESSONS
97% of vehicles relocated
outside of OLIVE
enforcement zones
Some vehicle occupants
refuse to relocate, requiring
elevated police involvement
Close coordination across
PRNS, DOT, and SJPD
optimizes outcomes
NEXT STEPS
2nd Citywide OLIVE inventory
and data analysis currently in
progress
50 OLIVE sites in FY 2025-
2026
Data review for potential
implementation of permanent
parking restrictions in select
re-impacted areas
Refine enforcement protocols
for vehicles that remain
occupied during enforcement
CLEAR
Oversized and Lived-In Vehicle Enforcement (OLIVE)
18 CURRENT STATUS
OLIVE PILOT IMPLEMENTATION
Legend
Complete
Active
Scheduled
Pending
BEFORE
AFTER
19 PRESERVE
AND
RESTORE
20 PROGRESS
3 No Encampment
Zones (NEZ)
established citywide;
15 more planned
Consistent monitoring
helps prevent re-
encampment and
environmental damage
Signage posted near
shelter sites to clearly
mark “No
Encampments Zones”
KEY INSIGHTS AND
OPERATIONAL LESSONS
NEZs currently don’t apply
to lived-in vehicles parked
on-street, creating
enforcement gaps
Quick re-encampment can
occur if enforcement and
follow-up are delayed
Consistent outreach and
education about zones
reduces confusion and
conflict
NEXT STEPS
Expand NEZ designations
near high-priority areas
(waterways, shelter sites)
Explore strategies to
incorporate lived-in
vehicles under NEZ
guidelines
Enhance staffing and
coordination with SJPD for
routine post-clearance
monitoring and
enforcement
PRESERVE
Maintaining Cleared Areas
21 Emergency Interim Housing
No Encampment Zones
CURRENT STATUS
22 PROGRESS
Targeted clean-ups
along Guadalupe
River and Coyote
Creek
Partnerships with
volunteer groups
(Keep Coyote Creek
Beautiful, Trash Punx)
Environmental
restoration aligns with
Stormwater Permit
requirements
KEY INSIGHTS AND
OPERATIONAL LESSONS
Restoration work can be
costly; external grants and
partnerships are essential
Regulatory permits and
technical expertise (e.g.,
Valley Water) are critical
Ongoing enforcement
prevents re-encampment
and preserves restored
areas
NEXT STEPS
Secure additional funding
for large-scale creek and
habitat restoration
Prioritize heavily disturbed
sites for rapid intervention
Strengthen coordination
with Valley Water and
community organizations
for sustained environmental
stewardship
RESTORE
Rehabilitating Public Spaces
23 Improvements in Public Perception:
• The percentage citing Address Homeless Issues as the one change to make San José a better place to live decreased significantly (−10% over the fiscal year), reflecting a statistically significant shift in public perception. • In line with the increased housing and shelter, the percentage reporting that they encounter homeless people in their neighborhood decreased significantly (to their lowest level since the study began).
• The percentage rating the overall appearance of San José as somewhat clean increased significantly (+5%), along with significant increases in percentage rating as very/somewhat clean private commercial and business properties, public parks, public trails, and creeks and waterways.
FOCUS AREA SURVEY
Community Survey Data, Quarter 3 (January – March 2025) 24 DATA AND TECHNOLOGY-RELATED EFFORTS
Responding to Council Direction
Our Homelessness Data Consolidation Project empowers data driven governance.
We bring together city information on homelessness, programs to address homelessness, and their outcomes.
• The allows for senior and front-line staff to:
• Correlate interdepartmental, city-wide data to react
and proactively respond to the impacts of homelessness. • Monitor the impacts of their work with regular updates. • Provide aid during emergency situations using multi-
department information on where and how people occupy
public spaces.
• Rapidly direct resources and services to highest impact needs.
Park,
Recreation &
Neighborhood
Services
Environmental
Services
Department
Fire
Department
Police
Department
Housing
Department
25 DATA AND TECHNOLOGY-RELATED EFFORTS
Correlating Data to Understand the Impacts
We can visualize interdepartmental data on the impacts and responses to homelessness as coefficients of an Impact Rating.
DRAFT Impact Rating Sample 26
DRAFT Impact Rating
Legend
SJ Council District
Visualizing the Impacts of
Homelessness
Encampment
Service Areas
Impact Rating
27 DATA & TECHNOLOGY-RELATED EFFORTS
Looking Forward to Empower Data Driven Governance
Correlating citywide data allows us to:
1. Use Artificial Intelligence to predict and prevent High Impact areas
2. Show how investments in helpful programs may decrease Impact
3. Enable more real-time trend analysis for decision-making 28 Questions?
30 Erik L. Soliván, Housing Director
Matt Loesch, Director, Department of Public Works
Olympia Williams, Deputy Director of Parks,
Recreation and Neighborhood Services
John Ristow, Director, Department of Transportation
Omar Passons, Deputy City Manager
Consolidated Annual
Homelessness Mid-Year
Report
Item 7.1
City of San José
April 22, 2025
Waterway Count
Phase 1 & 2
31 *Source: 2021 Housing Inventory
Count
Recommendations
a) Accept the City of San José’s Consolidated Annual Homelessness Mid-Year Report.
32