PUBLIC SAFETY
2025-2026 PROPOSED
OPERATING BUDGET
OUTCOMES:
- A safer San José with effective emergency response services - Resilient communities that are prepared for emergencies Presenter: Robert Sapien, Jr., Fire Chief
Panelists: Paul Joseph, Police Chief
Raymond Riordan, Office of Emergency Management Director Eddie Aubrey, Independent Police Auditor
2025-2026 Budget Study Sessions
Slide 2
PUBLIC SAFETY Core Services
Office of Emergency Management Independent Police Auditor Police DepartmentFire Department
• Emergency Response
• Fire Prevention
• Independence Police Oversight• City-Wide Emergency Management • Crime Prevention and Community Education
• Investigative Services
• Regulatory Services
• Respond to Calls for Service and Patrol Support
Slide 3
PUBLIC SAFETY Program Areas*
2025-2026 Budget Study Sessions
• Fire and Emergency Medical Services Response
• Fire and Emergency Medical Services Dispatch
• Fire Stations / Apparatus Operations and Maintenance
• Fire Sworn Training
• Special Operations (Airport Rescue and Fire Fighting, Hazardous Incident Team, Urban Search and Rescue)
• Fire Cause Investigation
• Fire Safety Education, Review, and Inspections
• Oversight of Police Misconduct Complaints
and Public Outreach
• IPA Management and Administration
• Community Emergency Response Team
• Emergency Operations Center Capital Project
• Community Focused Emergency Planning
* For a complete list of programs, please refer to the 2025-2026 Proposed Operating Budget Office of Emergency Management Independent Police Auditor Police DepartmentFire Department
• Crime Prevention
• Homicide / Crime Scene
• Sexual Assaults
• Special Investigations
• Permits
• 9-1-1 Call Taking and Police Dispatch
• Downtown Services
• Field Patrol
• Police Training and Academy
PUBLIC SAFETY
PERFORMANCE MEASURE DASHBOARD
Slide 4
Fire Emergency Responsiveness Quality of Fire Protection and Prevention Police Emergency Calls for Service and Reports Police Emergency Responsiveness Quality of Police Protection Resident Household Emergency Preparedness 53%
66% 66%
55%
70%66%
0%
20%
40%
60%
80%
100%
FY22-23 FY23-24 FY24-25 FY25-26
% of residents surveyed who rate the quality
of fire protection and prevention as "good" or
"excellent"
Actual Target Estimate
66% 64%
80% 80%
67%
0%
20%
40%
60%
80%
100%
FY22-23 FY23-24 FY24-25 FY25-26
% of time the initial responding Fire unit
arrives to Priority 1 calls in less than eight
minutes (red lights/siren)
Actual Target Estimate
86% 87% 90%90%
0%
20%
40%
60%
80%
100%
FY22-23 FY23-24 FY24-25 FY25-26
% of 9-1-1 calls that are answered in less
than 15 seconds
Actual Target Estimate
50% 46%
60%
50%
44%
0%
20%
40%
60%
80%
100%
FY22-23 FY23-24 FY24-25 FY25-26
% of time the first dispatched Police unit
arrives to Priority 1 calls in less than six
minutes (present or imminent danger)
Actual Target Estimate
22% 26% 24%
30%
26%24%
0%
20%
40%
60%
80%
100%
FY22-23 FY23-24 FY24-25 FY25-26
% of residents surveyed who rate the quality
of police protection in their neighborhood as
"good" or "excellent"
Actual Target Estimate
45% 49% 46% 50%50%
0%
20%
40%
60%
80%
100%
FY21-22 FY22-23 FY23-24 FY24-25 FY25-26
% of residents surveyed rating of household
preparedness for a natural disaster of other
citywide emergency as "well prepared" or
"somewhat prepared"
Actual Target Estimate
2025-2026 Budget Study Sessions
Slide 5
PUBLIC SAFETY Budget Summary
Department
2024-2025
Adopted
2025-2026
Forecast
2025-2026
Proposed
% Change
from Forecast
Fire1 $320,362,281 $312,693,528 $314,452,619 0.6%
Police $574,241,904 $572,930,160 $587,416,145 2.5%
Office of the
Emergency Management $4,140,051 $2,856,753 $3,329,753 16.6% Independent Police
Auditor $1,645,463 $1,665,341 $1,665,341 0.0%
CSA T otal2 $900,589,699 $890,145,782 $906,863,858 1.9% Positions 2,581.74 2,581.24 2,594.24 0.5%
1 The Fire Department has additional funding budgeted in the Community & Economic Development City Service Area. 2 The 2024-2025 Adopted CSA total includes $200,000 of funding for Emergency Operations Center Relocation Capital Contribution in the Public Works Department.
PUBLIC SAFETY
2025-2026 PRIORITIES / SERVICE DELIVERY
Slide 6
CSA NAME 6 2022-2023 Budget Study Sessions
• Respond to calls for service of essential emergency services (patrol, fire suppression, rescue, and emergency medical services) in a safe, efficient, and effective manner.
• Continue regional all-hazard emergency management planning, training, and exercises.
• Audit police misconduct complaints to ensure the process is thorough, objective, and fair; provide policy recommendations and public outreach. • Effectively investigate crimes and seek successful prosecution of suspects.
• Advance the deployment and use of technology to enhance the delivery of public safety services where possible.
2025-2026 Budget Study Sessions
Slide 7
PUBLIC SAFETY Proposed Budget Actions
Proposal Title Amount
Previously
Funded
One-Time?
2026 Sporting Events – Police Department $3,000,000
2026 Sporting Events – Fire Department $100,000
Police Department Neighborhood Quality of Life
Unit $2,133,882
Fire Station 32 (Single Company) $673,0001
Office of the Emergency Management – Disaster
Preparedness and Emergency Modeling Software $580,000
First Responder Fee Program Staffing $365,851
Unstaffed Unit Reduction – Police Department ($1,260,683) 1 This proposal amount will be offset by the liquidation of the New Fire Facilities Operations and Maintenance Reserve established in the 2026- 2030 General Fund Five-Year Forecast.
PUBLIC SAFETY
SUMMARY
Slide 8
CSA NAME 8 2022-2023 Budget Study Sessions
• Enhance high-quality fire dispatch, suppression, rescue, emergency medical, and other related public assistance services through staffing augmentations and alternative revenue programs. • Maintain the safety of residents throughout the City by keeping crime rates down, reducing and investigating crimes, and maintaining a vibrant, safe community. • Provide quality police response to calls for service and maintain visible patrol throughout the City. • Continue projects that support the integration of volunteer resources, improve support for our most vulnerable populations, and address the direct needs of the public following a disaster. • Provide civilian oversight of the Police misconduct complaint process to ensure its fairness, thoroughness, and objectivity.
PUBLIC SAFETY
2025-2026 PROPOSED
OPERATING BUDGET
OUTCOMES:
- A safer San José with effective emergency response services - Resilient communities that are prepared for emergencies Presenter: Robert Sapien, Jr., Fire Chief
Panelists: Paul Joseph, Police Chief
Raymond Riordan, Office of Emergency Management Director Eddie Aubrey, Independent Police Auditor
PUBLIC SAFETY
2025-2026 PROPOSED
OPERATING BUDGET
Responsibility to Shelter
Panelists: Nora Frimann, City Attorney
Erik Solivan, Housing Director
Paul Joseph, Police Chief
BACKGROUND
March Budget Message approved by City Council on March 18, 2025:
The City Attorney is directed to work with the City Manager to return to Council by June 2025 with:
1. Changes to existing ordinances to enable efficient and effective enforcement of behaviors frequently witnessed on city streets that are already prohibited in the Municipal Code.
2. New or amended ordinances to address gaps within our existing Municipal Code by adding other behaviors frequently witnessed on our streets, such as harassment, trespassing, management of biowaste, damage to any city-owned property (including electrical infrastructure and vegetation), and accumulating materials outside of a 12’ x 12’ footprint.
3. A Council “Responsibility to Shelter” policy to be reflected in departmental procedures that imposes misdemeanor charges for trespassing or other relevant code violations after three documented refusals to accept shelter or housing within an 18-month period.
The City Manager is directed to dedicate staff within SJPD, looking to San Diego’s Neighborhood Policing Division as a model. Preliminary ideas should be brought to Council for review and discussion through the Budget Study Sessions in May 2025.
11 LEGAL CONSIDERATIONS
12 Preparing updates to public and private trespassing, management of biowaste, and damage to City-owned property ordinances for June 2025
Reviewing whether an offer of shelter creates a legal requirement of acceptance Working with SJPD on developing best practices to aid with documentation of RTS to reduce dismissals of CAO prosecutions; developing a pre-filing diversion program to aid in getting necessary assistance to qualified individuals; and assisting with drafting departmental notices, training manuals, or new protocols for RTS and quality of life enforcement
Coordination with County Counsel to assist with getting qualified individuals into Assisted Outpatient Treatment (AOT) or CARE Court processes Aid Housing in developing standard operating procedure for EEP to ensure swift and reliable data sharing and communications between Housing, SJPD, and CAO
HOUSING DEPARTMENT - ENHANCED ENGAGEMENT
PROGRAM [EEP]
Slide 13
CSA NAME 13 2022-2023 Budget Study Sessions
EEP Funding
1. Create a team of 7.0 positions that will form the EEP Team - Compress third-party contracts for Outreach Engagement to provide capacity to hire 3.0 new positions for EEP Team - Reallocate 4.0 existing positions supporting encampment engagement into the EEP Team EEP Duties
1. EEP Team will not engage in any form of law enforcement
2. EEP Team will target large or long-term encampments not yet scheduled for abatement through collaboration with PRNS
3. EEP Team will conduct relationship-based outreach, and make and record offers of shelter or housing, establish case files, and communicate codes of conduct
4. EEP will work with encampment occupants, identify individuals posing:
a. A significant health or safety risk to encampment or surrounding neighborhood b. High mental/substance abuse needs
c. Chronic service resistance
HOUSING DEPARTMENT - ENHANCED ENGAGEMENT
PROGRAM [EEP]
Slide 14
Set an SOP
1.Set standard operating procedures to ensure:
a. Staff safety
b. Case file management
c. Communication with partner departments
2.Ensure consistency in the administration:
a. Scheduled engagement
b. Data collection
c. File management to effectively track offers of shelter, housing, and services
Department Information Sharing
1.Police and Housing Departments will:
a. Determine a procedure for information sharing between Housing’s Enhanced Engagement Program Team and the Police Department’s Neighborhood Quality of Life Unit b. Regular debriefs to ensure outcomes are being met, needs for service adjustments, and to address emerging challenges
POLICE DEPARTMENT – NEIGHBORHOOD QUALITY
OF LIFE UNIT
Slide 15
CSA NAME 15 2022-2023 Budget Study Sessions
• The Police Department is creating a Neighborhood Quality of Life Unit (1.0 Sergeant, 6.0 Officers) to mitigate the impacts of unsheltered homelessness on the City by enforcing criminal violations. • Where possible and appropriate, the unit will work with unsheltered individuals to connect them with available services, including shelter.
• As part of this effort, the Police Department will continue its practice of taking non-violent misdemeanor arrestees to Mission Street Recovery Station 1 (in lieu of jail) where they can receive and be made aware of these services.
• Explore the need for a revised MOU with the County
• Continue to explore other alternatives with the County 1 The Mission Street Recovery Station is a 24/7 facility for individuals to recover from alcohol intoxication, access ongoing services, and receive referrals. Participants have an opportunity to complete a housing assessment and a MediCal application. Transportation to a shelter or a detoxification program is offered. The use of the facility helps to minimize incarceration and avoid unnecessary use of hospital emergency departments. • Encampment is kept within a 12x12x12 area or within a lived-in vehicle (no items on the roof, under, or outside the vehicle
• The public right-of-way is not blocked by the encampment or trash • Biowaste is stored correctly
• Encampment is kept free of litter and/or debris, trash is set out for pick-up • No damaging of the surrounding environment, tampering, and/or destroying hydrants and/or electrical equipment
• No open illegal substance
• No loud noises that violate the San José Municipal Code • No animals impacting the public right-of-way and/or public safety • No criminal activity or violence
• No encampments within 150ft of a school or playground; blocking the public right-of-way; or obstruction to critical infrastructure
• No encampments within posted No Encampment Zones
• No violations of tow-away zones
• Compliance with the Code of Conduct will be monitored • Encampment occupants will be expected to accept shelter or housing when offered
CODE OF CONDUCT- ADMINISTRATIVE PRACTICE
Slide 16
NEXT STEPS
Slide 17
Step Who Leads Critical Items to Enable Success
Program Set-up Housing, SJPD, CAO Hiring, contract modifications, MOU updates Outreach & Engagement Housing Staff training, data tracking system, strong client rapport Handoff & Enforcement Housing → SJPD Clear separation of duties, Clear warm-handoff protocols Enforcement & Maintenance SJPD Expanded MSRS use, quick response capacity Sustained Operations Housing + SJPD Ongoing interagency coordination, field feedback loops Quick Key Dependencies:
PUBLIC SAFETY
2025-2026 PROPOSED
OPERATING BUDGET
Responsibility to Shelter
Panelists: Nora Frimann, City Attorney
Erik Solivan, Housing Director
Paul Joseph, Police Chief