Dear Mayor Mahan and Councilmembers for the June 9 Budget Hearing:
Below is a Letter to the Editor of the Mercury that I submitted and that was published on March 25, 2025. It shares the story of one of my unhoused neighbors who has been living on the street for more than ten years.
I know many of my unhoused neighbors whose stories didn’t fit into 150 words. Respecting their privacy, they will go unnamed here.
A man in his 50s spends most of his mornings in front of Five Wounds Church. He eats at St. Isabel's Kitchen, a church ministry. He is mentally challenged and polite. He is disheveled and dirty.
Another man in his 30s used to eat at St. Isabel’s Kitchen. He was talkative and jovial. He’s now addicted to opioids. He was caught preparing to shoot up in the Five Wounds Church parking lot.
Another man in his early 40s who has been addicted since his teens is rarely coherent. He wanders the streets at all hours talking to himself. He has a long rap sheet that includes assault.
Then there are those whose names I don't know. The Latino man who loiters on the sidewalk on Alum Rock Ave between 34th and Hwy 101. The mentally ill woman running into traffic and screaming at customers entering our neighborhood café. Another mentally ill
woman with a history of loitering at the local 7-Eleven cursing at customers, hurling racial epithets at minorities.
My troubled unhoused neighbors should receive the mental health and drug rehabilitation services that they need to reintegrate into society. If arrest or its threat is necessary to compel them into treatment or rehab, then please approve that policy. The crisis before us demands drastic measures and not just throwing up our hands and giving up because the problem seems too big. The status quo is not acceptable.
Likewise for those who repeatedly refuse offers of interim housing and a path to permanent housing. Measure E may be used for “affordable housing for seniors, veterans, disabled, and low-income families; and helping families who are homeless move in to shelters or permanent housing. ” Measure E can and should be used for interim housing. And our unhoused neighbors should be compelled to use that interim housing on the path to permanent housing.
Regards,
Davide Vieira
All District Leadership Group
Council Districts
D1 - D2 - D3 - D4 - D5 - D6 - D7 - D8 - D9 - D1
The Honorable Matt Mahan, Mayor of San José
and Members of the City Council
sent via email
May 30, 2025
SUBJECT: ADLG Comments on 2025-2026 SJ Budget
Dear Mayor and Councilmember
s:
San Jose faces another year of economic iss challenging the developme nt of the 2025-2026 budget. The
se issues include homele ss, public safety d a potenti al budget shortfall.
We need to have positive outcomes as a result of our b et exp ditures.
The All District Leadership Group (ADLG) is a consortium of le ders of the active San Jose leadership groups. The purp
ADLG is to strengthen two-way communicatio n
between neighborhoods a
governme gencies and
representatives, and to build a
stronger sense of comm nity within all dist s in the City of San Jose.
ADLG members ha ttended public City bu et m eetings. They have also solicited input from their
neighborhood sociations. The foll ing comments summarize our findings and conclusions regarding budg riorities:
•Ending Unsheltered Homele ne — Ne ighbors have placed homelessness as their number one priority. ADLG
supports t City’s efforts to house and provide supportive services for
the over 4,000
unsheltered homeless in San Jose. We ask for an increased budget for sh lters outreach programs and supportive services.
• C eaning Our Neighborhoods — Requires expanded enforcement of existing laws and dinances a oordination between Beautify SJ, Code Enforcement and SJPD. • Impr ving ommunity Safety — Increasing efforts to recruit qualified police officer candida ntinuing to encourage lateral hiring and exploring w ays to retain and rehire experienc officers to mentor and augment existing staffing. Additionally, the TRUST program sh ld be adjusted s o as to increase opportunities to assist those suffering fro m severe beha al health issues. Additionall y, we urge the city to allocate funds toward law enforcement p sence, and emergency response improvements t o include traffic enforcement.
ADLG 2025-2026 SJ Budget Memo Page 1 of 2
A D L G
June 4th 2025
San José City Council
200 E. Santa Clara Street
San José, CA 95113
Dear Mayor and City Councilmembers,
On behalf of SOMOS Mayfair, the Si Se Puede Collective, the Youth Building Peace Coalition, and the undersigned organizations below, we are expressing our strong support for the Manager’s Budget Addendum (MBAS) focused on child and youth development. As a grassroots organization rooted in East San José, we work every day alongside families, children and youth who are seeking healing, opportunity, and justice.
We believe this investment marks a critical step toward building a San José where every young person can thrive.
Raza/Latino youth make up a significant and growing portion of our city. According to the Santa Clara County Latino Health Assessment (2024), 41% of the Latino population is under the age of 25—the highest of any racial or ethnic group in the county. Yet our youth face some of the most severe systemic inequities across education, justice, health, and opportunity for Latinos:
● Preschool enrollment among Latino children ages 3 and 4 lags at 46%, compared to 60% for their white peers.1
● Only 20% of Latino kindergarteners are assessed as ready for school, compared to 37% countywide.2
● Just 53% of Latino third graders are proficient in math, versus 75% of their peers.3
● Latino high school graduation rates (76%) lag behind the county average (87%).4
● Although Latino families make up 32% of San José’s population, 53% are at risk of displacement, compared to just 14% of their white counterparts.5 ● Compared to white families, a higher proportion of Latino (15%) and Black/African Ancestry (11%) full-time workers live in households with total incomes below 200% of the federal poverty line.6
6 City of San José Children and Youth Services Master Plan – Final Report, April 2024, p. 40 5 City of San José Children and Youth Services Master Plan – Final Report, April 2024, p. 34 4 Ibid.
3 Ibid.
2 Latino Health Assessment Executive Summary, 2025, p. 13 1 City of San José Children and Youth Services Master Plan – Final Report, April 2024, p. 27 1 ● Among Latino/Indigenous adults, 56% reported experiencing 4 or more ACEs before the age of 18 years.7
● San Jose Latino youth represent 24.7% of San José’s population, yet account for 65% of all youth arrests and citations8
● In East San José, ZIP codes 95116, 95122, and 95127 consistently rank among the highest in juvenile justice involvement and child abuse referrals. 9
● 59% of Latino high school students who identified as lesbian, gay, bisexual or transgender and who reported feeling depressed, which was higher compared to 26% of Latino high school students who identified as straight.10
● In 2022, 30% of Latino adults reported ever experiencing Intimate Partner Violence since they turned 18 years of age, higher than adults countywide (18%).11
● 128% increase in fentanyl overdose death rate among Latinos from 2020 to 2023.12
● Latino people are 1.3x more likely than White people to be killed by police.13 These are not just statistics. They reflect the lived experiences of the youth we work with every day. Young people in our community continue to voice the urgent need for culturally affirming programs, safe and enriching spaces, leadership opportunities, and access to mental health resources.
The Children and Youth focused MBA proposals are an initial investment in our commitment to children and youth. SOMOS Mayfair is in support of the following MBA’s:
1. MBA #17 - Mexican American Community Services Agency CDBG Funding Eligibility
$500,000 to support facility improvements at the MACSA Youth Center will signal a powerful support to East San Jose Youth and families. Given the dire conditions impacting East San Jose residents and the need for a central hub for services provided by the city and NGO entities.
13 Campaign Zero, Mapping Police Violence: 2024 Fact Sheet, accessed May 30, 2025, 12 Latino Health Assessment Executive Summary, 2025, p. 17 11 Latino Health Assessment Executive Summary, 2025, p. 81 10 Latino Health Assessment Executive Summary, 2025, p. 16 9 Ibid.
8 City of San José Children and Youth Services Master Plan – Final Report, April 2024, p. 45 7 Latino Health Assessment Executive Summary, 2025, p. 128 2 2. MBA #15 - Children and Youth Services Master Plan Implementation $359,000 is ok investment at this time and we respectfully request the City of San Jose to figure out long term sustainability and expansion funding.
3. MBA #7 - San José Youth Empowerment Alliance Bringing Everyone’s Strengths Together Resource Allocation Plan
A 3.5% cost of living adjustment as part of the Base Budget, plus a Base Budget increase of $68,287 to annual costs for the Youth Services Data Management System will sustain the program.
4. MBA #5 - Youth Commission 2025-2026 Budget Priorities The Youth Commission promotes resources and opportunities available to youth and provides equitable access and support to marginalized youth communities.
Youth Commissions $19,000 for 2025-2026 Fiscal Year is a small investment yet necessary to promote the participation of youth in our democracy.
5. MBA #8 - Expanding Alternative Response and Co-Response to 911 Calls for Service
Provide $250,000 from opioid settlement funding received in Fiscal Year (FY) 2024-2025 to extend the pilot program for the rest of FY 2025-2026. SOMOS Mayfair believes in providing alternative mental health resources to address the needs of Latino youth and their families. Given the fentanyl crisis in the Latino community, we fully support the proposal to save lives.
The support of these MBA’s represents an investment in prevention over punishment, in healing over harm, and in the power and potential of our youth. At SOMOS Mayfair, we are committed to building a strong Children and Youth Ecosystem that centers youth leadership, identity, and wellness. We want to also say that we support Immigration support services because they intersect with the needs of Latino youth and children and their families. The MBAS aligns with our vision and gives our city the chance to move from reactive to proactive in how we support our next generation.
We urge you to approve and fully fund the MBAS. Our young people deserve to be seen, supported, and celebrated, not just in words, but in the city’s budget and priorities.
Thank you for your continued leadership and partnership.
In support of our young people,
3 1. Victor Vasquez, Co-Executive Directors, SOMOS Mayfair, Si Se Puede Collective, Youth Building Peace Coalition member
2. Saul Ramos, Co-Executive Directors, SOMOS Mayfair, Si Se Puede Collective, Youth Building Peace Coalition member
3. Shawn Gerth, Executive Director, Veggielution, Si Se Puede Collective
4. Maritza Maldonado,Executive Director, Amigos De Guadalupe, Si Se Puede Collective
5. Nicole Arriaga, Director of SCC, Fresh Lifelines for Youth
6. Steve Eckert,CEO, Alum Rock Counseling Center
7. Jessica Paz-Cedillos,Executive Director, School of Arts and Culture at MHP
8. Veronica Goei,Executive Director, Grail Family Services, Si Se Puede Collective
9. Colsaria Henderson,Executive Director, Next Door Solutions to Domestic Violence, Youth Building Peace Coalition member
10. Angelina Rodriguez, Founding Executive Director, Rose Concrete Coalition, Youth Building Peace Coalition member
4 255 North Market Street, Suite 275 555 South Flower Street, Floor 51 San Jose, California 95110 Los Angeles, California 90071 June 5, 2025
Honorable Mayor Mahan and City Council
City of San Jose
200 East Santa Clara Street
San Jose, California 95113
Dear Honorable Members of the San Jose City Council,
I am writing to strongly encourage you to approve Mayor Matt Mahan’s budget message, which outlines a clear, focused, and necessary path forward for San Jose. This proposal is more than a spending plan. It is a values statement that prioritizes accountability, fiscal responsibility, and compassionate solutions to some of our city’s most pressing challenges.
First, the Mayor’s call to set reasonable, measurable goals for City departments and tie those goals to pay- for-performance incentives is exactly the kind of leadership San Jose needs. Residents and business owners alike deserve a City Hall that not only works hard but works effectively. Holding ourselves accountable to outcomes is not punitive; it’s professional. This is how we build public trust.
Second, San Jose faces a $40M deficit. Ignoring this reality would be irresponsible. Mayor Mahan’s message confronts this challenge head-on by prioritizing core services and eliminating unnecessary spending. It’s a common-sense approach that reflects the way families and businesses make decisions every day.
Third, the budget rightly supports the Mayor’s revised “Responsibility to Shelter” policy. Homelessness is not a static crisis. It is a dynamic, human issue that requires urgent attention and real solutions. By funding enhanced outreach efforts and a data-driven approach to engagement, the city can connect people to shelter and services while also restoring safety and cleanliness to our neighborhoods and business districts.
This budget message isn’t about politics, it’s about progress. I urge you to support it in full.
Thank you for your leadership and service to San Jose and her people.
Cheers,
Nicholas E. Adams
president & ceo
San José Services-First Outreach and Housing
Strategy
Summary
In response to proposals criminalizing homelessness, this comprehensive outreach strategy offers a humane, effective alternative rooted in evidence-based practices. By focusing on coordinated outreach, housing solutions, and comprehensive services—including medical respite care—the plan aims to reduce unsheltered homelessness in San José. This approach centers dignity, public health, racial equity, and long-term cost-effectiveness. This proposed strategy, because it is designed to be comprehensive, includes a number of current strategies that the City, County, and partners already employ or are planning. (Community Plan to End Homelessness) This proposed strategy was prepared by members of the nonprofit Racial Equity Action Leadership (REAL) Coalition–specifically members of REAL’s Housing Justice and Community Safety Workgroups–as well as homelessness shelter and services providers and grassroots allies.
1. Guiding Principles
● We need more places for people to go. Expanding shelter options, temporary housing, and long-term affordable housing is fundamental. Without real options, even the best outreach and support strategies will fall short. ● Enforcement and criminalization are costly and ineffective. Research shows that punitive approaches do not reduce homelessness and often exacerbate trauma, legal complications, and service avoidance. These methods divert funds from housing and care, yielding poor outcomes and increasing long-term public costs (Prison Policy Initiative, 2021
● Housing is a human right and healthcare. Every San José resident deserves access to safe, stable, and dignified housing. Recognize housing as a fundamental determinant of health, aligning with Benioff Homelessness and Housing Initiative (BHHI) and UCSF's position that housing reduces hospitalizations and improves long-term health outcomes (UCSF BHHI). ● Outreach must be non-punitive, person-centered, trauma-informed, and founded in self-determination. Building trust and supporting long-term engagement requires consistency, compassion, care, and respect (see Journal of Positive Psychology).
● Shelter and services should be matched to individual needs. Responses must be tailored to populations including LGBTQ+ individuals, older adults, people with disabilities, DV survivors, immigrant communities, and vehicle dwellers.
● Equity and inclusion are essential. Bias and systemic disparities, including racial disparities, ableism, and anti-LGBTQ+ bias, must be addressed throughout systems of care. For example, Black residents are especially overrepresented in the unhoused population. (Santa Clara LGBTQ+ Study).
● Data-Driven Decision Making. Utilize real-time data to inform outreach efforts, resource allocation, and policy adjustments (HUD Exchange). ● Solutions must be community-informed. Co-design with people with lived experience of homelessness is critical.
● Partnerships with the County, CoC, and community-based organizations are foundational. Elevate partnerships with the County, service providers, faith-based groups, and private entities to co-design and implement solutions.
This plan is intended to build on the City and County’s strong existing infrastructure, not replace or delay it.
2. Encampment Resolution Framework
Adopt best practices from the BHHI Encampment Resolution Guide, prioritizing structured engagement and supportive exit strategies (UCSF BHHI Encampment Toolkit).
● Identification and Assessment: Prioritize sites based on objective health and safety criteria.
● Planning and Engagement: Develop individualized outreach plans; ensure multidisciplinary teams offer a continuum of care and housing options. ● Drawdown and Follow-Up: Close encampments only after housing or interim solutions are available to all residents, with follow-up support to prevent returns. ● Property Protections: Avoid seizure of property unless it is abandoned, dangerous, or constitutes contraband (Austin v. U.S. District Guidelines).
Consider adopting elements of the City of Berkeley’s Property Storage Policy as a model for San José.
● Sanitation Infrastructure: Maintain sanitation infrastructure such as trash receptacles and portable toilets near encampments. These should remain in place for at least three years unless safety conditions warrant removal (City of San Jose Municipal Code).
● Protection of civil rights: Any encampment management plan must respect individuals’ civil and property rights, including but not limited to the right of people with disabilities to reasonable accommodations.
3. HEART: Multidisciplinary Outreach
HEART (Homeless Engagement, Assistance & Response Team) will serve as San José’s non-law enforcement, trauma-informed outreach response for urgent situations involving unhoused residents. HEART aims to connect individuals with housing, health care, harm reduction, and community support—not criminalization.
Interdisciplinary and Inclusive Response Teams
HEART teams will include:
● Social workers and case managers
● Peer support specialists with lived experience of homelessness
● Mental health and substance use professionals
● Medical personnel and street medicine providers
● Faith-based liaisons offering spiritual support and community connection
● Legal aid attorneys to assist with outstanding tickets, eviction defense, or benefits issues
● Housing navigators and shelter placement specialists
● Crisis de-escalation and trauma-informed care experts
● Teams reflective of the demographics of the unhoused population, with cultural fluency to support Black residents, immigrants, LGBTQ+ individuals, Indigenous people, disabled people, and other marginalized groups HEART Call Response System
To ensure equitable, accessible, and dignified support, San José will launch a dedicated HEART Response Line for:
● Unhoused residents seeking services or medical help
● Family members or friends requesting wellness checks
● Neighbors or businesses seeking a humane response to visible need—not enforcement
Key features:
● Multilingual call, text, and app-based access
● Trained civilian triage operators, not law enforcement
● Anonymous option to reduce barriers and stigma
● Real-time dispatch and follow-up tracking
● Seamless integration with County Coordinated Entry, shelter beds, and hotel vouchers
The HEART response system will be co-designed with input from:
● Unhoused individuals and advocates
● County and City TRUST teams
● 988 and 311 system partners
● Continuum of Care providers and case management systems Proactive Outreach Strategy
HEART will also conduct ongoing, proactive outreach—not just respond to calls.
Teams will:
● Establish regular presence in known encampments, vehicle dwelling zones, and high-need areas
● Build relationships over time to increase trust and service engagement
● Deploy targeted outreach to specific populations.
● Coordinate with community-based organizations, faith groups, and public health providers that already conduct outreach and provide support to people who live in encampments
This proactive strategy ensures that those most disconnected from systems—including people without phones or identification—are still seen, respected, and served.
4. Housing & Shelter Interventions
● Rapid scaling of hotel/motel vouchers for immediate relief (Project Roomkey model).
● Prioritize non-congregate shelter with low barriers to entry (no curfews, pet/family-friendly, ADA-accessible). Remove across the board length of stay restrictions that are not tailored to individual needs. ● Expand permanent supportive housing and targeted transitional programs. ● Launch at least one sanctioned Safe Parking site per council district for vehicular shelter residents
● Leverage vacant publicly owned land and preapproved prefab/modular housing models to reduce construction costs and delays (California HCD).
5. Medical Respite Care
● Definition: Short-term, accessible residential care for individuals experiencing homelessness who are too ill to recover on the streets but not ill enough to remain hospitalized.
● Local Implementation: Expand programs like Santa Clara Valley Medical Center's Medical Respite Program.
● Standards and Best Practices: Follow Standards for Medical Respite Care Programs by the National Health Care for the Homeless Council (NHCHC). ● Benefits: Improve health outcomes, reduce emergency department use, and decrease hospital readmission rates (Health Affairs).
6. Special Populations and Equity-Driven
Programming
Tailor programs for groups with unique barriers including:
● Address racial disparities: Black residents make up only 2.5% of Santa Clara County’s population but represent 17% of those experiencing homelessness, reflecting deep racial inequities that must be addressed in all homelessness response strategies (Destination: Home).
● LGBTQ+ individuals: Expand beds with affirming services and trained staff (Santa Clara LGBTQ+ Study).
● Farmworkers: Utilize simplified permitting under recent zoning laws (Santa Clara County Zoning Ordinance).
● Veterans: Integrate with VA response and ensure utilization of VASH vouchers and HUD-VASH supportive services (VA).
● Survivors of Violence: Increase confidential shelter options and simplify documentation (San Jose Housing Focus Group, 2019).
● People with Disabilities: Enforce reasonable accommodations and reduce rules that exclude based on disability-related needs (Fair Housing Act).
7. Health, Safety, and Weather Policy
● Suspend abatements and impoundments during extreme weather (heat, cold, storms, rain) (NOAA HeatRisk Guidance). Work with people with lived experience of houselessness and providers to review weather guidelines to ensure they are appropriate and not causing harm to and modify as needed. (https://news.santaclaracounty.gov/news-release/county-santa-clara-office-suppo rtive-housing-declares-inclement-weather-episode-2)
● Right to vehicle habitation where legally parked and zoned, with safe parking sites in each council district.
● Notification and opportunity to relocate vehicles before enforcement (L.A. Vehicle Dwelling Guidelines).
● Free or reduced-cost vehicle retrieval and item access without proof of ownership based on ability to pay.
● Maintain hygiene infrastructure, including mobile showers and 24-hour restrooms (BHHI).
8. Accountability and Transparency
● Establish a Housing Accountability Commission of people–including those with lived experience of homelessness–to advise and monitor implementation (Santa Clara HEAP Plan).
● Establish a cross-sector and cross-governmental case planning team to confidentially address challenging situations and evaluate progress. ● Provide a dashboard that informs the public of shelter access, outcomes, comparison costs of programs and approaches, and enforcement actions.
9. Funding and Resources
● The Mayor’s Office will establish a position to leverage public-private partnerships for land and services (e.g., Microsoft-Alviso model). ● Assess how the reallocation of funds from policing and carceral budgets could be more effective toward housing and care solutions (Prison Policy Initiative). ● Expand flexible rental and emergency cash assistance (Benioff UCSF Brief). ● Increase state/federal housing funding (ELI support via HCD, HUD).
10. Coordinated Governance and Collaborative
Framework
● This proposal is designed to build upon the strong foundation already in place through the City of San José, Santa Clara County, and the Continuum of Care (CoC), including its nonprofit service providers and outreach teams. There is significant work already being done across the region to prevent and end homelessness through inter-agency collaboration, service innovation, and regional planning. Rather than replace or supplant these efforts, this proposal seeks to strengthen, expand, and scale what is working—filling service gaps and accelerating progress.
● The proposal aligns with key goals outlined in the Santa Clara County Community Plan to End Homelessness 2020–2025, including:
○ Addressing racial and other systemic inequities in housing and service access;
○ Strengthening supportive housing infrastructure;
○ Preventing homelessness through upstream investments and services;
○ Enhancing accountability, transparency, and system coordination.
● Read the full plan here
Conclusion
San José must reject criminalization and embrace a services-first model rooted in compassion and data. This approach has proven effective at reducing homelessness while maintaining public safety and fiscal responsibility.
Bibliography and Resources
1. Community Plan to End Homelessness
https://destinationhomesv.org/community-plan/
2. Benioff Homelessness and Housing Initiative (BHHI), UCSF https://homelessness.ucsf.edu/our-approach
3. Self-determination in relation to quality of life in homeless young adults https://www.tandfonline.com/doi/full/10.1080/17439760.2016.1163404#d1e185
4. HUD Homeless Management Information System (HMIS)
https://www.hudexchange.info/programs/hmis/
5. UCSF Encampment Resolution Toolkit (BHHI)
https://homelessness.ucsf.edu/resources/encampments
6. City of Berkeley’s Property Storage Policy
https://berkeleyca.gov/sites/default/files/documents/Administrative%20Regulation %2010.1.pdf?utm_source=chatgpt.com
7. City of San José Municipal Code
https://www.sanjoseca.gov/your-government/city-charter-municipal-code
8. Project Roomkey – California Department of Social Services https://www.cdss.ca.gov/inforesources/cdss-programs/housing-programs/project- roomkey
9. California Department of Housing and Community Development https://www.hcd.ca.gov/
10. National Health Care for the Homeless Council (NHCHC): Medical Respite Care https://nhchc.org/clinical-practice/medical-respite-care/
11. Destination: Home: Race and Homelessness in Santa Clara County https://destinationhomesv.org/wp-content/uploads/2021/01/Race-Homelessness- summary-DH.pdf?utm_source=chatgpt.com
12. Santa Clara County LGBTQ+ Older Adults Study
https://www.sccgov.org/sites/ssa/LGBTQ/Documents/2021-LGBTQ-Older-Adults- Report.pdf
13. Santa Clara County Farmworker Housing Policy
https://www.sccgov.org/sites/dpd/Programs/FarmworkerHousing/Pages/Farmwor ker.aspx
14. VA HUD-VASH Supportive Housing Program
https://www.va.gov/homeless/hud-vash.asp
15. HUD Fair Housing Act Guidelines
https://www.hud.gov/program_offices/fair_housing_equal_opp
16. National Weather Service HeatRisk Tools
https://www.wrh.noaa.gov/wrh/heatrisk/
17. Los Angeles Vehicle Dwelling Guidelines
https://clkrep.lacity.org/onlinedocs/2014/14-1057_misc_11-14-2014.pdf
18. Santa Clara County HEAP Plan
https://www.sccgov.org/sites/osh/ContinuumofCare/Pages/HEAP.aspx
19. Third Door Coalition – Housing-First Advocacy
https://www.thirddoorcoalition.org/
20. California Department of Housing and Community Development (HCD) https://www.hcd.ca.gov/
21. Prison Policy Initiative – Cost of Incarceration vs Housing https://www.prisonpolicy.org/reports/housing.html
22. Benioff UCSF Policy Brief on Direct Cash Assistance https://homelessness.ucsf.edu/sites/default/files/2021-08/Direct%20Cash%20Ass istance%20Policy%20Brief.pdf
23. San José Housing Focus Group – DV Survivor Barriers https://www.sanjoseca.gov/your-government/departments-offices/housing Attachment 1 (Alternatives Proposal):
https://docs.google.com/document/d/1KBWLJvokAn-SqbvMKcbH43CezK tJ052z WLLcGBViyk/edit?usp=sharing
Draft, City of San Jose Letter, May 4, 2025
Re: Concerns and Questions related to San José’s Proposal on Encampment Code of Conduct and Arrest Authority
Dear San José Mayor, Vice Mayor, and City Council:
The Housing Justice and Community Safety Workgroups of the REAL Coalition write to express our deep and continuing concerns with the current proposal to amend the Encampment Code of Conduct and enable police enforcement that may include arrest of unhoused residents. While the staff proposal reflects changes from the Mayor’s original “Responsibility to Shelter” concept, we believe it remains a harmful and unnecessary criminalization approach. We ask that the City Council not advance any policy that increases punitive enforcement against unhoused residents, and instead adopt a Services-First strategy that builds on the successful housing and outreach work already underway in San José.
This letter outlines:
1. Unanswered questions and major concerns regarding the proposal
2. Alternative solutions prepared by nonprofit and community partners
3. Essential accountability and transparency measures that are missing from the current proposal.
I. Key Concerns and Unanswered Questions
The staff proposal raises a number of critical questions that remain unanswered.
We urge the City Council to seek clarity on exactly how the major policy changes proposed will be implemented before taking any action that could result in increased criminalization of our unhoused residents.
A. Enforcement Criteria and Protections
● What specific criteria will determine when someone is arrested? The proposal appears to target “chronic, non-compliant” individuals but offers no clear definitions.
● Given that most unhoused residents are technically trespassing, how will the City determine who gets arrested for trespass?
● The proposal targets people who are violating municipal codes for arrest.
The proposal makes it clear that individuals will NOT be cited and released.
Many city residents violate municipal codes on a daily basis and are not subject to arrest (e.g., single family homeowners blocking street parking spaces with cones). How will the city comply with the constitutional right to equal protection when targeting unhoused residents for enforcement of the municipal code when regularly not enforcing the code against housed residents?
● Which municipal codes are priorities for enforcement by arrest? This is a list of municipal codes that can be the predicate for arrest that unhoused residents who live outside might be more likely to inadvertently violate:
Violation
Type
Municipal Code
Section
Default
Classification
Typical
Enforcement
Practice
Notes
Blocking a
sidewalk
SJMC §13.24 Misdemeanor
by default
Usually enforced as
infraction
Property owners
must keep sidewalks
clear of obstructions.
Not picking
up dog waste
SJMC §7.40.010 Misdemeanor
by default
Typically cited as
infraction
Failing to clean up
after pets is a public
nuisance.
Improper
trash disposal
SJMC §9.10.410 Misdemeanor
by default
Enforced as
infraction; escalates
with repeated
offenses
Includes dumping
trash on streets,
sidewalks, or other
public areas.
Property
blight
SJMC
§17.72.030
Misdemeanor
by default
Administrative
citations and fines
Covers conditions like
overgrown weeds,
junk storage, or
1 deteriorated
structures.
Outdoor
furniture
(blight)
SJMC
§17.72.570
Misdemeanor
by default
Administrative
citation/fine
Storing indoor
furniture (e.g.
couches) outdoors in
visible areas is
prohibited.
Vehicle
storage on
streets
SJMC
§11.36.220
Infraction Vehicle may be
cited or towed
Parking a vehicle on a
public street for 72+
hours without
movement.
Minor
trespassing
SJMC
§10.20.140(B)
Infraction
(usually)
"Stay Away"
notices, warnings,
possible citation
Often addressed via
San José’s STOP
program, not arrest.
Public nudity SJMC
§10.12.030
Misdemeanor
by default
Enforced as
infraction unless
repeated
Prohibits exposure of
genitals, buttocks, or
female breasts in
public places.
● How will the City avoid arbitrary or discriminatory arrest decisions? What safeguards exist to ensure enforcement isn’t left to undue discretion or subject to bias?
● When will violations of the Encampment Code of Conduct lead to arrest? Since the Code will be amended to add acceptance of shelter offers, will Code violations—such as not accepting shelter—now lead to criminal offenses?
● The Neighborhood Quality of Life Unit of the SJPD is tasked with ordinance “enforcement.” What are their training requirements for interacting with unhoused individuals, including people in crisis? How will they be interfacing with City staff and nonprofit providers (and vice versa)? B. Pathways, Programs, and Capacity
2 ● What pathways does the City intend to follow to refer individuals to services or shelter? Will these be prioritized over arrest and “enforcement”? What procedures are or will be in place to ensure that these options are prioritized?
● The proposal mentions referrals to “CARE Court, drug, alcohol or behavioral health services.” What are the realistic expected outcomes if City staff including police petition to have individuals diverted to CARE Court? ● Is there sufficient capacity if referrals are made to services and shelter? If alternatives like the Mission Street Recovery Station, behavioral health beds, or shelters are full, what will happen to the person? ● Has the County agreed to this plan, including the proposed uses of its facilities such as Mission Street Recovery Station?
● What does a “reasonable opportunity” to relocate a vehicle entail? Will unhoused residents in vehicles be given real options to avoid enforcement? C. Due Process, Civil Rights, and Impact on Outreach
● How will reasonable accommodation requests be handled? What if someone with a disability cannot comply with the Code of Conduct or refuses shelter for medical reasons? How will the City ensure ADA compliance and due process? How will city staff be trained about these rights?
● Will information collected by outreach workers be shared with police? How will this affect trust and willingness to engage?
● Are outreach workers tasked with helping people avoid arrest? If not, what is their role in this new system?
● Has the City applied its equity standards as required by the City Charter, and a racial equity lens, and considered how this proposal may disproportionately impact people of color, particularly Black residents who are overrepresented among the unhoused population? What were the outcomes of the application of this lens?
II. Alternative: San José Services-First Outreach and Housing Strategy As an alternative to the City’s current enforcement-based proposal, local nonprofit leaders have developed the San José Services-First Outreach and Housing Strategy, a comprehensive, evidence-based approach rooted in dignity, health, racial equity, and long-term cost-effectiveness.
3 The strategy (see Attachment 1) emphasizes non-punitive, trauma-informed outreach; expanded housing and shelter options; proactive medical and legal services; and deep coordination with County, City, and community partners.
Designed to build upon and strengthen existing efforts, this plan offers a more humane, effective path forward that addresses the root causes of homelessness and prioritizes lasting solutions over criminalization.
III. Accountability and Oversight
If the City Council chooses to move forward with any or all aspects of the staff’s proposal–which constitutes a major shift in the city’s current policies and procedures–we strongly urge the inclusion of robust oversight and reporting mechanisms. The community deserves clarity on implementation, success criteria, and safeguards against harm.
We ask the Council to:
● Require a public report-back before implementation. The City must release a detailed procedures and implementation plan before enforcement begins, explaining team roles, training, referral pathways, and arrest protocols. ● Consult outreach providers for assistance in refining an implementation plan.
● Define what “success” looks like. How will the City evaluate whether the new approach is working? What are the specific goals and metrics? ● Track and report negative impacts. Metrics should also include harm reduction indicators: number of arrests, demographic disparities, service availability, whether shelter or services were available at time of enforcement, and consequences to individuals who are arrested. ● Require quarterly updates to City Council. The Council should review the impact of this enforcement strategy at regular public hearings.
We believe the current proposal lacks the clarity, safeguards, and service investments needed to truly help San José’s unhoused community. We urge the Council to reject punitive enforcement and instead expand access to housing, shelter, and support that actually works.
Sincerely,
4 Housing Justice and Community Safety Workgroups
Racial Equity Action Leadership (REAL) Coalition
Eugene Torres, Family Supportive Housing
Cassandra Magana, West Valley Community Services
Kelly Vasquez, HomeFirst Santa Clara County
Sandy Perry, South Bay Community Land Trust
Jess Hudson, United Way Bay Area
Gabriel Hernandez, Si Se Puede Collective
Tristia Bauman, Law Foundation of Silicon Valley
Gia Pham, Housing Choices
MyLinh Pham, Asian American Center of Santa Clara County Jennifer Hark Dietz, PATH
Kyra Kazantzis, Silicon Valley Council of Nonprofits
Matt King, Sacred Heart Community Service
Lucila Ortiz, Working Partnerships USA
About REAL Coalition
The REAL community of Silicon Valley based nonprofit leaders and allies has been meeting since June 2020 to use our positional power to advocate for a more racially-just and equitable society; to establish a peer network of leaders committed to fighting white supremacy and systemic racism in ourselves and our institutions; and to hold each other accountable to the promises we made in the Nonprofit Racial Equity Pledge. The REAL coalition is broadly representative of the nonprofit community including human and community services, behavioral health and health, arts and culture, domestic violence, older adults, food security, education, environmental, farming, legal, disability rights, LGTBQ rights, ethnic, immigrant rights, housing and homelessness, criminal justice reform, urban planning, and intermediary organizations, and others. More than 125 organizations have participated in the REAL Coalition.
5 SAVE OUR SENIORS (SOS!) FACT SHEET: Vital Services for Older Adults at Risk in San José
Impacts of Eliminating $526,434 in OAHW Funding to 9
Community-Based Organizations
Prepared for San José City Council and Office of the Mayor | May 2025 Summary:
The proposed elimina
tion of Older Adults Health and Wellness (OAHW) funding threatens critical ser
vices that support thousands of San José’s older adults—especially those who are low
-income, non-English speaking, isolated, and medically vulnerable. The organizations impacted ser
ve a broad cross-section of the city’s senior population and offer services that are culturally appr
opriate, cost-effective, and health and independence promoting.
SERVICE
S AT RISK IF FUNDING IS CUT
Legal Services
● Pr
ovider: Senior Adults Legal Assistance (SALA)
● Impact:
○ SALA cannot charge fees for services or accept fee generating cases. If grant funding is lost, ser
vices are reduced proportionately.
○ Elimina
tion of on-site monthly legal appointment sessions at 4 PRNS operated community cen
ters: Camden, Cypress, Mayfair, Roosevelt
○ R
eduction in frequency (monthly → bi-monthly) of appointment sessions at 5 senior cent
ers: Alma, Eastside, John XXIII, Southside, Willow Glen ● Ser
vices Lost: Free legal aid for housing issues, elder abuse (physical and financial), public benefits (Medic
are, Medi-Cal, Social Security, SSI) , basic powers of attorney for health car
e and finances, and more
● Consequences:
○ Increased housing instability for older adults facing eviction, needing reasonable accommoda
tions to Age in Place, or whose housing is in jeopardy
○ Incr
eased need for protective services for older adults to prevent physical abuse, financial abuse, or exploit
ation (including scams)
○ Incr
eased income insecurity for older adults relying on public benefits to meet basic daily needs
● Estimated Impact: Loss of services for 350+ San José clients 60 or older Mobile Dent
al & Preventive Health Care
● Pr
ovider: Health Mobile, Breathe California
● Impact:
○ Termination of contract for free mobile dental services: Medicare doesn't cover dent
al care services to seniors, and seniors are in dire need of dental care services due t
o years of neglect and aging. Health Mobile provides free, complete dent
al care services at all senior centers throughout San José to all seniors.
Seniors c
annot afford to go to a dentist as they are on a fixed income. ○ R
eduction of complete dental care and oral cancer screening and education on the risks of fir
st and second hand smoking provided by Health Mobile.
○ Loss of fr
ee lung health screenings, asthma programs, and air purifier seniors hav
e come to rely on from Breathe California
● Consequences:
○ Reduced access to oral healthcare
○ P
otential decline in systemic health outcomes linked to untreated dental issues ○ Incr
ease in preventive lung diseases like Tuberculosis, COPD, asthma, addiction issues to t
obacco/vaping
● Es
timated Impact: 512 unduplicated older adults throughout San José will no longer be able to access den
tal care, totaling thousands of appointments.
Phy
sical Health, Exercise & Disease Prevention
● Pr
oviders: Yu-Ai Kai, POSSO, KACS, Breathe California, Catholic Charities (Eastside and John XXIII Cent
ers)
● Impact:
○ Yu-Ai Kai may be forced to discontinue evidence-based health workshops (e.g., fall pr
evention, chronic disease self-management)
○ Disc
ontinuation of physical activity classes provided by KACS, YAK, and POSSO including Tai Chi, s
tretching, balance, and group walks, as well as evidence-based fitness progr
ams like Enhance Fitness.
○ Loss of ph
ysical breathing exercises to strengthen lungs, education about lung diseases and impro
ve breathing for those with lung and heart diseases
● Consequences:
○ Seniors lose access to programming that prevents hospitalization and promotes healthy aging
○ Programs may shift to sponsored educational talks rather than proven, int
eractive classes
○ Incr
ease in preventive lung diseases like Tuberculosis, COPD, asthma, addiction issues to t
obacco/vaping
○ Loss of air purifier c
overage
● Es
timated Impact: 1,612 older adults across five organizations will no longer receive these services.
Ment
al Health & Social Connection
● Pr
oviders: POSSO, KACS, Yu-Ai Kai, Breathe California
● Impact:
○ Elimination of group activities, recreation, and cognitive engagement (games, dance, art, discussion group
s)
○ Loss of cultur
ally relevant social environments that combat loneliness and depression
○ Loss of mee
ting in groups to discuss lung educational topics
● Consequences:
○ Increased mental health risks, including anxiety and dementia-related conditions ○ Cultur
al disconnection among immigrant elders
○ Incr
ease in preventive lung diseases like Tuberculosis, COPD, asthma, addiction issues to t
obacco/vaping
○ Incr
ease in indoor air pollution
● Es
timated Impact: 1,620 older adults across four organizations will no longer receive these services.
Culturally and Linguis
tically Specific Services
● Pr
oviders: POSSO (Portuguese), KACS (Korean), Yu-Ai Kai (Japanese), VIVO (Vietnamese), Source
wise (bilingual Medicare counseling), Catholic Charities (Eastside and John XXIII Cent
ers)
● Impact:
○ Loss of culturally-appropriate classes, navigation services, and wellness programs if VIVO c
an no longer offer ESL, tech literacy, and case management for Vietnamese senior
s
○ Languag
e barriers will prevent many from accessing alternative city or county services
○ Potential discontinuation of Sourcewise’s 1:1 Medicare plan assistance to Spanish speaking older adult populations
● Consequences:
○ Seniors unable to enroll in healthcare, find housing help, or receive public benefits
○ Isola
tion from community events and resources
● Es
timated Impact: 621 older adults across four organizations will no longer receive these services.
Technology Lit
eracy & Digital Access
● Pr
oviders: POSSO, VIVO, KACS
● Impact:
○ Cancellation of classes teaching basic computer skills, smartphone use, and int
ernet navigation
● Consequences:
○ Seniors lose access to online health resources, telehealth, transportation, and social connectivity
● Es
timated Impact: 78 older adults will no longer receive these services.
Case Managemen
t & Resource Navigation
● Pr
oviders: POSSO, KACS, VIVO, Catholic Charities
● Impact:
○ Cuts to programs helping seniors secure benefits, manage chronic conditions, and access city services
● Consequences:
○ Greater risk of housing instability, untreated health issues, and emergency room visits
●
Estimated Impact: 500 older adults across four organizations will no longer receive these services.
Citywide Implications
● As outlined above, these cuts will directly harm an estimated 5,293 older adults, many of whom are lo
w-income, non-English speaking, isolated, and medically fragile. ● These cuts undermine San José’
s Age-Friendly City goals and exacerbate inequities
among low inc
ome and vulnerable populations.
● R
eductions in preventative services and wellness programming are likely to increase demand for c
ostlier emergency, protective service, and institutional care. ● Senior
s in Districts 3, 5, 6, 7, and 10 may be disproportionately affected, but older adults in all districts will be a
ffected.
CSJ Budget FY26 OAHW Grant Impacts Fact Sheet + SOS Letter June 3, 2025
Re: Urgent Need to Preserve $526,434 in Funding for Older Adults Health and Wellness (OAHW) Services
Dear Mayor Mahan, Vice Mayor Kamei, and Honorable Councilmembers:
The Save Our Seniors (SOS) coalition writes with deep concern over the proposed elimination of $526,434 in funding for the Older Adults Health and Wellness (OAHW) program, which supports critical services for San José’s most vulnerable older adults. As documented in the attached fact sheet, these cuts will directly harm an estimated 5,293 older adults, many of whom are low-income, non-English speaking, isolated, and medically fragile.
The nine nonprofit community-based organizations currently funded through OAHW provide a broad array of services essential to the health, independence, and dignity of older residents. These include:
● Free legal aid to over 350 older adults at risk of eviction, exploitation, or loss of independence
● Mobile dental and lung health services for those who cannot otherwise access care
● Evidence-based health and fitness programs, reaching hundreds of older adults with chronic illness or mobility limitations
● Technology literacy, case management, and Medicare counseling, all offered in culturally and linguistically competent formats
The elimination of these services would not only increase food insecurity, housing instability, and isolation—it would also lead to higher long-term public costs through increases in emergency room visits, protective service interventions, and institutional care placements. For many seniors, these programs are not optional—they are a lifeline.
We urge the Council to consider the human impact of these proposed cuts. The older adults served by OAHW programs are your constituents, your neighbors, and often the very people who built San José. These services ensure they can age with dignity, remain connected to their communities, and avoid costly medical crises or institutionalization.
We respectfully ask the Council and Mayor’s Office to restore full funding for the OAHW program in the FY 2025-2026 budget.
We welcome the opportunity to meet with you to discuss the scope of these impacts and offer specific data and stories from seniors directly affected by these potential cuts.
Thank you for your time and leadership.
Sincerely,
SOS Providers and Community Organizations:
Almaden Valley Counseling Service
Michelle Humke
Amigos de Guadalupe
Jeremy Barousse
Asian Law Alliance
Richard Konda (D3)
Breathe California
Tanya Payyappilly
Catholic Charities of Santa Clara
County
Milton Cadena
Don Taylor
Community Health Partnership
Cathryn Hyde
Family Supportive Housing
Eugene Torres
Global Majority Consulting
Carmen Brammer (D8)
Health Mobile
Mike Reza
Japanese American Citizens League,
San Jose Chapter
Sharon Uyeda (D5)
Japantown Business Association
Tamiko Rast (D3)
Korean American Community
Services, Inc
Eunice Chun
La Comida de California
Mary Ruth Batichelder
Latinas Contra Cancer
Kathy Cordova (D6)
National Association Juneteenth
Lineage California, Inc
Ellen Rollins
North East Medical Services
Syndey Pon
Portuguese Organization for Social
Services & Opportunities
Elsa Oliveira
Sacred Heart Community Service
Poncho Guevara
San Jose Japantown Lions
Foundation
Doug Ray
Senior Adult Legal Assistance
Georgia Bacil
Sourcewise
Linda Phillips
TaikoPeace
PJ Hirabayashi
Vietnamese Voluntary Foundation,
Inc
Tam Nguyen (D7)
Bao Trieu (D7)
Yu-Ai Kai
Jennifer Masuda
Individual Sign-Ons :
Richard Adler
Karen Akimoto
Randy Ando (D1)
Joan Aoki
Martha C. Artiles
Mary Barnes (D3)
Marilyn Basham (D1)
Jean Bedford
Kathleen Breaux
Mary Bryant (D1)
Loan Bui (D7)
Cheryl Butsuda (D3)
Ying Chen (D3)
Linda Matsumoto Chin
Ngoc Dang (D7)
Michael Dern
Patty Egusa
Pamella Endo (D9)
Larissa Favela (D3)
Guadalupe Friaz (D3)
Sara Fritts (D2)
Stephen Fugita
Yoshiko Fukui
Cindy Giardina (D6)
Joseph Giardina (D6)
Jane Harris (D3)
Anna Harshbarger (D3)
Jeanne Haruta (D1)
Amruta Hendre
Chris Hines
Karen Hironaga
Sharon Hirozawa (D1)
Hang Ho (D7)
Meg Suzuki Hudson
Jess Hutchins
Hong Huynh (D7)
Robin Goka Huynh
(D3)
Barbara Isa
Lillian Junker
Alice Kadonaga
Mike Kaku
Carolyn Kameya (D6)
Masaru Kameya (D6)
Merv Kato
Jane Kawasaki
Kazue Kawasaki
Hiro Kinoshita
Julia Kozen
Kristina Kozen
Loreen Kozen
Lila Kraai (D3)
Oanh Le
Kathleen Likens (D6)
Tsungchieh Lin (D3)
Dora Liou (D3)
Bui Loan (D7)
Jane Locascio
Shirley Loffer
Huu Luong
Nan Ma
Jim Manning (D8)
Earl Masuda (D10)
Patricia K. Masuda
(D10)
Kristi Mastrome (D2)
Bryan Mayeda
Karen McCreddin (D6)
Kimberly McLaughlin
Sal Moreno (D3)
Randy Morin
Shery Mukai
Ann Murphy (D3)
Larry Namekata
Yvonne Namekata
Alyssa Nguyen
Hanh Nguyen
Hieu Nguyen
Nancy Nguyen (D7)
Tam Nguyen
Van Nguyen
Leslie Ogawa-Boon
Diane Okusako
Lisa Oshita (D5)
Linda Ozaki
An Pham (D7)
Long Pham
Tom Picraux
Pete Pomerleau (D3)
Noriko Ray (D9)
Frances Respicio (D3)
Kari Robinson
Sam Saiu (D8)
Yosh Sato
Bobbie Seiler
Catherine Shih
Charlene Stroberg
Leigh Suga
Tony Sum
Charles Swineheart
(D3)
Victoria Taketa (D3)
Thomas Tan (D6)
Donna Tanaka
Michelle Tanaka
Richard Tanaka
Hong Thai (D7)
Kathy Tiddle
Michiru Toulouse
Hai Tran
Hue Tran (D7)
Quang Nghia Tran
Paul Tsai
Mayuko Tzanavaras
Lillian Uyeda (D3)
Hoa Vo (D7)
Lien Vo
Loie Weidner (D3)
Martin Weidner (D3)
Judith West (D3)
Katherine
Wolstenholm (D3)
Carolyn Wilbur
Susan Yamamoto (D4)
Wendy Yamanaka
Oie Lian Yeh
Vicki Yoshihara