TO: HONORABLE MAYOR
AND CITY COUNCIL
FROM: Jennifer A. Maguire
SUBJECT: See Below DATE: September 19, 2025
COUNCIL DISTRICT: Citywide
SUBJECT: City Council Focus Areas Semi-Annual Status Report
RECOMMENDATION
(a) Accept the semi-annual status report on the implementation of the City Council Focus Areas for Fiscal Year 2024-2025 Third and Fourth Quarters. (b) Approve the new City Council Focus Area framework (“Model 2.0”) for Fiscal Year 2025-2026, including its core components of long-term goals, problem statements, near-term goals, change initiatives, and success measures. (c) Direct the City Manager to continue the development of public-facing dashboards for the City Council Focus Areas to promote accountability and transparency.
SUMMARY AND OUTCOME
For the reporting periods of the third (Q3) and fourth (Q4) quarters of Fiscal Year (FY) 2024-2025, the Mayor and City Council will understand the status of outcome measures and performance measures for the following four City Council Focus Areas (Focus Areas):
• Increasing Community Safety;
• Reducing Unsheltered Homelessness;
• Cleaning Up Our Neighborhoods; and
• Attracting Investment in Jobs and Housing.
The Administration will also introduce a revised Focus Area framework (“Model 2.0”) that shifts emphasis from static data reporting to a shared learning model. Model 2.0 includes explicit long-term goals, problem statements that describe the barriers to progress, near-term (fiscal year) goals, change initiatives, and clearly defined success measures.
COUNCIL AGENDA: 9/30/25
FILE: 25-1033
ITEM: 3.4
HONORABLE MAYOR AND CITY COUNCIL
September 19, 2025
Subject: City Council Focus Areas Semi-Annual Report
Finally, acceptance of the staff recommendation will result in accepting performance dashboard frameworks for the five Focus Areas for FY 2025-2026, including:
• Increasing Community Safety;
• Reducing Unsheltered Homelessness;
• Cleaning Up Our Neighborhoods;
• Growing Our Economy; and
• Building More Housing.
BACKGROUND
The Focus Areas were created as part of the FY 2023-2024 Priority-Setting process in conjunction with the Mayoral Transition Committee process between January and February 2023. The purpose of the Focus Areas is to promote accountability for driving positive outcomes and performance on a very limited number of priorities most greatly impacting the community, and to generate actionable and measurable solutions to address those priorities. Each Focus Area is not designed to include all related City services, though each varies in breadth and complexity. The Administration has been providing semi-annual status reports on the Focus Areas to the City Council in the fall and spring of each year, but for FY 2025-2026 as directed, the Administration will now provide quarterly status reports in an alternating manner to the City Council either through the regular City Council agenda process or through the appropriate City Council Committee where the Focus Area topic would belong. Staff last reported on the Focus Areas on February 25, 2025.
1 ANALYSIS
This memorandum provides both historical information for the Focus Areas for the FY 2024-2025 reporting periods of Q3 and Q4 and establishes the Focus Area Model 2.0 framework for FY 2025-2026.
FY 2024-2025 Focus Areas Reporting Period (Q3 and Q4)
Each of the four Focus Area Scorecards for this reporting period can be found in Attachment A – FY 2024-2025 City Council Focus Area Scorecards (Q3 and Q4). To drive accountability for performance, the Administration set quantitative targets at an annual cadence and identified performance improvement opportunities to close performance gaps. The Table below compares and categorizes each performance measure’s actual performance against its annual target during FY 2024-2025. Measures are color-coded according to the following categorization:
1 https://sanjose.legistar.com/LegislationDetail.aspx?ID=7134771&GUID=A0A3B971- 6BF9-40D1-B158- DCEB279EEE17.
HONORABLE MAYOR AND CITY COUNCIL
September 19, 2025
Subject: City Council Focus Areas Semi-Annual Report
• Green: exceeded, met, or projected to meet performance targets; • Yellow: missed or is projected to miss performance targets by a narrow margin (less than 10%);
• Red: missed or is projected to miss performance targets by a wide margin.
Table – FY 2024-2025 Focus Areas: Scorecard Performance Measure Annual Target to Actual Summary
Focus Area
Performance
Measure
FY 2023-2024
Annual Target /
Forecast
FY 2023-2024
Actual2
FY 2024-2025 Annual
Target / Forecast
FY 2024-2025
Actual3
Increasing Community Safety Focus Area
Crimes Against
Property 38,400 38,044 37,200 36,165
Crimes Against
Persons 16,000 17,176 16,000 15,299
Cumulative Traffic
Fatalities 54 50 49 fatalities
forecasted (target: 0) 38
Reducing Unsheltered Homelessness Focus Area
Shelter Production
Measures not reported last year
1089 spaces 4614
Interim Shelter
Utilization Rate 95% 95%
Waterway
Enforcement 12 miles 175
Tier 3 Encampment
Count [None Identified]
6 607
2 FY 2023-2024 Actuals are generally listed as the Q4 datapoint for instances where the target or forecast is a desired level of performance incrementally worked towards (for example, SJ311 customer satisfaction and emergency interim housing production rate.) In the case of performance targets that are cumulative in nature (crimes against property, crimes against persons, and traffic fatalities) or are annual averages (only speed of residential building permit reviews), the quarterly target or forecast is converted in the table to an annual summation or an annual average.
3 FY 2024-2025 Actuals are generally listed as the Q4 datapoint for instances where the target or forecast is a desired level of performance incrementally worked towards (for instance, SJ311 customer satisfaction and emergency interim housing production rate), similar to actuals for FY 2023-2024. 4 For FY 2024-2025, teams set a goal to open 1,089 shelter spaces by July 31, 2025. A total of 461 spaces were opened during the fiscal year, compared to this target. There are an additional 705 spaces in the pipeline projected to open during FY 2025-2026. This measure is coded as “red” based on annual results. 5 For FY 2024-2025, teams set a goal to abate and enforce no-encampment zones along 12 miles of waterways.
Actual performance exceeded this goal, with 17 miles completed. This measure is coded as “green” based on annual results.
6 For FY 2024-2025, no annual target or forecast was identified for this performance measure due to the need for staff to establish methodology. A replacement measure is proposed for FY 2025-2026. 7 For FY 2024-2025, no target was set for this measure, as the criteria for determining encampment tiers were still being developed. Because no target was established, performance could not be measured, and no color coding was applied.
HONORABLE MAYOR AND CITY COUNCIL
September 19, 2025
Subject: City Council Focus Areas Semi-Annual Report
Focus Area
Performance Measure
FY 2023-2024
Annual Target /
Forecast
FY 2023-2024
Actual8
FY 2024-2025
Annual Target
/ Forecast
FY 2024-2025
Actual9
Cleaning Up Our Neighborhoods Focus Area
BeautifySJ Blight
Response Times for
Graffiti Removal
80% 96% 80% 93%
BeautifySJ Blight
Response Times for
Illegal Dumping
80% 78% 80% 82%
BeautifySJ Blight
Response Times for
Encampment Trash
80% 95% 80% 98%
Code Enforcement
Blight Caseload 436 cases 459 cases 334 cases 409 cases10 SJ311 Customer
Satisfaction for Graffiti
Removal
80% 94% 80% 88%
SJ311 Customer
Satisfaction for Illegal
Dumping
80% 61% 80% 74%
SJ311 Customer
Satisfaction for Junk
Pickup
80% 64% 80% 55%11
8 FY 2023-2024 Actuals are generally listed as the Q4 datapoint for instances where the target or forecast is a desired level of performance incrementally worked towards (for example, SJ311 customer satisfaction and emergency interim housing production rate.) In the case of performance targets that are cumulative in nature (crimes against property, crimes against persons, and traffic fatalities) or are annual averages (only speed of residential building permit reviews), the quarterly target or forecast is converted in the table to an annual summation or an annual average.
9 FY 2024-2025 Actuals are generally listed as the Q4 datapoint for instances where the target or forecast is a desired level of performance incrementally worked towards (for instance, SJ311 customer satisfaction and emergency interim housing production rate), similar to actuals for FY 2023-2024. 10The blight caseload varies throughout the year, with the low in 2024-2025 at 285 cases in Q3 and the high at 409 cases in Q4 (the Q4 number is shown in this matrix). This variation is consistent with past trends which typically show a spike in caseloads in Q4. 11 Staff has identified an SJ311 process issue that may contribute to lower satisfaction for this service and is pursuing a fix in the current fiscal year, along with a number of other efforts to improve Junk Pickup utilization.
HONORABLE MAYOR AND CITY COUNCIL
September 19, 2025
Subject: City Council Focus Areas Semi-Annual Report
Focus Area
Performance Measure
FY 2023-2024
Annual Target /
Forecast
FY 2023-2024
Actual8
FY 2024-2025
Annual Target
/ Forecast
FY 2024-2025
Actual9
SJ311 Customer
Satisfaction for
Abandoned Vehicles
80% 37%12 80% 56%13
Attracting Investment in Jobs and Housing Focus Area
Housing Production
Rates 7,776 units 2,785 units 7,776 units 959 units
Speed of Residential
Building Permit
Reviews
80% 59% 70%
56% (single
family)
74%
(multifamily)
14 Downtown Vibrancy
Rating 60% 45% 55% 51%
FY 2025-2026 Focus Areas - Model 2.0
Over the past two years, the Focus Areas have served as a vehicle for aligning City Council priorities, budgetary resources, and staff efforts toward measurable outcomes for the community. Semi-annual reports to City Council have provided visibility into performance and community impact, while surfacing challenges. City Council feedback during these updates emphasized a need for several updates to the Focus Areas, including the measures tracked—particularly toward measures the City can meaningfully influence—the inclusion of operational measures, and the importance of explicitly stating hypotheses to improve transparency, accountability, and storytelling that informs the City Council what policies and initiatives are driving change. Further, as part of City Council’s approval of the Mayor’s March Budget Message for FY 2025- 2026,
15 the City Council directed the City Manager to bring forward a Manager’s Budget Addendum that identified work efforts that were previously directed by City Council that should be dropped or deferred to open leadership and staff capacity to enable significant, timely progress on work aligned with the Focus Areas.
12 This data for abandoned vehicle customer satisfaction is from Q3 FY 2023-2024; staff did not collect data for this measure in Q4. For more information, see the City Council Focus Area Semi -Annual Status Report for Fiscal Year 2023-2024 Third and Fourth Quarters, available at https://sanjoseca.primegov.com/Portal/viewer?id=0&type=7&uid=067b8054-e358-4104-99e5- 1983e5d68ada.
13 In 2024-2025, staff implemented the new Vehicle Concerns service model, which allowed for disaggregation of customer satisfaction for abandoned vehicles, resulting in more accurate data for this service.
14 Staff began bifurcating data into single family and multifamily during FY 2024-2025. The difference in these percentages reflect the prioritization of review for multifamily projects. 15 See Mayor’s March Budget Message for Fiscal Year 2025-2026 page four:
https://www.sanjoseca.gov/home/showpublisheddocument/118579/638773786567300000
HONORABLE MAYOR AND CITY COUNCIL
September 19, 2025
Subject: City Council Focus Areas Semi-Annual Report
Through the adoption of the Mayor’s June Budget Message, the City Council approved Manager’s Budget Addendum #3 – Balancing the Budget and Prioritizing Our Work, which effectively created new capacity for staff to re-engineer and refine the Focus Area framework into Model 2.0.16 The new model builds on lessons learned by shifting from data reporting alone to a shared learning framework that emphasizes long-term goals, identifies problem statements impeding progress, sets near-term goals for the fiscal year, organizes cross-departmental change initiatives, and defines success measures to track improvements and insights (See Attachments B - F). Model 2.0 is designed to better integrate with broader city-wide performance management reforms.
Focus Area Model 2.0 has several new features:
1. Clearer articulation of long-term goals and alignment of indicators to those goals Model 2.0 organizes each Focus Area around explicit long-term goals that reflect City Council priorities. These long-term goals serve as the north star for the selection of near-term goals, change initiatives, and decision- making.
Long-term goals focus on big-picture results that matter to residents.
Aligning clear indicators to these long-term goals allows the City to show how the City is doing over time.
2. Problem statements that define barriers
Each Focus Area now includes concise problem statements for key barriers impeding progress toward the long-term goal. These problem statements are intended to ground the understanding of why outcomes remain challenging and frame the rationale (with hypotheses) for targeted change initiatives.
3. Near-term goals for the fiscal year with associated change initiatives Model 2.0 establishes annual (fiscal year) goals linked to change initiatives, most of which were allocated resources through the FY 2025- 2026 Adopted Budget. This approach establishes a linear connection between goals, hypotheses, and initiatives, thereby creating a stronger feedback loop between Focus Area activities, their relative impact on broader long-term goals, and City Council decision-making.
4. Success measures that track impact
The Focus Area dashboards will continue to include macro-outcome measures, but under Model 2.0, those measures are complemented by success measures tied to each near-term goal, and operational measures tied to change initiatives that staff are monitoring. This creates a more complete picture of both high-level outcomes and near-term indicators of progress to inform learning and insights.
16 See Manager’s Budget Addendum #3:
https://www.sanjoseca.gov/home/showpublisheddocument/121480/638824038268770000
HONORABLE MAYOR AND CITY COUNCIL
September 19, 2025
Subject: City Council Focus Areas Semi-Annual Report
5. Improved public-facing, storytelling dashboards
The City currently has a Focus Area dashboard that includes static scorecards for each Focus Area. New to Model 2.0 is the buildout of story- telling dashboards that move beyond just providing numbers, to providing context—what we are trying to do, what is happening, and what we are learning along the way. It will help answer questions, such as: What strategies are moving the needle? Where are we stuck? What do we need to learn more about? What is driving the results we are seeing? Are these the right goals? And, what else might we try?
6. Shift from reporting to shared learning
Most importantly, Model 2.0 reframes the role Focus Area dashboards play. To move from only reporting data, the new framework is intended to facilitate shared learning among City Council, the Administration, and the community, and is framed to clearly explain the challenges the City is trying to tackle, the activities tied to hypothesized changes, and uses data to drive learning, iteration, and experimentation. The goal is to support problem-solving and to develop a shared understanding across teams to help make smart adjustments in real time.
By adopting this updated framework, the City Council will strengthen the connection between its policy direction, budgetary decisions, and community outcomes. It will also advance a shared learning model that will drive more robust conversations with City Council, both in City Council Committees and City Council meetings.
EVALUATION AND FOLLOW-UP
The Administration will next provide Focus Area updates to City Council Committees in December as follows: Increasing Community Safety will report to the Public Safety, Finance and Strategic Support Committee; Reducing Unsheltered Homelessness and Cleaning Our Neighborhoods will report to the Neighborhood Services and Education Committee; and Growing Our Economy, and Building More Housing will report to the Community and Economic Development Committee. Additionally, the semi-annual status report for the FY 2025-2026 Focus Areas will return to the full City Council in spring 2025.
COORDINATION
This memorandum and related documents were prepared in coordination with the City Attorney’s Office.
HONORABLE MAYOR AND CITY COUNCIL
September 19, 2025
Subject: City Council Focus Areas Semi-Annual Report
PUBLIC OUTREACH
This memorandum will be posted on the City’s Council Agenda website for the September 30, 2025 City Council meeting.
COMMISSION RECOMMENDATION AND INPUT
No commission recommendation or input is associated with this action.
CEQA
Not a Project, File No. PP17-009, Staff Reports, Assessments, Annual Reports, and Informational Memos that involve no approvals of any City action.
PUBLIC SUBSIDY REPORTING
This item does not include a public subsidy as defined in section 53083 or 53083.1 of the California Government Code or the City’s Open Government Resolution.
Jennifer A. Maguire
City Manager
For questions, please contact Lee Wilcox, Assistant City Manager, at [email protected]
, or Sarah Zárate, Deputy Director, City Manager’s Office of Administration, Policy, and Intergovernmental Relations, at [email protected].
ATTACHMENTS
A – FY 2024-2025 City Council Focus Area Scorecards (Q3 and Q4) B – Increasing Community Safety Focus Area Dashboard
C – Reducing Unsheltered Homelessness Focus Area Dashboard D – Cleaning Up Our Neighborhoods Focus Area Dashboard E – Growing our Economy Focus Area Dashboard
F – Building More Housing Focus Area Dashboard
1 Attachment A - FY 2024-2025 City Council Focus Area Scorecards (Q3 and Q4)
2 3
4 Increasing Community Safety Focus Area – Attachment B Logic Model Structure
Safety Perception, Police and Fire Emergency Response Times, Crime Rates, Traffic Fatalities Priority Areas
Near-Term
Goals
(FY 2025-
2026)
1. Emergency Response 2. Crisis Response 3. Crime Reduction 4. Traffic Safety
1.1 Increase police field patrol
capacity through recruitment
1.2 Implement a police report
transcription pilot
1.3 Implement police deployment
capacity projects to understand
impact on response time
1.4 Open Fire Station 32
1.5 Implement Closest Unit
Dispatch in fire response
2.1 Better integrate the emergency
response and crisis response
systems
2.2 Increase community awareness
of 988 services
2.3 Implement a First Responder
Fee program for emergency
medical services
3.1 Increase ability to hold offenders
accountable through the Real Time
Intelligence Center
3.2 Increase efforts to combat
organized retail theft
3.3 Expand diversions referred to
Mission Street Recovery Station
3.4 Monitor Proposition 36
3.5 Implement strategic plan to
prevent youth violence
4.1 Build safer streets through
capital, quick build, and pedestrian
and traffic calming projects
4.2 Improve safe driving behaviors
through technology
Indicators
Change
Initiatives
• Police Academy Marketing and
Recruitment
• Police Lateral Hiring
• Police Cadet Stipend
• Police Report Transcription Pilot
• Police Deployment Capacity
Projects
• Police Hybrid Schedule
Assessment
• Fire Station 32
• Fire Closest Unit Dispatch
• 911 Behavioral Health
Professional Request
• 911-988 Transfer Program
• Adopt Draft State Transfer
Protocols for 911-988
• PERT co-response transition
• 988 community education
• Emergency Medical Services
First Responder Fee
• Real Time Intelligence Center
• Automatic License Plate Reader
Program
• Organized Retail Theft Detail
• Mission Street Recovery Station
Expansion
• Neighborhood Quality of Life Unit
• Proposition 36
• SJ Youth Empowerment Alliance
• Capital Safety Projects
• Quick Build Projects
• Pedestrian Safety and Traffic
Calming Projects
• Red Light Running Camera
Program
• Automated Speed Safety
Camera Program
1 Long-Term Goal. San José residents live in a community with responsive emergency services and safe streets and roads.
Increasing Community Safety Focus Area
Performance Dashboard – Priority Area 1: Emergency Response Near-Term Goal Hypothesis Relevant Metrics
Goal 1.1 Increase Police Academy class size to
40 police officers enrolled per academy class in
FY 2025-2026 (SJ54, SJ55, SJ56), including
lateral police officers hired
If successful, the City expects to see increased enrollment in police academy classes and additional lateral hires
# of recruits enrolled in police
academy per class
# of police laterals hired
# of street ready officers
Goal 1.2 Implement a report transcription
technology pilot and assess the impact on police
officer report-writing time by December 2025
Transcription technology can reduce the number of hours that officers spend writing reports, thereby allow them to respond to more calls and reduce overtime costs.
# of hours spent per report
Goal 1.3 Evaluate the impact of improving police
response times by completing three patrol
deployment projects by June 2026
1) Custody Officer Unit
2) District-Wide Deployment
3) Two-Person Units
1) Implementing a custody officer unit will free officers from the time it takes to book offenders at the County jail, allowing them to respond to more calls.
2) Eliminating beats as the lowest level of geography will improve response times by allowing all officers to respond to any call in a district.
3) Two-person units will improve officer safety and response times by eliminating the delay waiting for a second arriving unit. Police response times
# of districts implementing pilots
# of transports provided by the
custody officer unit
Goal 1.4 Open Fire Station 32 with a single
company by June 2026
By opening a new fire station, capacity to respond to fire service demands will be increased, and response times will decrease Fire response times
# of calls for service
Goal 1.5 Implement Closest Unit Dispatch for
medical only calls for service by June 2026 to
dispatch resources based upon apparatus
proximity to the incident rather than to station
location
Allowing dispatch of the closest apparatus, versus a given fire station territory, will improve fire response times.
Fire response times
2 Increasing Community Safety Focus Area
Performance Dashboard – Priority Area 2: Crisis Response Near-Term Goal Hypothesis Relevant Metrics
Goal 2.1 Increase call transfer volume from less
than 10 calls per month to 75 calls per month by
June 2026 to better integrate the emergency
response system (911) and crisis response system
(988)
If successful, 911 Communications will increase call transfer volume to 988, freeing officers to respond to other calls and connecting callers experiencing mental health crisis with an alternative response. # of calls transferred from 911 to 988
per month
% of transferred calls that are
redirected back to 911
Goal 2.2 Increase community awareness of 988
from 25% to 30% by June 2026
Greater community awareness of behavioral health services offered through 988 will lead to a decrease in the number of behavioral health calls that go to 911.
% of residents who are aware of 988
services
Goal 2.3 Implement the First Responder Fee
program by January 2026 to help recover costs
related to emergency medical care
Shifting funding models can help the City recover a portion of the rising costs associated with providing emergency medical services and stabilize public safety budgets.
% of collection rate per payer
segment
$ of fees qualified for forgiveness
3 Increasing Community Safety Focus Area
Performance Dashboard – Priority Area 3: Crime Reduction Near-Term Goal Hypothesis Relevant Metrics
Goal 3.1 Operationalize 1,020 public safety cameras,
1,000 private network cameras, and 490 ALPRs in
the Real Time Intelligence Center by June 2026 to
increase the City’s ability to hold offenders
accountable
Centralizing the collection of live data can help achieve better on- scene situational awareness, increase investigation solve rates, and reduce the time required to conduct investigations. % of goal for public safety cameras
integrated and online
% of goal for private cameras
registered through Connect SJ
% of goal for ALPRs integrated
Goal 3.2 Increase efforts to combat organized retail
theft by increasing the number of retail theft cases
submitted to the DA’s Office from around 1,000 in FY
2022-2023 (prior to establishing ORT Detail) to 2,000
in FY 2025-2026
Adding investigations and proactive capacity will decrease organized retail theft crimes over time.
# of overall retail theft cases
submitted to the DA’s Office
Goal 3.3 Expand the types of referrals made to the
Mission Street Recovery Station by June 2026 and
evaluate effectiveness
Today, officers can divert offenders in certain instances related to driving under the influence, public intoxication, and certain drugs/narcotics for services and referrals. Expanding the types of diversions referred to include non-violent misdemeanors will minimize incarceration while allowing officers to return to the beat structure more quickly to respond to calls.
# of referrals to the MSRS
% of clients that are referred to
services upon discharge
Goal 3.4 Monitor implementation of Proposition 36
during the fiscal year and identify areas of advocacy
Monitoring the implementation of Proposition 36 at the local and State level will increase coordination and help address hurdles. % of Prop 36 drug cases that are
referred by County to treatment-
mandated felony process
Goal 3.5 Implement one new school site with
intervention programs and launch two new
demonstration sites for system of care neighborhood
programs by June 2026 as part of the City’s strategic
plan to prevent youth violence
System of care strategies will lead to increased referrals for youth and families to prevention and intervention services, thereby reducing youth involvement in the justice system.
% chronic absenteeism rates in
partner schools
# of system of care referrals made
through demonstration sites
4 Increasing Community Safety Focus Area
Performance Dashboard – Priority Area 4: Traffic Safety Near-Term Goal Hypothesis Relevant Metrics
Goal 4.1 Build safer streets by completing 100%
of planned traffic safety projects (capital safety
improvement, quick build, and pedestrian safety
and traffic calming) by June 2026
Quick implementation, continuous evaluation, and strategic investment in engineering solutions will help protect all road users, from pedestrians to drivers.
% of planned traffic safety projects
constructed per quarter
Goal 4.2 Improve safe driving behaviors through
technology by operationalizing 4 red light running
camera intersections and 33* automated speed
enforcement cameras along key corridors by June
2026
Implementing technology will help deter unsafe driving behaviors along key safety corridors.
% of red light running cameras
operational
% of automated speed enforcement
cameras operational
5* Progress is dependent on the federal government providing previously committed grant funding Performance Dashboard
# of New Units Online
(705 by Calendar Year 2025)
Problem
Areas
Near-Term
Goals
(FY26)
Indicators
Long-Term Goal. Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasin g throughput into permanent housing, and improving data systems to guide investment.
Change
Initiatives
1. Shelter System Capacity
and Operations
2. Sustainable Funding 3. Environmental Compliance
and Public Spaces
1.1. Bring all planned 705 shelter units
online by the end of Calendar Year
2025.
1.2. Standardize shelter system
operations, budgets, and performance
metrics across all 24 sites to decrease
costs by up to 20% by June 2026.
1.3. Improve outreach and
engagement tracking to increase
placements into shelter, housing, and
services.
2.1. Sustain and stabilize
diversified funding sources to
reduce reliance on one-time or
annual allocations.
2.2. Implement CalAIM billing for
eligible services to sustain
operations and reduce reliance on
General Fund.
3.1. Maintain environmental compliance
in 26 miles of priority waterways and
corridors by maintaining No-Encampment
Zones (NEZs), limiting re-encampment
and displacement impacts.
3.2. Maintain NEZs in public spaces
around Emergency Interim Housing sites
to limit re-encampment and ensure site
accessibility.
• Expand County Partnership on
S
ervice Delivery and System
Alignment.
• Expand County Partnership on
S
ervice Delivery and System
Alignment.
• Expand County Partnership on Service
D
elivery and System Alignment.
4. Data and Forecasting
In
frastructure
4.1. Improve homelessness
forecasting and reporting tools.
4.2. Strengthen HMIS data
exchange with County and
deploy new reporting tools.
• Homelessness Data
C
onsolidation Project.
• Homelessness Forecasting
Tool.
Cost Reduction
(up to 20% across 24 sites)
No-Encampment Zones Maintained
(26 miles; ≤ 65 re-encampments/quarter in
waterway NEZs; ≥ 80% of re-encampments
resolved within NEZs in 2 business days)
Forecasting Tool Updates
(quarterly, multi-department data)
Reducing Unsheltered Homelessness Focus Area – Attachment C 1 1
Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
Near-Term Goal Hypothesis Relevant Metrics
Goal 1.1 Bring all planned 705 shelter and
safe parking units online by end of CY2025.
Expanding shelter and safe parking will
reduce unsheltered homelessness and
relieve pressure on public spaces.
• # of new shelter and safe parking spaces opened (target: 705) • ≥70% of Council Districts have operational shelter options Goal 1.2 Standardize shelter system
operations, budgets, and performance
metrics across all 24 sites to decrease costs
by up to 20% by June 2026.
Consistent standards will reduce costs,
improve accountability, and strengthen
sustainability.
• Avg. 95% occupancy/utilization across sites
• Up to 20% per-unit operating cost reductions across 1,840 units • 100% of sites implement 1:25 caseload ratio
• Digital inventory system across 24 sites/1,840 units
Goal 1.3 Improve outreach and engagement
tracking to increase placements into
programs, services, shelter, and housing.
Standardized engagement tracking will
improve accountability and increase
placements.
• ≥75% of total engagements result in placement;
• ≥50% of cross-departmental/jurisdictional referrals resolved Goal 2.1 and 2.2 Sustain and stabilize
funding sources for shelter and interim
housing operations by reducing reliance on
one-time allocations and implementing
CalAIM billing for eligible services.
Stabilize diversified funding sources,
implement CalAIM billing, and gain
efficiencies and strong performance in
shelter system operations to mitigate
dependency on the General Fund revenues
to sustain the shelter system.
• Achieve 20% throughput rate from shelter/safe parking into permanent housing
• 75% of eligible CalAIM participants registered by FY25/26 Goal 3.1 and 3.2 Maintain compliance and
public space cleanliness in 26 miles of
priority waterways and maintain NEZs
citywide around EIH sites, limiting re-
encampment & displacement impacts.
Sustaining compliance in waterways and
EIH NEZs will prevent re-encampments,
reduce displacement, ensure accessibility,
and protect environmental quality.
• ≤65 re-encampments per quarter within NEZs along waterways • ≥80% of re-encampments resolved within two business days (all NEZs)
• # of creek miles assessed as Low
• # of creek miles assessed as Moderate/High/Very High
Goal 4.1 and 4.2 Improve homelessness
forecasting and strengthen HMIS data
exchange with the County.
Better data sharing and forecasting will
improve planning, coordination, and
investments.
• Maintain/update forecasting model quarterly with integrated departmental datasets.
• Integrate 5–10 departmental datasets into the data lakehouse 2 2
Cleaning Up Our Neighborhoods Focus Area – Attachment D Performance Dashboard
City Cleanliness Perception
Priority
Areas
Near-Term
Goals
(FY 2025-2026)
Indicators
Long-Term Goal. San José Residents can enjoy a city with clean public spaces and well-maintained private property.
Change
Initiatives
3. Illegal Dumping2. Graffiti1. Code Enforcement
3.1 Implement a coordinated illegal dumping
enforcement strategy
3.2 Implement an illegal dumping education
strategy
3.3 Implement strategies to improve Free Junk
Pickup usage
3.4 Develop proposals for revised trash disposal
procedures and service efficiency improvements
that will prevent the City’s service yards from
reaching capacity.
3.5 Implement Abandoned Shopping Cart Pilot
Program
2.1 Implement a graffiti enforcement
program
1.1 Implement Chronic Offender
Resolution and Enforcement Pilot
Program
1.2 Implement Escalated Enforcement
Policy.
1.3 Implement Phase 1 of CodeX
1.4 Increase Administrative Fine and
Complete Fine Study
1.5 Implement monthly meetings of the
Downtown Enhanced Vacant Building and
Storefront Working Group
• Illegal Dumping Enforcement
• Illegal Dumping Education
• Free Junk Pickup Improvement Project
• Trash and Debris Disposal Process Improvement
Project
• Abandoned Shopping Cart Pilot Program
• Graffiti Enforcement and Diversion• Chronic Offender Resolution and E
nforcement Pilot Program
• Escalated Enforcement Policy
• CodeX Implementation
• Fine Revisions
• Enhanced Vacant Building and Storefront
Enforcement
1 Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard - Priority Area 1: Code Enforcement Near-Term Goal Hypothesis Relevant Metrics
Goal 1.1 Implement Chronic
Offender Resolution and
Enforcement Pilot Program
beginning in October 2025, and
evaluate efficacy and report to
the NSE Committee in April
2026.
The CORE Pilot Program will
expedite enforcement against
properties with a history of chronic
or significant repeated violations
ensuring properties come into
compliance more rapidly and are
maintained in compliance.
• Total General Code Caseload
• Number of Cases at each stage of the enforcement process • Percent of cases meeting time to closure target for emergency and priority cases • Number of properties in the program
Goal 1.2 Implement Escalated
Enforcement Policy beginning in
September 2025. Evaluate
efficacy and report on progress
to the NSE Committee in April
2026.
Policy will standardize compliance
timelines and set clear
expectations for escalating
enforcement resulting in more
consistency, efficiency, and timely
resolution of cases.
• Total General Code Caseload
• Number of Cases at each stage of the enforcement process • Percent of cases meeting time to closure target for emergency, priority routine cases.
• Annual Code Enforcement Customer Service Survey
Goal 1.3 Implement Phase 1 of
CodeX, the updated Code
Enforcement case management
system, by June 2026 and report
out on progress at the NSE
Committee in June 2026.
CodeX System will make
management of code enforcement
cases more efficient and effective,
resulting in more effective
prioritization of cases and more
rapid case resolution, and
substantially increase Code
Enforcements ability to use data
analytics to improve service
delivery.
• Total General Code Caseload
• Number of Cases at each stage of the enforcement process (pre-investigation, investigation, Enforcement – Notices, Enforcement – Citations, Enforcement – Compliance Order, Enforcement – Appeals Hearing Board, Compliance.) • Percent of cases meeting time to closure target for emergency, priority routine cases.
• Annual Code Enforcement Customer Service Survey
2 Cleaning Up Our Neighborhoods Focus Area
Near-Term Goal Hypothesis Relevant Metrics
Goal 1.4 Raise the maximum
administrative fine by August 2025 and
complete a Fine Study and bring forward
for City Council consideration by February
2026.
Recommendations from the
consultant study will provide options
for the City to more effectively
achieve compliance.
• Total General Code Caseload
• Number of Cases at each stage of the enforcement process • Percent of cases meeting time to closure target for emergency, priority routine cases.
Goal 1.5 Continue to implement monthly
meetings of the Downtown Enhanced
Vacant Building and Storefront Working
Group to coordinate enforcement against
blighted properties in the Downtown and
report to the NSE Committee in April 2026
on progress bringing vacant buildings into
compliance.
Enhanced inter-departmental
coordination will result in more
effective enforcement against
problem properties in the Downtown.
• Community survey cleanliness perception measure for Downtown • Number of buildings in the Enhanced vacant building enforcement program, Downtown Mandatory Registration Area
• Number of buildings in the Enhanced vacant building enforcement program, Downtown Monitoring Program
Near-Term Goal Hypothesis Relevant Metrics
Goal 2.1 Implement a graffiti enforcement
program. Evaluate effectiveness and report
to NSE Committee in August 2026.
Enforcement against prolific taggers
will reduce graffiti from prolific
taggers and generally deter graffiti.
• Square footage of graffiti removed.
• Code Enforcement citations for graffiti on private property. • Number of graffiti cases referred to the District Attorney’s Office. • Outcomes for referred cases.
Performance Dashboard - Priority Area 1: Code Enforcement Performance Dashboard - Priority Area 2: Graffiti
3 Cleaning Up Our Neighborhoods Focus Area
Near-Term Goal Hypothesis Relevant Metrics
Goal 3.1 Implement a coordinated illegal
dumping enforcement strategy, including
(1) use of BeautifySJ cameras, (2) use of
Police Department cameras, and (3)
vehicle seizures. Evaluate effectiveness
and report to the NSE Committee in
August 2026.
Enforcing against illegal dumpers
will deter future illegal dumping and
reduce illegal dumping tonnage
collected over time
• Number of illegal dumping work orders
• Tonnage of illegal dumping collected
• Number of illegal dumping incidents referred from BSJ to Code Enforcement
• Number of complaints received from the public by Code Enforcement • Number of warnings and citations issued by Code Enforcement Goal 3.2 Implement an illegal dumping
education strategy aimed at deterring
illegal dumping, including (1) engagement
with neighborhood associations, (2) school
presentations and (3) a marketing
campaign. Evaluate effectiveness and
report to the NSE Committee in August
2026.
By educating the public about the
impact of illegal dumping and
options for legal disposal of trash,
illegal dumping will be reduced and
trash disposal will be diverted to
legal means.
• Number of illegal dumping work orders
• Number of complaint responses of illegal dumping
• Tonnage of illegal dumping collected
• Number of Neighborhood association presentations.
• Number of school presentations.
• Number of individuals who are engaged in a follow-up activity after an outreach event.
• Number of dumpster days after outreach events.
Performance Dashboard - Priority Area 3: Illegal Dumping 4 Cleaning Up Our Neighborhoods Focus Area
Near-Term Goal Hypothesis Relevant Metrics
Goal 3.3 Implement strategies to improve
Free Junk Pickup usage, including (1) 311
process improvements, (2) hauler outreach
and coordination with multifamily complexes
and (3) identification of potential service
model improvements for the next solid waste
contract. Evaluate effectiveness and report to
NSE Committee in June 2026.
Strategies will improve utilization of Free
Junk Pickup, thus diverting illegal dumping
into a legal trash disposal method.
• Number of illegal dumping work orders
• Tonnage of illegal dumping collected
• Number of Free Junk Pickup Appointments, Single-Family • Number of Free Junk Pickup Appointments, Multi-Family • Free Junk Pickup Tonnage, Single-Family
• Free Junk Pickup Tonnage, Multi-Family
• Multifamily complex participation rate.
• Free Junk Pickup 311 Customer Satisfaction Rating
Goal 3.4 Develop budget proposals for
revised trash disposal procedures and service
efficiency improvements that will prevent the
City’s service yards from reaching capacity.
Develop and submit proposals by March
2026.
By implementing process improvements,
the City will be able to process high
volumes of illegal dumping, encampment
trash, and neighborhood volunteer events
more efficiently withing existing facility
constraints.
• Distribution of disposal tonnage by disposal destination.
Goal 3.5 Conduct a pilot program for a
dedicated service to collect shopping carts,
evaluate pilot and recommend a permanent
service model to the City Council by
November 2025.
The shopping cart collection pilot will aid
the City in developing a permanent
shopping cart collection model, which will
make the City more effective at retrieving
shopping carts.
• Number of carts collected per month from pilot areas.
Performance Dashboard - Priority Area 3: Illegal Dumping 5 Growing Our Economy Focus Area – Attachment E
Performance Dashboard
Jobs, Revenue, Downtown Vibrancy, Small Businesses, Income Diversity Ratio Priority Areas
Near-Term
Goals
(FY 2025-
2026)
1. Business Development and
Workforce Preparedness 2. Infrastructure Readiness
3. Downtown and
Neighborhood Business
Districts Investment
4. Sports and Entertainment District
Development
1.1 Engage employers and connect them to resources
that attract and retain 5,000 jobs by June 2026.
1.2 Identify priority growth sectors (such as
manufacturing and AI). Customize business outreach
activities engaging priority sectors and bringing
visibility to the City's competitive assets.
1.3 Analyze job attraction, retention, and expansion
performance measure methodology and data sources
and report to December CED Committee.
1.4 Implement two program improvements from FY
2024-2025 workforce pilot for 125 unstably
housed residents.
1.5 By March 2026, work2future will launch a pilot
selection paid work experience trainings related to
AI, with 80 clients enrolling by June 2026.
1.6 Implement AI tool for skills assessment and job
matching and bring results and recommendations to
CED Committee meeting in June 2026
.
2.1 Three data centers/large energy projects receive
permanent power from PG&E by June 2026.
2.2 Two new data center/large energy projects in the
Building Plan Review phase by June 2026.
2.3 Five new data center/large energy projects in the
Planning Entitlement phase by June 2026.
2.4 Define and execute an Exclusive Negotiating
Agreement for development of the Economic
Development Lands near the Regional Wastewater
Facility by March 2026.
2.5 Issue first LS Power utility construction permit by June 2026.
3.1 Generate five commercial lease renewal
commitments in Downtown of 5,000 square feet or more
by June 2026.
3.2 Facilitate five new ground-floor business attractions to Downtown by June 2026.
3.3 Implementation of four Downtown placemaking
initiatives by June 2026.
3.4 Formation of one new business improvement district
by June 2026.
3.5 Implement two new small business grant programs
and assess need and interest by business and project
type.
3.6 Accelerate small businesses by streamlining one City process.
4.1 Develop conceptional plan for a Sports and
Entertainment District and present to City Council
by December 2025.
4.2 Facilitate an updated study of a Convention Center
Expansion/HQ Hotel and present to City Council by
December 2025.
4.3 Develop administrative guidelines for Entertainment Zone implementation by December 2025.
4.4 Produce or facilitate at least eight cultural outdoor special events specific to 2026 activities and deliver six public artworks.
4.5 Facilitate at least 485 city-wide
outdoor special event days that cumulatively drive over two million attendees.
4.6 Work with external partners to measure economic impact of 2026 major sporting events with the goal of capturing 20% of all direct spending within the Bay Area.
Indicators
Long-Term Goal. Cultivate an ecosystem for thriving businessesand resident prosperity. 1 • Business Attraction Strategy
• Business Intelligence Capture
• Workforce program for unstably housed
residents
• work2future AI tools
• WIOA Reauthorization advocacy Change
Initiatives
• Fast-track development pathway
• Concierge model for major investors
• Targeted marketing and engagement with large
energy customers
• Regional Wastewater Facility Economic
Development Lands
• Partnerships with regional utilities and state
agencies
• Business Attraction Strategy
• Downtown Office Incentive Program
• Stitching Districts
• Business Improvement District formation
• Business grant programs – Storefronts,
Neighborhood and Start-up
• Small Business Ally
• Sports and Entertainment District Conceptual Plan
• Convention Center Expansion/HQ Hotel Study
• Entertainment Zone implementation
• 2026 major sporting events activations
• Outdoor special events
Growing Our Economy Focus Area
Performance Dashboard – Priority Area 1: Business Engagement and Workforce Preparedness Near-Term Goal Hypothesis Relevant Metrics
Goal 1.1 Engage employers and connect them to
resources that attract and retain 5,000 jobs by June
2026.
By strategically targeting key sectors companies, we can strategically grow jobs.
• % of retained, expanded, or attracted
jobs from businesses receiving
Business Development assistance
Goal 1.2 Identify priority growth sectors (such as
manufacturing and AI). Customize business outreach
activities engaging priority sectors and bringing
visibility to the City's competitive assets.
By strategically targeting key sectors companies, we can strategically grow jobs.
• % of retained, expanded, or attracted
jobs from businesses receiving
Business Development assistance
Goal 1.3 Analyze job attraction, retention, and expansion performance measure methodology and report to
December CED Committee.
Through consistent measurement and benchmarking against regional and national trends, we can better understand our jobs trends and where we can target impact.
• Methodology, data sources,
and benchmarking for jobs measures
Goal 1.4 Implement two program improvements from FY
2024-2025 workforce pilot for 125 unstably
housed residents.
Through program improvements, we can increase the
percentage of employed clients who transition in high-wage, high-growth careers.
• % of those getting jobs securing jobs in
high-wage high-growth occupations
Goal 1.5 By March 2026, work2future will launch a pilot selection paid work experience trainings related
to AI, with 80 clients enrolling by June 2026.
Through AI training we can transition more workforce clients into high-wage, high-growth jobs.
• # of jobs obtained in AI by people who
went through the training
• % of those getting jobs securing jobs
in high-wage high-growth occupations
Goal 1.6 Implement AI tool for skills assessment and
job matching and bring results and recommendations
to CED Committee meeting in June 2026.
Through AI tools we can reduce costs and provide more
efficient services.
• Cost of AI tool vs. staff time saved on AI
coaching and matching tool.
2 Growing Our Economy Focus Area
Performance Dashboard – Priority Area 2: Infrastructure Readiness Near-Term Goal Hypothesis Relevant Metrics
Goal 2.1 Three data centers/large energy projects
receive permanent power from PG&E by June 2026.
Through our newly funded team dedicated to
data center/large energy projects we'll move
more projects through the development process
this fiscal year.
• # of data centers/large energy projects in
development pipeline
• Data center/large energy project pipeline progression rate • Estimated revenue generated by data center/large
energy projects
Goal 2.2 Two new data center/large energy projects in
the Building Plan Review phase by June 2026.
Through our newly funded team dedicated to
data center/large energy projects we'll move
more projects through the development process
this fiscal year.
• # of data centers/large energy projects
in development pipeline
• Data center/large energy project pipeline progression rate • Estimated revenue generated by data
center/large energy projects
Goal 2.3 Five new data center/large energy projects in
the Planning Entitlement phase by June 2026.
Through our newly funded team dedicated to
data center/large energy projects we'll move
more projects through the development process
this fiscal year.
• # of data centers/large energy
projects in development pipeline
• Data center/large energy project pipeline progression rate • Estimated revenue generated by
data center/large energy projects
Goal 2.4 Define and execute an Exclusive Negotiating
Agreement for development of the Economic
Development Lands near the Regional Wastewater
Facility by March 2026.
Through execution of an Exclusive Negotiation
Agreement, we will learn more about a feasible
land use plan to generate revenue at the
Regional Wastewater Facility property.
• Exclusive Negotiating Agreement for Regional Wastewater Facility item at Council by March 2026.
Goal 2.5 Issue first LS Power utility construction
permit by June 2026.
We will lay the foundation to understand
revenue opportunities from the LS Power project
and interest from large energy load customers.
• Franchise agreement and MOU for LS Power to Council
in September/October 2025.
• # of full LS Power Utility Permits issued
3 Growing Our Economy Focus Area
Performance Dashboard – Priority Area 3: Downtown and Neighborhood Business Districts Investment Near-Term Goal Hypothesis Relevant Metrics
Goal 3.1 Generate five commercial lease renewal
commitments in Downtown of 5,000 square feet
or more by June 2026.
Targeted outreach to addressworkforce, infrastructure, and regulatory needs, while gathering feedback to better support employers, will strengthen Downtown business ecosystem. • # commercial lease renewals Downtown
Goal 3.2 Facilitate five new commercial business
attractions to Downtown by June 2026.
Targeted outreach to addressworkforce, infrastructure,
and regulatory needs, while gathering feedback to
better support employers, will strengthen Downtown business ecosystem.
• # business attractions Downtown
Goal 3.3 Implementation of four
Downtown placemaking initiatives by June 2026.
By implementing placemaking initiatives, we will create stronger connections between districts and enhance the overall
Downtown experience.
• Percentage increase in foot traffic
• Businesses opened near placemaking
projects
Goal 3.4 Formation of one new business improvement
district by June 2026.
The formation of business improvement districts will drive sustainable long-term investment in commercial corridors. • New assessment fees generated
Goal 3.5 Implement two new small business grant
programs and assess need and interest by business
and project type.
New grant programs will provide new pathways to support commercial corridors and provide small businesses with start up cost support.
• # of applications
• # of types of applications
• # of small businesses receiving support
Goal 3.6 Accelerate small businesses by streamlining
one City process.
Making it easier for small businesses to do business helps our economy grow.
• City process streamlined
• Evaluation measures of streamlined
process
4 Growing Our Economy Focus Area
Performance Dashboard – Priority Area 4: Sports and Entertainment District Development Near-Term Goal Hypothesis Relevant Metrics
Goal 4.1 Develop conceptional plan for a Sports and
Entertainment District and present to City Council
by December 2025.
Analyzing City costs and projected revenue from a Sports and Entertainment District empowers the City with policy alternatives to support long-term economic growth.
• Policy alternatives and return on
investment analysis on Sports and
Entertainment District
Goal 4.2 Facilitate an updated study of a Convention
Center Expansion/HQ Hotel and present to City
Council by December 2025.
Analyzing City costs and projected revenue from a Convention Center/HQ Hotel Expansion empowers the City with policy alternatives to support long-term economic growth.
• Policy alternatives and return on
investment analysis on Sports and
Entertainment District
Goal 4.3 Develop administrative guidelines for
Entertainment Zone implementation by December
2025.
Analyzing Entertainment Zone activations gives us information on what works well and what attracts attendees to drive future economic growth.
• % change year-over-year in Downtown
foot traffic
Goal 4.4 Produce or facilitate at least eight cultural
outdoor special events specific to 2026 activities and
deliver six public artworks.
Analyzing 2026 activations gives us information on what works well and what attracts attendees to drive future economic growth. • % change year-over-year
in Downtown foot traffic
• Media impressions
• Attendance
• Event satisfaction surveys
Goal 4.5 Facilitate at least 485 city-wide outdoor
special
event days that cumulatively drive over two million
attendees.
Analyzing outdoor special events gives us information on what works well and what attracts attendees to drive future
economic growth.
• % change year-over-
year in Downtown foot traffic
• Media impressions
• Attendance
• Event satisfaction surveys
Goal 4.6 Work with external partners to
measure economic impact of 2026 major sporting
events with the goal of capturing 20% of
all direct spending within the Bay Area.
A performance methodology gives us more information on the economic impact of major events and allows us to track revenue over time.
• Performance measure methodology
• % of all direct spending within the Bay
Area
5 Building More Housing Focus Area – Attachment F
Performance Dashboard
Entitlements, Building Permits Issued, and Certificates of Occupancy against Regional Housing Needs Assessment goal by income category.
Priority Areas
Near-Term
Goals
(FY 2025-
2026)
Indicators
Long-Term Goal. Meet residents' housing needs across income levels by making San José a great place to build housing.
1. Land Use, Policy, and Regulation 2. Development Services Process 3. Linking Land and Capital
1.1 Complete task force process for General Plan
4-Year Review by June 2026.
1.2 Develop Downtown Ministerial permit process
and include analysis in October CED Citywide
Planning Activities Status Report.
2.1 Analyze options to report on development
services timeliness across the pipeline and report
findings to the CED Committee in December
2025.
2.2 Bring standard conditions of approval and
CEQA process guidelines to City Council by Q3
FY 2025-2026.
2.3 Conduct initial analysis of projects affected by
state CEQA streamlining statutes by June 2026.
2.4 Complete development fee estimator work
by adding multifamily new construction by
December 2025.
3.1 Cost of Development City Council
Study Session on affordable and
market rate development data analysis in
December 2025.
3.2 Review a portfolio of entitled housing projects
with various requirements that present financial
feasibility challenges in today’s market. Present
analysis to CED Committee in February 2026.
3.3 Provide data analysis on the effectiveness of
the market-rate incentive and affordable financing
housing programs and bring resulting program
adjustments to City Council in Q3 FY 2025-2026.
3.4 Provide alternative financing programs
to preserve housing at all income levels.
1 Change
Initiatives
• General Plan Four-Year review
• Downtown Ministerial
• Housing Catalyst Work Plan
• CEQA permit standards
• Development fee estimator
• AI Streamlining tool
• Multifamily Housing Incentive and Downtown
Incentive market rate housing programs
• Affordable unit financing
• Cost of Development Study Session
• Public-Private Partnerships
Building More Housing Focus Area
Performance Dashboard – Priorioty Area 1: Land Use, Policy, and Regulation Near-Term Goal Hypothesis Relevant Metrics
Goal 1.1 Complete taskforce process for General Plan
Four-Year Review by June 2026.
Guiding questions: What housing and land use opportunities exist that have not yet been explored? How much housing capacity would these new opportunity areas be able to create?
• New Opportunity Sites for all types of
housing
• Estimated future market rate or
affordable housing units enabled
by policy changes
Goal 1.2 Develop Downtown Ministerial permit
process and include analysis in October CED Citywide
Planning Activities Status Report.
Expanding ministerial processes will facilitate additional housing units.
• New Opportunity Sites for all types
of housing
• Estimated future market rate
or affordable housing units
enabled by policy changes
2 Building More Housing Focus Area
Performance Dashboard – Priority Area 2: Development Services Process Near-Term Goal Hypothesis Relevant Metrics
Goal 2.1 Analyze options to report on development
services timeliness across the pipeline and report
findings to the CED Committee in December 2025.
Creating development services measures facilitates communication with developers and the Council on overall performance and areas for improvement.
• Recommended performance
measure(s)
• Input from key stakeholders
Goal 2.2 Bring standard conditions of approval and
CEQA process guidelines to City Council by Q3 FY
2025-2026.
Further standardizing permit conditions and CEQA procedures via technical guidelines creates a more predictable experience for developers and facilitates faster development.
• CEQA review timelines
• Rounds of review for environmental
document products from applicants’
consultants with the guidelines
Goal 2.3 Conduct initial analysis of projects affected
by state CEQA streamlining statutes by June 2026.
New state legislation will facilitate faster housing development timelines through CEQA streamlining.
• # of projects/units using new
streamlining processes
Goal 2.4 Complete development fee estimator work
by adding multifamily new construction by December
2025.
Creating a more predictable fee structure helps developers plan for costs and increases our customer service perception.
• Accuracy evaluation of residential
projects available through the fee
estimator
• Feedback from key customers on
the utility of the tool
• Number of weekly page visits to the fee
estimator tool
3 Building More Housing Focus Area
Performance Dashboard – Priority Area 3: Linking Land & Capital Near-Term Goal Hypothesis Relevant Metrics
Goal 3.1 Cost of Development City Council
Study Session on affordable and
market rate development data analysis in
December 2025.
The data analysis provided during this study session will help inform future policy tradeoffs and decisions.
• Identify policy opportunities to fund
or incentivize building and preserving
more housing
Goal 3.2 Review a portfolio of entitled housing
projects with various requirements that
present financial feasibility challenges in
today’s market. Present analysis to CED Committee
in February 2026.
Data analysis on where and how projects are/are not
moving forward helps to inform policy decisions.
• Identify parcels with challenges to the alignment
of unit requirements and market financing
Goal 3.3 Provide data analysis on the effectiveness of
the market-rate incentive and affordable financing
housing programs and bring resulting program
adjustments to City Council in Q3 FY 2025-2026.
Through analysis of current incentive program, recommendations will be provided to improve the program and facilitate more housing. • # of units financed with City incentives
• # of units financed with City or public
financing
Goal 3.4 Provide alternative financing programs to
preserve housing at all income levels.
Being nimble in providing financial support to housing development helps ensure we preserve the units we have.
• # of units preserved with alternative
financing programs
4